Compensation & Reward Management (EDL 409)-Semester 4

Compensation & Reward Management (EDL 409)-Semester 4

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

1st Module Assessment

CASE STUDY 

Salary inequities at Acme Manufacturing
Joe Black was trying to figure out what to do about a problem salary situation he had in his plant. Black recently took over as president of Acme Manufacturing. The founder and former president, Bill George, had been president for 35 years. The company was family owned and located in a small eastern Arkansas town. It had approximately 250 employees and was the largest employer in the community. Black was the member of the family that owned Acme, but he had never worked for the company prior to becoming the president. He had an MBA and a law degree, plus five years of management experience with a large manufacturing organization, where he was senior vice president for human resources before making his move to Acme.A short time after joining Acme, Black started to notice that there was considerable inequity in the pay structure for salaried employees. A discussion with the human resources director led him to believe that salaried employees pay was very much a matter of individual bargaining with the past president. Hourly paid factory employees were not part of this problem because they were unionized and their wages were set by collective bargaining. An examination of the salaried payroll showed that there were 25 employees, ranging in pay from that of the president to that of the receptionist. A closer examination showed that 14 of the salaried employees were female. Three of these were front-line factory supervisors and one was the human resources director. The other 10 were non management.This examination also showed that the human resources director appeared to be underpaid, and that the three female supervisors were paid somewhat less than any of the male supervisors. However, there were no similar supervisory jobs in which there were both male and female job incumbents. When asked, the Hr director said she thought the female supervisors may have been paid at a lower rate mainly because they were women, and perhaps George, the former president, did not think that women needed as much money because they had working husbands. However, she added she personally thought that they were paid less because they supervised less-skilled employees than did the male supervisors. Black was not sure that this was true.The company from which Black had moved had a good job evaluation system. Although he was thoroughly familiar with and capable in this compensation tool, Black did not have time to make a job evaluation study at Acme. Therefore, he decided to hire a compensation consultant from a nearby university to help him. Together, they decided that all 25 salaried jobs should be in the same job evaluation cluster, that a modified ranking method of job evaluation should be used, and that the job descriptions recently completed by the HR director were current, accurate, and usable in the study.The job evaluation showed that the HR director and the three female supervisors were being underpaid relative to comparable male salaried employees . Black was not sure what to do. He knew that if the underpaid female supervisors took the case to the local EEOC office, the company could be found guilty of sex discrimination and then have to pay considerable back wages. He was afraid that if he gave these women an immediate salary increase large enough to bring them up to where they should be, the male supervisors would be upset and the female supervisors might comprehend the total situation and want back pay. The HR director told Black that the female supervisors had never complained about pay differences. The HR director agreed to take a sizable salary increase with no back pay, so this part of the problem was solved.

Question 1. what kind of salary inequity prevailed in Acme?

 position inequity

 external inequity

 performance ineuity

 all of the above

Question 2. Job evaluation in the case study refers to?

 evaluationg performance of employees

evaluating work done by employees

 evaluating salary per job

 all of the above

Question 3. How did the company get into such a situation?

inappropriate job analysis

 inappropriate job evaluation

 inappropriate performance management

 inappropriate recruitment & selection

Question 4. Which amongst the below are not method of job evaluation

 Ranking method

 Field survey

 Paired Comparision

 Management by Objective

Question 5. what sequence of procedure Black should follow

 job analysis then job evaluation

 job evaluation followed with job analysis

 either can be done

 both are not required

Question 6. Black should pay ………………. to Jobs lying in the same job cluster

 same salary

 different slary

 same salary range

 different salary range

Question 7. How did the management decide salary prior to Black joining in?

 Based on jab analaysis

 Based on job evaluation

 based on negotiations

 none of the above

Question 8.  the horuly workers salary was fixed with the help of

 Job evaluation

 negotiations

 job analysis

 none of the above

Question 9.  compensation of the employee include

 base salary

 incentive

 paid holidyas

 all of the above

Question 10. If you were Black, what would you have done about salary related to female supervisors

 To do nothing

 To gradually increase the female supervisors salaries

 To increase their salaries immediately

 To call the three supervisors into his office, discuss the situation with them, and jointly decide what to do.

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

2nd Module Assessment

CASE STUDY


In the mid-1980s Xerox corporation was faced with a problem—its performance appraisalsystem was not working. Rather than motivating the employees, its system was leaving them discouraged and disgruntled. Xerox recognized this problem and developed a new system toeliminate it.
Old Performance Appraisal System
The original system used by Xerox encompassed seven main principles:1.The appraisal occurred once a year.2.It required employees to documenet their accomplishments.3.The manager would assess these accomplishments in writing and assign numerical ratings.4.The appraisal included a summary written appraisal and a rating from 1 (unsatisfactory)to 5 (exceptional).5.The ratings were on a forced distribution, controlled at the 3 level or below.6.Merit increases were tied to the summary rating level.7.Merit increase information and performance appraisals occurred in one session.This system resulted in inequitable ratings and was cited by employees as a major source of dissatisfaction. In fact, in 1983, the Reprographic Business Group (RBG), Xerox’s main copier division, reported that 95 percent of its employees received either a 3 or 4 on their appraisal.Merit raises for people in these two groups only varied by 1 to 2 percent. Essentially, across-the- board raises were being given to all employees, regardless of performance.
New Performance Appraisal System
Rather than attempting to fix the old appraisal system, Xerox formed a task force to create a new system from scratch.The task force itself was made up of senior human resources executives;however, members of the task force also consulted with councils of employees and a council of middle managers.Together they created a new system, which differed form the old one in many key respects:1.The absence of a numerical rating system.2.The presence of a half-year feedback session.3.The provision for development planning.4.Prohibition in the appraisal guidelines of the use of subjective assessments of  performance.The new system has three stages, as opposed to the one-step process of the old system. These stages are spread out over the course of the year. The first stage occurs at the beginning of the year when the manager meets with each employee. Together, they work out a written agreement on the employee’s goals, objectives, plans, and tasks for the year. Standards of satisfactory performance are explicitly spelled out in measurable, attainable, and specific terms.The second stage is a mid-year, mandatory feedback and discussion session between the manager and the employee. Progress toward objectives and performance strengths and weaknesses are discussed, as well as possible means for improving performance in the latter half of the year.Both the manager and the employee sign an “objectives sheet” indicating that the meeting took  place.The third stage in the appraisal process is the formal performance review, which takes place at year’s end. Both the manager and the employee prepare a written document, stating how well the employee met the preset performance targets. They then meet and discuss the performance of the employee, resolving any discrepancies between the perceptions of the manager and the employee. This meeting emphasizes feedback and improvement. Efforts are made to stress the positive aspects of the employee’s performance as well as the negative. This stage also includes a developmental planning session in which training, education, or development experiences that can help the employee are discussed. The merit increase discussion takes place in a separate meeting from the performance appraisal, usually a month or two later. The discussion usually centers on the specific reasons for the merit raise amount, such as performance, relationship with peers, and position in salary range. This allows the employee to better see the reasons behind the salary increase amount, as opposed to the summary rank, which tells the employee very little.A follow-up survey was conducted the year after the implementation of the new appraisal system. Results were as follows: 81 percent better understood work group objectives, 84 percent considered the new appraisal fair , 72 percent said they understood how their merit raise was determined, 70 percent met their personal and work objectives, 77 percent considered the system a step in the right direction In conclusion, it can be clearly seen that the new system is a vast imporvement over the previous one. Despite the fact that some of the philosophies, such as the use of self-appraisals, run counter to conventional management practices, the results speak for themselves.

Question 1. According to the forced ditribution method the employees were forced into how many groups in the old performance appraisal system

 a. continuously distributed evenly in many groups

 b. no groups formed at all

 c. two major gorups were formed

 d. all employees were ranked in the same group

Question 2. Merit pay given to employees are part of ……..?

 a. incentive

 b. increase in base pay

 c. bonus

 d. all of the above

Question 3. the new performance appraisal system is

 a. past oriented

 b. future oriented

 c. both

 d. 360 degree based

Question 4. the old performance appraisal system was…..

 a. past oriented

 b. future oriented

 c. both

 d. performance management oriented

Question 5. what kind of biasness was involved in the old performance appraisal system?

 a. biasness of central tendency

 b. recency effect

 c. halo effect

 d. stereotyping

Question 6. what kind of performance system was the new one?

 a. self appraisal

 b. mbo

 c. 360 degree feedback

 d. ranking system

Question 7. What was the major cause of dissatisfaction amongst the employees?

 a. biaseness in rating

 b. no proper system of performance appraisal

 c. absence of feedback

 d. all of the above

Question 8. which amongst the below are not future oriented method of performance appraisal?

 a. 360 degree

 b. MBO

 c. 720 degree

 d. Graphic rating scale

Question 9. which mehtod was more objective?

 a. old appraisal method

 b. new appraisal method

 c. both were equally objective

 d. none of the above

Question 10. which of the statement is correct?

 a. performance appraisal is a sub set of performance management

 b. performance management is a subset of performance appraisal

 c. both are same

 d. both are not related

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

3rd Module Assessment

CASE STUDY

Cadbury made life sweeter for workers
Housing and education were key features of the employee benefits package at Cadbury Brothers in 1952, thanks to founder John Cadbury’s sons.
In 1861, Richard and George Cadbury took over management of the Cadbury factory on Bridge Street, Birmingham, and began to take an interest in employees’ welfare. They created a new factory outside
Birmingham, which they named Bournville, which became known as ‘the factory in the garden’.
In 1895, the brothers built housing for their workforce, which turned into the Bournville Village Trust in 1900.
Young staff attended the Bournville Day Continuation College for one day a week until they were at least 18 years old. Cadbury-funded scholarships were available on graduation.
Shop committees were the first point of contact for employees’ work-related issues, except wages and hours, which were negotiated by trade unions.
Savings vehicles included the Bournville Pension Fund, into which employers and staff made contributions.
There was sick pay of up to 90% of base wage, and Workers’ Funds available for prolonged illness. A Dependant’s Provident Fund paid a lump sum to the next of kin if a male worker died under the age of 65.

Question 1. Employee stock ownership plan is a?

 a. long term incentive

 b. short term incentive

 c. can be both

 d. it is not an incentive

Question 2. Provident fund is a?

 a. short term investment

 b. long term investment

 c. moderate investment

 d. does not depend on time

Question 3. scholorship given at Cadburry would be considered as a?

 a. incentive

 b. bonus

 c. employee benefit

 d. increment

Question 4. the salary given to employees were in which form?

 a. consolidated

 b. on pay grade

 c. no such information is given

 d. both a and b

Question 5. which form of compenastion is given to employees at Cadburry?

 a. direct compenation

 b. indirect compensation

 c. long term benefits

 d. all of the above

Question 6. which Maslows need is the benefit plan at Cadburry focusing to?

 a. Self esteem

 b. Social need

 c. physiological need

 d. self actualisation

Question 7. which of the below Cadbury does not have according to the case study?

 a. grievaiance handling

 b. bargaining and negotiation

 c. employee welfare

d. mentoring

Question 8. which of the below is not a component of direct compensation

 a. salary

 b. wage

 c. incentive

 d. all are part of dircet compensation

Question 9. Which of the below is not a part of employee benefits?

 a. scholorship

 b. incentive

 c. provident fund

 d. housing facility

Question 10. Which statement is not correct?

 a. salary and wage are different from each other

 b. incentive and increment are synonyms for each other

 c. bonus is different from incentive

 d. any kind of insurance cover given to employees is a part of compensation

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

4th Module Assessment

CASE STUDY

Companies continually test ways to incent employees to perform more effectively, often turning to worker-motivation tools such as bonuses, “up or out” employee ranking tournaments, and employee of the month rewards.

Behavioral scientists warn that these programs, if not constructed carefully, can open a box full of unintended consequences that ultimately harm rather than help the organization.

The financial crisis of 2008 was partially fueled by origination bonuses paid to bank loan officers who were incented to approve bad loans. Less well understood, but uncovered in HBS research several years ago, is that those bank bonuses also caused loan officers to perceive reality differently—they believed those loans would succeed.

It’s not just financial incentives that are under study. Employers seek to change the behavior of workers in all manner of ways: to make more ethical decisions, to get flu shots, to lose weight, to be wiser about personal financial planning. Behavioral scientists are becoming the new HR superstars in some organizations.

Research through the years at Harvard Business School has explored this good intentions-bad outcomes dilemma in many settings, from the glitzy world of Las Vegas to steamy laundry plants in Asia. The results these studies have uncovered are important to understand for org designers, compensation committees, and any function such as sales that depends on incentives to drive performance.

Question 1 : Biased incentives will result to what kind of employees

 a. satisfied

 b. motivated

 c. dissatisfied

 d. nuetral

Question 2. Group pay-incentive plan designed to motivate employees in improving the productivity of their workgroup through more efficient use of resources is called as

 a. gain sharing

 b. esop

 c. bonus

 d. profit sharing

Question 3. incentives are primarily dependent on

 a. profit

 b. sales

 c. productivity

 d. all of the above

Question 4. Is the statement true “incentives impact behaviour of employees”?

 a. absolutely true

 b. somewhat true

 c. FALSE

 d. none of the above

Question 5. Pick up the odd one out

 a. gain sharing

 b. esop

 c. bonus

 d. profit sharing

Question 6. When incentives are planeed, the target or goals set should be

 a. realisitc

 b. difficult to achieve

 c. easy to achieve

 d. unrealistic

Question 7. Which amongst the below will help employee to stay motivated

 a. incentive

 b. training

 c. flexible working environment

d. all of the above

Question 8. Which is a type of incentive?

 a. merit pay

 b. base pay

 c. hourly pay

 d. bonus

Question 9. Which need of Maslow’s hierarchy theory will not be fulfilled by giving incentives but will be more accomplished by giving recognition

 a. Physiological need

 b. Safety Need

 c. Social Need

 d. Self esteem need

Question 10. Which of the below concept is not related to compensation

 a. Adam’s equity theory

 b. Vroom’s expectancy theory

 c. ERG theory

 d. Kirk Patrick model

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

5th Module Assessment

CASE STUDY

Clare Bettelley speaks to Luke Savage about insurance market Lloyd’s titanic battle to retain employees at the not-for-profit Corporation
The challenge in attracting staff to Lloyd’s, the specialist insurance market formally known as Lloyd’s of London, is compounded by the fact that it is a not-for-profit organisation and lacks the ability to lure prospective staff with share schemes and lucrative stock and option awards. As part of its answer to responding to the competition for talent in the provider-rich global insurance market, the Corporation is in the throes of rolling out a cash bonus scheme.
Luke Savage, director, finance, risk management and operations at Lloyd’s, has been instrumental in the creation of a retention-focused scheme for its 700-strong staff, entitled the Lloyd’s Performance Plan. “When you’re a not-for-profit organisation, [you] need to counter the appeal of people being able to leave when the market’s doing well,” he says.
Bonuses are based on the Corporation’s pre-tax profit for the last full financial year multiplied by a percentage based on employee grade, which is then multiplied by salary. For example on a profit of £2.5 billion someone earning £50,000 a year would receive 12.5% of their salary.
“We had looked at far more complex ideas that effectively created shadow investment schemes to follow the results of the shares of the listed vehicles in the market, but we [decided to keep] it very simple, specifically to make it easier for people to understand.”
Long-term incentive plan
Savage says that he expects the cost of the scheme to be absorbed through Lloyd’s members’ annual subscriptions. “The scheme has been calibrated so that we should be able to operate it without having to go back to the market for more money.”
The scheme is open to all staff and capped according to their grades. It will supersede Lloyd’s existing executive long-term incentive plan (L-tip). On whether executives can earn more than is possible under their existing L-tip, Savage says: “For a given level of profit and a given point in the cycle, one may or may not earn more. The reason I’m being cagey is that the old scheme looked at average results over three years on one basis while the new scheme looks at results for a particular year on a different basis, so the amount you get paid, will vary as a function of where you are in the cycle.”
Awards under the old L-tip were calculated as a percentage of the Corporation’s aggregate profits for the relevant three-year period for each £1m of participants’ salaries.
Savage’s estimated long-term bonus as at 31 December 2006 was £13,000, which increased to £19,000 with the addition of his performance bonus.
“As a Corporation we have to pay a lot more attention to our reward package and work a lot harder by making sure that we provide an overall attractive package to [all] our staff – [not simply] those who have equity.”
Hence, Lloyd’s offers staff a number of non-financial rewards. It offers a defined benefit (DB) pension scheme, which it shifted from final salary to career average for new joiners in 2005. “It was part of a means to manage our risk to the Corporation in the long term. But we made a very clear choice not to close a DB scheme in favour of a defined contribution scheme. We think the DB scheme is valuable to people, certainly for the more mature members of staff, so while we’ve modified the terms, we have kept that scheme open,” he says. The Corporation also introduced employee contributions of 5% for most staff.
Savage says he manages reward costs as part of the ongoing programme of driving efficiency through the Corporation. “Take the area that looks after all the assets we hold on behalf of members – ‘market services’. We’ve managed to shrink its head count by 50% in the last five years and with the savings generated, we’ve invested in new heads in growing areas or made sure that the reward for the rest of our staff stays in line with the market.”
Lloyd’s core benefits Basic employee benefits for new joiners (excluding executives): • Lloyd’s Performance Plan and a performance-related bonus • Career average defined benefit pension with 5% employer contribution • Life assurance • 25 days minimum holiday allowance • Flexible benefits, including private medical insurance, childcare vouchers, additional holiday, cycle-to-work scheme • Car or cash alternative (for managers)

Question 1.  Are the non financial benefits considered as a part of compensation?

 a. yes

 b. no

 c. depends on the benefit given

 d. depends upon the position you are giving the benefit

Question 2. Cafetaria plans comes under?

 a. direct incentive

 b. fringe benefits

 c. flexible benefit

 d. non monetary benefit

Question 3. In which of the below scheme both employer and employee contributes together?

 a. pension scheme

 b. esop

 c. paid holiday

 d. paid maternity leaves

Question 4. The entire case study is based on deciding ________________

 a. direct compensation

 b. indirect compensation

 c. both a and b are correct

 d. perfromance compensation

Question 5. The purpose of compensation setting in Lloyd is to _______

 a. increase employee’s performance

 b. make recrtuitment easy

 c. need recognition of employees

 d. retaining employees

Question 6. What type of compensation system exist in Lloyd?

 a. Grading system

 b. Direct compensation

 c. Indirect compensation

 d. all of the above

Question 7. which according to you is not linked with performance?

 a. Incentive

 b. increment

 c. bonus

 d. promotion

Question 8. which amongst the below perquisite is being given by Lloyad to its staff?

 a. pension scheme

 b. life insurance

 c. gratuity

 d. Vouchers

Question 9. Which statement is true for Lloyd’s organsation

 a. Bonus is given to all the employees

 b. Bonus is linked to performance

 c. both a and b are correct

 d. none of the above

Question 10. ______________ is a systematic approach used by Lloyd’s to provide monetary values to employees

 a. Salary

 b. Allowance

 c. Compensation

 d. Rewards

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Assignment 2

CASE STUDY

Multi-sector giant GE faced a huge challenge in trying to harmonise perk for its 19,000 employees and the key was a new flexible benefits scheme, says Rebecca Patton
GE introduced a flexible benefits scheme for its entire 19,000-strong UK workforce last November in an effort to harmonise the benefits it offers across its four main business divisions (see below).
Before the arrival of the scheme, which is called FlexChoice and provided by Vebnet, each of the businesses operating within the four divisions, which span the aviation, healthcare, energy solutions and finance sectors, ran their own, separate payroll, HR, and compensation and benefits teams, and the benefits they offered varied widely. For example, employee access to GE’s 30-plus mostly defined contribution (DC) pension schemes and private medical insurance (PMI) plan was inconsistent across the group.
Core levels of benefits now available to all GE employees via FlexChoice include PMI, provided by Cigna HealthCare, life assurance, group income protection (GIP) and two DC pension schemes provided by Legal and General and Aviva, respectively. A third DC scheme, provided by Phoenix Life, is closed to new members.
GE also offers a range of voluntary benefits through FlexChoice, including childcare vouchers, bikes for work, life insurance for employees and their partners, gym membership and travel insurance. A health reimbursement
plan offers staff £60 each to spend on products and services to keep them healthy, such as trainers or exercise equipment.
Employees also have access to a health and wellbeing savings scheme, with GE matching staff contributions up to a maximum of £300.
Kerrie Rowland, UK pensions and benefits manager at GE, says: “Flex was the tool with which we could deliver the harmonisation and at the same time offer flexibility. For example, for those who had never had medical benefits before, if they didn’t want to have these going forward and [wanted to] maintain the status quo, that was absolutely fine. The scheme allowed for them to take the baseline benefit through flex and then flex up.”
GE also restructured its pension arrangements before launching the flex platform. This involved consolidating its 30-plus schemes, which were mostly DC. In addition to its DC schemes, GE now has six defined benefit (DB) plans that are all closed to new entrants.
Boosted take-up
Rowland says the closure of GE’s DB pension schemes to new members helped to boost the take-up of benefits under FlexChoice, which stood at 96% in year one. “The take-up for year one was phenomenal and was largely because we closed the DB plan and people had to go in and tell us which pension plan they wanted to be a member of. If they didn’t go in and tell us they wanted to continue being a member of the DB plan, they would have to be defaulted out [of the scheme], the default being the DC plan.”
GE is currently recruiting employee volunteers as ‘pension pioneers’ to help it communicate its pensions strategy more consistently across the business, as well as to relay employee concerns and queries back to the organisation.
Despite its success in communicating its pension schemes, Rowland says communication was one of the biggest challenges in implementing FlexChoice. “There are nearly 20,000 employees to be communicated to and consult with, all at the same time, on some fairly significant changes,” she says. “Even on the basics, we found our employees were very unfamiliar with considering a pension to be a benefit. To them, it is a contractual right, not a benefit.”
Exacerbating the communications challenge was the fact that so many GE sites are run as self-contained businesses in locations without internet access, nullifying email and website strategies. There were also employees who preferred traditional face-to-face consultation.
Nevertheless, Rowland says the benefits of implementing FlexChoice far outweigh the challenges. One of the biggest advantages is replacing several flex enrolment windows a year with just one.
Rowland adds: “There is one method of understanding throughout the HR department, there is one system, there is one change for everybody unless they have a life event, and a lot of the systems are connected to one another, so updates are made automatically.”
Future additions
GE is now planning future additions to its flexible benefits plan, says Rowland. “For next year, we are going to be adding a benefit from My Family Care. This is largely back-up care and also access to a provider that can find care for [employees], not just childcare but also elder care, which works well for our diversity objectives.
“We will also be expanding the health reimbursement account. Other than that, we don’t anticipate too many changes into year two because, with a flex plan, you just need to be there to work on comfort levels and you can’t do that if you are constantly changing the plan.”
GE’s expansion of its health reimbursement account will see the plan repositioned to focus on employees’ lifestyles and work-life balance, with the account possibly being renamed to reflect this shift. This means employees will be able to use the benefit to pay for treatments designed to improve work-life balance, such as acupressure and massage, as well as for relevant further education courses.
GE also plans to enable employees to use health reimbursement to fund gym membership. Rowland says: “We have looked at what our overall objective is and what we are trying to achieve with this account, and the point is, we are trying to say to employees that we want them to be healthy and have a life outside of the organisation which is supported by GE.”
GE’s implementation of FlexChoice resulted in it being highly commended in the ‘Most effective use of a flexible benefits plan’ category at the 2012 Employee Benefits Awards.

Question 1. According to total rewards approach, the variable pay of the employee is

a. added into base pay

b. subtracted from base pay

c. multiplied to base pay

d. . divided to base pay

 Question 2. As the GE HR Head, what would have been the biggest challenge that you would have faced in such scenario?

a. prepering the compenastion Plan

b. communicating the plan and convincing employees

c. getting money for so much of workers benefit

d. no problem at all as GE is a big professional organisation

 Question 3. Flex choice introduced by GE are examle of____________

a. cafetaria plans

b. basket benefits

c. flexible benefits

d. all of the above

 Question 4. Flexible benefit introduced by GE pertains to which theory?

a. Maslow’s theory

b. ERG theory

c. Vroom’s expectancy theory

d. all of the above

 Question 5. Pension accordint to you is a ___________

a. expense

b. contractual right

c. perquisite

d. fringe benefit

 Question 6. The benefits introduced by GE are linked to ___________

a. performance

b. position

c. person

d. all of the above

 Question 7. The indirect compensation been included by GE would be categorised in _______________

a. base pay

b. benefits

c. variable pay

d. salaries

Question 8. The systematic way GE will be using to determine the worth of all the jobs will be________________

a. compensable evaluation

b. job evaluation

c. benchmark job

d. . job promotion structure

 Question 9. Which beneffit would employees try to gain when they want to achive their social needs?

a. insurance policy

b. health benefit

c. dicounted vouchers

d. flexible work timings

 Question 10. Which is the equity that GE will have to ensire while fixing the benefit plan?

a. internal equity

b. external equity

c. procedural equity

d. performance equity

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Organizational Design & Structural Process (EDL 410)- Semester 4

Organizational Design & Structural Process (EDL 410)- Semester 4

 

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

1st Module Assessment

CASE STUDY

The Coca-Cola Company is truly global, and its main product is recognised and consumed worldwide. The Company organises and structures itself in a way that reflects that fact. At the same time, the Company looks to meet the particular needs of regional markets sensitively and its structure also needs to reflect that fact. This Case Study illustrates the way in which the Company has built an organisational structure that is robust and yet also flexible enough to meet these particular requirements.The Coca-Cola Company is the world’s largest beverage company and is the leading producer and marketer of soft drinks. The Company markets four of the world’s top five soft drinks brands: Coca-Cola, Diet Coke, Fanta and Sprite. The success of The Coca-Cola Company revolves around five main factors: A unique and recognised brand – Coca-Cola is among the most recognised trade marks around the globe :- Quality – consistently offering consumers products of the highest quality ; Marketing – delivering creative and innovative marketing programmes worldwide; Global availability – Coca-Cola products are bottled and distributed worldwide; Ongoing innovation – continually providing consumers with new product offerings e.g. Diet Coke (1982), Coca-Cola Vanilla (2002).

Although Coca-Cola is a global product with universal appeal, the Company actually operates in local environments around the world, with each country having its own unique needs and requirements. So while Coca-Cola is probably the only product in the world that is universally relevant in every corner of the globe, the Company feels that its responsibility is to ensure that with every single can or bottle of Coca-Cola sold and enjoyed, individual connections are made with their consumer. That can only be achieved at a local level.

The challenge facing The Coca-Cola Company today is therefore to continue to build an organisational structure that will deliver a global and local strategy. An organisation’s strategy is its plan for the whole business that sets out how the organisation will use its major resources. An organisation’s structure is the way the pieces of the organisation fit together internally. It also covers the links with external organisations such as partners.

For the organisation to deliver its plans, the strategy and the structure must be woven together seamlessly. The goal of The Coca-Cola Company is ‘to be the world’s leading provider of branded beverage solutions, to deliver consistent and profitable growth, and to have the highest quality products and processes.’ To achieve this goal, the Company has established six strategic priorities and has built these into every aspect of its business: Accelerate carbonated soft drinks growth, led by Coca-Cola ; Broaden the family of products, wherever appropriate e.g. bottled water, tea, coffee, juices, energy drinks ; Grow system profitability & capability together with the bottlers ;Creatively serve customers (e.g. retailers) to build their businesses ; Invest intelligently in market growth ; Drive efficiency & cost effectiveness by using technology and large scale production to control costs enabling our people to achieve extraordinary results everyday.

There are many ways to structure an organisation. For example, a structure may be built around:function: reflecting main specialisms e.g. marketing, finance, production, distribution. ; product: reflecting product categories e.g. bread, pies, cakes, biscuits ; process: reflecting different processes e.g. storage, manufacturing, packing, delivery.

Organisational structures need to be designed to meet aims. They involve combining flexibility of decision making, and the sharing of best ideas across the organisation, with appropriate levels of management and control from the centre. Modern organisations like The Coca-Cola Company, have built flexible structures which, wherever possible, encourage teamwork. For example, at Coca-Cola Great Britain any new product development (e.g. Coca-Cola Vanilla) brings together teams of employees with different specialisms.

At such team meetings, marketing specialists clarify the results of their market research and testing, food technologists describe what changes to a product are feasible, financial experts report on the cost implications of change. The Coca-Cola Company has a corporate (Head Office) segment that is responsible for giving the Company an overall direction and providing support to the regional structure.

Key strategic decisions at The Coca-Cola Company are made by an Executive Committee of 12 Company Officers. This Committee helped to shape the six strategic priorities set out earlier. The Chair of the Executive Committee acts as a figurehead for the Company and chairs the board meetings. He is also the Chief Executive Officer (CEO) and as such he is the senior decision maker. Other executives are responsible either for the major regions (e.g. Africa) or have an important business specialism e.g. the Chief Financial Officer.

As a company whose success rests on its ability to connect with local consumers, it makes sense for The Coca-Cola Company to be organised into a regional structure which combines centralisation and localisation. The Company operates six geographic operating segments – also called Strategic Business Units (SBUs) – as well as the corporate (Head Office) segment.

Each of these regional SBUs is sub-divided into divisions. Take the European union, SBU, for example. The UK fits into the Northwest Europe division. This geographical structure recognises that: markets are geographically separated ; tastes and lifestyles vary from area to area. As do incomes and consumption patterns ; markets are at different stages of development.

At a more local level the management of The Coca-Cola Company involves a number of functional specialisms. The management structure for Great Britain illustrates this. The structure of Coca-Cola Great Britain combines elements of centralisation and decentralisation. Divisions and regions operate as business unit teams, with each Director reporting to the General Manager, i.e. Division President. However, there is a matrix structure for each function e.g. the Finance Director in the GB Division reports to the GB President, but also to (dotted line) the Finance Director of North West Europe Division. In addition, functions within the Company operate across geographical boundaries to share best practice.

To take another example of local decision making at a regional (local) level the various SBUs are responsible for region-specific market research, and for developing local advertising, e.g. using the languages of the countries in which The Coca-Cola Company operates. A major region like Great Britain has its own marketing structure, organised as shown on the diagram.

The way The Coca-Cola Company works reflects the many countries and cultures in which it does business. It owns or licences nearly 400 brands in non-alcoholic beverages serving consumers in over 200 countries. An essential part of the organisation’s structure therefore focuses on ensuring that individual products are given the best possible support in regional markets.

Within the Company, different teams concentrate on particular products and use their specialist knowledge of the brands and consumer needs to support the sales and promotional effort. In some cases a product is developed solely for local consumption and an example of this is the product Lilt, which is only available in Great Britain and Ireland.

Examples of other products available in Great Britain include:

• Carbonated soft drinks- Coca-Cola, Fanta, Sprite

• Juice & juice drinks- Schweppes’ Tomato Juice Cocktail, Oasis, Five Alive

• Waters- Malvern

• Energy drinks- Burn

• Sports drinks- Powerade

• Squashes/cordials- Kia-Ora, Rose’s Lime Cordial.

Structuring an organisation is not only about organising internal relationships, it also involves external ones. The Coca-Cola Company has built well-structured relationships with a range of external groups including bottling partners.

People often assume that The Coca-Cola Company bottles and distributes its own beverages. For the most part, it does not. The Company’s primary business consists of manufacturing and selling beverage concentrates and syrups – as well as some finished beverages – to bottling and canning operations and other distributors.

The concentrates and syrups are generally sold to bottling partners, which are authorised to manufacture, distribute and sell branded products. The business system consisting of The Coca-Cola Company and bottling partners is referred to as ‘the Coca-Cola system’.

The relationship The Coca-Cola Company has with its bottlers worldwide is a key source of strength. The Company works together with them to ensure that concentrates and syrups are made into finished beverages that are produced and distributed to consumers around the globe with unmatched quality and service.

Every organisation has not only a structure but also a culture. ‘Culture’ describes the typical way an organisation does things, including patterns of behaviour and relationships.

Important aspects of culture at Coca-Cola Great Britain (which reflect the culture of The Coca-Cola Company as a whole) are an emphasis on teamwork, and empowerment. Coca-Cola Great Britain sees its employees as its most important asset.

Motivated employees provide the engine that drives the Company’s growth. Organising people into teams (e.g. marketing, sales or product teams) encourages people to feel valued. Within a team they are encouraged to contribute ideas and to be innovative. If they feel that something could be done better they are encouraged to voice that opinion.

By creating a friendly, innovative culture, Coca-Cola Great Britain is able to depend on a high quality workforce that helps it to maintain brand leadership in Great Britain and in every other market in which it operates. Trust is at the heart of every relationship, whether it be:

• customers’ and consumers’ trust that the Company will provide the highest level of service and attention to their needs

• bottling partners’ trust that the Company is operating in the best interests of the Coca-Cola system

• employees’ trust that their contribution is being valued in an open culture.

Open communication channels provide the means to support a culture based on relationships. Coca-Cola has a number of communication channels, including:

• monthly leadership team meeting (involving function heads)

• weekly department team meetings

• monthly employee team briefing sessions

• consultative employee groups for each region (with representatives meeting in a European Council)

• surveys to monitor employee views and feelings.

• The Coca-Cola Company has built internal and external structures to support the delivery of its business goals. The regional structure is the best way of supporting this growth, allowing attention to local requirements while at the same time building on a clear strategic direction from the centre.

•A culture of innovation, teamwork and partnership means that the Company has a firm foundation of relationships and open communication channels on which to build its growth.

Question 1: An Organisational structure may be built around____?

 a. function

 b. product

 c. processes

 d. All of above

Question 2. As discusses in this case study, By creating a friendly, innovative culture, Coca-Cola Great Britain is able to depend on a _______ that helps it to maintain brand leadership in Great Britain and in every other market in which it operates

 a. competitor

 b. high quality workforce

 c. business environment

 d. All of above

Question 3. As per this case study, the geographical structure recognises that____

 a. markets are geographically separated

 b. tastes and lifestyles vary from area to area, As do incomes and consumption patterns

 c. markets are at different stages of development

 d. All of above

Question 4. Every organisation has not only a structure but also a culture. ‘Culture’ describes : ( a) the way an organisation does things (b)patterns of behaviour and relationships

 a. Only a

 b. only b

 c. both a & b

 d. none of these

Question 5. In this case study, Key strategic decisions at The Coca-Cola Company are made by______

 a. Executive Committee of 20 Company Officers

 b. Company Committee of 15 Company Officers

 c. Executive Body of 18 Company Officers

 d. Executive Committee of 12 Company Officers

Question 6. Modern organisations like The Coca-Cola Company, have built ____ structures which, wherever possible, encourage _____

 a. inflexible , collision

 b. flexible, teamwork

 c. strong, competency

 d. None of above

Question 7. The challenge with the Coca-Cola Company was to continue to build an organisational structure that will______

 a. itself create a global impact

 b. deliver a global and local strategy

 c. Both A & B

 d. None of these

Question 8. The Coca-Cola Company has built _____ to support the delivery of its business goals. ( a) internal structure (b)external structures

 a. Both a & b

 b. only b

 c. only a

 d. none of these

Question 9. The structure of Coca-Cola Great Britain involve the element of : (a) centralisation ( b)decentralisation

 a. Both a & b

 b. only a

 c. only b

 d. None of these

Question 10. The success of The Coca-Cola Company revolves around which of the following factor?

 a. Quality

 b. Global availability

 c. Both A & B

 d. None of these

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

2nd Module Assessment

Case Study

Every organisation has to work within a framework of certain environmental forces and there is a continuous interaction between the organisation and its environment. The impact of environment on organization is manifold. The interaction suggests a relationship between the two. This relationship can be analyzed in three ways.

