Talent Acquisition & Development (EDL 408)-Semester 4

Talent Acquisition & Development (EDL 408)-Semester 4


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1st Module Assessment


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Hotel Paris s employment systems, she was therefore concerned that virtually all the company s job descriptions were out of date, and that many jobs had no descriptions at all.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?


 Ability to serve

 Being aggressive and fast


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


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


 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?



 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

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 10 on 10 J


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2nd Module Assessment


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

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10 on 10 J


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3rd Module Assessment


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


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4th Module Assessment


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


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5th Module Assessment


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


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Assignment 2


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


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