Académique Documents
Professionnel Documents
Culture Documents
2017
Course Code MS - 22
Course Title Human Resource Development
Assignment Code MS-22/TMA/SEM - I/2017
Assignment Coverage All Blocks
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------------------- to Do It
1. Use --------------------- for job candidates. Behavioral information can be obtained from resumes, reference checks,
background checks, and -----------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------, organizational citizenship behavior, social dominance, and
bullying. Job candidates also -----------------------------------------------------------------------------------------------------------------
---------------------------------------------------------------------the behavioral information or attitudinal surveys.
2. During orientation, expose new employees to the organization's Code of Ethics, Code of Conduct, and ethical
decision making process. An organization's codes serve ----------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------------the ethics of any work situation
that arises.
Here the alignment of the personal ambition with the shared organizational ambition is central for the purpose of stimulating
the enjoyment, active participation, and ------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------about balancing these two scorecard elements. This
process of balancing deals with obtaining a high level of ----------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------------on something they do not believe in or
agree with. Clarity -------------------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------with the organization is the most important motive for employees to dedicate
themselves actively to the organizational objectives ---------------------------------------------------------------------------------------
-----------------------------------------------------------------------------------------------a permanent nature. The questions that are
central here are: Does your --------------------------------------------------? As summary (Exhibit 1).
Miller, Catt, and -------------------------------------------------------------- your manager asked you to do something unethical);
Example 1-
1. Satisfy the spirit of the law and not -------------------------------------------------- should go beyond the law.
2. Be --------------------------------------------------------------------------------------------------- in doubt, disclose.
3. Make a clear ------------------------------------------------------------------------- corporate resources.
4. Communicate ----------------------------------------------------------------------------- company internally.
Example 2-
Ethics and shared ambitions in Tata Power:-
-----------------------
Understanding
---------------------
Unity
------------------------
2. What is a profession? Briefly explain the characteristics of a profession, and differentiate profession
with occupation? Explain with suitable examples.
A professional is a member of a profession. Professionals are governed by codes of ethics, and profess commitment to
competence, integrity and morality, altruism, and the promotion of the public good within their expert domain. Professionals
are accountable to those served and to society.
8. Preparation for---------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------- on a college or university campus.
7. A professional is ----------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------has to follow the commands of his supervisors.
Conclusion
Diversity
We often hear the term diversity bandied about in ------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------in a setting wherein there is no
discrimination based on these traits.
Power-
Power refers to the -----------------------------------------------------------------------------------------------------------------------------
---------------------------------------------------------1959, American sociologists John French and Bertram Raven published an
article, "The Bases of ----------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------, expert and reward power.
Example of Power-
For example, let's say you're a ----------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------to be worth millions of dollars. Your word processing program
crashes, and you think you may have lost the legal complaint. The court clerk's office closes in less than one hour, not nearly
enough time to redraft. You approach --------------------------------------------------------------------------------------------------------
------------------------------------------------------------------------------. For that brief moment, who had the power? Who follows
whose order?
Mentorship-
Successful companies large and small use mentoring to -------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------. In fact, corporate mentoring is on the
rise with 71 percent of Fortune 500 companies 8 offering professional mentoring programs to their employees. What ways
are these successful ------------------------------------------------------------------------------------------------------------------------------
--------------------------------------------------------, diversity mentoring, reverse mentoring, and knowledge transfer.
2. Leadership Development
High potentials are an ---------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------be able to appoint suitable leaders at the top when neededwhich is crucial
to the health and future of every organization.
3. Diversity Mentoring
A diverse workforce is --------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------------ideas, knowledge, and experiences on a level playing field.
Through diversity initiatives, -------------------------------------------culture and learn of their own importance to their company.
4. Reverse Mentoring
Popular among companies that ----------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------newcomer.
5. Knowledge Transfer
Helping employees acquire ---------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------. It supports short- and longer-term situational as well as topical
Example-
Morgan Stanley -
Morgan Stanley put a ---------------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------women to engage and grow within the company. Barbara Adolph, the
executive in charge of the program, began by seeking input from a range of different departments to get a clear picture of
what made for a good Morgan Stanley -------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------diversity. With 63% of women having never had a mentor,
a program like this one can be a major selling point for recruiters.
General Electric
General Electrics --------------------------------------------------------------------------------------------------------------------------------
------------------------------------------------------and like many mentorship programs is designed to train and encourage a new
generation of leaders. A rotational structure means that -----------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------------to take on leadership roles in their chosen
business sector.
Intel
The mentorship program at ---------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------specific goal of transferring skills between employees, regardless of
their job title or experience level. Instead of matching high-level executives with newer hired, people are matched based on
their strengths, to transfer knowledge efficiently. -------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------directly with someone who knows what they
need to know.
DHL Express
Shipping giant DHL Express -------------------------------------------------------------------------------------------------------------------
-------------------------------------------------------------------. The program carefully chose both mentors that were eager to
develop new talent and mentees that had a clear picture of --------------------------------------------------------------------------------
------------------------------------------------------------------------------------------------------are completely invested in the outcome.
4. Explain various facets of knowledge management and its approaches. How could professional
knowledge and expertise be leveraged in an organisational set up? Explain with suitable examples.
Briefly describe the organisation you are referring to.
KM ENHANCES ---------------------------------------------------:-
---------------------------------------- management-
Knowledge management is ---------------------------------------------------------------------------------------------------------------------
-----------------------------------------------------------------. There are three driving forces behind the surge of interest in
knowledge management. First, a large part of the momentum comes from the rapid advances in information technology that
make it possible to share explicit knowledge more -----------------------------------------------------------------------------------------
---------------------------------------------------------------------------------------------natural resources to intellectual capital, top
executives have found it imperative to appraise their organizations knowledge resources and how to leverage them. Finally,
the growing interest in knowledge ------------------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------knowledge and for capturing both explicit and tacit knowledge
and getting it to the right place at the right time.
2) Provide and transform the required knowledge- and ascertain that it is continually renewed; and
3) Ascertain that- all available ----------------------------------------------------------------------------- wherever appropriate.
Focus the ---------------------------------------- with Enterprise Direction: Practitioners of comprehensive KM identify ---------
-------------------------------------------------------------------------------------------------------------------------------------------------------------------
----------are well maintained.
Create Supportive Infrastructure Capabilities: --------------------------------- needed and effective supports for KM.
4) ---------------------- and Development: Knowledge is distributed to points of- Action (PoAs) through education, training
programs, automated knowledge based ----------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------is applied or otherwise leveraged. By using (applying) knowledge, it
becomes the basis for further learning and innovation as explained by other mechanisms.
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