First, the organisation can be thought of as an input-output system. It takes various inputs-human, capital, technical-from the environment. These inputs are transformed to produce outputs-goods, services, profits-which are given back to the environment. Thus, the organisation merely performs the function of input-output mediator. In this process, the environment in its interaction with the internal factors of the organisation will determine what kind of inputs should be taken or outputs given.

the organisation can be taken as the central focus for realizing the contributions of many groups, both within and outside the organisation. When these groups contribute to the well being of the organisation, they must have a legitimate share in organizational outputs. These groups may be employees, consumers, suppliers, shareholders, movement, and the society in general. Thus, the organizational functioning will be affected by the expectations of these groups and the organisation has to take these factors into account.

Third, the organisation can be treated as operating in environment presenting opportunities and threats to it. Thus, how an organisation can make the best use of the oppm.lunities provided or threats imposed is a matter of prime concern for it. Any single approach by itself is insufficient to explain the complex relationship between the organisation and its environ-ment-Moreover, these approaches are not inconsistent to each other; they are complementary. Thus, an organisation will be affected by the environment in which it works.

The environment-organisation interaction has a number of implications from strategic management point of view.

The environmental forces may affect different parts of the organisation in different ways because different parts interact with their relevant external environment. For example, the technological environment may affect the organization’s R & D department. Further, these forces of the environment may have direct effect on some parts but indirect effect on others. For example, any change in the fiscal policy of government may affect the finance department directly but it may affect production and marketing indirectly because their program may be recasted in the light of new situation, though not necessarily.

The environmental influence process is quite complex because most things influence all other things. For example, many of the environmental forces may be interacting among themselves and making the impact on the organisation quite complex. Moreover, the impact of these forces on the organisation may not be quite deterministic because of interaction of several forces. For example, the organisation structure will be determined on the basis of management philosophy and employee attitudes. But the organisation structure becomes the source for determining the employee attitudes. Thus, there cannot be direct and simple cause-effect relationship rather much complexity is expected.

The organizational response to the environmental forces may not be quite obvious and identical for different organizations but these are subject to different internal forces. Thus, there is not only the different perception of the environmental forces but also their impact on the organisation. Key factors determining responses to environmental impact may be managerial philosophy, life cycle of the organisation, profitability, etc.

The impact of environmental forces on the organizations is not unilateral but the organizations may also affect the environment. However, since the individual organizations may not be able to put pressure on the environment, they often put the pressure collectively. Various associations of the organizations are generally formed to protect the interest of their members. The protection of interest certainly signifies the way to overcome unilateral impact of the environment on the organizations. The nature of organisation-environment interaction is such that organizations, like human species or animals, must either adjust to the environment or perish.

Question 1. An analysis of the external environment enables a firm to identify____

 a. Strengths and opportunities

 b. Strength and weakness

 c. Weakness and threats

 d. Opportunities and threats

Question 2. An organization’s __________ embraces the behavior, rituals, and shared meaning held by employees that distinguishes that organization from all others.

 a. external environment

 b. Culture

 c. Dominant Culture

 d. Ethics

Question 3. Applying rationality to understand the sources and possible effects of environmental factors and to determine the organization’s opportunities and threats is called_____

 a. work analysis

 b. environmental analysis

 c. statistical analysis

 d. None of the above

Question 4. Customs, mores, values, and demographic characteristics of the society in which the organisation operates are what made up the _______ of the general environment.

 a. Political dimension

 b. technological dimension

 c. socio-cultural dimension

 d. Legal dimension

Question 5. The economic environment of a business includes_____

 a. Economic System

 b. Economic Policies

 c. Economic Conditions

 d. All of Above

Question 6. The term environmental scanning stands for____

 a. collecting information about the shareholders

 b. gathering data about the organization and its surroundings

 c. gathering information relating to the employees

 d. None of the above

Question 7. Which of the following is not an example of an internal environment?

 a. employees

 b. office and plant layout

 c. Competition

 d. reward system

Question 8. Which one is not an element of internal environment?

 a. Marketing capabilities

 b. Operational Capabilities

 c. Money and capital market

 d. Personal Capabilities

Question 9. Which one of the following is not a part of the external environment of an organization?

 a. Social Factors

 b. Legal Factors

 c. Political Factors

 d. Organisational Culture

Question 10. ____consists of economic conditions, economic policies , industrial policies and economic system.

 a. Business Environment

 b. Natural Environment

 c. Economic Environment

 d. Technological environment

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

3rd Module Assessment

Case Study

Organizational structure is a system used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization. This structure is developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth. The structure is illustrated using an organizational chart.

Several types of organizational structures are each defined to meet the needs of organizations that operate differently. Types of organizational structure include divisional, functional, geographical and matrix. A divisional structure is suitable for organizations with distinct business units, while a geographical structure provides a hierarchy for organizations that operate at several locations nationally or internationally. A functional organizational structure is based on each job’s duties. A matrix structure, which has two or several supervisors for each job to report to, is the most complicated but may be necessary for large organizations with many locations and functional areas.

Centralization

Although there are many types of organizational structures developed to meet each organization’s needs, all of them provide a hierarchy that reports to a centralized location and group of executives. The highest ranking member of an organizational chart is one or several top executives referred to as the president, chief executive officer or chief operating officer.

When an organizational structure is designed, job descriptions can be developed to not only meet an organizations goals, but allow for organizational and employee growth. Internal equity and employee retention are a key to successful operations. Recruitment is also one of the highest investments for organizations, so ensuring employees have promotional opportunities and job security can assist in reducing recruitment costs.

Organizational structure is also a fundamental core to create salary structures for an organization. Once the structure is established, salary ranges can be created for each job in the organization. In most cases, each job is aligned to a salary grade, and each grade has a specified salary range. This allows an organization to meet its financial goals and ensures salaries are distributed fairly within financial budgets.

If an organization expands, the organizational structure allows room for growth. This can include adding additional layers of management, new divisions, expanding one or several functional areas or appointing additional top executives. When the structure is reorganized for expansion, it provides the foundation to edit salaries and job descriptions quickly and efficiently with minimal disruption to an organization’s operations.

Question 1. Departmentation is a process where

 a. Tasks are grouped into jobs

 b. Jobs are grouped into effective work groups

 c. Work groups are grouped into identifiable segments

 d. All of the above

Question 2. Functional structures help to create……

 a. multi-skilled employees

 b. teamwork

 c. specialization

 d. project-work groups

Question 3. Organizational structure is a system used to define a _____ within an organization.

 a. goals

b. hierarchy

 c. objectives

 d. none of these

Question 4. Specialisation is a feature of which organisational structure?

 a. matrix

 b. divisional

 c. multi- divisional

 d. functional

Question 5. The process of dividing the work and then grouping them into units and subunits for the purpose of administration is known as

 a. Departmentation

 b. Organisation structure

 c. Committee

 d. all of above

Question 6. What is not a purpose of an organisational structure?

 a. to coordinate people & resources

 b. To limit workers’ rights

 c. to formalise authority

 d. to organise lines of communication

Question 7. What is not a purpose of an organisational structure?

 a. To coordinate People & resources

 b. To organise lines communication

 c. To formalise authority

 d. To limit Workers rights

Question 8. What is not an advantage of a hierarchical structure?

 a. quick response to change

 b. clear chain of command

 c. descipline stability

 d. small span of control

Question 9. Which of the following applies to the matrix structure?

 a. It allows the owner to control all aspects of the business

 b. It attempts to merge the benefits of decentralisation with co-ordination across all areas of the business

 c. It is found in companies offering a diverse range of products in a home market

 d. None of these

Question 10. Which of the following structure(s) is/are centralised?

 a. The simple structure only

 b. functional structure only

 c. both a & b

 d. none of these

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

4th Module Assessment

Case Study

Organization design involves the creation of roles, processes and structures to ensure that the organization’s goals can be realized.Some people associate organization design with the mechanical arrangement of positions and reporting lines on the organization chart. It is certainly true that organizational designers also need to define the vertical structure, including reporting lines. However, organization design is much more than “boxology”.

Organization design problems are often some of the hardest problems that leaders face. Finding the right design often requires inventing a new solution to resolve a dilemma. And decisions made with regard to formal structure, roles and processes directly impact the jobs and careers of employees – and the ability of the firm to realize its strategic objectives.

In an organization re-design process one may consider elements at different levels; The overall organizational “architecture” (e.g., the corporate level, the role of the headquarters versus business areas in a large firm, etc.); The design of business areas and business units within a larger firm; The design of departments and other sub-units within a business unit; The design of individual roles.

The field of organization design sits at the intersection of strategy, operations, law and HR. An important driver for organization design is the organization’s strategy – but the design of the organization may also to a great extent determine which strategies we may be able to form in the first place. We should, in general, attempt to align the organization with the work processes – so there is a close link between operations and organization design. The design of the organization is also influenced by laws, regulations, and governance principles adopted by the industry sector. Last but not least, organization design is fundamentally about people. People inhabit the roles that are defined in the organization design proces. People participate in design processes and also influence designs in many direct and indirect ways.

Organizational design serves as the foundation on which all company operations are built, including such vital factors as the grouping of employees within different departments and the formal managerial hierarchies within a company. Savvy early stage organizational design choices can create a foundation for success, allowing an organization to develop a strong company culture, grow in response to increasing demand and adapt to changes in the marketplace.

Company Leadership

Organizational design influences the leadership structure of a company, setting forth reporting relationships and lines of authority reaching from the executive level to the front line. It is important to have a clear map of managerial responsibility and accountability to keep the company running smoothly. Without clear lines of authority, employees in different areas of the company can become misguided or confused, while others find themselves with an unnecessarily high level of supervision. The ideal leadership structure depends on the industry a company is in and the personalities of business owners.

Company Culture

The leadership structure put in place by organizational-design choices can have a direct and lasting effect on company culture. The grouping of employees in various departments and the managerial hierarchy influences the way employees interact with each other on the job. Organizational design can influence the degree to which front-line employees are allowed to solve complex problems on their own rather than involving a manager, for example. An organization designed to make extensive use of telecommuters will result in a company in which workplace relationships are often formed and strengthened solely through online interactions, as another example.

Future Growth

Organizational design choices made in the early stages of a business can either help or hinder growth plans. Organizational designs built to easily accommodate new managers and employees at different levels of the organization can add new positions without making significant structural changes. A company using freelancing telecommuters, for example, can add large numbers of freelancers with a small increase in the number of managers. A company that locates all employees in a small office, on the other hand, must acquire new office space or expand their current office to take on new employees.

Adaptability

Organizational design choices can develop distinct competitive advantages. Savvy business owners continually monitor changes in their industries and markets, looking for opportunities to adapt and develop new competitive advantages. Companies with taller organizational structures and complicated bureaucracies can find it difficult to adapt to changing market conditions, such as a growing use of lean business models or outsourcing in the industry. Companies with less complex organizational structures can find it easier to shift employees around, rework managerial hierarchies and redesign job descriptions for existing employees, all of which can increase efficiency or productivity in response to outside pressures.

Question 1. A _______is one in which its design is not defined by,or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

 a. Project Structure

 b. Autonomous Internal Units

 c. Boundaryless Organisation (vese sahi ye hona chaiye but showing wrong)

 d. Learning Organisation

Question 2. An important driver for organization design is the organization’s _____

 a. Strategy

 b. Choice

 c. Differentiation

 d. All of above

Question 3. Companies with taller organizational structures and complicated bureaucracies can find it difficult to________

 a. face the competition

 b. Work in a structured way

 c. adapt to changing market conditions

 d. None of these

Question 4. In an organization re-design process , one may consider which of the following?

 a. design of individual roles

 b. overall organizational architecture

 c. design of business areas and business units within a larger firm

 d. All of above

Question 5. Organization design involves the creation of _______ to ensure that the organization’s goals can be realized.

 a. roles

 b. processes

 c. structures

 d. All of above

Question 6. Which of the following is true for organisational design?

 a. It is the way an organisation is to be structured and operated by its members

 b. It is widely regarded as a competitive capability

 c. It is a critical component of any organisation’s Organisation Development offering

 d. All of above

Question 7. Without clear lines of authority, employees in different areas of the company can become______

 a. misguided and confused

 b. competitive

 c. Both a & b

 d. None of these

Question 8. _______describes the degree to which tasks in an organisation are divided into separate jobs.

 a. Departmentalisation

 b. Chain of command

 c. Work Specialisation

 d. Span of Control

Question 9. _______is a system of organisation where the elements of the organisation are unranked or where they possess the potential to be ranked a number of different ways

 a. Organic Structure

 b. Heterarchy

 c. Hierarchy

 d. Responsible Autonomy

Question 10. ________refers to the degree to which jobs within the organisation are standardized and the extent to which employee behaviour is guided by rules and procedures

 a. Decentralisation

 b. Formalisation

 c. Centralisation

 d. Simple structure

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

5th Module Assessment

Case Study

Organizational effectiveness is defined as an extent to which an organization achieves its predetermined objectives with the given amount of resources and means without placing undue strain on its members.

Sometimes efficiency and effectiveness are used as synonyms. However, there exists a difference between the two concepts. Therefore, it is important to explain the difference between the concepts of effectiveness and efficiency to understand why organizations may be effective but not efficient, or efficient but not effective. Effectiveness is a broad concept and takes into account a collection of factors both inside and outside an organization. It is commonly referred to as the degree to which predetermined goals are achieved. On the other hand, efficiency is a limited concept that pertains to the internal working of an organization. It refers to an amount of resources used to produce a particular unit of output. It is generally measured as the ratio of inputs to outputs. Further, effectiveness concentrates more on human side of organizational values and activities whereas efficiency concentrates on the technological side of an organization.

Goal attainment is the most widely used criterion of organizational effectiveness. In goal approach, effectiveness refers to maximization of profits by providing an efficient service that leads to high productivity and good employee morale. Several variables such as quality, productivity, efficiency, profit, turnover, accidents, morale, motivation and satisfaction, which help in measuring organizational effectiveness. However, none of the single variable has proved to be entirely satisfactory.

The main limitation of this approaches the problem of identifying the real goals rather than the ideal goals.

Functional Approach

This approach solves the problem of identification of organizational goals. Parson states that since it has been assumed that an organization is identified in terms of its goal, focus towards attainment of these goals should also aim at serving the society. Thus, the vital question in determining effectiveness is how well an organization is doing for the super-ordinate system.

The limitation of this approach is that when organizations have autonomy to follow its independent courses of action, it is difficult to accept that ultimate goal of organization will be to serve society. As such, it cannot be applied for measuring organizational effectiveness in terms of its contributions to social system.

Both the goal and functional approach do not give adequate consideration to the conceptual problem of the relations between the organization and its environment.

System Resource Approach

System-resource approach of organizational effectiveness emphasizes on inter-dependency of processes that relate the organization to its environment. The interdependence takes the form of input-output transactions and includes scarce and valued resources such as physical, economic and human for which every organization competes.

The limitation of this model is that an acquisition of resources from environment is again related to the goal of an organization. Therefore, this model is not different from the goal model.

Thus, discussion of organizational effectiveness leads to the conclusion that there is no single indicator of effectiveness. Instead, the approach should focus on operative goals that would serve as a basis for assessment of effectiveness.

Managerial effectiveness is a causal variable in organizational effectiveness. It has been defined in terms of organizational goal-achieving behavior, i.e., the manager’s own behavior contributes to achievement of organizational goals.

Question 1. A supply chain is an inter-organisational work system devoted to procuring materials and other inputs required to produce a firm’s products.

 a. Project

 b. Service system

 c. Supply Chain

 d. Information System

Question 2. Highly effective organisations exhibit strengths across which areas ?

 a. leadership

 b. decision making and structure

 c. work processes and systems

 d. All of above

Question 3. In achieving______ criteria, an effective organisation must be adaptive to new opportunities and hurdles, as well as being capable of developing the abilities of its members and itself.

 a. Short-term

 b. Up to one year

 c. Medium-term

 d. Longer term

Question 4. System-resource approach of organizational effectiveness emphasizes on?

 a. inter-dependency of processes

 b. Processes relate the organization to its environment

 c. Both a & b

 d. None of these

Question 5. the goal and ______ do not give adequate consideration to the conceptual problem of the relations between the organization and its environment.

 a. functional approach

 b. System Approach

 c. Competitive approch

 d. None of these

Question 6. The ways in which real people learn, change, adopt and align, get “affected” by dynamics in the environment and leveraging this knowledge to create effective organisations that are pioneers of_______

 a. Decision Making

 b. Change & Learning

 c. Group Effectiveness

 d. Self-Organizing & Adaptive Systems

Question 7. Which of the following is correct in context of goal approach effectiveness?

 a. refers to maximization of profits.

 b. provides an efficient service that leads to high productivity and good employee morale

 c. Both a & b

 d. None of these

Question 8. Which of the following is true for Organisational effectiveness?

 a. Defined as the efficiency with which an association is able to meet its objectives.

 b. It is about each individual doing everything they know how to do and doing it well

 c. It is the concept of how effective an organisation is in achieving its goals.

 d. All of above

Question 9. _______is defined as the reaching of new or other important information to the employees in due time.

 a. Care about clients

 b. Transmission of information

 c. Strategic Direction

 d. Collaboration

Question 10. _______is the lifeblood for an organisation that builds bridges among the employees within the organisation.

 a. System of control

 b. Coordination and integration

 c. Reward and incentive system

 d. Communication

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Assignment 2

Case Study

The case discusses the corporate culture of the Canada-based airline, WestJet Airlines Ltd. (WestJet). When WestJet was incorporated in 1996, the founders were of the view that culture was the one element of an organization that could not be duplicated and that it was a way of differentiating WestJet from the competitors.

WestJet encouraged a culture of participation and commitment and gave prime importance to empowered and happy employees, as it believed that these employees would provide customers with a good experience. At WestJet every employee was a shareholder in the company. The highly empowered employees were free to take any decision that would help them provide the best service to customers.

WestJet’s culture helped it remain profitable in an industry as highly volatile as the airline industry.

However, WestJet’s culture began to face a few threats. Venturing into the regional market through WestJet Encore and expanding internationally to various European destinations, made it difficult for WestJet to maintain the culture it was known for. At the same time, some of the employees were fueling unionization in the company, which could have a major impact on its culture in times to come.

In May 2014, Canada-based WestJet Airlines Ltd. (WestJet) won the prestigious Randstand Award and was chosen ‘Canada’s Most Attractive Employer’ for the third year in a row. WestJet was selected from among 150 companies by more than 8,000 people in search of employment opportunities. The airline was rated high for its work environment, strong management, interesting work, and training. According to Tom Turpin, President, Randstand Canada, “This award is truly the people’s choice award and to take home the title as Canada’s most attractive employer for three back-to-back years means they have created a very strong image and Canadians want to be part of that distinct culture.

WestJet, incorporated in 1996, was founded on a distinct corporate culture which considered people highly important to provide customers with a good experience. The founders wanted to develop a company with a culture of participation and commitment, where employees were friendly and caring in order to provide customers with a great flying experience. They were of the view that culture was one element of an organization that could not be duplicated and that it was a way of differentiating WestJet from the competitors. They insisted on developing a non-hierarchical structure with every employee being a shareholder in the company. The highly empowered employees were free to take any decision that would help provide customers with the best service.

WestJet’s origins date back to 1994, when a businessman based in Calgary, Canada Clive Beddoe (Beddoe), who traveled frequently, bought a small aircraft for the purpose. He also leased the plane through a local company Morgan Air Services, owned by Tim Morgan (Morgan). The high cost of air travel in Canada and the success of low-cost airlines in the US set the two of them thinking about starting their own discount airline. Beddoe and Morgan got together with two other businessmen, Don Bell (Bell) and Mark Hill (Hill), to start the airline. Their plan was to offer low fares, attract new customers, operate on new routes, and expand the market, instead of snatching away a share from existing airlines. They were of the view that the availability of low fares would encourage more people to fly.

Beddoe was the Chairman and CEO, Hill was the director of Strategic Planning, Morgan took charge of operations, while Bell took care of customer service. Other prominent investors in the venture included David Neeleman, whose company Morris Air was acquired by Southwest Airlines. The first commercial flight of the airline began operations in February 1996. All the pilots and flight crew were based in Calgary.

When the founders were contemplating starting a new airline, Mark Hill started reading about US-based SouthWest Airlines to understand how the culture of the company had evolved. He understood that it was the high performance culture that differentiated Southwest from its competitors. Hill felt that the culture in the company was reflected in the way the customers were treated. He believed that by aligning the interest of the people with business interest, it would be possible to foster a great culture.

The founders were of the view that the people working at WestJet, called WestJetters, must show a caring attitude toward the passengers, who were addressed as guests, and also toward their co-workers. The culture at WestJet was guided by a set of values

Incentives, a good culture and work environment, and open communication helped the founders to position WestJet as a fun airline. According to Rick Ericson, Aviation Consultant, “(Corporate Culture) It’s a key asset, and I give Beddoe full credit for creating that. Beddoe has done an excellent job of promoting WestJet externally as “a quirky little company that could. He has marketed the image of a company you can like and that you want to do business with.”

The atmosphere in WestJet was informal with the employees calling even the CEO by his first name. With all the employees having a share in the company, there was a feeling among them of working for themselves. There was a total absence of hierarchy, and anybody, irrespective of the position in the company, pitched in to help others, to get the work done on time, and to serve the customers.

There were some formal groups in the company to address employee grievances and encourage employee participation. At WestJet, CARE, or Creating a Remarkable Experience, was one of them. CARE was a group whose aim was to propagate the WestJet culture throughout the company. Inculcating the culture was not a one-time effort but an ongoing process, according to company insiders. CARE was responsible for organizing more than 250 events every year for the employees and their families. These included meetings with the pilots, the crew, discussions about culture, and town hall meetings. Twice a year WestJet held profit sharing parties – one during the spring and the other during the fall. At these parties, employees were given profit-sharing checks. The CARE team also brought out videos and plays to entertain the employees. At these celebrations outstanding employees received awards…

Analysts attributed WestJet’s success to the sense of ownership that was cultivated among the employees. Encouraging the employees to assume responsibility and providing them a role in the growth, resulted in better productivity, highly motivated employees, and high morale, all resulting in better customer service. “All of us are owners here, and we’re all very passionate about what we do. When you have a stake in the company, you want to do whatever it takes to make it work,” said Lisa Puchala, director of in-flight training and standards.

Beddoe was of the view that as the employees were responsible for providing a friendly environment to the guests, it was important to recruit people who fit in with the culture of the organization. According to Darryl Howard, of CIBC World Markets, the lead underwriter on the IPO of WestJet, “Hiring the right people is the most critical one. For the first couple of years he probably interviewed every person (himself) before they were hired. (Secondly,) he kept things simple. The business itself is quite defined. They’re not trying to compete on long hauls or business travel. They went specifically to short haul passenger service. And the third principle is that he insists that his people have fun. You’ve seen that on the flights where they tell hokey jokes. That goes a long way.”

Analysts attributed WestJet’s ability to provide the best customer service in the airline business mainly to its employee focus. The airline attributed its success to hiring the right kind of people and empowering them.

Since its inception, WestJet had been ranked among the most profitable airlines in the world, showing consistent growth in revenues. As of 2014, the company had achieved 38 consecutive quarters of profits, an impressive statistic in the highly turbulent airline industry. WestJet was able to save on employee costs, as the supervisory level was almost absent in the organization. The productivity per employee in WestJet was the highest in the Canadian airline industry. The company’s attitude toward its employees helped it score high with potential employees too. It was ranked at the top in Canada’s more admired corporate cultures for several years…

As the organization grew, there were subtle changes seen in the corporate culture with every new employee who joined. The fast pace of change in WestJet brought with it some anxiety among the employees. Analysts pointed out that as the number of employees was expected to exceed 10,000 by 2015, it might be difficult to keep them connected to each other and to the culture of WestJet. Analysts said that with WestJet expanding to European destinations, its business model had changed, placing a stress on the culture of the company. As it moved into international markets, it might be a challenge for WestJet to retain high levels of employee engagement and provide a unique guest experience that differentiated it from so many other carriers, they opined

Question 1. As discussed in this case study, which of the options is true. The founders were of the view that___ ? (A) culture was one element of an organization. ( B) Ciulture could not be duplicated ( C) Culture was a way of differentiating WestJet from the competitors.

 a. Only A

 b. Only A & C

 c. Only A & B

 d. All A, B, C

Question 2. As per the Case study which of the options is true . WestJet encouraged___ ? : (a) a culture of participation and commitment (b) gave prime importance to empowered and happy employees( c) it believed that the employees would provide customers with a good experience

 a. Only a & b

 b. Only b & c

 c. Only c & a

 d. All a,b,c

Question 3. Canada-based WestJet Airlines Ltd. won the prestigious Randstand Award and was chosen ___

 a. ‘Canada’s Most Competitive Employer’

 b. ‘Canada’s Most Attractive Employer’

 c. Both a& b

 d. None of these

Question 4. Founders of WestJet, insisted on developing ____? : (A) non-hierarchical structure (B)every employee being a shareholder in the company.

 a. Only a

 b. Both a & b

 c. Only B

 d. none of these

Question 5. In this case Study , CARE is referred to as ?

 a. Creating a Resourceful Experience

 b. Creating a Remarkable Experience

 c. Creating a Resourceful Expertise

 d. None of these

Question 6. WestJet was founded on a distinct corporate culture. Which of the following option is true in this context?

 a. It considered people/employees highly important

 b. Its aim was to provide customers with a good experience.

 c. Both a & b

 d. None of these

Question 7. WestJet was able to save on employee costs, as____?

 a. the supervisory level was almost absent in the organization

 b. it hired less employees

 c. training & development avctivities were not conducted

 d. None of the above

Question 8. WestJet was incorporated in____

 a. 1990

 b. 1996

 c. 1969

 d. 1970

Question 9. which of the following was adopted by WestJet , in order to get better productivity from the employees.

 a. Encouraging the employees to assume responsibility

 b. providing employees a role in the growth

 c. motivating employees

 d. All of above

Question 10.  _____helped the founders to position WestJet as a fun airline.

 a. Incentives

 b. a good culture and work environment

 c. open communication

 d. All of above

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Talent Acquisition & Development (EDL 408)-Semester 4

Talent Acquisition & Development (EDL 408)-Semester 4

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

1st Module Assessment

CASE STUDY

The Hotel Paris s competitive strategy is To use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability. HR manager Lisa Cruz must now formulate functional policies and activities that sup- port this competitive strategy by eliciting the required employee behaviors and competencies.
As an experienced human resource director, the Hotel Paris s Lisa Cruz knew that recruitment and selection processes invariably influenced employee competencies and
behavior and, through them, the company s bottom line.
Everything about the workforce its collective skills, morale, experience, and motivation depended on attract- ing and then selecting the right employees.
In reviewing the Hotel Paris s employment systems, she was therefore concerned that virtually all the company s job descriptions were out of date, and that many jobs had no descriptions at all. She knew that without accurate job descriptions, all her improvement efforts would be in vain.
After all, if you don t know a job s duties, responsibilities, and human requirements, how can you decide who to hire or how to train them? To create human resource policies and practices that would produce employee competencies and behaviors needed to achieve the hotel s strategic aims, Lisa s team first had to produce a set of usable job descriptions.


A brief analysis, conducted with her company s CFO, reinforced that observation. They chose departments across the hotel chain that did and did not have updated job descrip- tions. Although they understood that many other factors might be influencing the results, they believed that the relationships they observed did suggest that having job descriptions had a positive influence on various employee behaviors and competencies. Perhaps having the descriptions facilitated the employee selection process, or perhaps the departments with the descriptions just had better managers.
She knew the Hotel Paris s job descriptions would have
to include traditional duties and responsibilities. However, most should also include several competencies unique to each job. For example, job descriptions for the front-desk clerks might include able to check a guest in or out in 5 minutes or less. Most service employees descriptions
included the competency, able to exhibit patience and guest supportiveness even when busy with other activities.

Question 1. Which competency do you think is least required in the employees of Hotel Paris?

Patience

 Ability to serve

 Being aggressive and fast

 Empathetic

Question 2. Lisa should make change in which amongst the below?

Job description

Job specification

 both a and b

 No changes are required

Question 3. Which information Lisa will have to collect first – Job description or Job specification?

Job description

 Job specification

 they are not related

 simultaneously

Question 4. Will the recruitment at Hotel Paris be affected by Lisa’s effort of doing Job analysis? If yes, how?

better employees

 no change in employees

 employee selection is not related to job analysis

 employees performance is not related job analysis

Question 5. Who should Lisa involve during the Job analysis process?

Top management

 Middle management

 Front office Executives

 all of the above

Question 6. If you were Lisa, seeing the correct need of job analysis, for which profile you will not do the Job analysis?

Sales Exective

 Chef

 Human resource executive    

 Chief Financial Officer         

Question 7. If you were Lisa, which position would you have given most priority for the job analysis?

Room service executive

 HR execuitve

 Marketing Manager

 Finance officer

Question 8. Which method of job analysis should Lisa use?

Observation

 Questionnairre

 Delphie Technique

 all of the above

Question 9. which amongst the below would Lisa write under Job specification?

Duties of job

 Skills required

 Working hours

 Compensation of the job

Question 10. Which amongst the below would Lisa write under Job description?

Qualification required

 Working hours of the job

 Skills needed

 all of the above

Top of Form

 10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

2nd Module Assessment

CASE STUDY

If you were to ask Jennifer and her father what the main problem was in running their firm, their answer would be quick and short: hiring good people. Originally begun as a string of coin – operated laundromats requiring virtually no skilled help, the chain grew to six stores, each heavily dependent on skilled managers, cleaner – spotters, and pressers. Employees generally have no more than a high school education (often less), and the market for them is very competetive. Over a typical weekend literally dozens of want ads for experienced pressrers or cleaner – spotters can be found in area newspapers. All these people are usually paid around $15.00 per hour and they change jobs frequently. Jennifer and her father are thus faced with the continuing task of recruiting and hiring qualified workers out of a pool of individuals they feel are almost nomadic in their propensity to move from area to area and job to job. Turnover in their stores often approaches 400%. “Dont talk to me about human resources planning and trend anlaysis,” says Jennifer. ” We are fighting an economic war and I am happy just to be able to round up enough live applicants to be able to keep my trenches fully manned.”

Question 1. Choosing the factors that would impact the HR of the company is called as…

 a. sourcing

 b. planning

 c. forcasting

 d. premising

Question 2. Had you been at Jeniffers place what you would have done from the below options to make things better?

 a. Payning more incentives to retain

 b. Redesigning recruitment strategy

 c. Employee engagement

 d. all of the above

Question 3. What HR process flaw they do not have?

 a. Recruitment

 b. Training

 c. compensation

 d. Retention

Question 4. What is the flow of HR Process that Jeniffer should follow?

 a. Premising, forcasting, planning

 b. forecasting, planning, premising

 c. planning, premising, forecasting

 d. planning, forecasting, premising

Question 5. what is the right flow of below human resource functions?

 a. human resource planning, selection, recruitment

 b. recrtuiment, selection, human resource planning

 c. human resource planning, recruitment, selection

 d. selection, recruitment, human resource planning

Question 6. Which HR process becomes very important for Jennifer to apply?

 a. Recruitment

 b. Training

 c. Retention

 d. Human Resource Planning

Question 7. Which of the below function is not a part of Human resource planning?

 a. Job analysis

 b. Demand forcasting

 c. Supply Forecasting

 d. Premising

Question 8. Which recruitment method are they following?

 a. Internal recruitment

 b. external recruitment

 c. both a and b

 d. none of the above

Question 9. Which was or were the problems that Jennifer and her father were facing?

 a. Hiring correct people

 b. Retaining employees

 c. both a and b

 d. none of the above

Question 10. Whose approach is better?

 a. Jeniffer’s

 b. Jeniffer’s dad

 c. both a and b

 d. information is not given in the case study

Top of Form

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

3rd Module Assessment

CASE STUDY

Whirlpool recently revamped their HR strategy into a People Excellence Strategy, establishing an operating system based on specific analytics they had gathered. In reviewing their diversity scorecard, it became apparent that Whirlpool had a “leaky bucket” problem. While they had made strides in the attraction and hiring of diverse talent, they were losing that talent at the same, if not a faster, rate. Clearly something needed to be done to engage and retain that talent.

To address this issue, Whirlpool’s talent management and diversity organizations developed a retention risk assessment toolkit. The toolkit includes three phases out of one was – “Assessing the impact Whirlpool would face should an employee leave”

To assess the impact on Whirlpool if an employee should leave, managers were asked to answer each of the following yes or no questions:

If this employee left Whirlpool, in the current business environment would we sustain a significant revenue loss or increased risk?
If this employee left Whirlpool, would we lose significant intellectual capital?
Is this employee in a critical role or on a Succession Plan for a critical role?
Is there a weak or non-existent contingency plan for if this role were vacant?
Would this role be difficult to fill both internally and externally?
The risk retention assessment includes 25 yes or no questions managers were asked to answer about their employees and their relationship to those employees. Questions are grouped into four areas: job/role, development and alignment to career goals, manager/employee relationship and external support system. Answers are then calculated to measure that employee’s level of “retention risk.”

Whirlpool quickly discovered that many managers had difficulty answering a significant number of questions about their employees. Understanding the importance of the manager/employee relationship to retaining talent, Whirlpool created a template for stay interviews as a way to help managers answer those questions, and to create dialogue between managers and employees. This approach directly impacted the level of interaction between the diverse talent and their individual supervisors.

Question 1 :”Attrition increases cost of the company”. Is this statement correct?

 a. Never

 b. Always

 c. At times

 d. Most of the times

Question 2. in the case study, which problem is mentioned by stating: “Whirlpool had a “leaky bucket” problem.”

 a. Less Productivity

 b. Less turnover

 c. More Attrition

 d. Less effeciency

Question 3. In which situation employee turnover will be least?

 a. Employees are satisfied

 b. Employees are motivated

 c. Employees are getting hygiene factors

 d. all of the above

Question 4. The kind of interviews taken place in organizations to ask about possible reasons leads to job turnover are classified as

 a. Employee firing interviews

 b. Transfer interviews

 c. Termination interviews

 d. Exit interviews

Question 5. What acccording to you the case study is related to ?

 a. Employee Training

 b. Employee engagement

 c. Employee retention

 d. Performance appraisal

Question 6. What according to the case is important for management to do in order to retain their employees?

 a. Manager – employee relationship

 b. Succession planning

 c. Employee Development

 d. Correct Recruitment Strategy

Question 7. What is inversely proprtional to retention?

 a. Attrition

 b. Turnover

 c. both a and b

 d. none of the above

Question 8. Which amongst the below were high at Whirlpool?/

 a. absenteeism rate

 b. satisfaction rate

 c. turnover rate

 d. employment rate

Question 9. Which HR processes might not have affected retention in Whirlpool?

 a. Training and development

 b. Performance evaluation

 c. Pay and benefits

 d. Termination and outplacement

Question 10. Which statement is correct

 a. Retention is a synonym to employee turnover

 b. Retention is a synonym to attrition

 c. Attrition and retention goes hand in hand

 d. none of the above

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

4th Module Assessment

CASE STUDY

Modern Industries Ltd. (MIL) in Bangalore is an automobile ancillary Industry. It has turnover of Rs. 100 crores. It employs around 4,000 persons.

