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AEREN FOUNDATION’S Maharashtra Govt. Reg. No.: F-11724
SUBJECT : INTERNATIONAL HUMAN RESOURCE MANAGEMENT
NB.1. Read cases
carefully.
2. all questions are
compulsory
3. Figures to the
right indicate full marks
4. Total marks 80:
Case study -1 (30 marks)
Q. 1. What is the fundamental management
problem.
Answer:The fundamental problem in management is that
the world is uncertain, and people hate dealing with uncertainty.The
fundamental problem is that programming languages package management is
decentralized.
This decentralization starts with the central
premise of a package manager: that is, to install software and libraries that
would otherwise not be locally available. Even with an idealized, centralized
distribution curating the packages,
Q. 2. List out alternative courses of action
Answer:Given the possible courses of action, we now
need to decide which will be carried forward for action. Creativity is often
thought of as the divergent activity of coming up with good ideas, but equally
important is converging back in as we select the ideas that will be used.
Criteria: Selection is done through the application of
some form of criteria, which may be consciously or subconsciously selected.
These are reasons for or against taking the action, which will allow us to
weigh up the pros and cons or
Q. 3. Identify the position of both Mr. Vasant
and Union Leader
Answer: KanikshaIspat is an established medium size
company manufacturing steel strips. The company has employed over 800 workers.
The products of the company have established a good reputation and company was
doing very well for last 15 years.
The market is slowly changing its nature. The
competition is growing and therecessionary trends are now clearly visible. The
company is not visualizing abright, growing market and most of the products, as
per present marketingconditions are overpriced.
Case study -2 (25 marks)
Q. 1. Analyze the case
Answer: A Food specialty is presently headed by Nandan Vinayak.
The company is doing business very well and its profits are on continuous rise.
The company has maintained a steady profitability, sales and performance track
record. The employees are mostly less paid and less educated. Most of them are
semiskilled and coming from nearby rural areas.
Q. 2. Was the incentive scheme wrong in any
way?
Answer: We welcome Doshi’s well-balanced analysis of
the priority review voucher (PRV), prompted by the licensure of miltefosine in
the USA. It raises interesting general issues about incentivising innovation
for products to address diseases that would otherwise be neglected due to
market failure. This includes diseases which are rare in high-income countries,
yet highly prevalent in low- and middle-income countries, and those that affect
fractions of societies who cannot afford to pay the prices that would make
these drugs attractive for industry.
The problem is hugely complex and there is no
obvio
Case study -3 (25 marks)
Q. 1. Analyze the incidence
Answer: Amit, a Chief Manager of Spark- leading
departmental stores at Nagpur, has attended a seminar on Japanese Management
System. He was highly impressed by the innovative and democratic approach of
the system. He decided to go for Japanese System by introducing initially a few
measures in the stores.
Mr. Rajesh is his close rival, who feels that
he has the right
Q. 2. Identify the issues, problems involved in
this scheme
Answer: The culture of Japanese management that is
often portrayed in Western media is generally limited to Japan's large
corporations. These flagships of the Japanese economy provide their workers
with excellent salaries, secure employment, and working conditions. These
companies and their employees are the business elite of Japan. Though not as
much for the new generation, a career with such a company is the dream of many
young people in Japan, but only a select few attain these jobs. Qualification
for corporate employment is limited to the few who graduate from the top thirty
colleges and universities in Japan.
Q. 3. List out the facts
Answer: Japanese management emphasises the need for
information flow from the bottom of the company to the top. This results in
senior management having a largely supervisory rather than 'hands-on' approach.
As a result, it has been noted that policy is often originated at the
middle-levels of a company before being passed upwards for ratification. The
strength of this approach is obviously that those tasked with the
implementation of decisions have been actively involved in the shaping of
policy. The higher a Japanese manager
rises within an organisation, the more important it is that he appears
unassuming and
Q. 4. List the critical problems demanding
immediate attention
Answer: Japan began focusing on serious quality
efforts. Japanese teams went abroad to visit foreign countries to learn how
other countries managed quality, and they invited foreign experts to lecture in
Japan on quality management. Two of these foreign experts were Americans W.
Edward Deming and Joseph Juran. They each had a profound influence on Japanese
quality processes, encouraging quality and design, built in, and zero defect
programs. It took twenty years of concerted effort to revamp Japan's industrial
system. The strategies used involved high-level managers as leaders, all levels
and functions were trained
Q. 5. Was Mr. Amit right in scrapping the
scheme?
Answer: Japanese management should know this better
because of their preserved institutional memory of the lessons learnt from the
evolution of POTS, PANS and SANs. Server, network, storage, telecommunications
and software expertise is preserved in the Japanese institutions. On the other hand, in the US, the dismantling
of large R&D labs such as the Bell Labs, reduced government R&D, the
demise of companies like US WEST and SUN, and the emphasis on startups to
create innovation (with the disadvantage of starting from
Dear
students get fully solved assignments
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