The company is professionally managed. The management team is headed by a dynamic Managing Director. He expects performance of high order at every level. It is more so at the Supervisory and Management levels. Normally the people of high calibre are selected through open advertisements to meet the human resource requirements at higher levels. However, junior-level vacancies are filled up by different types of trainees who undergo training in the company.

The company offers one-year training scheme for fresh engineering graduates. During the first six months of the training, the trainees are exposed to different functional areas which are considered to be the core training for this category of trainees. By then, the trainees are identified for placement against the available or projected vacancies. Their further training in the next quarter is planned according to individual placement requirements.

During the last quarter, the training will be on-the job. The trainee is required to perform the jobs expected of him after he is placed there. The training scheme is broadly structured mainly keeping in mind the training requirements of mechanical engineering graduates.

Mr. Rakesh Sharma joined the company in the year 1983 after his B. Tech . degree in paint Technology from a reputed institute. He was taken as a trainee against a projected vacancy in the paints application department In MIL, the areas of interest for a trainee in Paint Technology are few. Hence, Mr. Sharma’s core training was planned for the first 3 months only. Thereafter, he was put for on-the-job training in the paints application department. He took interest and showed enthusiasm in his work there. The report from the shop manager was quite satisfactory.

The performance of the trainee is normally reviewed once at the end of every quarter. The Training Manager personally talks to the trainee about his progress, strengths and shortcomings. At the end of the second quarter, the Training Manager called Mr. Sharma for his performance review. He appreciated his good performance and told him to keep it up. A month later Mr. Sharma met the Training Manager. He requested that his training period be curtailed to 7 months only and to absorb him as an Engineer. He argued that he had been performing like a regular employee in the department for the last one quarter. As such, there was no justification for him to be put on training anymore. Further, he indicated that by doing so, he could be more effective in the department as a regular engineer. He would also gain seniority as well as some monetary benefits as the trainees were eligible for a stipend only. The regular employees were eligible for many allowances like conveyance, dearness, house rent, education, etc. which was a substantial amount as compared to the stipend paid to a trainee.

The Training Manager turned down his request and informed him that it was not a practice of the company to do so. He told him that any good performance or contribution made by the trainees during the training period would be duly rewarded at the time of placement on completion of one year of training. Further, he told him that it would set a wrong precedence. Quite often, some trainees were put on the job much earlier than the normal period of three quarters for several reasons.

Thereafter, Mr. Sharma’s behaviour in the department became different. His changed attitude did not receive any attention in the initial period. However, by the end of the third quarter, his behaviour had become erratic and unacceptable. When he was asked by the Department Manager to attend to a particular task, he replied that he was still on training and such task shouldn’t be assigned to a trainee. According to him, those jobs were meant to be attended by full-time employees and not by trainees.

The Paintshop Manager complained to the Training Manager about Mr. Sharma’s behaviour and he was summoned by the Training Manager. During the discussions, Mr. Sharma complained that while all the remaining trainees were having a comfortable time as trainees, he was the only one who was put to a lot of stress and strain; the department was expecting too much room him. He felt that he should be duly rewarded for much hardwork; otherwise, it was not appropriate to expect similar .

The Training Manager tried to convince him again that he shouldn’t harp on rewards as he was a trainee; his sole concern should be to learn as much as possible and to improve his abilities. He should have a long-term perspective rather than such a narrow-minded approach. He also informed him that his good performance would be taken into account when the right occasion arose. He warned him that he was exhibiting negative attitude for which he would be viewed seriously. His demand for earlier placement was illogical and he should forget it as he had already completed 8 months and had to wait only for 4 months. He advised Mr. Sharma that the career of an individual had to be seen on a long-time perspective and that he should not resort to such childish behaviour as it would affect his own career and image in the company.

Mr. Sharma apparently seemed to have been convinced by the assurance given by the Training Manager and remained passive for some time. However, when the feedback was sought after a month, the report stated that he had become more perverted. He was called again for a counselling session and was given two weeks time to show improvement. At the end of those two weeks, the Training Manager met the Department Manager, to have a discussion about Mr. Sharma. It was found that there was absolutely no reason for Mr. Sharma to nurture a grievance on poor rewards. It was decided that he should be given a warning letter as per the practice of the company and, accordingly, he was issued a warning letter. This further aggravated the situation rather than bringing about any improvement. He felt offended and retaliated by thoroughly disobeying any instruction given to him. This deteriorated the situation more and the relationship between the manager of the department and the trainee was seriously affected In cases of rupture of relationship, normally the practice was to shift the trainee from the department where he was not getting along well so that he would be tried in some other department where he could have another lease for striking better rapport. But unfortunately, in the case of Mr. Sharma, there was no other department to which he could be transferred, since that was the only department where his specialisation could have been of proper use. By the time he completed his training, he turned out to be one who was not at all acceptable in the department for placement. His behaviour and involvement were lacking. In view of this, the Department Manager recommended that he be taken out of the department. When Mr. Sharma was informed about it, he was thoroughly depressed. One of the primary objectives of the Training Department is to recruit fresh graduates who have good potential and train them to be effective persons, in different departments. They are taken after a rigorous selection process which includes a written test, a preliminary and a final interview. During the training period, their aptitudes, strengths and weaknesses are identified. Their placement in departments is decided primarily on the basis of their overall effectiveness there. Here is a case where the person happened to be hard-working in the beginning but turned out to be a failure in the end. The Training Manager was conscious of this serious lapse and was not inclined to recommend his termination. But at the same time it was difficult to retain a person whose track record was not satisfactory. He still felt that a fresh look be given into this case but he was unable to find a way out. He was now faced with the dilemma whether to terminate or not to terminate Mr. Rakesh Sharma.

Question 1. According to you whos was wrong in the case?

 a. Mr. Sharma

 b. Training Manager

 c. both a and b

 d. none of the above

Question 2. As the owner of the company what remedial action would you have taken?

 a. Should have terminated Mr. Sharma

 b. Should have asked the training manager to apologise to Mr. Sharma in public

 c. Should have counselled Mr. Sharma and asked training manager to apologise in private to Mr. Sharma

 d. Should have not interfered in the matter

Question 3. How do you think policies of an organisation should be?

 a. Rigid

 b. Flexible

 c. conservative

 d. none of the above

Question 4.If you were the training manager what decision you would have taken?

 a. Terminates Mr. Sharma

 b. Put him again for training

 c. counselled him to make him motivated

 d. Left him the way he was

Question 5. Training given on live machines to Engineers will be considered as

a. On the job training

 b. off the job training

 c. both a and b

 d. none of the above

Question 6. What according to you should have been the decsion of the training manager after completion of 6 months?

 a. Should have reduced training of Mr. Sharma

 b. special evaluation could have been conducted for Mr. Sharma to make sure he has learnt all skills

 c. Should have altered the training policy permanently for better productive results

 d. all of the above

Question 7. Which according to you would be more fruitful as a training policy?

 a. having fixed training period

 b. training should get over once the employee is able to perform

 c. fixed training period but should be flexible for employees performing well

 d. none of the above

Question 8. Which parameter of training evaluation is forefeited in the case study, the most?

 a. Learning

 b. Reaction

 c. Behaviour

 d. Result

Question 9. Which type of training is given to the employees after the first 6 months are over, at Modern Industries?

 a. on the job training

 b. off the job training

 c. both a andb

 d. none of the above

Question 10. Which type of training is given to the employees during the first 6 months at Modern Industries?

 a. on the job training

 b. off the job training

 c. both a and b

 d. none of the above

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

5th Module Assessment

CASE STUDY

Hindustan Lever Research Centre (HLRC) was set up in the year 1967 at Mumbai. At that time the primary challenge was to find suitable alternatives to the edible oils and fats that were being used as raw materials for soaps. Later, import substitution and export obligations directed the focus towards non-edible oil seeds, infant foods, perfumery chemicals, fine chemicals, polymers and nickel catalyst. This facilitated creation of new brands which helped build new businesses.HUL believes in meritocracy and has a comprehensive performance management system, which ensures that people are rewarded according to their performance and abilities. Almost 47% of the entire managerial cadres are people who have joined us through lateral recruitment. Over the years many break through innovations have taken place. Hindustan Lever Research gained eminence within Unilever Global R&D and became recognized as one of the six global R&D Centers of Unilever with the creation of Unilever Research India in Bangalore in 1997.At Bangalore R&D center, a team of 10 scientists were appointed for a project on ‘shampoo’ line. Suranjan Sircar heading the team as Principal Research Scientist with the support of Vikas Pawar, Aparna Damle, Jaideep Chatterjee, Amitava Pramanik as Research Scientists. Suresh Jayaraman & Punam Bandyopadhyay were Research Associates. Vikas Pawar came up with an idea of pet shampoos during brainstorming with the team. “Hey, why don’t we target the pet care segment because in India, pet industry is being seriously looked at as a growing industry. I had been working on this concept for a few weeks & have done some initial research as well”, said Vikas. “I think we should just focus on the dog segment & bring out a range of shampoos that are breed specific”, contributed by Aparna Damle, who was a new unmarried scientist in the company. “Oh that’s a really great idea, a breakthrough” said Jaideep & Amitava appreciating Aparna. The idea given by Aparna got support from both colleagues & head. Vikas was although not comfortable with his credit being taken away. He also felt that creating brand specific shampoos would not be a profitable innovation thus, no point on centrating efforts on that. With this in mind he put his point forward but couldn’t gather consensus. After the discussion, Jaideep & Amitava being friends to Vikas, consoled him & showed confidence in his plan & thoughts. “We understand what you are going through. The idea was yours & Aparna took all your credit. Don’t worry we are with you & be careful from next time.”


Nevertheless, in the meeting Aparna presented her proposal for the idea mentioning requirements & chemical details. The meeting began with motivational speech & plan of action by the head of the team. A lot was discussed in detail & tasks were allotted along with deadlines. Immediately after the presentation Jaideep & Amitava approached Aparna & eulogized her research & proposal reiterating the importance of breed specific range of shampoos. Vikas lay aside his ego & went ahead with full dedication & commitment, however during the tenure of the research he noticed poor attitude of team members. Punam was not regular with deadlines; she submitted her research on breeds four days after deadline. Suresh was asked to coordinate with members looking into chemical research but Vikas observed him most of the times in the recreation room, so he asked him “Hi, so what’s the progress in chemical research so far?” Suresh replied that he had done whatever he was asked to do by senior scientist. He reported this lack of commitment & proactive attitude to Suranjan Sircir & asked for an action against them. “Hmm… I know what’s happening in the team. I have worked for 20 years in this industry & from my experience I know what to do & when to do”, he retorted back. Finally the project got completed 4 months after deadline. Vikas went back to the lab; sitting & wondering at the flaws in the group.

Question 1: If you were at Suranjan’ s place what corrective measure would you have taken?

 a. Would have asked Jaideep to resign

 b. Would have made Vikas the team leader

 c. Would have called for a team meeting to enhance team spirit

 d. all of the above

Question 2. Jaideep and Amitava were involved in which type of communication?

 a. Formal

 b. informal

 c. both

 d. none of the above

Question 3. what kind of leadership Suranjan has potrayed in the case?

 a. Directive

 b. Participative

 c. Laissez faire

 d. democratic

Question 4. What made Vikas unhappy?

 a. lack of incentive

 b. lack of recognition

 c. lack of team consensus

 d. lack of leadeership

Question 5. What was missing in the team?

 a. Leadership

 b. Open communication

 c. Team spirit

 d. all of the above

Question 6. which amongst the below is not a stage of group formation

 a. storming

 b. norming

 c. brainstorming

 d. adjourning

Question 7. which is the correct sequence of team formation

 a. storming, forming

 b. norming, performing

 c. norming, storming

 d. adjourning, performing

Question 8. Which type of team is shown in the case study?

 a. Vurtul team

 b. Crossfunctional team

 c. Task team

 d. none of the above

Question 9. who according to you played the most passive role in the team building

 a. Aparna

 b. Vikas

 c. Suresh

 d. Suranjan

Question 10. who instigated poltics and negatiity in the team

 a. Jaideep and Amitava

 b. Vikas

 c. Aparna

 d. Suranjan

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Assignment 2

CASE STUDY

Satish was a Sales Manager for Industrial Products Company in City branch. A week ago,
he was promoted and shifted to Head Office as Deputy Manager – Product Management for a
division of products which he was not very familiar with. Three days ago, the company VP –
Mr. George, convened a meeting of all Product Managers. Satish’s new boss (Product
Manager Ketan) was not able to attend due to some other preoccupation. Hence, the
Marketing Director, Preet – asked Satish to attend the meeting as this would give him an
exposure into his new role.


At the beginning of the meeting, Preet introduced Satish very briefly to the VP. The meeting
started with an address from the VP and soon it got into a series of questions from him to
every Product Manager. George, of course, was pretty thorough with every single product of
the company and he was known to be pushy and a blunt veteran in the field. Most of the
Product Managers were very clear of George’s ways of working and had thoroughly prepared
for the meeting and were giving to the point answers. George then started with Satish.
Satish being new to the product, was quite confused and fared miserably.

Preet immediately understood that George had possibly failed to remember that Satish was
new to the job. He thought of interrupting George’s questioning and giving a discrete
reminder that Satish was new. But by that time, George who was pretty upset with the lack
of preparation by Satish made a public statement “Gentlemen, you are witnessing here an
example of sloppy work and this can’t be excused”.

Now Preet was in two minds – should he interrupt George and tell him that Satish is new in
that position OR should he wait till the end of the meeting and tell George privately. Preet
chose the second option.

Satish was visibly angry at the treatment meted out by George but he also chose to keep
mum. George quickly closed the meeting saying that he found in general, lack of planning in
the department and asked Preet to stay back in the room for further discussions.
Before Preet could give any explanation on Satish, George asked him “Tell me openly, Preet,
was I too rough with that boy?” Preet said “Yes, you were. In fact, I was about to remind
you that Satish is new to the job”. George explained that the fact that Satish was new to
the job didn’t quite register with him during the meeting. George admitted that he had
made a mistake and asked his secretary to get Satish report to the room immediately.
A perplexed and uneasy Satish reported to George’s room after few minutes.

George looking Satish straight into his eyes said “I have done something which I should
have never even thought of and I want to apologise to you. It is my mistake that I did not
recollect that you were new to the job when I was questioning you”.
Satish was left speechless.

George continued “I would like to state few things clearly to you. Your job is to make sure
that people like me and your bosses do not make stupid decisions. We have good
confidence in your abilities and that is why we have brought you to the Head Office. For
everybody, time is required for learning. I will expect you to know all the nuances of your
product in three months time. Until then you have my complete confidence”.
George closed the conversation with a big reassuring handshake with Satish

Question 1. Did Preet make a mistake by not intervening during the meeting and correct George’s misconception about Satish?

 a. yes he should have spoken to protect satish

 b. he did correct by not speaking as VP is a very senior person

 c. both a and b are correct

 d. both a and b are wrong

Question 2. How do you find George as a leader?

 a. he is a autocratic leader

 b. he is a democratic leader

 c. he is a transactional leader

 d. he has laissez fairre leadership style

Question 3. How do you find Satish as an employee?

 a. dumb

 b. hard working

 c. unreliable

 d. Ill mannerred

Question 4. If you were in Satish’s place, how would you to respond to George’s apology?

 a. I will request to be shifted back to the city branch

 b. I will ask George to be carefule in future while talking to me

 c. I will react reassuringly that I will perorm well

 d. I will try to show my product knowledge

Question 5. Promotion is a form of

 a. external recruitment

 b. internal recruitment

 c. both a and b are correct

 d. promotion is not related to recruitment

Question 6. Was George correct in saying that Satish is there to correct the “stupid mistake” of his boss and George?

a. yes he was correct

 b. he was wrong to say so

 c. may be

 d. boss are always correct

Question 7. Which HR Practice you find missing in the case?

 a. training

 b. induction

 c. organisation structuring

 d. departmentalisation

Question 8. Which leadership style does Geroge have?

 a. people oriented

 b. task oriented

 c. both a and b are correct

 d. neiher of a and b

Question 9. Who do you think did not fulfill his responsibility to the fullest

 a. Satish

 b. George

 c. Preet

 d. Satish’s immediate boss

Question 10. Why was it at all necessary for George to apologise to such a junior employee like Satish?

 a. to keep Satish’s morals high

 b. to show Preet that he himself is a good leader

 c. to build trust in Satish

 d. to further reinforce that Satish should have knowledge about products

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Marketing of Services (EDL 421)-Semester IV

Marketing of Services (EDL 421)-Semester IV

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

1st Module Assessment

Case Study

 The case study approach of Max New York Life (MNYL) to become a leading player in the life insurance segment of India. It talks about the training methodologies and process improvements undertaken by the company. The distribution system developed by MNYL has been discussed both in rural and urban markets. The product differentiation strategies followed by MNYL also form a part of this caselet. the company was established in 1999 during the privatization of Life Insurance sector when other players were also being given license. In a short span of 5 years the company was able to open 28 offices and employ thousands of employees across pan India. the company has built a service name for itself through developing the right marketing mix through developing tangibility for the insurance services. Insurance are on the higher side of intangibility but the company has built a strong nam for itself through developing good features products which are their policies along with making a strong employee oriented company. the extended marketing mix has been worked upon through product differentiation and customer services. 

Question 1 : A complete new service like Multiplex needs to be seen as

 a. Service disruption

 b. Incremental service

 c. New usage of service

 d. None of these

Question 2. Among the extended marketing mix options, which is the most difficult to build

 a. Physical Evidence

 b. People

 c. Process

 d. None of these

Question 3. Credence quality for any new service like a multiplex is based on

 a. Word of Mouth

 b. Prior experience

 c. Reputation and Brand name

 d. None of these

Question 4. Customers can complaint to the company through many ways

 a. Irrants

 b. Active voicers

 c. Switchers

 d. All of these

Question 5. Moment of Truth can be understood as

 a. Interaction between customer and employee

 b. Service being delivered

 c. Promises being fulfilled

 d. All of these

Question 6. Service failure through encounter can be easily managed through

 a. Phone call

b. Face to face counselling

 c. Email reponse

 d. None of these

Question 7. The most important consumer buying behaviour for services is

 a. Attributes

 b. Quality

 c. Trust

 d. Price

Question 8. The service quality dimensions for services comprise of all except

 a. Responsiveness

 b. Tangibles

 c. Confidence

 d. Assurance

Question 9. The services are different from products due to

 a. Nature

 b. Size

 c. Purpose

 d. None of these

Question 10. What is the term for technology use for services

 a. SET

 b. SST

 c. STS

 d. None of these

Score: 10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

2nd Module Assessment

Case Study

 McDonalds is the world’s largest chain of fast food chain originating from USA. The modest beginnings of McDonald’s at Illinois in USA, turned out to be among the main brand names in the international scene. It has been synonymous to what is widely-accepted the fast-food concept. The company operates over thirty one thousand stores all over the world to date. It was one of the first to perfect the concept of fast service in the food industry in its early days of operations in 1955. Given that the products of the company are mainly western in character; its operations have also expanded to the Asian region. The first Indian McDonald’s outlet opened in Mumbai in 1996. In the rest of the globe, it operates thousands of store franchises that functions autonomously.

Around the world, McDonald’s traditionally operates with local partners or local management. In India too, McDonald’s purchases from local suppliers. McDonald’s constructs its restaurants using local architects, contractors, labour and – where possible – local materials. McDonald’s hires local personnel for all positions within the restaurants and contributes a portion of its success to communities in the form of municipal taxes and reinvestment.

The McDonald’s philosophy of Quality, Service, Cleanliness and Value (QSC&V) is the guiding force behind its service to the customers. McDonald’s India serves only the highest quality products. All McDonald’s suppliers adhere to Indian Government regulations on food, health and hygiene while continuously maintaining their own recognized standards. All McDonald’s products are prepared using the most current state-of-the-art cooking equipment to ensure quality and safety. At McDonald’s, the customer always comes first. McDonald’s India provides fast friendly service- the hallmark of McDonald’s that sets its restaurants apart from others. McDonald’s restaurants provide a clean, comfortable environment especially suited for families. This is achieved through McDonald’s stringent cleaning standards, carefully adhered to McDonald’s menu is priced at a value that the largest segment of the Indian consumers can afford. McDonald’s does not sacrifice quality for value – rather McDonald’s leverages economies to minimize costs while maximizing value to customers. The company has invested Rs 450 crore so far in its India operations out of its total planned investment of Rs 850 crore till 2007.

Question 1 : Any service failure at McDonalds may be evaluated through which aspect of Zone of Tolerance

 a. Personal Service Philosophy

 b. Benchmarks in mindset of the consumer

 c. Urgency of the service

 d. None of these

Question 2. For McDonalds the adequate service level is based on

 a. Company Philosophy

 b. Customer’s Expectations

 c. Marketing & Advertising

 d. All of these

Question 3. For such a fast food service, the most critical service quality dimension is

 a. Reliability

 b. Tangibles

 c. Responsiveness

 d. Assurance

Question 4. How can service failure happen at McDonalds

 a. Employee’s mistake

 b. Unrealistic Customer expectation

 c. Service producers

 d. All of these

Question 5. How can service guarantees be promised at a food joint

 a. Time and Quality parameters

 b. Money back

 c. Courteous employees

 d. Internal Marketing

Question 6. McDonalds has developed which service quality dimensions

 a. RATER

 b. SERVQUAL

 c. QSCV

 d. None of these

Question 7. The difference between customer expectation and customer perceptions is due to

 a. Service Delivery

 b. Service Quality

 c. Wrong Marketing

 d. Internal Marketing

Question 8. The dissatisfied customers can undertake what kinds of complaints

 a. Irates

 b. Switchers

 c. Terrorists

 d. All of these

Question 9. What service recovery methods can be adopted as a fast food chain

 a. Responding to complaints immediately

 b. Fail Safe

 c. Being Emphatetic

 d. None of these

Question 10. Which factor is the most important contributor for the Desired Service level for McDonalds

 a. Marketing

 b. Brand Name

 c. Customer Word of Mouth

 d. None of these

Score: 10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

3rd Module Assessment

Case Study

 The Taj hotels the part of TATA industries are one of the renowned business houses of India started Indian Hotels Company Ltd. (IHCL) their first property was the Taj Mahal Palace hotel in Mumbai in 1903 the first five star hotel in India. The company started a long-term geographic expansion of its brand to increase its global presence and from 1970 till today it is the leading hotel chain in the Indian hospitality market. “Offering very advanced and innovative air transport catering and other associated services, Taj SATS works in the 4 major cities in the Indian sub-continent, they are Kolkata, Chennai, Mumbai and Delhi. Currently, Taj SATS supplies to more than 26 international and domestic airlines, and is the leader in the Indian flight catering market” (hotels.com, 2010).”Offering very advanced and innovative air transport catering and other associated services, Taj SATS works in the 4 major cities in the Indian sub-continent, they are Kolkata, Chennai, Mumbai and Delhi. Currently, Taj SATS supplies to more than 26 international and domestic airlines, and is the leader in the Indian flight catering market” (hotels.com, 2010).The vision in strategic management can be referred as the forward thinking of the organization which includes the company’s objectives for its future without considering the particular timeframe to achieve its desired goals. The vision statement helps in describing where the company wants to be in future.The mission always expose the exact type of the business, mostly regarding why it was established, the nature and kind of the industry it is operating, and the different type of consumers it is serving.The Taj hotels mission is to embrace the capacity and proficiency of its staff to improve the quality and standards of the hospitality industry and raise their global presence as one and also want to be the leader in its domestic market.The main objective of Taj is to endorse its corporate citizenship through the different conglomerates which help in the construction of the livelihood for the less-advantaged youth and women. It his undertaking different steps which boost the service levels of the people to be in line with the best when compared to its competitors. The service excellence attitude of Taj has its basic fundamental, delivering services and products through the staff working in its properties.Being the number one in the Indian hospitality industry the Taj hotels are trying to increase their presence globally and there up and downs in the market of Taj hotels which is seen in the market analysis, the difference was clearly seen in the balance scorecards. It is launching different new hotel brands in the Indian market, built on the requirements f the tourists who visit India for variouys purposes. By introducing new projects every year it is protecting its share value without losing fath in its stakeholders. It is seen from thew financial data available because of the recession theTaj hotels suffered financially.

Question 1 Delivery Gap can be closed through

 a. Service improvement

 b. Training people

 c. Improving Standards

 d. All of these

Question 2. For a Hotel setup service blueprint is

 a. Process

 b. Physical Evidence

 c. Customer Service

 d. None of these

Question 3. In hotels service evidence can be understood as

 a. In room service

 b. Restaurant

 c. Tangibles in the hotel

 d. All of these

Question 4. In the hotel service design value can be added through

 a. Providing more services

 b. Understanding customer requirements

 c. Setting High standards

 d. Doing Marketing

Question 5. Operational service design at Taj consist of

 a. Steps in service delivery process

 b. People management

 c. Error free service

 d. None of these

Question 6. Servicescape relates to

 a. The detailed service

 b. The environment is which service is delivered

 c. Ambience of the hotel

 d. Escaping the service

Question 7. The most critical aspect of service triangle for Taj is

 a. Internal marketing

 b. External marketing

 c. Interactive marketing

 d. None of these

Question 8. What corporate level decision helps Taj deliver highest quality service

 a. Vision

 b. Mission

 c. Goals

 d. Service Culture

Question 9. What is most important in developing a service culture

 a. Corporate Strategy

 b. Property

 c. Management

 d. None of these

Question 10. Which is not boundary spanning roles at Taj

 a. Chef

 b. Reception

 c. Housekeeping

 d. Security

Score: 10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

4th Module Assessment

Case Study

  Collaboration brings bigger gains than competition, and the leading players in the domestic online travel space seem to have understood this. When in October 2015, MakeMyTrip, Goibibo and Yatra jointly decided to de-list budding budget hotel room aggregator Oyo from their platforms, the stage was set for an Oyo versus OTAs (online travel agencies) showdown. Oyo, however, decided to ignore this unfair practice, which could well have become a matter of investigation at the Competition Commission of India. Instead, it turned its focus on improving its business proposition and expanding its reach. The hotel aggregator moved from a simple distributor model — where it sold some of the inventory of a hotel as Oyo Rooms, while the hotel sold individually on OTAs — to an exclusive model where all rooms were Oyo-branded. That helped it have better control on the systems and processes at the partner hotels. The growing scale of Oyo made Cyrus Mistry, former chairman of Indian Hotels Company, which runs the Taj group of hotels, refer to the startup as a ‘threat’. While Oyo might not have turned a threat for the luxury hotel chain, its expanding dominance in the budget hotel space did take away some of the business from OTAs. The aggregator, started by Ritesh Agarwal in 2013, emerged with a network of over 7,000 hotels — more than 70 per cent (or 5,000) of which Oyo has exclusive tie-ups with. Since OTAs had de-listed Oyo, it meant that these 5,000 exclusive hotels were not available for the customers of these OTAs, limiting their offering severely. Further, because these hotels were in the budget segment, which has a significant share of the market, the OTAs were missing out on a big chunk of the customers.We believe Oyo poses meaningful competition for MakeMyTrip and is not being priced in by the market. Its recent fundraising , ability to grow with low cash burn, and aggressive business plans can further heighten the competitive intensity in India’s online travel market,” global financial firm UBS said in an October report.“We believe Oyo poses meaningful competition for MakeMyTrip and is not being priced in by the market. Its recent fundraising , ability to grow with low cash burn, and aggressive business plans can further heighten the competitive intensity in India’s online travel market,” global financial firm UBS said in an October report.

No surprise, then, OTAs are turning their attention on hotels. MakeMyTrip, which now also owns Goibibo, decided to change its stance on Oyo, welcoming it back on board two weeks ago. The Nasdaq-listed firm’s decision follows a similar move by Yatra in October last year. Explaining the rationale behind this decision, Dhruv Shringi, co-founder and CEO at Yatra, said the customer needs and preferences are constantly evolving. “They seek newer and more interesting ways to make their travel bookings seamless and cost effective”. In one sweep, the tie-up with Oyo has expanded MakeMyTrip’s room inventory from 50,000 to about 53,500. However, not all of Oyo’s exclusive hotels are part of MakeMytrip. To start with, the partnership is only for 3,500 hotels. Rajesh Magow, co-founder and India CEO, MakeMyTrip, had said in 2016 that the decision to de-list Oyo was guided by quality issues. “They were becoming a competition in the budget space. They wanted to aggregate properties and then leverage our platform. It did not make sense for us,” he said. With the evolution of Oyo as a full-scale hospitality company, Magow said, those problems are now a thing of the past, adding that the the business model of an OTA and Oyo is different and there should be no longer be any conflict over dual listing of the same hotels.

Question 1. Capacity constraints in online business can be managed by

 a. Combining capacities

 b. Not giving service

 c. Closing down the business

 d. Not being able to serve the customer

Question 2. Channel Conflict between two distribution partners can arise from

 a. Cost problem

 b. Contradictory Objectives

 c. Same Territory

 d. Profit earning of both partners

Question 3. Demand and Capacity constraints in services mean

 a. Price problem

 b. Demand and Supply management

 c. Employees issues

 d. None of these

Question 4. Developing partnerships lead to

 a. Dilution of core service

 b. Collaboration to deliver better

 c. Competitive problems

 d. No problem at all

Question 5. How can MMT manage excess capacity of hotel rooms during off season

 a. Selling at low price

 b. Changing methods to sell

 c. Yield Management

 d. Competing fiercely

Question 6. MMT plays the most important role in distribution of airline and hotel services as their

 a. Distribution Partner

 b. Online Partner

 c. Channel Partner

 d. All of these

Question 7. Problems beigng faced by online delivery partners

 a. Technical issues

 b. Mismatch between promises and final delivery

 c. Wrong service

 d. None of these

Question 8. Service Delivery through distribution partner is difficult because of

 a. Intangibility

 b. Partners different from company

 c. Company Brand image at stake

 d. All of these

Question 9. What is the most important role of distribution partner in services

 a. To sell

 b. To maintain the service and promise

 c. To provide customer service

 d. None of these

Question 10. Which is not a pricing method for services

 a. Penetration pricing

 b. Skimming Pricing

 c. Customer Pricing

 d. Competitive pricing

Score: 10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

5th Module Assessment

Case Study

 Cox and Kings (CKS), one of the prominent tour operators of the world, was established way back in 1758 by Richard Cox when he was appointed regimental agent to the footguards of India. By early 20th century, the company was acting as an agent and banker for the armed forces. In 1922, the company merged with the Henry S. King Bank, subsequent to which the banking business was sold. The travel business grew by leaps and bounds and in the early 21st century, CKS was operating various individual and group tours throughout India as well as abroad.
CKS offices abroad were known as Indian tour specialists in their respective markets and had destinations from the Indian sub-continent (amongst other destinations) in their product portfolio. The current sceanrio of the travel busines is changing and leading towads more of online space that would build into better customer services and overall experience. different travel packages are now being floated that attract different kinds of customers. hence overall service differentiation is needed in order to build upon the right kind of offer for consumers. Services have changed a lot over the years to not be limited to only the service but many related aspects of it that have lead to other companies also taking up many nw marketing methods so that an image can be built that would be positive.

Question 1 : A travel company like Cox and Kings is evaluated more on

 a. Physical Evidence

 b. People

 c. Process

 d. Price

Question 2. Competition can be better handled through

 a. Service offer differentiation

 b. Pricing and after sales service

 c. Employee training and improvement

 d. All of these

Question 3. Service industry most challenging problem is

 a. Maintaning consistency

 b. People quality

 c. Pricing

 d. All of these

Question 4. The new service offer by Cox & Kings lead to

 a. Better product

 b. Improved services

 c. Ideal pricing

 d. None of these

Question 5. The service Gapsmodel has what number of gaps

 a. 3

 b. 4

 c. 5

 d. 2

Question 6. The sevice blueprint for travel industry would comprise of

 a. Front end employees

 b. Interaction based employees

 c. Back end employees

 d. Technology based working

Question 7. What can be understood as changes in travel industry

 a. Service offering

 b. technology development

 c. Employee focus

 d. All of these

Question 8. What mistake Cox and Kings have done in providing service

 a. New service offer

 b. Poor technology adoption

 c. International expansion

 d. Customer Service improvement

Question 9. Which are the differentiating factors of services from products

 a. Intangibility

 b. Perishability

 c. Variability

d. All of these

Question 10. Which can be categorized as pure service

 a. Travel

 b. Fast Food

 c. Hospital

 d. Hotels

Score: 10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Assignment 2

Case Study

 India is witnessing the growth of multiplexes that offer better viewing experience to the customers. The growth prompted many players such as PVR, INOX, Satyam Cineplexes, and Shringar Films to enter this segment. The caselet provides details about the features of INOX multiplexes that set them apart from the competition. It outlines the expansion strategy of INOX which wants to become a national player in this segment.The Rs 25bn Indian film industry has come a long way from being a regional and proprietary industry to becoming a professional and corporatized industry with global ambitions. However, the Indian film exhibition industry, i.e., movie theaters did not change much — until recently. A majority of the theatres lacked modern equipment that could screen movies with good pictures and sound quality. Apart from this, their dull ambience and poorly planned seating arrangements killed the pleasure of viewing a movie. However, the traditional Indian theatres are now facing tough competition from newly developed multiplexes that are providing the customers with a better movie viewing experience. India’s first multiplex, PVR Anupam, was set up in South Delhi in 1997 as a joint venture between Priya Exhibitors and Australian company Village Roadshow.

Question 1. Capacity constraints in online business can be managed by

 a. Combining capacities

 b. Not giving service

 c. Closing down the business

 d. Not being able to serve the customer

Question 2. Channel Conflict between two distribution partners can arise from

 a. Cost problem

 b. Contradictory Objectives

 c. Same Territory

 d. Profit earning of both partners

Question 3. Demand and Capacity constraints in services mean

 a. Price problem

 b. Demand and Supply management

 c. Employees issues

 d. None of these

Question 4. Developing partnerships lead to

 a. Dilution of core service

 b. Collaboration to deliver better

 c. Competitive problems

 d. No problem at all

Question 5. How can MMT manage excess capacity of hotel rooms during off season

 a. Selling at low price

 b. Changing methods to sell

 c. Yield Management

 d. Competing fiercely

Question 6. MMT plays the most important role in distribution of airline and hotel services as their

 a. Distribution Partner

 b. Online Partner

 c. Channel Partner

 d. All of these

Question 7. Problems beigng faced by online delivery partners

 a. Technical issues

 b. Mismatch between promises and final delivery

 c. Wrong service

 d. None of these

Question 8. Service Delivery through distribution partner is difficult because of

 a. Intangibility

 b. Partners different from company

 c. Company Brand image at stake

 d. All of these

Question 9. What is the most important role of distribution partner in services

 a. To sell

 b. To maintain the service and promise

 c. To provide customer service

 d. None of these

Question 10. Which is not a pricing method for services

 a. Penetration pricing

 b. Skimming Pricing

 c. Customer Pricing

 d. Competitive pricing

Score: 10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Project Planning, appraisal & Control (EDL 407)-Semester IV

Project Planning, appraisal & Control (EDL 407)-Semester IV

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

 

1st Module Assessment

Case Study # What it takes to be a great project manager?

Many challenges confront today’s project managers — new technologies, remote workforces and a global market to name a few. To take a project from inception to finish can be grueling and you’ve got to have great dedication and skills if you’re going to be successful. But what sets apart good project managers (PMs) from the truly great ones? What does it take to go from being the manager of projects to a game-changing leader? Here are six skills the great PMs share.

Become a customer relationship management expert

Develop positive mutually aligned connections with stakeholders: The first thing any project leader should work on is developing a positive relationship or connection with key stakeholders and project sponsors within an organization. Simply jumping into a project and bypassing this step can elevate risks right out of the gate and could further increase communication gaps down the road. Being able to understand the perspective, experience and resulting behaviors of the primary players helps to create a platform for improved communication and reduces friction.

Develop an understanding of a specific business and its needs: It’s not important to know every detail there is to know about a customer’s industry; however, making an effort to research key facts, norms and challenges demonstrates sincere interest as it relates to potentially unique business needs. After all, how can you sell any company on the benefits of your skills as a PM without understanding potential challenges, opportunities and impacts to their business? Once you are able to clearly articulate that you understand their obstacles and their needs, it’s less of an uphill battle selling the benefits of a project and alleviating fears.

Pay attention to the big picture, but don’t miss the details: The ability to see the broader picture yet not skip over the details is another skill that enables good project leaders to become great project leaders. Being able to connect the dots from start to finish, all the while keeping the higher-level end goal in sight is a valuable skill that offers organizations peace of mind. Organizational leadership simply doesn’t have time to ensure project leaders are on top of things. These leaders rely heavily on a project manager to understand their business needs and goals, and also navigate project tasks and milestones with minimal guidance.

Don’t just manage teams — motivate and influence them

Be an effective project leader by leading people, not managing them: Teams need to be able to rely on a project manager to provide them with sufficient guidance when needed and to excel in areas like motivation and communication. As a PM you can’t be everywhere or do everything, and this highlights the need to trust the knowledge, skills and abilities of team members. Establishing trusting relationships with stakeholders and team members provides smoother navigation through difficult situations and creates a greater degree of transparency.

Help to build respect among teams and stakeholders: Projects offer opportunities for a diverse set of individuals to bring unique skills, experiences and ideas to the table and helps to build better solutions. Problems often arise when individuals are in conflict and demonstrate a lack of respect for difference or override the contributions of others. This is where tact and skill as a project manager can alleviate tension and encourage team members to refocus on what’s best for the stakeholder(s), rather than remaining self-focused. A strong PM is always able to shed light on key factors and help individuals to see the merits of both sides. The need for mutual respect should be expected and communicated from the start, and ground rules and applicable consequences should be laid out to avoid disruption and lost productivity.

Influence individuals and teams to optimize their contributions. A large part of the role of a project leader is to influence each team member to give their best regardless of personal views, obstacles, and conflicts. Influence is both an art and learned behavior that is often undervalued and overlooked. It’s important to note that influence shouldn’t be confused with manipulation. The real value in positive influence is the ability to translate this soft skill into action that results in a win-win for the stakeholders and team. Further, it’s imperative individual team members and the team as a whole not only understand their role and how it fits within the project goals, but also that they are committed to continuous improvement for optimal results that benefit the customer.

Putting it all together

Companies are increasingly seeking well-rounded project leaders who exhibit the technical know-how and leadership prowess required to see things and execute from different vantage points. A project manager who has the underlying training combined with these core soft skills can uniquely position him or herself to stand out in their field, achieve optimal results and become a sought after thought leader.

Question-1: A large part of the role of a project leader is to influence each team member to give their best regardless of, obstacles, and conflicts.

 a. personal views

 b. obstacles

 c. conflicts

 d. All

Question 2. A project manager who has the underlying training combined with these core soft skills is ????. For job.

 a. Suitable

 b. Not Suitable

 c. Influential

 d. None

Question 3. A strong PM is always able to shed light on key factors and help individuals to see the ????..of both sides.

a. Demerits

 b. merits

 c. Swot

 d. Mirror

Question 4. For the success of a project, PMs are becoming ??..

 a. CRM Expers

 b. Dedicated

 c. Skilled

 d. Experts

Question 5. Is it right t say that primary players helps to create a platform for improved communication and reduces friction.

 a. Can’t Say

 b. TRUE

 c. FALSE

 d. Sometimes

Question 6. Simply jumping into a project and bypassing this step can ?????. risks.

 a. Nullify

 b. Elevate

 c. Reduce

 d. Stable

Question 7. The ability to see the broader picture yet not skip over the details is another skill that enables good project leaders to become great project leaders.

 a. Rare

 b. Always

 c. Sometimes

 d. Never

Question 8. Trusting relationships with stakeholders and team members provides smoother navigation.

 a. TRUE

 b. FALSE

 c. Can’t Say

 d. Sometimes

Question 9. What challenges are faced by today’s Project Managers?

 a. New Technology

 b. Remote Workforce

 c. Global Market

 d. All

Question 10. What is required for a successful project.

 a. Patience

 b. Dedication

 c. Skill

 d. All

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

2nd Module Assessment

Case Study- Project’s Technical  Analysis

Technical aspects relate to the production or generation of the project output in the form of goods and services from the project’s inputs. Technical analysis represents study of the project to evaluate technical and engineering aspects when a project is being examined and formulated. It is a continuous process in the project appraisal system which determines the prerequisites for meaningful commissioning of the project.

Aspects of Technical Analysis

Technical analysis broadly involves a critical study of the following aspects, viz.,

1) Selection of Process/ Technology: For manufacturing a product, more than one process/technology may be available. For example, steel can be manufactured either by the Bessemer process or by the open-health process. Cement can be manufactured either by the wet process or by the dry process.

The choice of technology also depends upon the quantity of the product proposed to be manufactured. It the quantity to be produced is large, mass production techniques should be followed and the relevant technology is to be adopted. The quality of the product depends upon the use to which it is relevant technology is to be adopted. The quality of the product depends upon the use to which it is meant for. A product of pharmaceutical grade or laboratory grade should have high quality and hence sophisticated production technology is required to achieve the desired quality. Products of commercial grad do not need such high quality and the technology can been chosen accordingly.

A new technology that is protected by patent rights, etc., can be obtained either by licensing arrangement or the technology can be purchased outright. Appropriate technology: A technology appropriate for one country may not be the ideal one for another country. Even within a country, depending upon the location of the project and other features, two different technology may be ideal for two similar projects set up by two different firms at two different locations. The choice of a suitable technology for a project calls for identifying what is called the ‘appropriate technology’.

The term ‘appropriate technology’ refers that technology that is suitable for the local economic, social and cultural conditions.

2) Scale of operations: Scale of operations is signified by the size of the plant. The plant size mainly depends on the market for the output of the project. Economic size of the plant varies from project to project. Economic size of the plant for a given project can be arrived at by an analysis of capital and operating costs as a function of the plant size. Though the economic size of the plant for a given for a given project can be theoretically arrived at by above process, the final decision on the plant size is circumscribed by a number of factors, the main factor being the promoter’s ability to raise the funds required to implement the project. If the funds required implementing the project as its economic size is beyond the promoter’s capacity to arrange for and if the economic size is too big a size for the promoter to manage, the promoter is bound to limit the size of the project that will suit his finance and managerial capabilities. Whenever a project is proposed to be to be set up at a size below its economic size, it must be analyzed carefully as to whether the project will survive at the proposed size (which is below the economic size). Performance of existing units operating at blow economic size will throw some light on this aspect.

3) Raw Material: A product can be manufactured using alternative raw materials and with the alternative process. The process of manufacture may sometimes vary with the raw material chosen. If a product can be manufactured by using alternative raw materials, the raw material that is locally available may be chosen. Since the manufacturing process and the machinery/requirement to be used also to a larger extent depend upon the raw material, the type of raw material to be used should be chosen carefully after analyzing various factors like the cost of different raw materials available, the transportation cost involved, the continuous availability of raw material , etc. Since the process of manufacture and the machinery/ equipments required depend upon the raw material used, the investment on plant and machinery will also to some extent depend upon the raw material used, the investment on plant and machinery will also to some extent depend upon the raw material chosen. Hence the cost of capital investments required on plant and machinery should also be studied before arriving at a decision on the choice of raw material.

4) Technical Know-How: When technical know-how for the project is provided by expert consultants, it must be ascertained whether thee consultant has the requisite knowledge and experience and whether he has already executed similar projects successfully. Care should be exercised to avoid self-styled, inexperienced consultants. Necessary agreement should be executed between the project promoter and the know-how supplier incorporating all essential features of the know-how transfer. The agreement should be specific as to the part played by the know-how supplier (like taking out successful trial run, acceptable quality of final product, imparting necessary training to employees in the production process, taking out successful commercial production, performance guarantee for a specified number of years after the start of commercial production, etc). The agreement should also include penalty clauses for non-performance of any of the conditions stipulated in the agreement.

5) Collaboration Agreements: If the project promoters have entered into agreement with foreign collaborators, the terms and conditions of the agreement may be studied as explained above for know-how supply agreement.

Apart from this, the following additional points deserve consideration:

(i) The competence and reputation of the collaborators needs to be ascertained through possible sources including thee Indian embassies and the collaborator’s bankers.

(ii) The technology proposed to be imported should suit to the local conditions. A highly sophisticated technology, which does not suit local conditions, will be detrimental to the project.

(iii) The collaboration agreement should have necessary approval of the Government of India.

(iv) There should not be any restrictive clause in the agreement that import of equipment/machinery required for the project should be channelized through the collaborators.

(v) The design of the machinery should be made available to the project promoter to facilitate future procurement and/or fabrication for machinery in India at a later stage.

(vi) The agreement should provide a clause that any dispute arising out of interpretation of the agreement, failure to, comply with the clauses contained in the agreement, etc., shall be decided only by courts within India.

(vii) It must be ensured that the collaboration agreement does not infringe upon any patent rights.

(viii) It is better to have a buy–back arrangement with the technical collaborator. This is to ensure that the collaborator would be serious about the transfer of correct know-how and would ensure quality of the output.

6) Product Mix: Customers differ in their needs and preferences. Hence, variations in size and quality of products are necessary to satisfy the varying needs and preferences of customers, the production facilities should be planned with an element of flexibility. Such flexibility in the production facilities will help the organization to change the product mix as per customer requirements, which is very essential for the survival and growth of any organization.

For example, a plastic container manufacturing industry can be produced according to the market requirement. This will give the unit a competitive edge.

7) Selection and Procurement of Plant and machinery

Selection of machinery: The machinery and equipment required for a project depends upon the production technology proposed to be adopted and the size of the proposed. Capacity of each machinery is to be decided by making a rough estimate, as under; thumb rules should be avoided.

i) Take into consideration the output planned.

ii) Arrive at the machine hours required for each type of operation.

iii) Arrive at the machine capacity after giving necessary allowances for machinery maintenance/breakdown, rest time for workers, set up time for machines, time lost during change of shifts, etc.

iv) After having arrived at the capacity of the machinery as above, make a survey of the machinery available in the market with regard to capacity and choose that capacity which is either equal to or just above the capacity theoretically arrived at.

In case of process industries, the capacity of the machines used in various stages should be so selected that they are properly balanced.

Procurement of Machinery

Plant and machinery form the backbone of any industry. The quality of output depends upon the quality of machinery used in processing the raw materials (apart from the quality of raw material itself). Uninterrupted production is again ensured only by high quality machines that do not breakdown so often. Hence no compromise should be made on the quality of the machinery and the project promoter should be on the lookout for the best brand of machinery available in the market. The performance of the machinery functioning elsewhere may be studied to have first-hand information before deciding upon the machinery supplier.

Plant Layout

The efficiency of a manufacturing operation depends upon the layout of the plant and machinery. Plant layout is the arrangement of the various production facilities within the production area. Plant layout should be so arranged that it ensured steady flow production and minimizes the overall cost.

The following factors should be considered while deciding plant-layout:

i) The layout should be such that future expansion can be done without much alteration of the existing layout.

ii) The layout should facilitate effective supervision of work.

iii) Equipments causing pollution should be arranged to be located away from other plant and machinery. For example, generator is a major source of noise pollution.

iv) There should be adequate clearance between adjacent machinery and between the wall and machinery to enable undertaking of regular inspection and maintenance work.

v) The plant layout should ensure smooth flow of men and material from on stage to another.

vi) The plant layout should be one that offers maximum safety to the personnel working inside the plant.

vii) The plant layout should provide for proper lighting and ventilation.

viii) The plant layout should properly accommodate utilities like power and water connections and provisions for effluent disposal.

8) Location of Projects: Choosing the location for a new project is to be done taking many factors into account. The study for plant location is done in two phases. First a particular region/ territory is chosen that is best suited for the project. Then, within the chosen region, the particular site is selected. Thus, we may say that there are two major factors, viz., Regional factors and site factors, to be considered.

Question-1: A technology appropriate for one country may not be the ideal one for another country.

 a. FALSE

 b. TRUE

 c. Sometimes

 d. Never

Question 2. Cement can be manufactured by ????? process.

 a. Wet

 b. Dry

 c. None

 d. Both

Question 3. For pharma prodcution, which technology is required for production.

a. High

 b. Imported

 c. Automated

 d. Sophisticated

Question 4. It is always better to have a buy?back arrangement with the technical ??????…

 a. officer

 b. Assistant

 c. collaborator

 d. Expert

Question 5. Scale of operations is signified by the ??????. of the plant.

 a. Price

 b. Size

 c. Production

 d. All

Question 6. Technical aspects relate to the ?????????… of the project output in the form of goods and services from the projects inputs.

 a. Production

 b. Generation

 c. None

 d. Both

Question 7. The agreement should also include penalty clauses for ???????. of any of the conditions stipulated in the agreement.

 a. Spoilage

 b. Fraud

 c. non-performance

 d. All

Question 8. The choice of a suitable technology for a project calls for identifying what is called the ???????. technology?

 a. Cold

 b. Hot

 c. Vibrated

 d. Appropriate

Question 9. The ultimate choice of technology depends upon the ??????.. of the product proposed to be manufactured.

 a. Quantity

 b. Price

 c. Material

 d. Age

Question 10. What form the backbone of the industry

 a. Plant

 b. Location

 c. None

 d. Both

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

3rd Module Assessment

Case Study- Financial Analysis of a Project

One of the most important parts of the project planning process is the financial analysis. The goals of this phase are to determine whether or not to take on the project, to calculate its profits and to ensure stable finances during the project. In other words, financial analysis evaluates project liquidity and profitability. Liquidity is assured by cash flow analysis, while the profitability is evaluated by the following techniques:

•         Payback period analysis

•         Accounting rate of return

•         Net present value

•         Internal rate of return

Cash Flow Analysis: A cash flow is one of the most important parts of the financial analysis for a project or a business. It represents a listing of the project cash inflows and outflows divided into time periods. The time periods may be months, quarters or years, depending on the project needs. A cash flow can be created for either the past accounting period (it is called the cash flow statement) or the future accounting period (the cash flow budget). Apart from the cash flow projections, the cash flow budget may contain the actual cash inflows and outflows, allowing you to monitor the accuracy of your projections.

The main benefit of cash flow budgeting is that it quickly points out any liquidity problems in the future. It shows when the company would experience cash deficits and allows you to take corrective actions in advance by reducing the outflows, changing the time of certain transactions or borrowing the money. The cash flow budget can also identify the time periods when the company will have excess amounts of cash, allowing you to use this cash in order to create additional revenue.

Payback Period Analysis: Payback period analysis is a method that will tell you in how much time you can earn the same amount of money that you would spend on the project.

When this method is used for project comparison, the projects with shorter payback period rank higher — they are more liquid and less risky than the projects with longer payback periods. A payback period of three years or less is considered good, while the projects with payback period of one year of less should be considered very important and should be prioritized.

However, the payback period formula has two disadvantages. First, it ignores the revenues after the payback period, meaning that the project that returns $20,000 after a five year payback period ranks lower than the project that returns nothing after a three year payback period. Secondly, and more importantly, it ignores the time value of money.

Accounting Rate of Return (ARR): Accounting rate of return is a simple method used to quickly estimate a project’s net profits. It represents yearly profits as a percentage of the initial investment:

Salvage value is the value you can earn by selling the asset after its useful life has passed. For the purpose of this formula, useful life of an asset is measured in years. For example, if you buy a machine for $10,000, use it for four years and then sell it for $2,000, the depreciation would be:

After calculating the depreciation, we can use its value to calculate the accounting rate of return. If the new machine would earn us $4,000 per year, the accounting rate of return would be:

Another advantage of the accounting rate of return is that the project’s entire useful life is considered, not just the payback period. On the other hand, this method does not use cash flow data and does not consider the time value of money.

Net Present Value: Unlike the previous two methods, net present value (NPV) considers the time value of money. Basically, due to its earning capacity, the same amount of money is worth more right now than at some point in the future. For example, if you deposit $100 in a savings account with a 5% interest rate, the money invested today would be worth $105 in one year. On the other hand, $100 received one year from now would be worth $95.24 today.

So, the net present value allows you to find the today’s value of the future net cash flow of a project. If the value is greater than the cost, the project will be profitable. You could also compare multiple projects, where those with greater difference between the net present value and the cost are ranked higher.

Internal Rate of Return (IRR): The internal rate of return is another financial analysis method that allows you to calculate the time value of money. The IRR of an investment represents the discount rate at which the net present value of costs (negative cash flows) of the investment equals the net present value of the benefits (positive cash flows) of the investment. In other words, it represents the interest rate which is equivalent to the amount of money you expect to earn on the project.

Theoretically, all projects in which the internal rate of return is higher than the cost of capital are profitable. However, it is advised to only accept projects where the internal rate of return is several percentage points higher than the cost of borrowing, in order to compensate for the risk and time associated with the project.

Question-1: ………………………..Means the period required for getting the invested money back.

 a. ARR

 b. NPV

 c. IRR

 d. Pay Back

Question 2. Cash Flow Analysis deals with ??????..

 a. Cash Inflows

 b. Cash Outflows

 c. Both

 d. None

Question 3. Financial Analysis is one of the ????? part of Project Analysis.

 a. Primary

 b. Secondary

 c. Important

 d. Wasteful

Question 4. Future value is used to know the ????. Value of an asset.

 a. Present

 b. Future

 c. Equal

 d. Greater

Question 5. In case of multiple projects, the project whose NPV is greater, would be rejected.

 a. FALSE

 b. TRUE

 c. Sometimes

 d. Can’t Say

Question 6. IRR is a point where NPV is ?????

 a. Greater

 b. Lower

 c. Zero

 d. None

Question 7. NPV is the difference between Present Value of cash inflows and cash outflows.

 a. TRUE

 b. FALSE

 c. Can’t Say

 d. Sometimes

Question 8. The main advantage of cash flow budgeting is that it quickly points out any ??????.. problems in the future.

 a. Funds

 b. Accounting

 c. Technical

 d. liquidity

Question 9. The NPV is used because it considers the ????.. Value of the invested money.

 a. Present

 b. Forecasted

 c. Future

 d. Approximate

Question 10. The projects in which the internal rate of return is higher than the cost of capital are ??????.

 a. Losers

 b. Stable

 c. Profitable

 d. Perfact

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Module 4th Assesment

Case Study – Project Risk Analysis

Risk Management is the process of identifying, analyzing and responding to risk factors throughout the life of a project and in the best interests of its objectives. Proper risk management implies control of possible future events and is proactive rather than reactive.

For example: An activity in a network requires that a new technology be developed. The schedule indicates six months for this activity, but the technical employees think that nine months is closer to the truth. If the project manager is proactive, the project team will develop a contingency plan right now.

They will develop solutions to the problem of time before the project due date. However, if the project manager is reactive, then the team will do nothing until the problem actually occurs. The project will approach its six month deadline, many tasks will still be uncompleted and the project manager will react rapidly to the crisis, causing the team to lose valuable time.

Proper risk management will reduce not only the likelihood of an event occurring, but also the magnitude of its impact. I was working on the installation of an Interactive Voice Response system into a large telecommunications company. The coding department refused to estimate a total duration estimation for their portion of the project work of less than 3 weeks. My approach to task duration estimation is that the lowest level task on a project whose total duration is 3 months or more should be no more than 5 days. So… this 3 week duration estimation was outside my boundaries. Nevertheless, the project team accepted it. It appeared an unrealistic timeline for the amount of work to be done but they were convinced that this would work. No risk assessment was conducted to determine what might go wrong. Unfortunately, this prevented their ability to successfully complete their tasks on time. When the 3 weeks deadline approached and it appeared that the work wouldn’t be completed, crisis management became the mode of operation.

Risk Management Systems: Risk Management Systems are designed to do more than just identify the risk. The system must also be able to quantify the risk and predict the impact of the risk on the project.

The outcome is therefore a risk that is either acceptable or unacceptable. The acceptance or non- acceptance of a risk is usually dependent on the project manager’s tolerance level for risk.

If risk management is set up as a continuous, disciplined process of problem identification and resolution, then the system will easily supplement other systems. This includes; organization, planning and budgeting, and cost control. Surprises will be diminished because emphasis will now be on proactive rather than reactive management.

Risk Management…A Continuous Process: Once the Project Team identifies all of the possible risks that might jeopardize the success of the project, they must choose those which are the most likely to occur.

They would base their judgment upon past experience regarding the likelihood of occurrence, gut feel, lessons learned, historical data, etc.

Early in the project there is more at risk then as the project moves towards its close. Risk management should therefore be done early on in the life cycle of the project as well as on an on-going basis.

The significance is that opportunity and risk generally remain relatively high during project planning (beginning of the project life cycle) but because of the relatively low level of investment to this point, the amount at stake remains low. In contrast, during project execution, risk progressively falls to lower levels as remaining unknowns are translated into knowns. At the same time, the amount at stake steadily rises as the necessary resources are progressively invested to complete the project.

The critical point is that Risk Management is a continuous process and as such must not only be done at the very beginning of the project, but continuously throughout the life of the project. For example, if a project’s total duration was estimated at 3 months, a risk assessment should be done at least at the end of month 1 and month 2. At each stage of the project’s life, new risks will be identified, quantified and managed.

Risk Response: Risk Response generally includes:

· Avoidance…eliminating a specific threat, usually by eliminating the cause.

· Mitigation…reducing the expected monetary value of a risk event by reducing the probability of occurrence.

· Acceptance…accepting the consequences of the risk. This is often accomplished by developing a contingency plan to execute should the risk event occur.

In developing Contingency Plans, the Project Team engages in a problem-solving process. The end result will be a plan that can be put in place on a moment’s notice. What a Project Team would want to achieve is an ability to deal with blockages and barriers to their successful completion of the project on time and/or on budget. Contingency plans will help to ensure that they can quickly deal with most problems as they arise. Once developed, they can just pull out the contingency plan and put it into place.

Question-1: ………………………… plans will help to ensure that they can quickly deal with most problems

as they arise.

a. Active

b. Positive

c. Contingency

d. Advance

Question 2

A successful Project analysis requires???? management.

a. Action

b. Proper

c. Efficient

d. Crisis

Question 3

Accepting the consequences of the risk is called???..

a. Avoidance

b. Mitigation

c. Acceptance

d. Rejection

Question 4

In developing Contingency Plans, the Project Team engages in ?????.. process.

a. Precautionay

b. Maximising

c. Copying

d. Problem solving

Question 5

Once the Project Team identifies all of the possible risks that might jeopardize the success of the project, they must choose those which are the most likely to ????…

a. Paass

b. Fail

c. Occur

d. None

Question 6

Proper risk management implies control of possible future events and is ????… rather than reactive.

a. Safer

b. Dangerous

c. Neutral

d. proactive

Question 7

Risk Management is a ?????.. Process.

a. Positive

b. Negative

c. Profitable

d. Continuous

Question 8

Risk Management is the process of identifying, analyzing and responding to risk factors throughout the

life of a project and in the best interests of its objectives.

a. Identifying

b. Analysing

c. Responding

d. All

Question 9

The process of eliminating a specific threat, usually by eliminating the cause is called??

a. Active

b. Proactive

c. Responding

d. Avoidance

Question 10

The process of eliminating a specific threat, usually by eliminating the cause is called??

a. Active

b. Proactive

c. Responding

d. Avoidance

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Module 5 Assesment

Case Study- Project Implementation Issues

“The basic requirement for starting the implementation process is to have the work plan ready and understood by all the actors involved. Technical and non-technical requirements have to be clearly defined and the financial, technical and institutional frameworks of the specific project have to be prepared considering the local conditions. The working team should identify their strengths and weaknesses (internal forces), opportunities and threats (external forces). The strengths and opportunities are positive forces that should be exploited to efficiently implement a project. The weaknesses and threats are hindrances that can hamper project implementation. The implementers should ensure that they devise means of overcoming them. Another basic requirement is that the financial, material and human resources are fully available for the implementation”.

Implementation of Social Projects: As mentioned before, social projects are also very common in the water and sanitation field, as they usually target the human factor that is crucial for achieving sustainability of the SSWM measures. These projects are usually related to the change of  behaviours and strengthening of capacities by awareness-raising campaigns, training activities, institutional set-ups, etc.

As these projects cover a wide range of activities that are case-specific, how the implementation will take place will vary from case to case. However, the implementation of a project will always be successful if management strategies and coordination guidelines are clearly defined.

Independent of the type of project to be carried out, a work plan is needed indicating the pursued objectives, the expected results, the activities to be developed, as well as the budget available and

timeframe given. Each of the activities has to be assigned to a particular individual, department or organisation that should have proven experience and the capacity to achieve the goals. Local community workers, who can speak the local languages, are the first to integrate into the project, as these types of actions require that the implementers know the culture of the community to gain their trust and achieve a real impact.

It is of primordial importance that the financial resources are readily available at the beginning of the action, so the members of the team have the budget to initiate the activities and cover their own expenses. The management team should look for strategic partnerships with local leaders and spokespersons, giving institutional backup to the actions. Directors and CEOs of the leading organization should participate in the opening ceremonies or kick-off meeting supporting the local workers, thus facilitating future activities that will be done in the field.

Activity and financial reporting procedure have to be prepared and communicated to the members of the team. It should be clear from the beginning of the action, how all the costs incurred will be reported and reimbursed. It is important to keep procedures as simple as possible, using simple tables and template for reporting costs, field visits, interviews, workshops, meeting minutes, etc.

A controlling strategy has to be developed, in order to monitor the work done on the field. A clearly defined decision making process will set the roles and responsibilities of the members of the team: field worker & task leaders & work package leader & project manager -> coordinator of the project -> steering committee. This ladder will allow for immediate correction of actions and efficient use of (human) resources.

Communication channels should be kept open between the field workers and the management team, making use of mobile phones, SMS, E-mails, etc. It is important to avoid overloading the team with bureaucratic procedures that nobody will follow (like newsletters, long reports, weekly E-mails, etc).

Instead, monthly meetings should be planned, bringing the field workers together to report, exchange experiences and learn from each other’s successes and failing stories.

Question-1: A ????. the strategy has to be developed, in order to monitor the work done on the field.

a. Controlling

b. Defensive

c. Active

d. Proactive

Question 2

As per the case, Communication channels should be kept open between the field workers and the

management team.

a. Field Workers

b. Management

c. None

d. Both

Question 3

For a social Projects what type of people are required.

a. Soft Skilled

b. Unskilled

c. Skilled

d. Local

Question 4

It is important to keep procedures as ???… as possible, using simple tables and template for reporting

costs, field visits, interviews, workshops, meeting minutes, etc.

a. Lengthy

b. Forward

c. International

d. Simple

Question 5

Social projects normally relate to ????.

a. Sanitation

b. Water

c. None

d. Both

Question 6

The basic requirement for starting the implementation process is to have the work plan?????…by all the

actors involved.

a. Ready

b. Understood

c. Both

d. None

Question 7

The implementation of a project will always be successful if management strategies and coordination

guidelines are clearly ????…

a. Written

b. Presented

c. Defined

d. All

Question 8

The working team should identify their ???. For the success of a project.

a. Strengths

b. Weaknesses

c. Threats

d. All

Question 9

What hinders the Project Implementation?

a. Weaknesses

b. Threats

c. Both

d. None

Question 10

Who should participate Directors and CEOs of the leading organisation should participate in the opening

ceremonies or kick-off meeting supporting the local workers, thus facilitating future activities that will

be done in the field.

a. Directors

b. CEOs

c. Both

d. None

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Assignment 2

Case Study- Project Implementation: Issues and Prospects

Implementation is the process that turns strategies and plans into actions in order to accomplish strategic objectives and goals. Implementing your strategic plan is as important, or even more important, than your strategy. The video The Secret to Strategic Implementation is a great way to learn how to take your implementation to the next level.

Critical actions move a strategic plan from a document that sits on the shelf to actions that drive business growth. Sadly, the majority of companies who have strategic plans fail to implement them.

According to Fortune Magazine, nine out of ten organizations fail to implement their strategic plan for many reasons:

· 60% of organizations don’t link strategy to budgeting

· 75% of organizations don’t link employee incentives to strategy

· 86% of business owners and managers spend less than one hour per month discussing strategy

· 95% of the typical workforce doesn’t understand their organization’s strategy.

A strategic plan provides a business with the roadmap it needs to pursue a specific strategic direction and set of performance goals, deliver customer value, and be successful. However, this is just a plan; it doesn’t guarantee that the desired performance is reached any more than having a roadmap guarantees the traveller arrives at the desired destination.

Getting Your Strategy Ready for Implementation

For those businesses that have a plan in place, wasting time and energy on the planning process and then not implementing the plan is very discouraging. Although the topic of implementation may not be the most exciting thing to talk about, it’s a fundamental business practice that’s critical for any strategy to take hold. The strategic plan addresses the what and why of activities, but implementation addresses the who, where, when, and how. The fact is that both pieces are critical to success. In fact, companies can gain a competitive advantage through implementation if done effectively. In the following sections, you’ll discover how to get support for your complete implementation plan and how to avoid some common mistakes.

Avoiding the Implementation Pitfalls: Because you want your plan to succeed, heed the advice here and stay away from the pitfalls of implementing your strategic plan.

Here are the most common reasons strategic plans fail: Lack of ownership: The most common reason a plan fails is lack of ownership. If people don’t have a stake and responsibility in the plan, it’ll be business as usual for all but a frustrated few.

· Lack of communication: The plan doesn’t get communicated to employees, and they don’t understand how they contribute.

· Getting mired in the day-to-day: Owners and managers, consumed by daily operating problems, lose sight of long-term goals.

· Out of the ordinary: The plan is treated as something separate and removed from the anagement process.

· An overwhelming plan: The goals and actions generated in the strategic planning session are too numerous because the team failed to make tough choices to eliminate non-critical actions. Employees don’t know where to begin.

· A meaningless plan: The vision, mission, and value statements are viewed as fluff and not supported by actions or don’t have employee buy-in.

· Annual strategy: Strategy is only discussed at yearly weekend retreats.

· Not considering implementation: Implementation isn’t discussed in the strategic planning process.

The planning document is seen as an end in itself.

· No progress report: There’s no method to track progress, and the plan only measures what’s easy, not what’s important. No one feels any forward momentum.

· No accountability: Accountability and high visibility help drive change. This means that each measure, objective, data source, and initiative must have an owner.

Lack of empowerment: Although accountability may provide strong motivation for improving performance, employees must also have the authority, responsibility, and tools necessary to impact relevant measures. Otherwise, they may resist involvement and ownership.

It’s easier to avoid pitfalls when they’re clearly identified. Now that you know what they are, you’re more likely to jump right over them!

Covering All Your Bases: As a business owner, executive, or department manager, your job entails making sure you’re set up for a successful implementation. Before you start this process, evaluate your strategic plan and how you may implement it by answering a few questions to keep yourself in check.

Take a moment to honestly answer the following questions:

· How committed are you to implementing the plan to move your company forward?

· How do you plan to communicate the plan throughout the company?

· Are there sufficient people who have a buy-in to drive the plan forward?

· How are you going to motivate your people?

· Have you identified internal processes that are key to driving the plan forward?

· Are you going to commit money, resources, and time to support the plan?

· What are the roadblocks to implementing and supporting the plan?

· How will you take available resources and achieve maximum results with them?

· Implement your strategic plan effectively

Our solution includes a dedicated strategy advisor that will support the completion of your plan and it’s successful implementation.

You don’t need to have the perfect answers to all these questions right now, but just make sure that you’ve given all the questions equal consideration. You don’t want to look back six months from now and wish you had identified some big issues that are now threatening your success. If you’ve identified some red flags, assess if they’re huge obstacles or small ones. If they’re big, get them out of the way before you implement, even if it means pushing your timeline out for a while.

Question-1: …………………… is required for the success of a plan.

a. Mission

b. Vision

c. Goal

d. All

Question 2

A????. plan provides a business with the roadmap it needs to pursue a specific strategic direction and

set of performance goals.

a. Written

b. Defined

c. Strategic

d. Positive

Question 3

As per case,???.. % of organizations don?t link strategy to budgeting

a. 40

b. 50

c. 60

d. 70

Question 4

Companies can gain competitive advantage through implementation if done ????..

a. Jointly

b. Properly

c. effectively

d. Same day

Question 5

Employees don?t know where to begin is ????. Plan.

a. International

b. National

c. Overwhelming

d. Short

Question 6

For those businesses that have a plan in place, wasting time and energy on the planning process and then not implementing the plan is very ????…

a. Positive

b. Negative

c. Discourging

d. effectivel

Question 7

How many percentage of the typical workforce doesn?t understand their organization?s strategy.

a. 75

b. 60

c. 90

d. 86

Question 8

If people don?t have a stake and responsibility in the plan, it?ll be business as usual for all but a frustrated few is lack of ????..

a. Confidence

b. Finance

c. Ownership

d. Positivity

Question 9

The plan doesn?t get communicated to employees, and they don?t understand how they contribute is due to lack of ?????

a. Understanding

b. Communication

c. Conflicts

d. Lack of confidence

Question 10

The plan is treated as something separate and removed from the management process is due ????

a. Geniusness

b. Newness

c. Ordinary

d. Simplicity

10 on 10 J

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Management of Financial Institutions (EDL 406)-Semester IV

Management of Financial Institutions (EDL 406)-Semester IV

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

1st Module Assessment

Case Study

 # Lendingkart to offer its credit risk analytics software to financial institutionsLendingkart, an online lender to small and medium enterprises (SMEs), will offer its credit risk analytics software as a service for other financial institutions in 2018, and aim to double its reach in the next six months, a top company executive said.“We plan to offer our analytics technology to other NBFCs (non-banking financial companies) and financial institutions sometime in 2017,” said Lendingkart’s co-founder Harshvardhan Lunia in a telephonic interview. “We aim to increase our reach across various credit product, geography and customer segments by monetizing our data analytics and credit scoring platform, which other lenders can use to evaluate the credit worthiness of the borrowers…Also, it will help us to disburse more loans without increasing our book size thus, increasing returns of assets for us,” Lunia added in an email response.Since its inception in 2014, the online NBFC, Lendingkart Finance Ltd has disbursed 7,000 loans to SMEs in over 450 cities. The company expects this number to cross 10,000 covering over 800 cities in next six months. Lendingkart Finance and Lendingkart Technologies Pvt. Ltd are part of the Lendingkart Group. Lendingkart Technologies has built analytics software to evaluate borrowers’ credit worthiness.Founded by Lunia and Mukul Sachan, Lendingkart underwrites working capital loans online to SMEs, which have an annual turnover of Rs12 lakh to Rs1-1.5 crore. On an average, these SMEs are lent Rs5.5-6 lakh at an annualized interest rate ranging between 16% to 24%, for a duration of six to 12 months. Lendingkart claims to have a loan application approval rate of 22-23%. The credit risk analytics technology analyses the borrower or an SME on the basis of over 2200 variables and data points, which includes industry type, business cash-flows and transactions, income tax return filings of the business, its previous loan and repayment records, among others. This is the technology that Lendingkart plans to share with other financial institutions.Lunia explains there are two possible ways in which it could monetize this service. “Using our (risk analytics) technology, we could co-lend with other financial institution in cases where SMEs have larger (capital) needs. The other way is that we charge (the financial institutions) for using our technology,” he said. However, Lunia added that it is too soon to forecast how much revenue Lendingkart will earn from its technology.Lendingkart, which has 350 employees across offices in Ahmedabad, Bengaluru and Mumbai, has raised over $40 million from Betelsmann India Investment, Darrin Capital Management and Mayfield India, among other investors. The fintech company competes with Bengaluru-based Capital Float (Zen Lefin Pvt. Ltd), Instakash Technlogies Pvt. Ltd, Neogrowth Credit Pvt. Ltd, IndiaLends (GC Web Ventures Pvt. Ltd), among others.In May, Capital Float raised $25 million (Rs170 crore) in an investment round led by US-based Creation Investments. In August, Mumbai-based NeoGrowth raised Rs15 crore from Frontier Investments Group and IndiaLends raised about Rs6.5 crore from DSG Consumer Partners, Siddharth Parekh and other angel investors.

Question 1. According to case, the Lendingkart Finance Ltd has disbursed almost ………… loans.

 a. 70,000

 b. 700

 c. 450

 d. 7000

Question 2. AS per the case Lendingkart offered its services in 2018 primarily to ……………… .

 a. MNCs

 b. SMEs

 c. Large Sized Companies

 d. Entrepreneurs

Question 3. AS per the case, Lendingkart’s main target to tap which type of industry as its new business plan?

 a. 3

 b. 9

 c. 6

 d. 12

Question 4. Lendingkart claims to have a loan application approval rate of ………… percent.

 a. 16

 b. 18

 c. 19-20

 d. 22-23

Question 5. Lendingkart company has planned to double its targerts in next ?????.. Months.

 a. 3

 b. 6

 c. 9

 d. 12

Question 6. NBFCs stands for Non Banking ………….. Companies.

 a. Future

 b. First Cash

 c. Finance

 d. Fastest Growing

Question 7. The credit risk analytics technology analyses the borrower or an SME on the basis of over ………. variables.

 a. 1000

 b. 2000

 c. 3000

 d. 4000

Question 8. What’s the Employee strength of the Lendingkart?

 a. 300

 b. 350

 c. 260

 d. 170

Question 9. Which software has been built by Lendingkart Technologies ……………. software to evaluate borrowers’ credit worthiness.

 a. Sustainable

 b. Super

 c. Lenskart

 d. Analytics

Question 10. Who are the promoters of Lendingkart?

 a. NBFCs

 b. SMEs

 c. Lunia and Mukul

 d. Investors

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

2nd Module Assessment

Case Study

Case: Marketing Mix in Banking

Promotion mix includes advertising, publicity, sales promotion, word – of – mouth promotion, personal selling and telemarketing. Each of these services needs to be applied to different degree. These components can be useful in the banking business in the following ways:

Advertising is paid form of communication. Banking organizations use this component of the promotion mix with motto of informing, sensing and persuading the customers. While advertising it is essential to be aware of key decision making areas so that instrumentally helps banks at micro and macro levels.

Finalizing the budget:

This is related to the formulation of the budget for advertisement. The bank professionals, senior executives and even the policy planners are found to be involved in the process. The business of a bank determines the scale of the advertisement budget. In addition, the intensity of competition also plays a decisive role since in the majority of cases; we find a increase in the budget due to a change in the competitor’s strategy.

Selecting a suitable vehicle:

There are a number of devices to advertise, such as broadcast media, telecast media and print media. In the face of the budgetary provisions, it is necessary to select a suitable vehicle. For promoting the banking business, the print media is found to be economic as well as effective.

Making possible creative:

The advertising professionals bear the responsibility of making the appeals, slogans and messages more creative. Here, creative means making the advertisement programs distinct to the competitive organizations, which are active in influencing the impulse of the customers and successful in informing and sensing the customers. This requires an in-depth knowledge of the receiving capacity of the target market for which the advertisements are designed.

Testing the effectiveness:

It bears an analogous significance that our advertisements are effective in influencing the impulse of customers by energizing persuasion. For making the process effective, it is essential to test the effectiveness before launching of the commercial advertisements.

An instrumentality of branch managers:

At micro level, a branch manager bears the responsibility of advertising locally so that the messages reach the target audience.

Characters and themes:

At apex level it is also important that while advertising the senior executives watch the process minutely and select events, characters having a regional orientation. The popular characters and sensational moments are likely to be impact generating. The theme for appeals and messages also needs due attention. Of course, they have a legitimate right of advertising but it is not meant that like the goods manufacturing organizations, the service generating organizations also start making invasion on culture. It is necessary to regulate a bias to gender, profession, region or so.

Public relations:

In the banking services the effectiveness of public Relations is found in high magnitude. It is in this context that difference is found in designing of the mix for promoting the banking services.

Telemarketing:

The telemarketing is a process of promoting the business with the help of sophisticated communication network. Telemarketing is found instrumental in advertising the banking services and the banking organizations can use this tool of the promotion mix both for advertising and selling. This minimizes the dependence of banking organizations on sales people and just a counter or center as listed in the call numbers may service multi- dimensional services.

Telemarketing is likely to play an incremental role in marketing the banking services. The leading foreign banks and even some of the private sector commercial banks have been found promoting telemarketing and they have been getting positive results for their efforts.

Word-Of-Mouth

Much communication about the banking services actually takes place by word- of- mouth information, which is also known as word- of- mouth promotion. Oral publicity plays an important role in eliminating the negative comments and improving the services. This also helps the banker to know the feedback, which may simplify the task of improving the quality of services. This component of promotion mix is not to influence budget adversely or generate additional financial burden. By improving the quality of services and by offering small gifts to the word- of- mouth promoters, bankers can get more business command in their area.

The above facts make it clear that such kind of promotion is influenced by a number of factors. The most dominating factor is the quality of services offered. The bank professionals, the frontline staff and the senior executives should realize that degeneration in quality would make this tool effective.

Question-1: ………….is likely to play an incremental role in marketing the banking services

 a. Telemarketing

 b. Radio

 c. Television

 d. Posters and banners

Question 2. Advertisement are considered effective when they?..

 a. Energize persuasion

 b. Cost effective

 c. Increase profit

 d. Both option B and Option C

Question 3. In the banking services the effectiveness of??. is found in high magnitude

 a. Cost

 b. Slogans

 c. Profit

 d. Public Relations

Question 4. Promotion mix includes advertising, publicity, sales promotion, word ? of ? mouth promotion ???.

 a. Telemarketing

 b. Personal selling

 c. Both option A and option B

 d. Neither option A nor option B

Question 5. What determines the scale of the advertisement budget.?

 a. Customers

 b. Sales

 c. Profit

 d. Business

Question 6. What is more important for advertisement professionals while making the advertisement programs.?

 a. Appeals

 b. Slogans

 c. Creativity

 d. Cost effective

Question 7. What plays an important role in eliminating the negative comments and improving the services?.

 a. Informing, sensing and persuading the customers

 b. Telemarketing

 c. word- of- mouth promotion

 d. Telecast media

Question 8. Which device of advertisement is economic as well as effective.?

 a. Radio

 b. Print media

 c. Telecast media

 d. Broad cast media

Question 9. Who bears the responsibility of advertising locally.?

 a. Senior manager

 b. Branch manager

 c. sales manager

 d. Area manager

Question 10. Why organizations use advertisement.?

 a. Informing, sensing and persuading the customers

 b. Informing, selling and persuading the customers

 c. Informing, publicity and promotion

 d. Both option B and Option C

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

3rd Module Assessment

Case Study

Global Depository Receipt (GDR) :

Issues and ProspectsGlobal Depository Receipt (GDR) is an instrument in which a company located in domestic country issues one or more of its shares or convertibles bonds outside the domestic country. In GDR, an overseas depository bank i.e. bank outside the domestic territory of a company, issues shares of the company to residents outside the domestic territory. Such shares are in the form of depository receipt or certificate created by overseas the depository bank.Issue of Global Depository Receipt is one of the most popular ways to tap the global equity markets. A company can raise foreign currency funds by issuing equity shares in a foreign country. A company based in USA, willing to get its stock listed on German stock exchange can do so with the help of GDR. The US based company shall enter into an agreement with the German depository bank, who shall issue shares to residents based in Germany after getting instructions from the domestic custodian of the company. The shares are issued after compliance of law in both the countries. The mechanism of GDR is understood with the help of following example – The domestic company enters into an agreement with the overseas depository bank for the purpose of issue of GDR. The overseas depository bank then enters into a custodian agreement with the domestic custodian of such company. The domestic custodian holds the equity shares of the company.On the instruction of domestic custodian, the overseas depository bank issues shares to foreign investors.The whole process is carried out under strict guidelines. GDRs are usually denominated in U.S. dollars. Let’s now look at the advantages and disadvantages of Global Depository Receipt.ADVANTAGES OF GDRThe following are the advantages of Global Depository Receipts:•         GDR provides access to foreign capital markets.•         A company can get itself registered on an overseas stock exchange or over the counter and its shares can be traded in more than one currency.•         GDR expands the global presence of the company which helps in getting international attention and coverage.•         GDR are liquid in nature as they are based on demand and supply which can be regulated.•         The valuation of shares in the domestic market increase, on listing in the international market.•         With GDR, the non-residents can invest in shares of the foreign company.•         GDR can be freely transferred.•         Foreign Institutional investors can buy the shares of company issuing GDR in their country even if they are restricted to buy shares of foreign company.•         GDR increases the shareholders base of the company.•         GDR saves the taxes of an investor. An investor would need to pay tax if he purchases shares in the foreign company, whereas in GDR same is not the case. DISADVANTAGES•         The following are the disadvantages of Global Depository Receipts:•         Violating any regulation can lead to serious consequences against the company.•         Dividends are paid in domestic country’s currency which is subject to volatility in the forex market.•         It is mostly beneficial to High Net-Worth Individual (HNI) investors due to their capacity to invest high amount in GDR.•         GDR is one of the expensive sources of finance. ConclusionGDR is now one of most important source of finance in today’s world. With globalization, every company is willing to expand its wings. GDR makes it possible for such companies to reach and tap international markets. GDR provides companies in emerging markets with opportunities for rapid growth and development.

Question1. Dividends are paid in the domestic country’s currency.

 a. TRUE

 b. FALSE

 c. Sometimes

 d. Always

Question 2. Does GDR provides access to foreign capital markets.

 a. Yes

 b. No

 c. Sometimes

 d. Never

Question 3. GDR are ????… in nature as they are based on demand and supply which can be regulated.

 a. Solid

 b. Exchange

 c. Liquid

 d. Cash Equal

Question 4. GDR is one of the ????? sources of finance.

 a. Vital

 b. Significanct

 c. Cheap

 d. Expensive

Question 5. GDR saves the taxes of an investor.

 a. TRUE

 b. Sometimes

 c. Never

 d. FALSE

Question 6. GDRs are suitable for ???????..

 a. Indians

 b. Chineese

 c. Foreigners

 d. Australians

Question 7. HNI stands for High Net-Worth ???????.. .

 a. Indians

 b. Indications

 c. Invoices

 d. Individuals

Question 8. Is it right to say that GDR can be freely transferred.

 a. FALSE

 b. TRUE

 c. Sometimes

 d. Never

Question 9. Issue of Global Depository Receipt is one of the most popular ways to tap the global ??????? markets.

 a. Bonds

 b. Equity

 c. Loans

 d. Debentures

Question 10. Under GDRs, whar are issued?

 a. Shares

 b. Notes

 c. Cheques

 d. Invoices

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

4th Module Assessment

Case Study

Competition in the Insurance Sector

A simple way to get a sense of competition in the insurance sector is to look at aggregation sites like (policybazar.com or for example). You will get 15-20 quotes for a query about vehicle insurance and as many if not more for other categories, such as life or health. Not so long ago, there were five Indian insurers, and each was entirely government owned. Today, the Insurance Regulatory and Development Authority lists a total of 24 life insurers, 33 general insurers, two re-insurers, and 17 health insurers. Most are private service providers, often with an overseas major partner. The opening up of the sector has meant vast improvements in terms of choices. This has also led to fraud in some cases, such as the notorious mis-selling of Unit Linked Insurance Plans or ULIPs in the early 2000s.

In the last year or so, the sector has seen the launch of multiple initial public offerings. The IRDA allowed insurers to tap the financial market only in August 2016, when it finalised the norms for making public issues, through which companies could list their stocks in the market for public investment. ICICI Prudential Life Insurance launched the first IPO in September 2016, within a month of IRDA’s go-ahead.

Numerous other companies have followed, including ICICI Lombard General Insurance, SBI Life and General Insurance Corporation to name a few. Just this month, the government-owned New India Assurance kicked off its IPO followed by HDFC Standard Life Insurance, which made its debut on the stock market on Friday after floating its IPO earlier this month. Each of these issues raised substantial sums. There are more primary issues from insurers in the pipeline, including from public sector units. The government wants to divest 25% in each of the insurers it owns, in several tranches, and it has started this process with the General Insurance Corporation and the New India Assurance IPOs. The stock market is booming, which means that the insurance sector might easily mop up Rs 35,000 crore or more through IPOs in this financial year.

Scope for growth

India is exceedingly under-insured by global standards. In the last financial year, insurance penetration reached 3.4% in India. The country accounts for less than 1.5% of all global premiums (by number) and just about 2% of life insurance premiums. But with close to 12% of global population, it can aim for a growth of at least six times in the sector. The gross premiums for general insurance (all kinds of insurance barring life, health and reinsurance) are reckoned to be about 0.8% of India’s GDP – that’s about one-third the global average of around 2.5% of the GDP.

Overall, insurance per capita is $13 for India and around $285 globally. India’s nominal per capita ($1,709 in 2016, according to World Bank Data) is also much lower than the global average per capita ($10,150). But even adjusting for that, India’s per-capita insurance cover is roughly one-fourth of what it could be. Hence, the Ministry of Commerce estimates that the Indian insurance sector could grow four times in the next decade, growing to $240 billion from its current size of $60 billion. Those estimates may not be out of line.

From a historical perspective, insurance has been the fastest-growing global industry over several centuries. The European voyages of exploration that opened up sea routes to Asia were generally backed by pioneering insurers. Marine insurance for ships and cargoes and agricultural insurance against crop failures – these were early risks covered in pre-industrial societies. By the 19th century, everything from new railway lines, to undersea telegraph cables and Chicago slaughterhouses were being insured. Modern commerce would be inconceivable without insurance cover for most big projects. Even factors like risks arising from political instability are covered by global insurers. offering a backstop to businesses that operate in volatile environments.

This business can be vastly profitable. A comparison of the insurance and banking sectors is illuminating. Banks borrow money at varied rates of interest and tenures. Some of those loans are demand deposits that can be redeemed anytime, as in savings accounts. Other loans have defined tenures for deposits. Insurers, on the other hand, receive premiums. For term insurance, which is the most common kind, customers pay a premium regularly and insurance companies need to pay up only if there is a valid claim. Even “money-back” premia on some life insurance policies carry very low interest or zero interest. Insurers, therefore, have access to long-term funds at nearly zero cost.

Banks have problems lending money out for longer than the average tenure of loans they have taken. Let us say the bulk of a bank’s funds consist of loans for tenures of one year or less (money people have put into fixed deposits or savings accounts). That bank cannot safely lend this for five-year tenures, since the creditors may want their money back. Hence, banks are always struggling to handle asset-liability mismatches, when the liabilities (loans taken) are short-tenure and profitable assets (or the loans given) are long-term.

Insurers do not have that problem. They can lend, or otherwise invest, for the very long-term. The world’s greatest investor, Warren Buffett, is also one of the world’s largest insurers. That is not coincidental. He has used his insurance funds wisely. Consider something like a toll-road project, a telecom network, or a power plant. These are capital-intensive works. These are also long-gestation – they take years to complete and earn zero revenue until they are ready. Once up and running, these projects may be highly profitable. Insurers can fund this sort of project with much greater comfort than banks.

Proceed with caution: The flip side of the equation: insurers earn a living by taking big bets that can blow up spectacularly. Usually, the premiums charged are a small fraction of the potential risk covered. One tsunami or super-cyclone that wipes out an entire coastline, or a disaster at a nuclear plant (or both), or even a military coup, might drive insurers into bankruptcy. Insurers offering crop insurance have to reckon with the possibility of seasonal droughts or floods that lead to claims across entire districts.

Hence, regulators demand that the promoters of insurance companies have plenty of their own skin in the game so as to be able to cover disasters. There are high equity and reserve requirements. That is one reason for insurers to raise cash through the equity market. So, how does one value an insurance company? This is not easy. You may have a sense of the premium growth potential or the breadth and efficiency of the marketing network, but it hard to get a sense of the risk. Public sector insurance companies are more exposed to risks because they are forced to offer highly-subsidised crop insurance or health covers. They are also often forced to invest in poor public sector assets, like bankrupt banks. As the industry gears up for a potential boom, citizens can tap into it by subscribing to insurance IPOs or buying into already-listed insurance companies. But this comes at high risk. And the old principle of caveat emptor – let the buyer beware – applies.

Question-1: As per case there are how many registered insurance companies in total.

 a. 64

 b. 74

 c. 84

 d. 57

Question 2. As per case, who is the largest insurer in the world.

 a. IRDA

 b. RBI

 c. Warren Buffet

 d. ICICI-Pru

Question 3. As per global standards, India is declared as ???..

 a. over Insurer

 b. Star Insurer

 c. Undr Insurer

 d. At Par

Question 4. India in the global premium received has how much percentage share?

 a. Less than 05%

 b. Above 10%

 c. Above 21%

 d. 25%

Question 5. Insurers have access to long-term funds at nearly ????..cost.

 a. Half

 b. Full

 c. Partial

 d. zero

Question 6. IPOs stands for ????. Public offer.

 a. Investment

 b. Indian

 c. Intrinsic

 d. Initial

Question 7. Most of the private insurers in India have taken partners from??.

 a. Overseas

 b. India

 c. US

 d. UK

Question 8. Overall, insurance per capita around globe is $ ???.

 a. 13

 b. 343

 c. 10,150

 d. 285

Question 9. The main problem of banks in India is to handle ???????.. Mismatch

 a. Asset

 b. Liability

 c. Both

 d. None

Question 10. ULIP plans are linked to ?????????. Market.

 a. Share

 b. Money

 c. Insurance

 d. Capital

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

5th Module Assessment

CASE STUDY

Non-Banking Financial Companies (NBFC) are establishments that provide financial services and banking facilities without meeting the legal definition of a Bank. They are covered under the Banking regulations laid down by the Reserve Bank of India and provide banking services like loans, credit facilities, TFCs, retirement planning, investing and stocking in money market. However they are restricted from taking any form of deposits from the general public. These organizations play a crucial role in the economy, offering their services in urban as well as rural areas, mostly granting loans allowing for growth of new ventures.

NBFCs also provide a wide range of monetary advices like chit-reserves and advances. Hence it has become a very important part of our nation’s Gross Domestic Product and NBFCs alone count for 12.5% raise in Gross Domestic Product of our country. Most people prefer NBFCs over banks as they find them safe, efficient and quick in assisting with financial requirements. Moreover, there are various loan products available and there is flexibility and transparency in their services.

There are a huge number of NBFCs operating in our country but here’s a look at the current top 10 NBFCs in India. (Links to an external site.)

Power Finance Corporation Limited

Finance Corporation Limited was founded in 1986 and is a Navratna Status company. Mukesh Kumar Goel is the Chairman & Managing Director of the company. Power Finance Corporation Limited is known to provide financial assistance to different power projects in the country. It supports organizations involved in Power generation, transmission and distribution. The company is also listed in National Stock Exchange (NSE) and Bombay Stock Exchange (BSE).

Shriram Transport Finance Company Limited

Transport Finance Company Limited focuses on funding commercial and business vehicles, besides others. The company was founded in 1979 and has been offering funding services for Light Duty Trucks, Heavy Duty Trucks, Mini Trucks, Passenger Vehicles, Construction Vehicles and Farm Equipments. The company’s specialisation is in general insurance, mutual funds, common assets, stock broking and general protection.

Bajaj Finance Limited

was founded in 2007 and is a unit of Bajaj Holdings and Investments. It offers loans to doctors for career enhancement, home loans, gold loans, individual Loans, business and entrepreneur loans and is an extremely popular finance company. Apart from these, Bajaj Finserv also provides services like wealth advisory, lending money and general insurance. It has over 1400 branches across the country with more than 20000 employees.

Mahindra & Mahindra Financial Services Limited

& Mahindra Financial Services Limited (MMFSL) was established in 1991 and has over 1000 branches, and a customer base of over 3 million, all over the country. MMFSL is one of the most renowned organizations and has two affiliates offering Insurance services and rural housing financial services. It also specialises in offering gold advances, vehicle advances, corporate advances, home credits, working capital advances and much more.

Muthoot Finance Ltd

Muthoot Finance Ltd is India’s first NBFC tracing its history back to 1888, when it began as a small lender from a village in Kerala. Muthoot Finance Ltd sanctions loans only against pledge of gold ornaments. It is a leader in India’s gold loan and finance market. Besides financing gold transactions, Muthoot Finance Ltd offers foreign exchange services, money transfers, wealth management services, travel and tourism services. Gold coins are also sold at Muthoot Finance Branches. The company has its headquarters in Kerala, India, and operates over 4,400 branches throughout the country.  It is also the parent company of Muthoot Housing Finance (India) Ltd, which offers home loans.

HDB Finance Services

HDB Financial Services is operated by India’s largest private sector HDFC Bank. It offers a variety of secured and non-secured financial loans through a network of more than 1,000 branches in 22 Indian states and 3 Union Territories. It provides secured and unsecured loans, including personal and business loans, doctor’s loans, auto loans, gold loans, new to credit loans, enterprise business loans, consumer durables loans, construction equipment loans, new and used car loans, equipment loans, and tractor loans. The company operates through Lending Business and BPO Services segments. It is considered the fastest growing NBFC in India today.

Cholamandalam

Cholamandalam Investment and Finance Company Limited (Chola), was incorporated in 1978 as the financial services arm of the Murugappa Group. Chola started as an equipment financing company and has surged ahead as a complete financial services provider offering all kinds of services like – vehicle finance, home loans, home equity loans, SME loans, investment advisory services, stock broking and a host of other financial services to customers. Chola has 725 branches across India with assets under management above INR 35,000 Crores.

Tata Capital Financial Services Ltd

Tata Capital Financial Services Limited is top of India’s leading NBFCs. Established in 2007, it is a subsidiary of Tata Sons Limited. TCFS describes itseld as a one-stop financial service provider that caters to the diverse needs of retail, corporate and institutional customers across businesses. It is registered with RBI as ‘Systemically Important Non-Deposit Accepting Non-Banking Financial Company (NBFC)’. Among the various products offered by TCFS to individuals, families and businesses, are commercial finance, infrastructure finance, wealth management, consumer loans and distribution and marketing of Tata Cards.

L & T Finance Limited

L & T Finance Limited is a strong player in the non banking financial sector and was established in 1994. Headquartered in Mumbai, L & T offers funding services to different sectors like trade, industry, agriculture, Commercial Vehicle loans, Individual Vehicle loans, and corporate and rural loans. The company caters to more than 10 lakh people. In 2010, L & T was awarded the “Company of the year” in the Economic Times awards.

Aditya Birla Finance Ltd.

Aditya Birla Finance Limited, a part of the Aditya Birla Financial Services, was incorporated in 1991 and is an ISO 9001:2008 certified NBFC. ABFL is registered with RBI as a ‘systemically important non-deposit accepting NBFC’ and it ranks among the top five largest private diversified NBFCs in India. It offers precise and customised solutions across a wide range, from corporate finance to commercial mortgage, and from capital markets to structured finance.

Question-1: AS per case, which Indian company is 9001:2008 certified?

 a. Larsen Turbo

 b. Tata

 c. Aditya

 d. Cholamandalam

Question 2. Indian NBFCs are regulated by ?????

 a. ICICI

 b. RBI

 c. Chola

 d. Muthoot

Question 3. NBFCs offer their services I only ??? areas.

 a. Rural

 b. Urban

 c. None

 d. Both

Question 4. Tha main feature of a NBFC ids that they can ????? funds for savings.

 a. Not Accept

 b. Accept

 c. Reject

 d. Insurance

Question 5. Tha main taskof an NBFC is to offer?. Services.

 a. Banking

 b. Financial

 c. Both

 d. None

Question 6. Which company has two affiliates offering Insurance services and rural housing financial services.

 a. Muthoot

 b. Bajaj

 c. Mahindra

 d. Aditya

Question 7. Which Indian NBFC has more than 700 branches across India with assets under management above INR 35,000ÿCrores.

 a. RBI

 b. Aditya

 c. Chola

 d. Larsen

Question 8. Which Indian NBFC is declared as Navratana Status.

 a. Bajaj

 b. Chola

 c. Power Finance

 d. Mahindra

Question 9. Which Indian NBFC is the oldest one in the country.

 a. Tata

 b. Larsen

 c. Aditya

 d. Muthoot

Question 10. Which NBFC was established in 1994?

 a. Larsen Turbo

 b. Tata

 c. Aditya

 d. Cholamandalam

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Assignment 2

Case Study # Monetary Policy working or Not?

That growth rate was “despite falling commodity prices and China’s slowdown”, Paul Bloxham, HSBC’s chief economist for Australia and New Zealand highlighted in a note to clients yesterday. Bloxham said that it’s the RBA and the way it has handled monetary policy, both during the mining boom and since, which “deserves much of the credit”.

Cuts to interest rates over the past four years and a significant fall in the AUD have been the key supports for growth. Low rates have lifted housing prices and construction, which is feeding through to a positive wealth effect on consumer spending. The lower AUD is supporting strong export growth, particularly of tourism and education services to Asia, Bloxham wrote. But Bloxham says there are still headwinds for the economy as it rebalances, meaning monetary policy still has a role to play. That’s because “although local growth has been solid in recent years, it has not been rapid enough to absorb all of the available spare capacity”. He sets out four reasons why the RBA may need to ease again.

1. Low wages, low inflation. Unemployment has fallen to 6% but it is still well above the “full employment level of 5.25-5.5%”. That means wages growth is weak, “even the state with the strongest economic conditions, New South Wales,” Bloxham said. That has contributed to underlying inflation falling to the bottom of the RBA’s 2-3% band. 2. Mining investment will keep falling and oversupplied commodity markets persist. Bloxham highlights the unwind of the mining investment boom has further to run – the RBA has said consistently that this “drag” on economic growth will continue into 2017. Notwithstanding the recent rally in commodities from recent lows, Bloxham says “over-supply in many markets is set to keep them low”.

Global growth is below trend and the Asian economies are being held back by weak global trade, he added.

3. The housing boom is over. It was household consumption that really drove the strength of recent growth, contributing 0.4% of the 1.6% growth rate in the fourth quarter of 2015. Bloxham says that is now at risk given the inevitable slowing in the housing boom. But he says “the end of the housing boom means it is unlikely that household consumption will continue at the same strong pace observed late last year”.

4. The rally in the Australian dollar threatens growth. The Aussie dollar has been a big part of the economic strength and transition. Its fall has helped facilitate the pick up in tourism and service exports. But that is at risk now with the Aussie up near 75 cents, not the 65 cents many had forecast, Bloxham says: Low global inflation, further expected rate cuts from the ECB and Bank of Japan and the markets’ doubts about whether the US Federal Reserve will hike again this year, have meant that speculative positions have turned long on the Australian dollar. The currency has climbed from its low point of US69 cents in January to now trading around US74 cents. A higher Australian dollar is unhelpful for the rebalancing story and likely to put further downward pressure on already low underlying inflation. This begs the question of will “there be enough growth to keep inflation on target?”

That’s doubly important because Australian financial conditions have tightened as the Aussie has rallied and as “effective mortgage and business lending rates have also been lifted in recent months, despite a steady RBA cash rate, as a result of regulatory changes and higher global funding costs,” Bloxham said. So in the end, his call is that if the RBA wants to keep growth on track it will need to cut rates by 25 basis points, 0.25%, in the next few months.

Question-1: According to Bloxham What is supporting strong export growth.?

 a. High AUD

 b. lower AUD

 c. Increment in interest rates

 d. Falling economy

Question 2. According to Paul Bloxham which deserves much of the credit for growth rate?

 a. RBA

 b. Monetary policy

 c. RBA and its way to handle monetary policy

 d. Neither option A nor option C

Question 3. As per the case global growth is?..

 a. Static

 b. Below trend

 c. Above trend

 d. Increasing

Question 4. As per the case oversupplied commodity markets??.

 a. Persists

 b. Ended

 c. Started

 d. Changed

Question 5. As per the case, what drove the strength of recent growth.?

 a. Australian dollar

 b. Inflation

 c. U.S dollar

 d. Household consumption

Question 6. The case study talked about the finding and forecasting of?..

 a. HSBC’s chief economist for Australia

 b. HSBC’s chief economist for Australia and New Zealand

 c. HSBC’s chief economist for New Zealand

 d. Neither option A nor option C

Question 7. What has been the key supports for growth over the past four years ?

 a. Cut in interest rates

 b. Increment in the AUD

 c. Monetary policy

 d. Both option A and option B

Question 8. What have been the key supports for growth.?

 a. Decling interest rates

 b. fall in the AUD

 c. Both option A and option B

 d. Neither option A nor option C

Question 9. What helps in pick up of tourism and service exports.?

a. Fall in Australian Dollar

 b. Increment in the Australian dollar

 c. U.S dollar

 d. Inflation

Question 10. Which state has the strongest economic conditions as per the case.?

 a. U.S

 b. Japan

 c. Australia

 d. New South Wales

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Corporate Tax Planning (EDL 405)-Semester IV

Corporate Tax Planning (EDL 405)-Semester IV

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

1st Module Assessment

Case Study

Case Study # Chasing Taxes

Indonesia and India have embarked on big, bold and historic hunts for hidden assets. The moves come amid a global shift in attitude toward tax avoidance and offshore holdings but the emerging economies have singular reasons for seeking undeclared riches. Each wants fresh cash for much-needed infrastructure projects and a chance for a fairer distribution of wealth.

In the last days of September, in the dark of 3 a.m., people began queuing outside a single government building in central Jakarta. They were clutching financial papers that in some cases exposed offshore accounts worth billions of rupiah. Two months earlier, President Joko Widodo had launched a massive tax amnesty campaign to repatriate hidden assets to Indonesia. As the first reporting deadline loomed, crowds swelled into the office that handles the tax affairs of the country’s wealthiest individuals and companies.

More than 10,000 people a day answered the president’s pitch in September: declare assets now and take advantage of a discounted tax rate — as little as 2% compared to 25% — and, in turn, be part of Indonesia’s future. Revenue from the nine-month amnesty, continuing through March, is promised to build railway networks, ports and airports in a country whose prospects, politically and economically, have been on the ascent.

Widodo, who was elected in 2014, has cast the program as good for business — and pivotal to the next generation. Twice before Indonesia tried amnesties to lure money back home but those efforts in 1964-65 and in 1984 failed, in part, due to poor incentives. Now Indonesia has calculated that political stability and a dramatic drop in the tax rate could help to bring in an estimated 11,400 trillion rupiah ($851 billion) parked overseas.

We have a large amount of money outside, Widodo told a group of businessmen in Jakarta this summer. “What is most important now is to bring this money back to our country. We need your participation right now to build the nation.”

Indonesia’s call for revenue echoes across many countries in Asia where private wealth has risen steeply in the past decade. New wealth accounts for about 60% of the total wealth growth in the Asia-Pacific region excluding Japan and, by 2019, the region is expected to account for 26% of all global financial wealth, according to a recent Boston Consulting Group report. It is those potential taxpayers that emerging economies want to rein in as partners in their next phase of development.

People streamed to banks in New Delhi to try to withdraw or deposit old currency notes banned on Nov. 8. India has taken more radical steps this year, starting with amnesty and then launching a wholesale assault on its shadow economy by banning high-denomination bank notes. Life in the cash-starved society has morphed into a kind of collective suffering. But both India and Indonesia see their experiments as helping to secure economic ballast at a critical time to attract domestic and global investment. Transparent accounting at home will help each country to prepare for tougher global standards for financial information that will go into effect next year.

Indonesia’s hunt for revenue is spurred by ambition for this country of 20 million taxpayers. It has enjoyed 5% annual growth for the past few years. In order to keep this growth momentum, the country needs to build and improve its infrastructures such as airports and power grids. The government has estimated 5,500 trillion rupiah is needed through 2019 for infrastructure; the state budget can likely cover a quarter of that.

Amnesty became appealing first to trade associations, law firms and major developers that liked the lower tax rate — and possibly saw future government contracts for big construction. Wealth managers said tax rates were locked in depending on how early declarations were made. That sparked the September rush. “Just with 2% or 4%, you can bring the ‘dark’ money under the sun,” said a private banker in Singapore. “Once you declare amnesty, the money is no longer ‘dark.'”

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

2nd Module Assessment

Case Study

Case: Accounting for Merger and Acquisitions

Mergers and acquisitions are types of business combinations in which separate entities or operations of entities are merged into one reporting entity. There are three common forms of mergers that are the result of the relationship between the merging parties.

In a horizontal merger, a company acquires a competitor firm that produces and sells an identical or similar product in the same geographic area.

In a vertical merger, a company acquires a customer or supplier.

Conglomerate mergers include a number of other types of business combinations, regardless of common geographic location or industry affiliation. Conglomerate mergers may arise when a company wants to expand for reasons not directly related to competition in the marketplace, such as when a furniture manufacturer buys an appliance manufacturer or when a sales agency in Ohio buys a sales agency in Florida. There are two main methods of mergers.

Under the pooling method, all assets and liabilities were recorded at existing book values while goodwill was not recorded. As a result, the values for the assets and liabilities listed in the accounting records and financial statements of each company involved in a merger or acquisition were carried forward to the surviving company that remained or was created after the business combination. Under the pooling method, no new assets or liabilities were created by the business combination. Further, the income statement of the surviving company included all of the revenues and expenses of the fiscal year for each company. Ultimately, the operating results for both companies were combined for all periods prior to the closing date, and previously issued financial statements were restated as though the companies had always been combined.

The purchase method is now the preferred accounting method used for business combinations. Under the purchase method, the purchase price and costs of the acquisition are allocated to the identified assets that are acquired, whether tangible or intangible and to any liabilities that are assumed based on the current fair market value of the assets and liabilities. If the purchase price exceeds the fair value of the purchased company’s net assets, the excess is recorded as goodwill. Goodwill or the excess of the cost of an acquired entity over the net of the amounts assigned to assets acquired and liabilities assumed, is almost always present because the purchase price of a target or its assets is almost always higher than the sum of the fair values of all of the assets being purchased. This is because a company is more than just the sum of its assets. It also has intangible qualities such as its reputation in the business community that add to its value beyond the market value of its assets. However, the purchase method does not allow the allocated purchase price for any asset to exceed its fair value. Thus, the excess is recorded as goodwill as a type of catchall category.

Question-1: ………………..  statement of the surviving company included all of the revenues and expenses of the fiscal year for each company.

 a. Loss

 b. Profit

 c. Income

 d. All

Question 2. Goodwill is a ????.. Asset.

 a. Precious

 b. Tangible

 c. Intangible

 d. Accounting

Question 3. If the purchase price exceeds the fair value of the purchased company’s net assets, the excess is recorded as ?????..

 a. Profit

 b. Loss

 c. Goodwill

 d. None

Question 4. In which type of merger, a company acquires a customer or supplier.

 a. Horizontal

 b. Vertical

 c. Conglomerate

 d. All

Question 5. In which type of merger, company acquires a competitor firm that produces and sells an identical or similar product in the same geographic area.

 a. Horizontal

 b. Vertical

 c. Conglomerate

 d. All

Question 6. Under the ???.. method, all assets and liabilities are recorded at existing book values while goodwill is not recorded.

 a. Balance

 b. Vertical

 c. Pooling

 d. Purchase

Question 7. Under the ????. method, no new assets or liabilities were created by the business combination.

 a. Balance

 b. Vertical

 c. Pooling

 d. Purchase

Question 8. What actually comes in business combination?

 a. Merger

 b. Acquisitions

 c. None

 d. Both

Question 9. Which merger includes a number of other types of business combinations?

 a. Horizontal

 b. Vertical

 c. Conglomerate

 d. All

Question 10. Which method is now the preferred accounting method used for business combinations.

 a. Balance

 b. Vertical

 c. Purchase

 d. Pooling

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

3rd Module Assessment

CASE STUDY-

Valuation of Goodwill and Shares          

VALUATION OF GOODWILL            

 I. Methods for Valuation of Goodwill:         

Ø  Capitalisation Method             Ø  Super Profits Method             Ø  Annuity Method           

Capitalization Method Steps:           

o   Future Maintainable Profits (FMP)            o   Normal Rate of Return (NRR)             o   Normal Capital Employed (NCE = FMP/NRR)         

o   Actual Capital Employed (ACE)             o   Goodwill = NCE – ACE           

Super Profits Method Steps:           

o   Average Capital Employed (Avg CE)            o   NRR                o   Normal Profits (NP = Avg CE x NRR)            o   FMP               

o   Super Profits (SP = FMP – NP)             o   Goodwill = SP x No of Years           

Annuity Method Steps:            

o   SP                o   Goodwill = SP x Annuity Factor          

II. Capital Employed:            

Ø  Liabilities Side Approach = Equity Share Capital + Reserves and Surplus – Non-Trading Assets – Misc Expenditure (+/-) Adjustments in values of Assets or Liabilities

Ø  Assets Side Approach = Total Assets (Excld Misc Expenditure and Non Trading Assets) – Outside Liabilities – Preference Share Capital

Notes:              

o   Non Trading assets shall be excluded (Investments mentioned in the balance sheet shall be excluded, if nothing is mentioned assume it as non trading investments. If nothing is given regarding purchase date of investment it is assumed it is purchased at the beginning of the year. 

o   Asset must be taken at current cost. If nothing is mentioned take value given in the balance sheet. 

o   If we already have goodwill in balance sheet that shall be excluded. 

o   Proposed dividend is not an outside liability whereas preference dividend is an outside liability. (Appearing in Balance Sheet)

o   Dividend Paid last year if there is no proposed dividend then the dividend paid shall be taken into consideration for capital employed.

o   Sinking Fund is a part of Reserves and Surplus         

o   Workmen’s Compensation fund is a part of Shareholders fund.       

o   Preference shares are treated as cumulative and non-participating if nothing is mentioned    

o   Unclaimed dividend is considered as outside liability it is different from proposed dividend.   

o   If the profits for past and profits for future are given we have to take profits of future for FMP. And less weightage shall be allotted to future profits.

o   Gratuity fund, workmen’s compensation fund is an outside liability.      

o   Capital Employed for Long term funds = Capital Employed as calculated above + Loans and Preference Share Capital

o   The difference in Balance sheet is outside liability if it appears on liability side and assets if vice versa.

Question-1: ………………….Fund is a part of Reserves and Surplus.

 a. Profit

 b. Loss

 c. Suspense

 d. Sinking

Question 2. ACE stand for Average ????? Employed.

 a. Money

 b. Profit

 c. Expense

 d. Capital

Question 3. Difference in Balance sheet is outside liability if it appears on Asset side and liability if vice versa.

 a. TRUE

 b. FALSE

 c. Sometimes

 d. Never

Question 4. Gratuity fund, workmen?s compensation fund is a outside liability.

 a. TRUE

 b. FALSE

 c. Sometimes

 d. Never

Question 5. NRR stands for ?????? rate of return

 a. Nominal

 b. Negative

 c. Normal

 d. Average

Question 6. Unclaimed ???????.is considered as outside liability it is different from proposed dividend.

 a. Dividend

 b. Liability

 c. Asset

 d. Loss

Question 7. Which is not the outside liability?

 a. Proposed Dividend

 b. Average Return

 c. Interest Income

 d. Principle Amount

Question 8. Which is not the part of Capitilisation Method Process.

 a. FMP

 b. NRR

 c. ACE

 d. All

Question 9. While calculating/Valuating goodwill, asset must be taken at current cost.

 a. TRUE

 b. FALSE

 c. Sometimes

 d. Never

Question 10. Workmen?s Compensation fund is a part of ??????. fund.

 a. Stakeholder

 b. Propreitor

 c. Owners

 d. Shareholders

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

4th Module Assessment

Case Study # Lessening Income Tax Burden

If you are reading this, you are likely to be someone whose income exceeds the threshold of Rs 2.5 lakhs for paying taxes. There are some legitimate ways of saving taxes and the good thing is that most of them also help you grow your wealth. These options usually have a lock-in period and vary in the nature and amount of return they provide. You must also remember that each of these alternatives also serves specific purposes and tax saving is not the purpose but an ancillary benefit of that.

With the current financial year’s end approaching, there is precious little room for procrastination.  According to various research reports, less than 3% of the Indian population (~35 million taxpayers) bears the total income tax burden of the country, of which, 89% fall in the tax slab of 0-5 lakh.

You might have cough up high amounts if you fail to plan your taxes judiciously. Note that any delays in implementing your tax plans invariably result in non-accrual of tax benefits.

Public provident fund

The amount invested in public provident fund can be claimed as a deduction from gross total income under Section 80C. The interest on PPF account is also exempted from income tax. Most experts reckon that this is one of the preferred investment options.

National pension scheme

This scheme offers a good tax exemption benefit under Section 80CCD of the act. The contribution made by an employee to the NPS qualifies for this tax benefit and the upper limit of 1.50 Lakh (one lakh up to AY 2014-15) under Section 80C of the act.

Equity savings schemes

If you are invested in the stock market or are interested in doing so, invest in listed equity tax savings schemes (under 80C), for example, Equity Linked Savings Scheme (ELSS).

National savings certificate

National Savings Certificate is a scheme introduced by the government to promote the habit of savings among people. Under this scheme, the money is accepted by the government through post offices. An investor can avail tax deduction under Section 80C for such investments.

Life insurance

Apart from offering risk coverage, life insurance premium for self and family are applicable for tax deductions. Premiums for life insurance plans covering you, spouse, and dependent children are eligible for a deduction up to Rs. 1 lakh under Section 80C of the Income Tax Act.

Health insurance

Not only certain expenses incurred during medical treatment, but health insurance premiums are also eligible for tax deduction. Premiums paid up to Rs. 25,000 for medical coverage for yourself, your spouse, and children are eligible for deduction. Further deduction of Rs. 25,000 is available for medical insurance premiums paid for parents. The limit of Rs. 25,000 gets extended to Rs. 30,000 if the plan is for a senior citizen. Always opt for those tax-saving instruments, which fulfil your financial goals and cut your income tax payments.

Question-1: According to income tax act, how much percentage people fall in the tax slab of 0-5 lakh.

 a. 25,000

 b. 98%

 c. 89%

 d. 2.5 Lakh

Question 2. As per this case, up to which amount, there is no tax.

 a. 2 Lakh

 b. 2.5 Lakh

 c. 3 Lakh

 d. Not Clear

Question 3. Do senior citizens get some extra advantage under 80 C, for health insurance expenses.

 a. Always

 b. Sometimes

 c. Only 80 Years above

 d. Only Ex Govt Employees

Question 4. ELSS investments are made in ???. Market.

 a. Money

 b. Capital

 c. Treasury

 d. All

Question 5. Not only certain expenses incurred during medical treatment, but health insurance premiums are also eligible for tax deduction.

 a. TRUE

 b. FALSE

 c. Sometimes

 d. Never

Question 6. NSCs are sold by ?????.

 a. Banks

 b. Insurance Companies

 c. Post Offices

 d. Government

Question 7. Premiums for life insurance plans covering ??????… are eligible for a deduction.

 a. Insurer

 b. Sopouse

 c. Kids

 d. All

Question 8. The interest on PPF amount is tax free.

 a. TRUE

 b. FALSE

 c. Sometimes

 d. Never

Question 9. Under which section of Income Tax act, individuals can do savings and save tax.

 a. 80 C

 b. 80 D

 c. NPS

 d. ELSS

Question 10. Who is covered under health insurance.

 a. Self

 b. Spouse

 c. Kids

 d. All

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

5th Module Assessment

Case Study

The merger between AOL and Time Warner

The merger between AOL and Time Warner was declared on 10 January 2000 and it was worth $183 billion. That was the biggest merger in the history of American business world. AOL had about 40% share of online service in the United States and the Time Warner have more than 18% of US media and cable households. The merger is taken into account to be a vertical merger between one amongst the most important web service suppliers and this one amongst the biggest media and entertainment firm. The new company was formed and named as AOL Time Warner and was the fourth biggest company in the US, as evaluated by stock market valuation. After the merger deal, AOL become a subsidiary the Time Warner Company at stage and has operations in Europe, North American countries and Asia. As a web service supplier, AOL on look severely rival from Microsoft, Yahoo and different low price net access suppliers. Thus, the corporate tries to induce advertising and e-commerce growth, thereby separate it by rival (BBC, 2000).

Impact of deal on the performance: After the official announcement of deal merger between AOL and Time Warner growth rate in revenue has dramatically declined. The profitability suffered a good plunge when the alliance. The potency of the new united firm was terribly poor as determined from the asset turnover ratio. Even the liquidity of the firm suffered once the merger as evident from this ratio. There are several reasons for failure however the foremost vital reason was the unequal size of the companies, wherever AOL was overvalued as a result of web bubble. According to New York share exchange before the deal the share price of AOL is 73 and Time Warne is 90 but after announcement of the merger deal the shareholders dissatisfaction shown on share market of AOL and Time Warner and the shares drop down to 47 and 71 respectively. AOL and Time Warner fail to keep up shareholders satisfaction levels this conjointly one among the rationale to loosing stability of share holders according to the Times magazine.

The market valuation of both the companies AOL and Time Warner were decline from the starting of the merger to end of the deal. AOL has drop down approximately 60 percent and Time Warner around 30 percent of market value once the deal has been closed. The market valuation of both the companies from 2000 to 2011 was dropped down drastically. The AOL market value has dropped from 167$ billion to 107$ billion and the Time Warner 124$ billion to 99$ billion and is the biggest dropped down of any company in American history.

Reasons for merger Failures: 1+1 = 3 sounds great but in practice or reality every time it’s not working properly and go awry. Historical trends show that roughly 2 thirds of huge mergers can let down on their own terms, which implies they’re going to lose worth on the stock exchange. The motivations that mainly drive mergers are frequently blemished and efficiencies from economies of scale might prove elusive (Investopedia, 2010).

Adoption of the new technology takes time for the normal company. In late twentieth century dramatic changes has occur in web. Migration of recent mode of web service is connected with high barricade and a number of other social and legal problems was encircled around and recently established firms like Yahoo, MSN etc was giving high edge competition. Economical rate of inflation is high, to create economy stronger American government has modified the policy and taxation rules have throwing a dispute for AOL to beat this things merger with Time Warner became a fruit to the AOL. Public and private policies are one of the reasons for the merger failure. The reasons of merger failure is overvaluation of AOL shares has shown a dramatic impact on the deal, whereas stake holders are not satisfied and improper communication with consumers damages the trust of user. The merger’s fail was a result not only because of the replete of the dot-com bubble but it also the failings by AOL Time Warner management to ever really integrate the two firms.

Conclusion

One size does not match all. Several firms think that the most effective way to get ahead is to expand business boundaries through mergers and acquisitions (M&A). Mergers produce synergies and economies of scale, increasing operations and cutting prices. Investors will take comfort within the idea that a merger can deliver increased market power. The same thing happens with the America’s biggest merger deal between AOL and Time Warner. They think that merger is helpful for both the companies but it not matched for both of them. Both AOL and Time Warner synergies shows diversification is that the main goal of the firms to extend the revenue and to attain the value gain because of the amendment in mode of technology and increase in the competition for the well established firms. Throughout the phase of merger web bubbles also the main cause for over valuation of shares. In distinction Time Warner was the victim of net bubble. This type merger failure cases shows support the European Commission to restrict the American companies to merge with the European companies. European commission has a right to govern the European market and make stable the Euro Zone market. The European commission (EC) is thought of defending domestic companies from foreign rival and they encourage their zone mergers. So the European commission doesn’t want any problems like dis-economies of scale, clashes of cultures and reduction of flexibilities by the merger of American companies. So the merger is highly regulated by European Union to avoid major concentration of economic power in euro zone. The merger deals cases like AOL and Time Warner helps the European Commission (EC) to make strict rules to restrict the merger and acquisition (M&A) of American companies with the Euro Zone companies.

Question-1: After the deal announced, the sales growth of both the companies noticed ????

 a. Fall

 b. Increase

 c. Stability

 d. Can’t Say

Question 2. After the historical merger announced, the US share market???

 a. Increased

 b. Decreased

 c. No Impact

 d. Welcomed

Question 3. After the said merger, new company had which position in the US market.

 a. First

 b. Second

 c. Third

 d. Fourth

Question 4. AS per the case, most of the mergers in US have been ????.

 a. Successful

 b. Failed

 c. Welcomed

 d. Stable

Question 5. The AOL and Warner merger took place in which year.

 a. Not Given

 b. 2001

 c. 2000

 d. 2010

Question 6. The main reason for failure of a merger is not to get the benefit of ?????

 a. Goodwill

 b. Economies of Scale

 c. Reputation

 d. All

Question 7. The market valuation of both the companies AOL and Time Warner were ????..from the starting of the merger to end of the deal.

 a. Up

 b. Down

 c. Stable

 d. Can’t Say

Question 8. The same thing happens with the America’s biggest merger deal between AOL and Time Warner.

 a. TRUE

 b. FALSE

 c. Not Given

 d. Can’t Say

Question 9. What is normally expected from a merger initiative?

 a. Economies of Scale

 b. Synergy

 c. Cutting Prices

 d. All

Question 10. What kind of merger it is?

 a. Horizontal

 b. Vertical

 c. Conglomerate

 d. None

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Assignment 2

Case Study # Is FDI the new engine of growth?

The official discussion paper (DP), Industrial Policy—2017, (goo.gl/jEPs6u) is a welcome effort. That said, while it sets down a laundry list of known constraints, it ignores serious analyses of poor industrial performance. Pedantically discussing competitiveness, the policy paper makes very little reference to trends in global trade, or inadequate domestic industrial demand, falling capacity utilization or negative credit growth (“Economic Reforms And Manufacturing Sector” by R. Nagaraj, Economic And Political Weekly, 14 January 2017).

There is an exception, however. Flagging the boom in foreign direct investment (FDI) inflows, the paper claims it as a badge of success for the official policy. The report says, “Total FDI inflow was $156.53 billion since April 2014 ($45.15 billion in 2014-15, $55.56 billion in 2015-16, and $60.08 billion in 2016-17). Highest ever annual inflow ($60.08 billion) was received in 2016-17. FDI equity inflows increased by 52% during 2014-16 and 62% since the launch of Make In India. India is now ranked amongst top 3 FDI destinations (World Investment Report 2016, Unctad) and ninth in the FDI Confidence Index in 2016, up two places from 2015 (AT Kearney)”.

Laudable as that may be, what did the FDI inflow do for the economy? Did it augment industrial output and investment growth (meeting Make In India goals) as expected in theory? The official paper claims it has. But has it really?

In principle, FDI—as against foreign portfolio investment which flows into the secondary capital market—brings in long-term fixed investments, technology and managerial expertise, together with foreign firms’ managerial control. FDI in green field investment is for fresh capital formation, and in brown field investment for acquiring existing enterprises with the expectation of improving the firm’s productivity and profits.

In practice, however, this may be different. Currently, FDI does not come from leading global producers of goods and services, but from shadow banking entities such as private equity (PE) funds. In 2014-15, PE accounted for 60% of total foreign inflows, and the top three recipients were Flipkart, Paytm and Snapdeal (Bain & Co.’s “India Private Equity Report 2016”). These funds are used to finance retail trade of mostly imported consumer goods to expand their market shares, in order to boost the firm’s market valuations. Since PE investments are highly leveraged (high debt-equity ratios), rising markets valuations help them reap disproportionate gains when they make their exit.

PE firms do not commit to fresh capital formation or invest in technology, as expected of FDI. India being a bright spot in world economy lately, global retailers such as Amazon are rushing here to build their brand’s value and acquire market share using abundant low-cost international capital. Could such financing of retail trade with short time horizons constitute the (new) engine of India’s industrial growth and employment generation? I wonder.

This is why despite rising FDI inflows, domestic capital formation rate, or industrial capacity utilization, have declined secularly. What is going on, I would contend, is foreign capital financed import-led consumption growth, not augmenting domestic output to meet Make In India goals. Therefore, the current growth pattern would only contribute to economic fragility under free capital flows, as the social costs of servicing the external capital in rupee terms could be significantly high in the longer run.

The official paper also pins hope on outward FDI to strengthen domestic industrial and services capabilities. Since 2000, the outflow has risen remarkably, often seen as the coming of age of domestic enterprises, acquiring factories and firms (and global brands) mostly in advanced economies, best illustrated by Tata’s acquisition of luxury car maker, Jaguar Land Rover. After a brief dip during the financial crisis, the outflows have maintained momentum. But Indian firms are no longer chasing foreign acquisitions; if anything, they are licking the wounds of hasty misadventures over the past decade—for instance, the Videocon group.

So where is the outflow going? Apparently, India is being used as a conduit for routing international capital for tax arbitrage. Olivier Blanchard and Julien Acalin’s research paper (What Does Measured FDI Actually Measure, Peterson Institute for International Economics, October 2016) offers an insightful answer. It shows that inward and outward FDI flows across emerging market economies are highly correlated, responding to the US policy rate. India ranks sixth in descending order among 25 emerging market economies (far higher than China). The study’s sharp conclusions seem instructive: “…‘measured’ FDI gross flows are quite different from true flows and may reflect flows through rather than to the country, with stops due in part to (legal) tax optimization. This must be a warning to both researchers and policy makers.”

Put simply, inward and outward FDI flows apparently represent channelling of global capital via India to take advantage of tax concessions (called “treaty shopping”). Hence such short-term foreign capital movements in and out of the country may contribute little to augment domestic capability. If the findings are correct, then there is a need to re-examine recent FDI’s true contribution.

Subject to closer verification, if the foregoing arguments and evidence are valid, then the recent FDI flows have contributed little by way of augmenting domestic capabilities, output and employment growth. Inward FDI, increasingly from PE funds, has largely financed e-commerce firms, driving import-led consumption boom. Outward FDI, instead of enabling domestic enterprises to access external markets and technology, has instead helped international capital to take advantage of India’s tax treaties to optimize tax burden of global firms. If the proposed industrial policy is serious about realizing the vision of Make In India, it needs to look elsewhere, not at FDI.

Question-1: Amazon is a ??????.. Brand.

 a. Indian

 b. Gujrati

 c. Canadian

 d. USA

Question 2. Despite rising FDI inflows, domestic capital formation rate, or industrial capacity utilization, have declined secularly.

 a. TRUE

 b. FALSE

 c. Can’t Say

 d. Sometimes

Question 3. Fdi from 2014 – 17 has shown ??????.. Trend.

 a. Decreasing

 b. Increasing

 c. Neutral

 d. Disturbed

Question 4. FDI in green field investment is for ?????. capital formation.

 a. Green

 b. Red

 c. Traditional

 d. Fresh

Question 5. FDI stands for foreign ??????.. Investment.

 a. Dear

 b. Direct

 c. Distance

 d. Demote

Question 6. Foreign Portflio Investment flows in ??????. Market.

 a. Bullian

 b. Mutual Funds

 c. Capital

 d. Money

Question 7. Indian firms are chasing foreign acquisitions.

 a. Right

 b. Wrong

 c. Sometimes

 d. Can’t Say

Question 8. Inward FDI, increasingly from PE funds, has largely financed ???… Firms.

 a. Science

 b. Pharma

 c. e-commerce

 d. Manufacturing

Question 9. PE firms do not commit to fresh capital formation.

 a. TRUE

 b. FALSE

 c. Can’t Say

 d. Sometimes

Question 10. which Indian Company didn’t recive decent FDI amount?

 a. Flipkart

 b. Paytm

 c. Snap Deal

 d. Amazon

10 on 10

We Also Provide SYNOPSIS AND PROJECT.

Contact www.kimsharma.co.in for best and lowest cost solution or

Email: amitymbaassignment@gmail.com

Call/what’s app: +91 8290772200

Assignment solution help, assignment answers help, Assignment Help, Synopsis and Project, Study Material, Exam Notes

Organizational Design & Structural Process (EDL 410)- Semester 4

Organizational Design & Structural Process (EDL 410)- Semester 4

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help
Block 1
CASE STUDY
The Coca-Cola Company is truly global, and its main product is recognised and consumed worldwide. The Company organises and structures itself in a way that reflects that fact. At the same time, the Company looks to meet the particular needs of regional markets sensitively and its structure also needs to reflect that fact. This Case Study illustrates the way in which the Company has built an organisational structure that is robust and yet also flexible enough to meet these particular requirements.The Coca-Cola Company is the world’s largest beverage company and is the leading producer and marketer of soft drinks. The Company markets four of the world’s top five soft drinks brands: Coca-Cola, Diet Coke, Fanta and Sprite. The success of The Coca-Cola Company revolves around five main factors: A unique and recognised brand – Coca-Cola is among the most recognised trade marks around the globe :- Quality – consistently offering consumers products of the highest quality ; Marketing – delivering creative and innovative marketing programmes worldwide; Global availability – Coca-Cola products are bottled and distributed worldwide; Ongoing innovation – continually providing consumers with new product offerings e.g. Diet Coke (1982), Coca-Cola Vanilla (2002).
Although Coca-Cola is a global product with universal appeal, the Company actually operates in local environments around the world, with each country having its own unique needs and requirements. So while Coca-Cola is probably the only product in the world that is universally relevant in every corner of the globe, the Company feels that its responsibility is to ensure that with every single can or bottle of Coca-Cola sold and enjoyed, individual connections are made with their consumer. That can only be achieved at a local level.
The challenge facing The Coca-Cola Company today is therefore to continue to build an organisational structure that will deliver a global and local strategy. An organisation’s strategy is its plan for the whole business that sets out how the organisation will use its major resources. An organisation’s structure is the way the pieces of the organisation fit together internally. It also covers the links with external organisations such as partners.
For the organisation to deliver its plans, the strategy and the structure must be woven together seamlessly. The goal of The Coca-Cola Company is ‘to be the world’s leading provider of branded beverage solutions, to deliver consistent and profitable growth, and to have the highest quality products and processes.’ To achieve this goal, the Company has established six strategic priorities and has built these into every aspect of its business: Accelerate carbonated soft drinks growth, led by Coca-Cola ; Broaden the family of products, wherever appropriate e.g. bottled water, tea, coffee, juices, energy drinks ; Grow system profitability & capability together with the bottlers ;Creatively serve customers (e.g. retailers) to build their businesses ; Invest intelligently in market growth ; Drive efficiency & cost effectiveness by using technology and large scale production to control costs enabling our people to achieve extraordinary results everyday.
There are many ways to structure an organisation. For example, a structure may be built around:function: reflecting main specialisms e.g. marketing, finance, production, distribution. ; product: reflecting product categories e.g. bread, pies, cakes, biscuits ; process: reflecting different processes e.g. storage, manufacturing, packing, delivery.
Organisational structures need to be designed to meet aims. They involve combining flexibility of decision making, and the sharing of best ideas across the organisation, with appropriate levels of management and control from the centre. Modern organisations like The Coca-Cola Company, have built flexible structures which, wherever possible, encourage teamwork. For example, at Coca-Cola Great Britain any new product development (e.g. Coca-Cola Vanilla) brings together teams of employees with different specialisms.
At such team meetings, marketing specialists clarify the results of their market research and testing, food technologists describe what changes to a product are feasible, financial experts report on the cost implications of change. The Coca-Cola Company has a corporate (Head Office) segment that is responsible for giving the Company an overall direction and providing support to the regional structure.
Key strategic decisions at The Coca-Cola Company are made by an Executive Committee of 12 Company Officers. This Committee helped to shape the six strategic priorities set out earlier. The Chair of the Executive Committee acts as a figurehead for the Company and chairs the board meetings. He is also the Chief Executive Officer (CEO) and as such he is the senior decision maker. Other executives are responsible either for the major regions (e.g. Africa) or have an important business specialism e.g. the Chief Financial Officer.
As a company whose success rests on its ability to connect with local consumers, it makes sense for The Coca-Cola Company to be organised into a regional structure which combines centralisation and localisation. The Company operates six geographic operating segments – also called Strategic Business Units (SBUs) – as well as the corporate (Head Office) segment.
Each of these regional SBUs is sub-divided into divisions. Take the European union, SBU, for example. The UK fits into the Northwest Europe division. This geographical structure recognises that: markets are geographically separated ; tastes and lifestyles vary from area to area. As do incomes and consumption patterns ; markets are at different stages of development.
At a more local level the management of The Coca-Cola Company involves a number of functional specialisms. The management structure for Great Britain illustrates this. The structure of Coca-Cola Great Britain combines elements of centralisation and decentralisation. Divisions and regions operate as business unit teams, with each Director reporting to the General Manager, i.e. Division President. However, there is a matrix structure for each function e.g. the Finance Director in the GB Division reports to the GB President, but also to (dotted line) the Finance Director of North West Europe Division. In addition, functions within the Company operate across geographical boundaries to share best practice.
To take another example of local decision making at a regional (local) level the various SBUs are responsible for region-specific market research, and for developing local advertising, e.g. using the languages of the countries in which The Coca-Cola Company operates. A major region like Great Britain has its own marketing structure, organised as shown on the diagram.
The way The Coca-Cola Company works reflects the many countries and cultures in which it does business. It owns or licences nearly 400 brands in non-alcoholic beverages serving consumers in over 200 countries. An essential part of the organisation’s structure therefore focuses on ensuring that individual products are given the best possible support in regional markets.
Within the Company, different teams concentrate on particular products and use their specialist knowledge of the brands and consumer needs to support the sales and promotional effort. In some cases a product is developed solely for local consumption and an example of this is the product Lilt, which is only available in Great Britain and Ireland.
Examples of other products available in Great Britain include:
• Carbonated soft drinks- Coca-Cola, Fanta, Sprite
• Juice & juice drinks- Schweppes’ Tomato Juice Cocktail, Oasis, Five Alive
• Waters- Malvern
• Energy drinks- Burn
• Sports drinks- Powerade
• Squashes/cordials- Kia-Ora, Rose’s Lime Cordial.
Structuring an organisation is not only about organising internal relationships, it also involves external ones. The Coca-Cola Company has built well-structured relationships with a range of external groups including bottling partners.
People often assume that The Coca-Cola Company bottles and distributes its own beverages. For the most part, it does not. The Company’s primary business consists of manufacturing and selling beverage concentrates and syrups – as well as some finished beverages – to bottling and canning operations and other distributors.
The concentrates and syrups are generally sold to bottling partners, which are authorised to manufacture, distribute and sell branded products. The business system consisting of The Coca-Cola Company and bottling partners is referred to as ‘the Coca-Cola system’.
The relationship The Coca-Cola Company has with its bottlers worldwide is a key source of strength. The Company works together with them to ensure that concentrates and syrups are made into finished beverages that are produced and distributed to consumers around the globe with unmatched quality and service.
Every organisation has not only a structure but also a culture. ‘Culture’ describes the typical way an organisation does things, including patterns of behaviour and relationships.
Important aspects of culture at Coca-Cola Great Britain (which reflect the culture of The Coca-Cola Company as a whole) are an emphasis on teamwork, and empowerment. Coca-Cola Great Britain sees its employees as its most important asset.
Motivated employees provide the engine that drives the Company’s growth. Organising people into teams (e.g. marketing, sales or product teams) encourages people to feel valued. Within a team they are encouraged to contribute ideas and to be innovative. If they feel that something could be done better they are encouraged to voice that opinion.
By creating a friendly, innovative culture, Coca-Cola Great Britain is able to depend on a high quality workforce that helps it to maintain brand leadership in Great Britain and in every other market in which it operates. Trust is at the heart of every relationship, whether it be:
• customers’ and consumers’ trust that the Company will provide the highest level of service and attention to their needs
• bottling partners’ trust that the Company is operating in the best interests of the Coca-Cola system
• employees’ trust that their contribution is being valued in an open culture.
Open communication channels provide the means to support a culture based on relationships. Coca-Cola has a number of communication channels, including:
• monthly leadership team meeting (involving function heads)
• weekly department team meetings
• monthly employee team briefing sessions
• consultative employee groups for each region (with representatives meeting in a European Council)
• surveys to monitor employee views and feelings.
• The Coca-Cola Company has built internal and external structures to support the delivery of its business goals. The regional structure is the best way of supporting this growth, allowing attention to local requirements while at the same time building on a clear strategic direction from the centre.
• A culture of innovation, teamwork and partnership means that the Company has a firm foundation of relationships and open communication channels on which to build its growth.
Question 1
Modern organisations like The Coca-Cola Company, have built ____ structures which, wherever possible, encourage _____

inflexible , collision

flexible, teamwork

strong, competency

None of above
Question 2
As per this case study, the geographical structure recognises that____

markets are geographically separated

tastes and lifestyles vary from area to area, As do incomes and consumption patterns

markets are at different stages of development

All of above
Question 3
Every organisation has not only a structure but also a culture. ‘Culture’ describes : ( a) the way an organisation does things (b)patterns of behaviour and relationships

Only a

only b

both a & b

none of these
Question 4
The Coca-Cola Company has built _____ to support the delivery of its business goals. ( a) internal structure (b)external structures

Both a & b

only b

only a

none of these
Question 5
As discusses in this case study , By creating a friendly, innovative culture, Coca-Cola Great Britain is able to depend on a _______ that helps it to maintain brand leadership in Great Britain and in every other market in which it operates

competitor

high quality workforce

business environment

All of above
Question 6
The success of The Coca-Cola Company revolves around which of the following factor?

Quality

Global availability

Both A & B

None of these
Question 7
The structure of Coca-Cola Great Britain involve the element of : (a) centralisation ( b)decentralisation

Both a & b

only a

only b

None of these
Question 8
In this case study, Key strategic decisions at The Coca-Cola Company are made by______

Executive Committee of 20 Company Officers

Company Committee of 15 Company Officers

Executive Body of 18 Company Officers

Executive Committee of 12 Company Officers
Question 9
The challenge with the Coca-Cola Company was to continue to build an organisational structure that will______

itself create a global impact

deliver a global and local strategy

Both A & B

None of these
Question 10
An Organisational structure may be built around____?

function

product

processes

All of above

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Block 2
CASE STUDY
Every organisation has to work within a framework of certain environmental forces and there is a continuous interaction between the organisation and its environment. The impact of environment on organization is manifold. The interaction suggests a relationship between the two. This relationship can be analyzed in three ways.
First, the organisation can be thought of as an input-output system. It takes various inputs-human, capital, technical-from the environment. These inputs are transformed to produce outputs-goods, services, profits-which are given back to the environment. Thus, the organisation merely performs the function of input-output mediator. In this process, the environment in its interaction with the internal factors of the organisation will determine what kind of inputs should be taken or outputs given.
the organisation can be taken as the central focus for realizing the contributions of many groups, both within and outside the organisation. When these groups contribute to the well being of the organisation, they must have a legitimate share in organizational outputs. These groups may be employees, consumers, suppliers, shareholders, movement, and the society in general. Thus, the organizational functioning will be affected by the expectations of these groups and the organisation has to take these factors into account.
Third, the organisation can be treated as operating in environment presenting opportunities and threats to it. Thus, how an organisation can make the best use of the oppm.lunities provided or threats imposed is a matter of prime concern for it. Any single approach by itself is insufficient to explain the complex relationship between the organisation and its environ-ment-Moreover, these approaches are not inconsistent to each other; they are complementary. Thus, an organisation will be affected by the environment in which it works.
The environment-organisation interaction has a number of implications from strategic management point of view.
The environmental forces may affect different parts of the organisation in different ways because different parts interact with their relevant external environment. For example, the technological environment may affect the organization’s R & D department. Further, these forces of the environment may have direct effect on some parts but indirect effect on others. For example, any change in the fiscal policy of government may affect the finance department directly but it may affect production and marketing indirectly because their program may be recasted in the light of new situation, though not necessarily.
The environmental influence process is quite complex because most things influence all other things. For example, many of the environmental forces may be interacting among themselves and making the impact on the organisation quite complex. Moreover, the impact of these forces on the organisation may not be quite deterministic because of interaction of several forces. For example, the organisation structure will be determined on the basis of management philosophy and employee attitudes. But the organisation structure becomes the source for determining the employee attitudes. Thus, there cannot be direct and simple cause-effect relationship rather much complexity is expected.
The organizational response to the environmental forces may not be quite obvious and identical for different organizations but these are subject to different internal forces. Thus, there is not only the different perception of the environmental forces but also their impact on the organisation. Key factors determining responses to environmental impact may be managerial philosophy, life cycle of the organisation, profitability, etc.
The impact of environmental forces on the organizations is not unilateral but the organizations may also affect the environment. However, since the individual organizations may not be able to put pressure on the environment, they often put the pressure collectively. Various associations of the organizations are generally formed to protect the interest of their members. The protection of interest certainly signifies the way to overcome unilateral impact of the environment on the organizations. The nature of organisation-environment interaction is such that organizations, like human species or animals, must either adjust to the environment or perish.
Question 1
Which one of the following is not a part of the external environment of an organization?

Social Factors

Legal Factors

Political Factors

Organisational Culture
Question 2
The term environmental scanning stands for____

collecting information about the shareholders

gathering data about the organization and its surroundings

gathering information relating to the employees

None of the above
Question 3
____consists of economic conditions, economic policies , industrial policies and economic system.

Business Environment

Natural Environment

Economic Environment

Technological environment
Question 4
An analysis of the external environment enables a firm to identify____

Strengths and opportunities

Strength and weakness

Weakness and threats

Opportunities and threats
Question 5
Which one is not an element of internal environment?

Marketing capabilities

Operational Capabilities

Money and capital market

Personal Capabilities
Question 6
Customs, mores, values, and demographic characteristics of the society in which the organisation operates are what made up the _______ of the general environment.

Political dimension

technological dimension

socio-cultural dimension

Legal dimension
Question 7
Applying rationality to understand the sources and possible effects of environmental factors and to determine the organization’s opportunities and threats is called_____

work analysis

environmental analysis

statistical analysis

None of the above
Question 8
An organization’s __________ embraces the behavior, rituals, and shared meaning held by employees that distinguishes that organization from all others.

external environment

Culture

Dominant Culture

Ethics
Question 9
Which of the following is not an example of an internal environment?

employees

office and plant layout

Competition

reward system
Question 10
The economic environment of a business includes_____

Economic System

Economic Policies

Economic Conditions

All of Above

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Block 3
CASE STUDY
Organizational structure is a system used to define a hierarchy within an organization. It identifies each job, its function and where it reports to within the organization. This structure is developed to establish how an organization operates and assists an organization in obtaining its goals to allow for future growth. The structure is illustrated using an organizational chart.
Several types of organizational structures are each defined to meet the needs of organizations that operate differently. Types of organizational structure include divisional, functional, geographical and matrix. A divisional structure is suitable for organizations with distinct business units, while a geographical structure provides a hierarchy for organizations that operate at several locations nationally or internationally. A functional organizational structure is based on each job’s duties. A matrix structure, which has two or several supervisors for each job to report to, is the most complicated but may be necessary for large organizations with many locations and functional areas.
Centralization
Although there are many types of organizational structures developed to meet each organization’s needs, all of them provide a hierarchy that reports to a centralized location and group of executives. The highest ranking member of an organizational chart is one or several top executives referred to as the president, chief executive officer or chief operating officer.
When an organizational structure is designed, job descriptions can be developed to not only meet an organizations goals, but allow for organizational and employee growth. Internal equity and employee retention are a key to successful operations. Recruitment is also one of the highest investments for organizations, so ensuring employees have promotional opportunities and job security can assist in reducing recruitment costs.
Organizational structure is also a fundamental core to create salary structures for an organization. Once the structure is established, salary ranges can be created for each job in the organization. In most cases, each job is aligned to a salary grade, and each grade has a specified salary range. This allows an organization to meet its financial goals and ensures salaries are distributed fairly within financial budgets.
If an organization expands, the organizational structure allows room for growth. This can include adding additional layers of management, new divisions, expanding one or several functional areas or appointing additional top executives. When the structure is reorganized for expansion, it provides the foundation to edit salaries and job descriptions quickly and efficiently with minimal disruption to an organization’s operations.
Question 1
What is not a purpose of an organisational structure?

to coordinate people & resources

To limit workers’ rights

to formalise authority

to organise lines of communication
Question 2
Specialisation is a feature of which organisational structure?

matrix

divisional

multi- divisional

functional
Question 3
What is not an advantage of a hierarchical structure?

quick response to change

clear chain of command

descipline stability

small span of control
Question 4
Functional structures help to create……

multi-skilled employees

teamwork

specialization

project-work groups
Question 5
Organizational structure is a system used to define a _____ within an organization.

goals

hierarchy

objectives

none of these
Question 6
The process of dividing the work and then grouping them into units and subunits for the purpose of administration is known as

Departmentation

Organisation structure

Committee

all of above
Question 7
Which of the following structure(s) is/are centralised?

The simple structure only

functional structure only

both a & b

none of these
Question 8
Which of the following applies to the matrix structure?

It allows the owner to control all aspects of the business

It attempts to merge the benefits of decentralisation with co-ordination across all areas of the business

It is found in companies offering a diverse range of products in a home market

None of these
Question 9
Departmentation is a process where

Tasks are grouped into jobs

Jobs are grouped into effective work groups

Work groups are grouped into identifiable segments

All of the above
Question 10
What is not a purpose of an organisational structure?

To coordinate People & resources

To organise lines communication

To formalise authority

To limit Workers rights

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Block 4
CASE STUDY
Organization design involves the creation of roles, processes and structures to ensure that the organization’s goals can be realized.Some people associate organization design with the mechanical arrangement of positions and reporting lines on the organization chart. It is certainly true that organizational designers also need to define the vertical structure, including reporting lines. However, organization design is much more than “boxology”.
Organization design problems are often some of the hardest problems that leaders face. Finding the right design often requires inventing a new solution to resolve a dilemma. And decisions made with regard to formal structure, roles and processes directly impact the jobs and careers of employees – and the ability of the firm to realize its strategic objectives.
In an organization re-design process one may consider elements at different levels; The overall organizational “architecture” (e.g., the corporate level, the role of the headquarters versus business areas in a large firm, etc.); The design of business areas and business units within a larger firm; The design of departments and other sub-units within a business unit; The design of individual roles.
The field of organization design sits at the intersection of strategy, operations, law and HR. An important driver for organization design is the organization’s strategy – but the design of the organization may also to a great extent determine which strategies we may be able to form in the first place. We should, in general, attempt to align the organization with the work processes – so there is a close link between operations and organization design. The design of the organization is also influenced by laws, regulations, and governance principles adopted by the industry sector. Last but not least, organization design is fundamentally about people. People inhabit the roles that are defined in the organization design proces. People participate in design processes and also influence designs in many direct and indirect ways.
Organizational design serves as the foundation on which all company operations are built, including such vital factors as the grouping of employees within different departments and the formal managerial hierarchies within a company. Savvy early stage organizational design choices can create a foundation for success, allowing an organization to develop a strong company culture, grow in response to increasing demand and adapt to changes in the marketplace.
Company Leadership
Organizational design influences the leadership structure of a company, setting forth reporting relationships and lines of authority reaching from the executive level to the front line. It is important to have a clear map of managerial responsibility and accountability to keep the company running smoothly. Without clear lines of authority, employees in different areas of the company can become misguided or confused, while others find themselves with an unnecessarily high level of supervision. The ideal leadership structure depends on the industry a company is in and the personalities of business owners.
Company Culture
The leadership structure put in place by organizational-design choices can have a direct and lasting effect on company culture. The grouping of employees in various departments and the managerial hierarchy influences the way employees interact with each other on the job. Organizational design can influence the degree to which front-line employees are allowed to solve complex problems on their own rather than involving a manager, for example. An organization designed to make extensive use of telecommuters will result in a company in which workplace relationships are often formed and strengthened solely through online interactions, as another example.
Future Growth
Organizational design choices made in the early stages of a business can either help or hinder growth plans. Organizational designs built to easily accommodate new managers and employees at different levels of the organization can add new positions without making significant structural changes. A company using freelancing telecommuters, for example, can add large numbers of freelancers with a small increase in the number of managers. A company that locates all employees in a small office, on the other hand, must acquire new office space or expand their current office to take on new employees.
Adaptability
Organizational design choices can develop distinct competitive advantages. Savvy business owners continually monitor changes in their industries and markets, looking for opportunities to adapt and develop new competitive advantages. Companies with taller organizational structures and complicated bureaucracies can find it difficult to adapt to changing market conditions, such as a growing use of lean business models or outsourcing in the industry. Companies with less complex organizational structures can find it easier to shift employees around, rework managerial hierarchies and redesign job descriptions for existing employees, all of which can increase efficiency or productivity in response to outside pressures.
Question 1
_______describes the degree to which tasks in an organisation are divided into separate jobs.

Departmentalisation

Chain of command

Work Specialisation

Span of Control
Question 2
An important driver for organization design is the organization’s _____

Strategy

Choice

Differentiation

All of above
Question 3
Companies with taller organizational structures and complicated bureaucracies can find it difficult to________

face the competition

Work in a structured way

adapt to changing market conditions

None of these

Question 4
_______is a system of organisation where the elements of the organisation are unranked or where they possess the potential to be ranked a number of different ways

Organic Structure

Heterarchy

Hierarchy

Responsible Autonomy
Question 5
A _______is one in which its design is not defined by,or limited to, the horizontal, vertical, or external boundaries imposed by a predefined structure

Project Structure

Autonomous Internal Units

Boundaryless Organisation

Learning Organisation
Question 6
In an organization re-design process , one may consider which of the following?

design of individual roles

overall organizational architecture

design of business areas and business units within a larger firm

All of above
Question 7
________refers to the degree to which jobs within the organisation are standardized and the extent to which employee behaviour is guided by rules and procedures

Decentralisation

Formalisation

Centralisation

Simple structure
Question 8
Without clear lines of authority, employees in different areas of the company can become______

misguided and confused

competitive

Both a & b

None of these
Question 9
Organization design involves the creation of _______ to ensure that the organization’s goals can be realized.

roles

processes

structures

All of above
Question 10
Which of the following is true for organisational design?

It is the way an organisation is to be structured and
operated by its members

It is widely regarded as a competitive capability

It is a critical component of any organisation’s Organisation
Development offering

All of above
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Block 5
CASE STUDY
Organizational effectiveness is defined as an extent to which an organization achieves its predetermined objectives with the given amount of resources and means without placing undue strain on its members.
Sometimes efficiency and effectiveness are used as synonyms. However, there exists a difference between the two concepts. Therefore, it is important to explain the difference between the concepts of effectiveness and efficiency to understand why organizations may be effective but not efficient, or efficient but not effective. Effectiveness is a broad concept and takes into account a collection of factors both inside and outside an organization. It is commonly referred to as the degree to which predetermined goals are achieved. On the other hand, efficiency is a limited concept that pertains to the internal working of an organization. It refers to an amount of resources used to produce a particular unit of output. It is generally measured as the ratio of inputs to outputs. Further, effectiveness concentrates more on human side of organizational values and activities whereas efficiency concentrates on the technological side of an organization.
Goal attainment is the most widely used criterion of organizational effectiveness. In goal approach, effectiveness refers to maximization of profits by providing an efficient service that leads to high productivity and good employee morale. Several variables such as quality, productivity, efficiency, profit, turnover, accidents, morale, motivation and satisfaction, which help in measuring organizational effectiveness. However, none of the single variable has proved to be entirely satisfactory.
The main limitation of this approaches the problem of identifying the real goals rather than the ideal goals.
Functional Approach
This approach solves the problem of identification of organizational goals. Parson states that since it has been assumed that an organization is identified in terms of its goal, focus towards attainment of these goals should also aim at serving the society. Thus, the vital question in determining effectiveness is how well an organization is doing for the super-ordinate system.
The limitation of this approach is that when organizations have autonomy to follow its independent courses of action, it is difficult to accept that ultimate goal of organization will be to serve society. As such, it cannot be applied for measuring organizational effectiveness in terms of its contributions to social system.
Both the goal and functional approach do not give adequate consideration to the conceptual problem of the relations between the organization and its environment.
System Resource Approach
System-resource approach of organizational effectiveness emphasizes on inter-dependency of processes that relate the organization to its environment. The interdependence takes the form of input-output transactions and includes scarce and valued resources such as physical, economic and human for which every organization competes.
The limitation of this model is that an acquisition of resources from environment is again related to the goal of an organization. Therefore, this model is not different from the goal model.
Thus, discussion of organizational effectiveness leads to the conclusion that there is no single indicator of effectiveness. Instead, the approach should focus on operative goals that would serve as a basis for assessment of effectiveness.
Managerial effectiveness is a causal variable in organizational effectiveness. It has been defined in terms of organizational goal-achieving behavior, i.e., the manager’s own behavior contributes to achievement of organizational goals.
Question 1
System-resource approach of organizational effectiveness emphasizes on?

inter-dependency of processes

Processes relate the organization to its environment

Both a & b

None of these
Question 2
Highly effective organisations exhibit strengths across which areas ?

leadership

decision making and structure

work processes and systems

All of above
Question 3
_______is the lifeblood for an organisation that builds bridges among the employees within the organisation.

System of control

Coordination and integration

Reward and incentive system

Communication

Question 4
The ways in which real people learn, change, adopt and align, get “affected” by dynamics in the environment and leveraging this knowledge to create effective organisations that are pioneers of_______

Decision Making

Change & Learning

Group Effectiveness

Self-Organizing & Adaptive Systems
Question 5
A supply chain is an inter-organisational work system devoted to procuring materials and other inputs required to produce a firm’s products.

Project

Service system

Supply Chain

Information System
Question 6
In achieving______ criteria, an effective organisation must be adaptive to new pportunities and hurdles, as well as being capable of developing the abilities of its members and itself.

Short-term

Up to one year

Medium-term

Longer term
Question 7
the goal and ______ do not give adequate consideration to the conceptual problem of the relations between the organization and its environment.

functional approach

System Approach

Competitive approch

None of these
Question 8
Which of the following is correct in context of goal approach effectiveness?

refers to maximization of profits.

provides an efficient service that leads to high productivity and good employee morale

Both a & b

None of these
Question 9
Which of the following is true for Organisational effectiveness?

Defined as the efficiency with which an
association is able to meet its objectives.

It is about each individual doing everything they
know how to do and doing it well

It is the concept of how effective an organisation is
in achieving its goals.

All of above
Question 10
_______is defined as the reaching of new or other
important information to the employees in due time.

Care about clients

Transmission of information

Strategic Direction

Collaboration

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Full Syllabus Assessment

CASE STUDY
The case discusses the corporate culture of the Canada-based airline, WestJet Airlines Ltd. (WestJet). When WestJet was incorporated in 1996, the founders were of the view that culture was the one element of an organization that could not be duplicated and that it was a way of differentiating WestJet from the competitors.
WestJet encouraged a culture of participation and commitment and gave prime importance to empowered and happy employees, as it believed that these employees would provide customers with a good experience. At WestJet every employee was a shareholder in the company. The highly empowered employees were free to take any decision that would help them provide the best service to customers.
WestJet’s culture helped it remain profitable in an industry as highly volatile as the airline industry.
However, WestJet’s culture began to face a few threats. Venturing into the regional market through WestJet Encore and expanding internationally to various European destinations, made it difficult for WestJet to maintain the culture it was known for. At the same time, some of the employees were fueling unionization in the company, which could have a major impact on its culture in times to come.
In May 2014, Canada-based WestJet Airlines Ltd. (WestJet) won the prestigious Randstand Award and was chosen ‘Canada’s Most Attractive Employer’ for the third year in a row. WestJet was selected from among 150 companies by more than 8,000 people in search of employment opportunities. The airline was rated high for its work environment, strong management, interesting work, and training. According to Tom Turpin, President, Randstand Canada, “This award is truly the people’s choice award and to take home the title as Canada’s most attractive employer for three back-to-back years means they have created a very strong image and Canadians want to be part of that distinct culture.
WestJet, incorporated in 1996, was founded on a distinct corporate culture which considered people highly important to provide customers with a good experience. The founders wanted to develop a company with a culture of participation and commitment, where employees were friendly and caring in order to provide customers with a great flying experience. They were of the view that culture was one element of an organization that could not be duplicated and that it was a way of differentiating WestJet from the competitors. They insisted on developing a non-hierarchical structure with every employee being a shareholder in the company. The highly empowered employees were free to take any decision that would help provide customers with the best service.

WestJet’s origins date back to 1994, when a businessman based in Calgary, Canada Clive Beddoe (Beddoe), who traveled frequently, bought a small aircraft for the purpose. He also leased the plane through a local company Morgan Air Services, owned by Tim Morgan (Morgan). The high cost of air travel in Canada and the success of low-cost airlines in the US set the two of them thinking about starting their own discount airline. Beddoe and Morgan got together with two other businessmen, Don Bell (Bell) and Mark Hill (Hill), to start the airline. Their plan was to offer low fares, attract new customers, operate on new routes, and expand the market, instead of snatching away a share from existing airlines. They were of the view that the availability of low fares would encourage more people to fly.
Beddoe was the Chairman and CEO, Hill was the director of Strategic Planning, Morgan took charge of operations, while Bell took care of customer service. Other prominent investors in the venture included David Neeleman, whose company Morris Air was acquired by Southwest Airlines. The first commercial flight of the airline began operations in February 1996. All the pilots and flight crew were based in Calgary.
When the founders were contemplating starting a new airline, Mark Hill started reading about US-based SouthWest Airlines to understand how the culture of the company had evolved. He understood that it was the high performance culture that differentiated Southwest from its competitors. Hill felt that the culture in the company was reflected in the way the customers were treated. He believed that by aligning the interest of the people with business interest, it would be possible to foster a great culture.
The founders were of the view that the people working at WestJet, called WestJetters, must show a caring attitude toward the passengers, who were addressed as guests, and also toward their co-workers. The culture at WestJet was guided by a set of values
Incentives, a good culture and work environment, and open communication helped the founders to position WestJet as a fun airline. According to Rick Ericson, Aviation Consultant, “(Corporate Culture) It’s a key asset, and I give Beddoe full credit for creating that. Beddoe has done an excellent job of promoting WestJet externally as “a quirky little company that could. He has marketed the image of a company you can like and that you want to do business with.”
The atmosphere in WestJet was informal with the employees calling even the CEO by his first name. With all the employees having a share in the company, there was a feeling among them of working for themselves. There was a total absence of hierarchy, and anybody, irrespective of the position in the company, pitched in to help others, to get the work done on time, and to serve the customers.
There were some formal groups in the company to address employee grievances and encourage employee participation. At WestJet, CARE, or Creating a Remarkable Experience, was one of them. CARE was a group whose aim was to propagate the WestJet culture throughout the company. Inculcating the culture was not a one-time effort but an ongoing process, according to company insiders. CARE was responsible for organizing more than 250 events every year for the employees and their families. These included meetings with the pilots, the crew, discussions about culture, and town hall meetings. Twice a year WestJet held profit sharing parties – one during the spring and the other during the fall. At these parties, employees were given profit-sharing checks. The CARE team also brought out videos and plays to entertain the employees. At these celebrations outstanding employees received awards…
Analysts attributed WestJet’s success to the sense of ownership that was cultivated among the employees. Encouraging the employees to assume responsibility and providing them a role in the growth, resulted in better productivity, highly motivated employees, and high morale, all resulting in better customer service. “All of us are owners here, and we’re all very passionate about what we do. When you have a stake in the company, you want to do whatever it takes to make it work,” said Lisa Puchala, director of in-flight training and standards.
Beddoe was of the view that as the employees were responsible for providing a friendly environment to the guests, it was important to recruit people who fit in with the culture of the organization. According to Darryl Howard, of CIBC World Markets, the lead underwriter on the IPO of WestJet, “Hiring the right people is the most critical one. For the first couple of years he probably interviewed every person (himself) before they were hired. (Secondly,) he kept things simple. The business itself is quite defined. They’re not trying to compete on long hauls or business travel. They went specifically to short haul passenger service. And the third principle is that he insists that his people have fun. You’ve seen that on the flights where they tell hokey jokes. That goes a long way.”
Analysts attributed WestJet’s ability to provide the best customer service in the airline business mainly to its employee focus. The airline attributed its success to hiring the right kind of people and empowering them.
Since its inception, WestJet had been ranked among the most profitable airlines in the world, showing consistent growth in revenues. As of 2014, the company had achieved 38 consecutive quarters of profits, an impressive statistic in the highly turbulent airline industry. WestJet was able to save on employee costs, as the supervisory level was almost absent in the organization. The productivity per employee in WestJet was the highest in the Canadian airline industry. The company’s attitude toward its employees helped it score high with potential employees too. It was ranked at the top in Canada’s more admired corporate cultures for several years…
As the organization grew, there were subtle changes seen in the corporate culture with every new employee who joined. The fast pace of change in WestJet brought with it some anxiety among the employees. Analysts pointed out that as the number of employees was expected to exceed 10,000 by 2015, it might be difficult to keep them connected to each other and to the culture of WestJet. Analysts said that with WestJet expanding to European destinations, its business model had changed, placing a stress on the culture of the company. As it moved into international markets, it might be a challenge for WestJet to retain high levels of employee engagement and provide a unique guest experience that differentiated it from so many other carriers, they opined.
Question 1
which of the following was adopted by WestJet , in order to get better productivity from the employees.

Encouraging the employees to assume responsibility

providing employees a role in the growth

motivating employees

All of above
Question 2
WestJet was able to save on employee costs, as____?

the supervisory level was almost absent in the organization

it hired less employees

training & development avctivities were not conducted

None of the above
Question 3
WestJet was incorporated in____

1990

1996

1969

1970
Question 4
As per the Case study which of the options is true . WestJet encouraged___ ? : (a) a culture of participation and commitment (b) gave prime importance to empowered and happy employees( c) it believed that the employees would provide customers with a good experience

Only a & b

Only b & c

Only c & a

All a,b,c
Question 5
In this case Study , CARE is referred to as ?

Creating a Resourceful Experience

Creating a Remarkable Experience

Creating a Resourceful Expertise

None of these
Question 6
As discussed in this case study, which of the options is true. The founders were of the view that___ ? (A) culture was one element of an organization. ( B) Ciulture could not be duplicated ( C) Culture was a way of differentiating WestJet from the competitors.

Only A

Only A & C

Only A & B

All A, B, C
Question 7
_____helped the founders to position WestJet as a fun airline.

Incentives

a good culture and work environment

open communication

All of above
Question 8
Canada-based WestJet Airlines Ltd. won the prestigious Randstand Award and was chosen ___

‘Canada’s Most Competitive Employer’

‘Canada’s Most Attractive Employer’

Both a& b

None of these
Question 9
Founders of WestJet, insisted on developing ____? : (A) non-hierarchical structure ( B)every employee being a shareholder in the company.

Only a

Both a & b

Only B

none of these
Question 10
WestJet was founded on a distinct corporate culture. Which of the following option is true in this context?

It considered people/employees highly important

Its aim was to provide customers with a good experience.

Both a & b

None of these
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Talent Acquisition & Development (EDL 408)-Semester 4

Talent Acquisition & Development (EDL 408)-Semester 4
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help
Block 1
CASE STUDY
The Hotel Paris s competitive strategy is To use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability. HR manager Lisa Cruz must now formulate functional policies and activities that sup- port this competitive strategy by eliciting the required employee behaviors and competencies.
As an experienced human resource director, the Hotel Paris s Lisa Cruz knew that recruitment and selection processes invariably influenced employee competencies and
behavior and, through them, the company s bottom line.
Everything about the workforce its collective skills, morale, experience, and motivation depended on attract- ing and then selecting the right employees.
In reviewing the Hotel Paris s employment systems, she was therefore concerned that virtually all the company s job descriptions were out of date, and that many jobs had no descriptions at all. She knew that without accurate job descriptions, all her improvement efforts would be in vain.
After all, if you don t know a job s duties, responsibilities, and human requirements, how can you decide who to hire or how to train them? To create human resource policies and practices that would produce employee competencies and behaviors needed to achieve the hotel s strategic aims, Lisa s team first had to produce a set of usable job descriptions.

A brief analysis, conducted with her company s CFO, reinforced that observation. They chose departments across the hotel chain that did and did not have updated job descrip- tions. Although they understood that many other factors might be influencing the results, they believed that the relationships they observed did suggest that having job descriptions had a positive influence on various employee behaviors and competencies. Perhaps having the descriptions facilitated the employee selection process, or perhaps the departments with the descriptions just had better managers.
She knew the Hotel Paris s job descriptions would have
to include traditional duties and responsibilities. However, most should also include several competencies unique to each job. For example, job descriptions for the front-desk clerks might include able to check a guest in or out in 5 minutes or less. Most service employees descriptions
included the competency, able to exhibit patience and guest supportiveness even when busy with other activities.

Question 1
Which competency do you think is least required in the employees of Hotel Paris?

Patience

Ability to serve

Being aggressive and fast

Empathetic
Question 2
Lisa should make change in which amongst the below?

Job description

Job specification

both a and b

No changes are required

Question 3
Which information Lisa will have to collect first – Job description or Job specification?

Job description

Job specification

they are not related

simultaneously
Question 4
Will the recruitment at Hotel Paris be affected by Lisa’s effort of doing Job analysis? If yes, how?

better employees

no change in employees

employee selection is not related to job analysis

employees performance is not related job analysis
Question 5
Who should Lisa involve during the Job analysis process?

Top management

Middle management

Front office Executives

all of the above
Question 6
If you were Lisa, seeing the correct need of job analysis, for which profile you will not do the Job analysis?

Sales Exective

Chef

Human resource executive

Chief Financial Officer
Question 7
If you were Lisa, which position would you have given most priority for the job analysis?

Room service executive

HR execuitve

Marketing Manager

Finance officer
Question 8
Which method of job analysis should Lisa use?

Observation

Questionnairre

Delphie Technique

all of the above
Question 9
which amongst the below would Lisa write under Job specification?

Duties of job

Skills required

Working hours

Compensation of the job
Question 10
Which amongst the below would Lisa write under Job description?

Qualification required

Working hours of the job

Skills needed

all of the above

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

block 2

CASE STUDY
If you were to ask Jennifer and her father what the main problem was in running their firm, their answer would be quick and short: hiring good people. Originally begun as a string of coin – operated laundromats requiring virtually no skilled help, the chain grew to six stores, each heavily dependent on skilled managers, cleaner – spotters, and pressers. Employees generally have no more than a high school education (often less), and the market for them is very competetive. Over a typical weekend literally dozens of want ads for experienced pressrers or cleaner – spotters can be found in area newspapers. All these people are usually paid around $15.00 per hour and they change jobs frequently. Jennifer and her father are thus faced with the continuing task of recruiting and hiring qualified workers out of a pool of individuals they feel are almost nomadic in their propensity to move from area to area and job to job. Turnover in their stores often approaches 400%. “Dont talk to me about human resources planning and trend anlaysis,” says Jennifer. ” We are fighting an economic war and I am happy just to be able to round up enough live applicants to be able to keep my trenches fully manned.”
Question 1. Which was or were the problems that Jennifer and her father were facing?
Hiring correct people
Retaining employees
both a and b
none of the above
Question 2. Which HR process becomes very important for Jennifer to apply?
Recruitment
Training
Retention
Human Resource Planning
Question 3. Had you been at Jeniffers place what yu would have done from the below options to make things better?
Payning more incentives to retain
Redesigning recruitment strategy
Employee engagement
all of the above
Question 4. What HR process flaw they do not have?
Recruitment
Training
compensation
Retention
Question 5. Which recruitment method are they following?
Internal recruitment
external recruitment
both a and b
none of the above
Question 6. Which of the below function is not a part of Human resource planning?
Job analysis
Demand forcasting
Supply Forecasting
Premising
Question 7. what is the right flow of below human resource functions?
human resource planning, selection, recruitment
recrtuiment, selection, human resource planning
human resource planning, recruitment, selection
selection, recruitment, human resource planning
Question 8. Choosing the factors that would impact the HR of the company is called as…
sourcing
planning
forcasting
premising
Question 9. What is the flow of HR Process that Jeniffer should follow?
Premising, forcasting, planning
forecasting, planning, premising
planning, premising, forecasting
planning, forecasting, premising
Question 10. Whose approach is better?
Jeniffer’s
Jeniffer’s dad
both a and b
information is not given in the case study

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

CASE STUDY
Whirlpool recently revamped their HR strategy into a People Excellence Strategy, establishing an operating system based on specific analytics they had gathered. In reviewing their diversity scorecard, it became apparent that Whirlpool had a “leaky bucket” problem. While they had made strides in the attraction and hiring of diverse talent, they were losing that talent at the same, if not a faster, rate. Clearly something needed to be done to engage and retain that talent.
To address this issue, Whirlpool’s talent management and diversity organizations developed a retention risk assessment toolkit. The toolkit includes three phases out of one was – “Assessing the impact Whirlpool would face should an employee leave”
To assess the impact on Whirlpool if an employee should leave, managers were asked to answer each of the following yes or no questions:
If this employee left Whirlpool, in the current business environment would we sustain a significant revenue loss or increased risk?
If this employee left Whirlpool, would we lose significant intellectual capital?
Is this employee in a critical role or on a Succession Plan for a critical role?
Is there a weak or non-existent contingency plan for if this role were vacant?
Would this role be difficult to fill both internally and externally?
The risk retention assessment includes 25 yes or no questions managers were asked to answer about their employees and their relationship to those employees. Questions are grouped into four areas: job/role, development and alignment to career goals, manager/employee relationship and external support system. Answers are then calculated to measure that employee’s level of “retention risk.”
Whirlpool quickly discovered that many managers had difficulty answering a significant number of questions about their employees. Understanding the importance of the manager/employee relationship to retaining talent, Whirlpool created a template for stay interviews as a way to help managers answer those questions, and to create dialogue between managers and employees. This approach directly impacted the level of interaction between the diverse talent and their individual supervisors.
Question 1. What acccording to you the case study is related to?
Employee Training
Employee engagement
Employee retention
Performance appraisal
Question 2. What according to the case is important for management to do in order to retain their employees?
Manager – employee relationship
Succession planning
Employee Development
Correct Recruitment Strategy
Question 3. What is inversely proprtional to retention?
Attrition
Turnover
both a and b
none of the above
Question 4. Which HR processes might not have affected retention in Whirlpool?
Training and development
Performance evaluation
Pay and benefits
Termination and outplacement
Question 5. In which situation employee turnover will be least?
Employees are satisfied
Employees are motivated
Employees are getting hygiene factors
all of the above
Question 6. Which statement is correct
Retention is a synonym to employee turnover
Retention is a synonym to attritio
Attrition and retention goes hand in hand
none of the above
Question 7. in the case study, which problem is mentioned by stating: “Whirlpool had a “leaky bucket” problem.”
Less Productivity
Less turnover
More Attrition
Less effeciency
Question 8. “Attrition increases cost of the company”. Is this statement correct?
Never
Always
At times
Most of the times
Question 9. The kind of interviews taken place in organizations to ask about possible reasons leads to job turnover are classified as
Employee firing interviews
Transfer interviews
Termination interviews
Exit interviews

Question 10. Which amongst the below were high at Whirlpool?/
absenteeism rate
satisfaction rate
turnover rate
employment rate

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help
Block 4
CASE STUDY
Modern Industries Ltd. (MIL) in Bangalore is an automobile ancillary Industry. It has turnover of Rs. 100 crores. It employs around 4,000 persons.
The company is professionally managed. The management team is headed by a dynamic Managing Director. He expects performance of high order at every level. It is more so at the Supervisory and Management levels. Normally the people of high calibre are selected through open advertisements to meet the human resource requirements at higher levels. However, junior-level vacancies are filled up by different types of trainees who undergo training in the company.
The company offers one-year training scheme for fresh engineering graduates. During the first six months of the training, the trainees are exposed to different functional areas which are considered to be the core training for this category of trainees. By then, the trainees are identified for placement against the available or projected vacancies. Their further training in the next quarter is planned according to individual placement requirements.
During the last quarter, the training will be on-the job. The trainee is required to perform the jobs expected of him after he is placed there. The training scheme is broadly structured mainly keeping in mind the training requirements of mechanical engineering graduates.
Mr. Rakesh Sharma joined the company in the year 1983 after his B. Tech . degree in paint Technology from a reputed institute. He was taken as a trainee against a projected vacancy in the paints application department In MIL, the areas of interest for a trainee in Paint Technology are few. Hence, Mr. Sharma’s core training was planned for the first 3 months only. Thereafter, he was put for on-the-job training in the paints application department. He took interest and showed enthusiasm in his work there. The report from the shop manager was quite satisfactory.
The performance of the trainee is normally reviewed once at the end of every quarter. The Training Manager personally talks to the trainee about his progress, strengths and shortcomings. At the end of the second quarter, the Training Manager called Mr. Sharma for his performance review. He appreciated his good performance and told him to keep it up. A month later Mr. Sharma met the Training Manager. He requested that his training period be curtailed to 7 months only and to absorb him as an Engineer. He argued that he had been performing like a regular employee in the department for the last one quarter. As such, there was no justification for him to be put on training anymore. Further, he indicated that by doing so, he could be more effective in the department as a regular engineer. He would also gain seniority as well as some monetary benefits as the trainees were eligible for a stipend only. The regular employees were eligible for many allowances like conveyance, dearness, house rent, education, etc. which was a substantial amount as compared to the stipend paid to a trainee.
The Training Manager turned down his request and informed him that it was not a practice of the company to do so. He told him that any good performance or contribution made by the trainees during the training period would be duly rewarded at the time of placement on completion of one year of training. Further, he told him that it would set a wrong precedence. Quite often, some trainees were put on the job much earlier than the normal period of three quarters for several reasons.
Thereafter, Mr. Sharma’s behaviour in the department became different. His changed attitude did not receive any attention in the initial period. However, by the end of the third quarter, his behaviour had become erratic and unacceptable. When he was asked by the Department Manager to attend to a particular task, he replied that he was still on training and such task shouldn’t be assigned to a trainee. According to him, those jobs were meant to be attended by full-time employees and not by trainees.
The Paintshop Manager complained to the Training Manager about Mr. Sharma’s behaviour and he was summoned by the Training Manager. During the discussions, Mr. Sharma complained that while all the remaining trainees were having a comfortable time as trainees, he was the only one who was put to a lot of stress and strain; the department was expecting too much room him. He felt that he should be duly rewarded for much hardwork; otherwise, it was not appropriate to expect similar .
The Training Manager tried to convince him again that he shouldn’t harp on rewards as he was a trainee; his sole concern should be to learn as much as possible and to improve his abilities. He should have a long-term perspective rather than such a narrow-minded approach. He also informed him that his good performance would be taken into account when the right occasion arose. He warned him that he was exhibiting negative attitude for which he would be viewed seriously. His demand for earlier placement was illogical and he should forget it as he had already completed 8 months and had to wait only for 4 months. He advised Mr. Sharma that the career of an individual had to be seen on a long-time perspective and that he should not resort to such childish behaviour as it would affect his own career and image in the company.
Mr. Sharma apparently seemed to have been convinced by the assurance given by the Training Manager and remained passive for some time. However, when the feedback was sought after a month, the report stated that he had become more perverted. He was called again for a counselling session and was given two weeks time to show improvement. At the end of those two weeks, the Training Manager met the Department Manager, to have a discussion about Mr. Sharma. It was found that there was absolutely no reason for Mr. Sharma to nurture a grievance on poor rewards. It was decided that he should be given a warning letter as per the practice of the company and, accordingly, he was issued a warning letter. This further aggravated the situation rather than bringing about any improvement. He felt offended and retaliated by thoroughly disobeying any instruction given to him. This deteriorated the situation more and the relationship between the manager of the department and the trainee was seriously affected In cases of rupture of relationship, normally the practice was to shift the trainee from the department where he was not getting along well so that he would be tried in some other department where he could have another lease for striking better rapport. But unfortunately, in the case of Mr. Sharma, there was no other department to which he could be transferred, since that was the only department where his specialisation could have been of proper use. By the time he completed his training, he turned out to be one who was not at all acceptable in the department for placement. His behaviour and involvement were lacking. In view of this, the Department Manager recommended that he be taken out of the department. When Mr. Sharma was informed about it, he was thoroughly depressed. One of the primary objectives of the Training Department is to recruit fresh graduates who have good potential and train them to be effective persons, in different departments. They are taken after a rigorous selection process which includes a written test, a preliminary and a final interview. During the training period, their aptitudes, strengths and weaknesses are identified. Their placement in departments is decided primarily on the basis of their overall effectiveness there. Here is a case where the person happened to be hard-working in the beginning but turned out to be a failure in the end. The Training Manager was conscious of this serious lapse and was not inclined to recommend his termination. But at the same time it was difficult to retain a person whose track record was not satisfactory. He still felt that a fresh look be given into this case but he was unable to find a way out. He was now faced with the dilemma whether to terminate or not to terminate Mr. Rakesh Sharma.

Question 1. Which type of training is given to the employees during the first 6 months at Modern Industries?
on the job training
off the job training
both a andb
none of the above

Question 2. Which type of training is given to the employees after the first 6 months are over, at Modern Industries?
on the job training
off the job training
both a and b
none of the above

Question 3. Which according to you would be more fruitful as a training policy?
having fixed training period
training should get over once the employee is able to perform
fixed training period but should be flexible for employees performing well
none of the above

Question 4. According to you whos was wrong in the case?
Mr. Sharma
Training Manager
both a andb
none of the above

Question 5. How do you think policies of an organisation should be?
Rigid
Flexible
conservative
none of the above

Question 6. If you were the training manager what decision you would have taken?
Terminates Mr. Sharma
Put him again for training
counselled him to make him motivated
Left him the way he was

Question 7. What according to you should have been the decsion of the training manager after completion of 6 months?
Should have reduced training of Mr. Sharma
special evaluation could have been conducted for Mr. Sharma to make sure he has learnt all skills
Should have altered the training policy permanently for better productive results
all of the above

Question 8. Which parameter of training evaluation is forefeited in the case study, the most?
Learning
Reaction
Behaviour
Result

Question 9. As the owner of the company what remedial action would you have taken?
Should have terminated Mr. Sharma
Should have asked the training manager to apologise to Mr. Sharma in public
Should have counselled Mr. Sharma and asked training manager to apologise in private to Mr. Sharma
Should have not interfered in the matter

Question 10. Training given on live machines to Engineers will be considered as
On the job training
off the job training
both a and b
none of the above

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help
Block 5
CASE STUDY
Hindustan Lever Research Centre (HLRC) was set up in the year 1967 at Mumbai. At that time the primary challenge was to find suitable alternatives to the edible oils and fats that were being used as raw materials for soaps. Later, import substitution and export obligations directed the focus towards non-edible oil seeds, infant foods, perfumery chemicals, fine chemicals, polymers and nickel catalyst. This facilitated creation of new brands which helped build new businesses.HUL believes in meritocracy and has a comprehensive performance management system, which ensures that people are rewarded according to their performance and abilities. Almost 47% of the entire managerial cadres are people who have joined us through lateral recruitment. Over the years many break through innovations have taken place. Hindustan Lever Research gained eminence within Unilever Global R&D and became recognized as one of the six global R&D Centers of Unilever with the creation of Unilever Research India in Bangalore in 1997.At Bangalore R&D center, a team of 10 scientists were appointed for a project on ‘shampoo’ line. Suranjan Sircar heading the team as Principal Research Scientist with the support of Vikas Pawar, Aparna Damle, Jaideep Chatterjee, Amitava Pramanik as Research Scientists. Suresh Jayaraman & Punam Bandyopadhyay were Research Associates. Vikas Pawar came up with an idea of pet shampoos during brainstorming with the team. “Hey, why don’t we target the pet care segment because in India, pet industry is being seriously looked at as a growing industry. I had been working on this concept for a few weeks & have done some initial research as well”, said Vikas. “I think we should just focus on the dog segment & bring out a range of shampoos that are breed specific”, contributed by Aparna Damle, who was a new unmarried scientist in the company. “Oh that’s a really great idea, a breakthrough” said Jaideep & Amitava appreciating Aparna. The idea given by Aparna got support from both colleagues & head. Vikas was although not comfortable with his credit being taken away. He also felt that creating brand specific shampoos would not be a profitable innovation thus, no point on centrating efforts on that. With this in mind he put his point forward but couldn’t gather consensus. After the discussion, Jaideep & Amitava being friends to Vikas, consoled him & showed confidence in his plan & thoughts. “We understand what you are going through. The idea was yours & Aparna took all your credit. Don’t worry we are with you & be careful from next time.”

Nevertheless, in the meeting Aparna presented her proposal for the idea mentioning requirements & chemical details. The meeting began with motivational speech & plan of action by the head of the team. A lot was discussed in detail & tasks were allotted along with deadlines. Immediately after the presentation Jaideep & Amitava approached Aparna & eulogized her research & proposal reiterating the importance of breed specific range of shampoos. Vikas lay aside his ego & went ahead with full dedication & commitment, however during the tenure of the research he noticed poor attitude of team members. Punam was not regular with deadlines; she submitted her research on breeds four days after deadline. Suresh was asked to coordinate with members looking into chemical research but Vikas observed him most of the times in the recreation room, so he asked him “Hi, so what’s the progress in chemical research so far?” Suresh replied that he had done whatever he was asked to do by senior scientist. He reported this lack of commitment & proactive attitude to Suranjan Sircir & asked for an action against them. “Hmm… I know what’s happening in the team. I have worked for 20 years in this industry & from my experience I know what to do & when to do”, he retorted back. Finally the project got completed 4 months after deadline. Vikas went back to the lab; sitting & wondering at the flaws in the group.
Question 1. which amongst the below is not a stage of group formation
storming
norming
brainstorming
adjourning

Question 2. What was missing in the team?
Leadership
Open communication
Team spirit
all of the above

Question 3. who according to you played the most passive role in the team building
Aparna
Vikas
Suresh
Suranjan

Question 4. Which type of team is shown in the case study?
Vurtul team
Crossfunctional team
Task team
none of the above

Question 5. Jaideep and Amitava were involved in which type of communication?
Formal
informal
both
none of the above

Question 6. If you were at Suranjan’ s place what corrective measure would you have taken?
Would have asked Jaideep to resign
Would have made Vikas the team leader
Would have called for a team meeting to enhance team spirit
all of the above
Question 7. which is the correct sequence of team formation
storming, forming
norming, performing
norming, storming
adjourning, performing

Question 8. who instigated poltics and negatiity in the team
Jaideep and Amitava
Vikas
Aparna
Suranjan

Question 9. What made Vikas unhappy?
lack of incentive
lack of recognition
lack of team consensus
lack of leadeership
Question 10. what kind of leadership Suranjan has potrayed in the case?
Directive
Participative
Laissez faire
Democratic

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help
Full Syllabus Assessment

CASE STUDY
Satish was a Sales Manager for Industrial Products Company in City branch. A week ago,
he was promoted and shifted to Head Office as Deputy Manager – Product Management for a
division of products which he was not very familiar with. Three days ago, the company VP –
Mr. George, convened a meeting of all Product Managers. Satish’s new boss (Product
Manager Ketan) was not able to attend due to some other preoccupation. Hence, the
Marketing Director, Preet – asked Satish to attend the meeting as this would give him an
exposure into his new role.

At the beginning of the meeting, Preet introduced Satish very briefly to the VP. The meeting
started with an address from the VP and soon it got into a series of questions from him to
every Product Manager. George, of course, was pretty thorough with every single product of
the company and he was known to be pushy and a blunt veteran in the field. Most of the
Product Managers were very clear of George’s ways of working and had thoroughly prepared
for the meeting and were giving to the point answers. George then started with Satish.
Satish being new to the product, was quite confused and fared miserably.

Preet immediately understood that George had possibly failed to remember that Satish was
new to the job. He thought of interrupting George’s questioning and giving a discrete
reminder that Satish was new. But by that time, George who was pretty upset with the lack
of preparation by Satish made a public statement “Gentlemen, you are witnessing here an
example of sloppy work and this can’t be excused”.

Now Preet was in two minds – should he interrupt George and tell him that Satish is new in
that position OR should he wait till the end of the meeting and tell George privately. Preet
chose the second option.

Satish was visibly angry at the treatment meted out by George but he also chose to keep
mum. George quickly closed the meeting saying that he found in general, lack of planning in
the department and asked Preet to stay back in the room for further discussions.
Before Preet could give any explanation on Satish, George asked him “Tell me openly, Preet,
was I too rough with that boy?” Preet said “Yes, you were. In fact, I was about to remind
you that Satish is new to the job”. George explained that the fact that Satish was new to
the job didn’t quite register with him during the meeting. George admitted that he had
made a mistake and asked his secretary to get Satish report to the room immediately.
A perplexed and uneasy Satish reported to George’s room after few minutes.

George looking Satish straight into his eyes said “I have done something which I should
have never even thought of and I want to apologise to you. It is my mistake that I did not
recollect that you were new to the job when I was questioning you”.
Satish was left speechless.

George continued “I would like to state few things clearly to you. Your job is to make sure
that people like me and your bosses do not make stupid decisions. We have good
confidence in your abilities and that is why we have brought you to the Head Office. For
everybody, time is required for learning. I will expect you to know all the nuances of your
product in three months time. Until then you have my complete confidence”.
George closed the conversation with a big reassuring handshake with Satish
Question 1 Which HR Practice you find missing in the case?
training
induction
organization structuring
departmentalisation

Question 2 Why was it at all necessary for George to apologise to such a junior employee like Satish?
to keep Satish’s morals high
to show Preet that he himself is a good leader
to build trust in Satish
to further reinforce that Satish should have knowledge about products

Question 3 If you were in Satish’s place, how would you to respond to George’s apology?
I will request to be shifted back to the city branch
I will ask George to be carefule in future while talking to me
I will react reassuringly that I will perorm well
I will try to show my product knowledge

Question 4 Was George correct in saying that Satish is there to correct the “stupid mistake” of his boss and George?
yes he was correct
he was wrong to say so
may be
boss are always correct

Question 5 Did Preet make a mistake by not intervening during the meeting and correct George’s misconception about Satish?
yes he should have spoken to protect satish
he did correct by not speaking as VP is a very senior person
both a and b are correct
both a and b are wrong

Question 6 How do you find George as a leader?
he is a autocratic leader
he is a democratic leader
he is a transactional leader
he has laissez fairre leadership style

Question 7 Who do you think did not fulfill his responsibility to the fullest
Satish
George
Preet
Satish’s immediate boss (this is not the right choice)

Question 8 Promotion is a form of
external recruitment
internal recruitment
both a and b are correct
promotion is not related to recruitment

Question 9 Which leadership style does Geroge have?
people oriented
task oriented
both a and b are correct
neiher of a and b
Question 10 How do you find Satish as an employee?
dumb
hard working
unreliable
Ill mannered

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Compensation & Reward Management (EDL 409)-Semester 4

Compensation & Reward Management (EDL 409)-Semester 4

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help
Block 1:

CASE STUDY
Salary inequities at Acme Manufacturing
Joe Black was trying to figure out what to do about a problem salary situation he had in his plant. Black recently took over as president of Acme Manufacturing. The founder and former president, Bill George, had been president for 35 years. The company was family owned and located in a small eastern Arkansas town. It had approximately 250 employees and was the largest employer in the community. Black was the member of the family that owned Acme, but he had never worked for the company prior to becoming the president. He had an MBA and a law degree, plus five years of management experience with a large manufacturing organization, where he was senior vice president for human resources before making his move to Acme.A short time after joining Acme, Black started to notice that there was considerable inequity in the pay structure for salaried employees. A discussion with the human resources director led him to believe that salaried employees pay was very much a matter of individual bargaining with the past president. Hourly paid factory employees were not part of this problem because they were unionized and their wages were set by collective bargaining. An examination of the salaried payroll showed that there were 25 employees, ranging in pay from that of the president to that of the receptionist. A closer examination showed that 14 of the salaried employees were female. Three of these were front-line factory supervisors and one was the human resources director. The other 10 were non management.This examination also showed that the human resources director appeared to be underpaid, and that the three female supervisors were paid somewhat less than any of the male supervisors. However, there were no similar supervisory jobs in which there were both male and female job incumbents. When asked, the Hr director said she thought the female supervisors may have been paid at a lower rate mainly because they were women, and perhaps George, the former president, did not think that women needed as much money because they had working husbands. However, she added she personally thought that they were paid less because they supervised less-skilled employees than did the male supervisors. Black was not sure that this was true.The company from which Black had moved had a good job evaluation system. Although he was thoroughly familiar with and capable in this compensation tool, Black did not have time to make a job evaluation study at Acme. Therefore, he decided to hire a compensation consultant from a nearby university to help him. Together, they decided that all 25 salaried jobs should be in the same job evaluation cluster, that a modified ranking method of job evaluation should be used, and that the job descriptions recently completed by the HR director were current, accurate, and usable in the study.The job evaluation showed that the HR director and the three female supervisors were being underpaid relative to comparable male salaried employees . Black was not sure what to do. He knew that if the underpaid female supervisors took the case to the local EEOC office, the company could be found guilty of sex discrimination and then have to pay considerable back wages. He was afraid that if he gave these women an immediate salary increase large enough to bring them up to where they should be, the male supervisors would be upset and the female supervisors might comprehend the total situation and want back pay. The HR director told Black that the female supervisors had never complained about pay differences. The HR director agreed to take a sizable salary increase with no back pay, so this part of the problem was solved.
Question 1. what kind of salary inequity prevailed in Acme?
position inequity
external inequity
performance ineuity
all of the above
Question 2. Job evaluation in the case study refers to?
evaluationg performance of employees
evaluating work done by employees
evaluating salary per job
all of the above
Question 3. How did the company get into such a situation?
inappropriate job analysis
inappropriate job evaluation
inappropriate performance management
inappropriate recruitment & selection

Question 4. Which amongst the below are not method of job evaluation
Ranking method
Field survey
Paired Comparision
Management by Objective

Question 5. what sequence of procedure Black should follow
job analysis then job evaluation
job evaluation followed with job analysis
either can be done
both are not required

Question 6. Black should pay ………………. to Jobs lying in the same job cluster
same salary
different slary
same salary range
different salary range

Question 7. How did the management decide salary prior to Black joining in?
Based on jab analaysis
Based on job evaluation
based on negotiations
none of the above

Question 8. the horuly workers salary was fixed with the help of
Job evaluation
negotiations
job analysis
none of the above
Question 9. compensation of the employee include
base salary
incentive
paid holidyas
all of the above

Question 10. If you were Black, what would you have done about salary related to female supervisors
To do nothing
To gradually increase the female supervisors salaries
To increase their salaries immediately
To call the three supervisors into his office, discuss the situation with them, and jointly decide what to do.

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Block 2
CASE STUDY

In the mid-1980s Xerox corporation was faced with a problem—its performance appraisalsystem was not working. Rather than motivating the employees, its system was leaving them discouraged and disgruntled. Xerox recognized this problem and developed a new system toeliminate it.
Old Performance Appraisal System
The original system used by Xerox encompassed seven main principles:1.The appraisal occurred once a year.2.It required employees to documenet their accomplishments.3.The manager would assess these accomplishments in writing and assign numerical ratings.4.The appraisal included a summary written appraisal and a rating from 1 (unsatisfactory)to 5 (exceptional).5.The ratings were on a forced distribution, controlled at the 3 level or below.6.Merit increases were tied to the summary rating level.7.Merit increase information and performance appraisals occurred in one session.This system resulted in inequitable ratings and was cited by employees as a major source of dissatisfaction. In fact, in 1983, the Reprographic Business Group (RBG), Xerox’s main copier division, reported that 95 percent of its employees received either a 3 or 4 on their appraisal.Merit raises for people in these two groups only varied by 1 to 2 percent. Essentially, across-the- board raises were being given to all employees, regardless of performance.
New Performance Appraisal System
Rather than attempting to fix the old appraisal system, Xerox formed a task force to create a new system from scratch.The task force itself was made up of senior human resources executives;however, members of the task force also consulted with councils of employees and a council of middle managers.Together they created a new system, which differed form the old one in many key respects:1.The absence of a numerical rating system.2.The presence of a half-year feedback session.3.The provision for development planning.4.Prohibition in the appraisal guidelines of the use of subjective assessments of performance.The new system has three stages, as opposed to the one-step process of the old system. These stages are spread out over the course of the year. The first stage occurs at the beginning of the year when the manager meets with each employee. Together, they work out a written agreement on the employee’s goals, objectives, plans, and tasks for the year. Standards of satisfactory performance are explicitly spelled out in measurable, attainable, and specific terms.The second stage is a mid-year, mandatory feedback and discussion session between the manager and the employee. Progress toward objectives and performance strengths and weaknesses are discussed, as well as possible means for improving performance in the latter half of the year.Both the manager and the employee sign an “objectives sheet” indicating that the meeting took place.The third stage in the appraisal process is the formal performance review, which takes place at year’s end. Both the manager and the employee prepare a written document, stating how well the employee met the preset performance targets. They then meet and discuss the performance of the employee, resolving any discrepancies between the perceptions of the manager and the employee. This meeting emphasizes feedback and improvement. Efforts are made to stress the positive aspects of the employee’s performance as well as the negative. This stage also includes a developmental planning session in which training, education, or development experiences that can help the employee are discussed. The merit increase discussion takes place in a separate meeting from the performance appraisal, usually a month or two later. The discussion usually centers on the specific reasons for the merit raise amount, such as performance, relationship with peers, and position in salary range. This allows the employee to better see the reasons behind the salary increase amount, as opposed to the summary rank, which tells the employee very little.A follow-up survey was conducted the year after the implementation of the new appraisal system. Results were as follows: 81 percent better understood work group objectives, 84 percent considered the new appraisal fair , 72 percent said they understood how their merit raise was determined, 70 percent met their personal and work objectives, 77 percent considered the system a step in the right direction In conclusion, it can be clearly seen that the new system is a vast imporvement over the previous one. Despite the fact that some of the philosophies, such as the use of self-appraisals, run counter to conventional management practices, the results speak for themselves.

Question 1. What was the major cause of dissatisfaction amongst the employees?
biaseness in rating
no proper system of performance appraisal
absence of feedback
all of the above

Question 2. what kind of biasness was involved in the old performance appraisal system?
biasness of central tendency
recency effect
halo effect
stereotyping
Question 3. what kind of performance system was the new one?
self appraisal
mbo
360 degree feedback
ranking system
Question 4. which of the statement is correct?
performance appraisal is a sub set of performance management
performance management is a subset of performance appraisal
both are same
both are not related
Question 5. the old performance appraisal system was…..
past oriented
future oriented
both
performance management oriented
Question 6. the new performance appraisal system is
past oriented
future oriented
both
360 degree based
Question 7. According to the forced ditribution method the employees were forced into how many groups in the old performance appraisal system
continuously distributed evenly in many groups
no groups formed at all
two major gorups were formed
all employees were ranked in the same group
Question 8. which mehtod was more objective?
old appraisal method
new appraisal method
both were equally objective
none of the above
Question 9. which amongst the below are not future oriented method of performance appraisal?
360 degree
MBO
720 degree
Graphic rating scale
Question 10. Merit pay given to employees are part of ……..?
incentive
increase in base pay
bonus
all of the above

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help
Block 3

CASE STUDY
Cadbury made life sweeter for workers
Housing and education were key features of the employee benefits package at Cadbury Brothers in 1952, thanks to founder John Cadbury’s sons.
In 1861, Richard and George Cadbury took over management of the Cadbury factory on Bridge Street, Birmingham, and began to take an interest in employees’ welfare. They created a new factory outside
Birmingham, which they named Bournville, which became known as ‘the factory in the garden’.
In 1895, the brothers built housing for their workforce, which turned into the Bournville Village Trust in 1900.
Young staff attended the Bournville Day Continuation College for one day a week until they were at least 18 years old. Cadbury-funded scholarships were available on graduation.
Shop committees were the first point of contact for employees’ work-related issues, except wages and hours, which were negotiated by trade unions.
Savings vehicles included the Bournville Pension Fund, into which employers and staff made contributions.
There was sick pay of up to 90% of base wage, and Workers’ Funds available for prolonged illness. A Dependant’s Provident Fund paid a lump sum to the next of kin if a male worker died under the age of 65.
Question 1. which Maslows need is the benefit plan at Cadburry focusing to?
Self esteem
Social need
physiological need
self actualisation
Question 2. which of the below Cadbury does not have according to the case study?
grievaiance handling
bargaining and negotiation
employee welfare
mentoring
Question 3. Provident fund is a?
short term investment
long term investment
moderate investment
does not depend on time
Question 4. scholorship given at Cadburry would be considered as a?
incentive
bonus
employee benefit
increment
Question 5. the salary given to employees were in which form?
consolidated
on pay grade
no such information is given
both a and b
Question 6. Which of the below is not a part of employee benefits?
scholorship
incentive
provident fund
housing facility
Question 7. which form of compenastion is given to employees at Cadburry?
direct compenation
indirect compensation
long term benefits
all of the above
Question 8. which of the below is not a component of direct compensation
salary
wage
incentive
all are part of dircet compensation
Question 9. Employee stock ownership plan is a?
long term incentive
short term incentive
can be both
it is not an incentive
Question 10. Which statement is not correct?
salary and wage are different from each other
incentive and increment are synonyms for each other
bonus is different from incentive
any kind of insurance cover given to employees is a part of compensation

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Block 4
CASE STUDY
Companies continually test ways to incent employees to perform more effectively, often turning to worker-motivation tools such as bonuses, “up or out” employee ranking tournaments, and employee of the month rewards.
Behavioral scientists warn that these programs, if not constructed carefully, can open a box full of unintended consequences that ultimately harm rather than help the organization.
The financial crisis of 2008 was partially fueled by origination bonuses paid to bank loan officers who were incented to approve bad loans. Less well understood, but uncovered in HBS research several years ago, is that those bank bonuses also caused loan officers to perceive reality differently—they believed those loans would succeed.
It’s not just financial incentives that are under study. Employers seek to change the behavior of workers in all manner of ways: to make more ethical decisions, to get flu shots, to lose weight, to be wiser about personal financial planning. Behavioral scientists are becoming the new HR superstars in some organizations.
Research through the years at Harvard Business School has explored this good intentions-bad outcomes dilemma in many settings, from the glitzy world of Las Vegas to steamy laundry plants in Asia. The results these studies have uncovered are important to understand for org designers, compensation committees, and any function such as sales that depends on incentives to drive performance.

Question 1 Which need of Maslow’s hierarchy theory will not be fulfilled by giving incentives but will be more accomplished by giving recognition
Physiological need
Safety Need
Social Need
Self esteem need
Question 2 Which amongst the below will help employee to stay motivated
incentive
training
flexible working environment
all of the above
Question 3 Biased incentives will result to what kind of employees
satisfied
motivated
dissatisfied
nuetral
Question 4 When incentives are planeed, the target or goals set should be
realisitc
difficult to achieve
easy to achieve
unrealistic
Question 5 Is the statement true “incentives impact behaviour of employees”?
absolutely true
somewhat true
FALSE
none of the above
Question 6 Which is a type of incentive?
merit pay
base pay
hourly pay
bonus
Question 7 Pick up the odd one out
gain sharing
esop
bonus
profit sharing
Question 8 Group pay-incentive plan designed to motivate employees in improving the productivity of their workgroup through more efficient use of resources is called as
gain sharing
esop
bonus
profit sharing
Question 9 incentives are primarily dependent on
profit
sales
productivity
all of the above

Question 10. Which of the below concept is not related to compensation
Adam’s equity theory
Vroom’s expectancy theory
ERG theory
Kirk Patrick model

We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

Block 5
CASE STUDY
Clare Bettelley speaks to Luke Savage about insurance market Lloyd’s titanic battle to retain employees at the not-for-profit Corporation
The challenge in attracting staff to Lloyd’s, the specialist insurance market formally known as Lloyd’s of London, is compounded by the fact that it is a not-for-profit organisation and lacks the ability to lure prospective staff with share schemes and lucrative stock and option awards. As part of its answer to responding to the competition for talent in the provider-rich global insurance market, the Corporation is in the throes of rolling out a cash bonus scheme.
Luke Savage, director, finance, risk management and operations at Lloyd’s, has been instrumental in the creation of a retention-focused scheme for its 700-strong staff, entitled the Lloyd’s Performance Plan. “When you’re a not-for-profit organisation, [you] need to counter the appeal of people being able to leave when the market’s doing well,” he says.
Bonuses are based on the Corporation’s pre-tax profit for the last full financial year multiplied by a percentage based on employee grade, which is then multiplied by salary. For example on a profit of £2.5 billion someone earning £50,000 a year would receive 12.5% of their salary.
“We had looked at far more complex ideas that effectively created shadow investment schemes to follow the results of the shares of the listed vehicles in the market, but we [decided to keep] it very simple, specifically to make it easier for people to understand.”
Long-term incentive plan
Savage says that he expects the cost of the scheme to be absorbed through Lloyd’s members’ annual subscriptions. “The scheme has been calibrated so that we should be able to operate it without having to go back to the market for more money.”
The scheme is open to all staff and capped according to their grades. It will supersede Lloyd’s existing executive long-term incentive plan (L-tip). On whether executives can earn more than is possible under their existing L-tip, Savage says: “For a given level of profit and a given point in the cycle, one may or may not earn more. The reason I’m being cagey is that the old scheme looked at average results over three years on one basis while the new scheme looks at results for a particular year on a different basis, so the amount you get paid, will vary as a function of where you are in the cycle.”
Awards under the old L-tip were calculated as a percentage of the Corporation’s aggregate profits for the relevant three-year period for each £1m of participants’ salaries.
Savage’s estimated long-term bonus as at 31 December 2006 was £13,000, which increased to £19,000 with the addition of his performance bonus.
“As a Corporation we have to pay a lot more attention to our reward package and work a lot harder by making sure that we provide an overall attractive package to [all] our staff – [not simply] those who have equity.”
Hence, Lloyd’s offers staff a number of non-financial rewards. It offers a defined benefit (DB) pension scheme, which it shifted from final salary to career average for new joiners in 2005. “It was part of a means to manage our risk to the Corporation in the long term. But we made a very clear choice not to close a DB scheme in favour of a defined contribution scheme. We think the DB scheme is valuable to people, certainly for the more mature members of staff, so while we’ve modified the terms, we have kept that scheme open,” he says. The Corporation also introduced employee contributions of 5% for most staff.
Savage says he manages reward costs as part of the ongoing programme of driving efficiency through the Corporation. “Take the area that looks after all the assets we hold on behalf of members – ‘market services’. We’ve managed to shrink its head count by 50% in the last five years and with the savings generated, we’ve invested in new heads in growing areas or made sure that the reward for the rest of our staff stays in line with the market.”
Lloyd’s core benefits Basic employee benefits for new joiners (excluding executives): • Lloyd’s Performance Plan and a performance-related bonus • Career average defined benefit pension with 5% employer contribution • Life assurance • 25 days minimum holiday allowance • Flexible benefits, including private medical insurance, childcare vouchers, additional holiday, cycle-to-work scheme • Car or cash alternative (for managers)
Question 1. which according to you is not linked with performance?
Incentive
increment
bonus
promotion
Question 2. Are the non financial benefits considered as a part of compensation?
yes
no
depends on the benefit given
depends upon the position you are giving the benefit

Question 3. Cafetaria plans comes under?
direct incentive
fringe benefits
lexible benefit
non monetary benefit
Question 4. Which statement is true for Lloyd’s organsation
Bonus is given to all the employees
Bonus is linked to performance
both a and b are correct
none of the above
Question 5. In which of the below scheme both employer and employee contributes together?
pension scheme
esop
paid holiday
paid maternity leaves
Question 6. ______________ is a systematic approach used by Lloyd’s to provide monetary values to employees
Salary
Allowance
Compensation
Rewards
Question 7. The entire case study is based on deciding ________________
direct compensation
indirect compensation
both a and b are correct
perfromance compensation
Question 8. The purpose of compensation setting in Lloyd is to _______
increase employee’s performance
make recrtuitment easy
need recognition of employees
retaining employees
Question 9. What type of compensation system exist in Lloyd?
Grading system
Direct compensation
Indirect compensation
all of the above
Question 10. which amongst the below perquisite is being given by Lloyad to its staff?
pension scheme
life insurance
gratuity
Vouchers
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help

CASE STUDY
Multi-sector giant GE faced a huge challenge in trying to harmonise perk for its 19,000 employees and the key was a new flexible benefits scheme, says Rebecca Patton
GE introduced a flexible benefits scheme for its entire 19,000-strong UK workforce last November in an effort to harmonise the benefits it offers across its four main business divisions (see below).
Before the arrival of the scheme, which is called FlexChoice and provided by Vebnet, each of the businesses operating within the four divisions, which span the aviation, healthcare, energy solutions and finance sectors, ran their own, separate payroll, HR, and compensation and benefits teams, and the benefits they offered varied widely. For example, employee access to GE’s 30-plus mostly defined contribution (DC) pension schemes and private medical insurance (PMI) plan was inconsistent across the group.
Core levels of benefits now available to all GE employees via FlexChoice include PMI, provided by Cigna HealthCare, life assurance, group income protection (GIP) and two DC pension schemes provided by Legal and General and Aviva, respectively. A third DC scheme, provided by Phoenix Life, is closed to new members.
GE also offers a range of voluntary benefits through FlexChoice, including childcare vouchers, bikes for work, life insurance for employees and their partners, gym membership and travel insurance. A health reimbursement
plan offers staff £60 each to spend on products and services to keep them healthy, such as trainers or exercise equipment.
Employees also have access to a health and wellbeing savings scheme, with GE matching staff contributions up to a maximum of £300.
Kerrie Rowland, UK pensions and benefits manager at GE, says: “Flex was the tool with which we could deliver the harmonisation and at the same time offer flexibility. For example, for those who had never had medical benefits before, if they didn’t want to have these going forward and [wanted to] maintain the status quo, that was absolutely fine. The scheme allowed for them to take the baseline benefit through flex and then flex up.”
GE also restructured its pension arrangements before launching the flex platform. This involved consolidating its 30-plus schemes, which were mostly DC. In addition to its DC schemes, GE now has six defined benefit (DB) plans that are all closed to new entrants.
Boosted take-up
Rowland says the closure of GE’s DB pension schemes to new members helped to boost the take-up of benefits under FlexChoice, which stood at 96% in year one. “The take-up for year one was phenomenal and was largely because we closed the DB plan and people had to go in and tell us which pension plan they wanted to be a member of. If they didn’t go in and tell us they wanted to continue being a member of the DB plan, they would have to be defaulted out [of the scheme], the default being the DC plan.”
GE is currently recruiting employee volunteers as ‘pension pioneers’ to help it communicate its pensions strategy more consistently across the business, as well as to relay employee concerns and queries back to the organisation.
Despite its success in communicating its pension schemes, Rowland says communication was one of the biggest challenges in implementing FlexChoice. “There are nearly 20,000 employees to be communicated to and consult with, all at the same time, on some fairly significant changes,” she says. “Even on the basics, we found our employees were very unfamiliar with considering a pension to be a benefit. To them, it is a contractual right, not a benefit.”
Exacerbating the communications challenge was the fact that so many GE sites are run as self-contained businesses in locations without internet access, nullifying email and website strategies. There were also employees who preferred traditional face-to-face consultation.
Nevertheless, Rowland says the benefits of implementing FlexChoice far outweigh the challenges. One of the biggest advantages is replacing several flex enrolment windows a year with just one.
Rowland adds: “There is one method of understanding throughout the HR department, there is one system, there is one change for everybody unless they have a life event, and a lot of the systems are connected to one another, so updates are made automatically.”
Future additions
GE is now planning future additions to its flexible benefits plan, says Rowland. “For next year, we are going to be adding a benefit from My Family Care. This is largely back-up care and also access to a provider that can find care for [employees], not just childcare but also elder care, which works well for our diversity objectives.
“We will also be expanding the health reimbursement account. Other than that, we don’t anticipate too many changes into year two because, with a flex plan, you just need to be there to work on comfort levels and you can’t do that if you are constantly changing the plan.”
GE’s expansion of its health reimbursement account will see the plan repositioned to focus on employees’ lifestyles and work-life balance, with the account possibly being renamed to reflect this shift. This means employees will be able to use the benefit to pay for treatments designed to improve work-life balance, such as acupressure and massage, as well as for relevant further education courses.
GE also plans to enable employees to use health reimbursement to fund gym membership. Rowland says: “We have looked at what our overall objective is and what we are trying to achieve with this account, and the point is, we are trying to say to employees that we want them to be healthy and have a life outside of the organisation which is supported by GE.”
GE’s implementation of FlexChoice resulted in it being highly commended in the ‘Most effective use of a flexible benefits plan’ category at the 2012 Employee Benefits Awards.
Question 1. Pension according to you is a ___________
expense
contractual right
perquisite
fringe benefit

Question 2. As the GE HR Head, what would have been the biggest challenge that you would have faced in such scenario?
prepering the compenastion Plan
communicating the plan and convincing employees
getting money for so much of workers benefit
no problem at all as GE is a big professional organisation
Question 3. Flexible benefit introduced by GE pertains to which theory?
Maslow’s theory
ERG theory
Vroom’s expectancy theory
all of the above

Question 4. Which beneffit would employees try to gain when they want to achive their social needs?
insurance policy
health benefit
dicounted vouchers
flexible work timings

Question 5. Flex choice introduced by GE are examle of____________
cafetaria plans
basket benefits
flexible benefits
all of the above

Question 6. The indirect compensation been included by GE would be categorised in _______________
base pay
benefits
variable pay
salaries

Question 7. The benefits introduced by GE are linked to ___________
performance
position
person
all of the above

Question 8. According to total rewards approach, the variable pay of the employee is
added into base pay
subtracted from base pay
multiplied to base pay
divided to base pay

Question 9. The systematic way GE will be using to determine the worth of all the jobs will be________________
compensable evaluation
job evaluation
benchmark job
job promotion structure

Question 10. Which is the equity that GE will have to ensire while fixing the benefit plan?
internal equity
external equity
procedural equity
performance equity
We Also Provide SYNOPSIS AND PROJECT.
Contact www.kimsharma.co.in for best and lowest cost solution or
Email: amitymbaassignment@gmail.com
Call: +91 82907-72200 (Call/WhatsApp) or +91 88003-52777 (WhatsApp Only)
assignment solution help, assignment answers help, Assignment Help