Human resource management specialization
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Transcript of Human resource management specialization
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
LESSON PLAN
ORGANIZATION DESIGN & DEVELOPMENT
Sub Code : 10MBAHR341 IA Marks : 50
No. of Lecture Hrs /week : 04 Exam Hours : 3 hours
Total no. of Lecture Hrs : 56 Exam Marks : 100
Course Coordinator : Dr. S.H. Kennedy
Mod
ule Topics Covered
Duration
(Hours)
%
Cover
age
Cumula
tive
%
1 Organization: Nature & Scope – Definitions – overview of
various components & structure, Evolution of Organization
theory, Organizational Theories – images of Organization.
Organizational Effectiveness – Definition – importance &
approaches to organizational Effectiveness – the goal attainment
approach – the system approach – the strategic approach
6 11% 11%
2 Organization Design: Approaches to organizational design -
Organizational designs for different excellences. - Competitive
excellence - Institutionalized excellence - Rejuvenatory
excellence - Missionary excellence - Versatile excellence -
Creative excellence - External nurturance of organizational
excellence : The role of super system in promoting excellence -
The role of domain influencing institutions in promoting
excellence- The role of the government in promoting
organizational excellence
7 12% 23%
3 Structural Dimensions of Organization design: Organization
Design - Components of Organization Design - Dynamic
Balance - Organization structure, dimension - division of labour,
standardization, horizontal Differentiation, Advantages &
disadvantages of Departmentalization; Vertical Differentiation,
Span of Control, Centralization, Formalization, Implication of
High Formalization, Flexibility.
5 9% 31%
4 Contextual Dimensions & Structural Options: Contextual
Factors, types of structure, Influence of: Environment, Strategy,
Size & Technology and Power & Politics on Structure, Flat
structure
10 18% 50%
5 Foundations of Organizational Development: Conceptual
frame work of OD, History of OD, First order and second order
Change, Values, assumptions and believes in OD, characteristics
of OD, Participation and Empowerment, Teams and teamwork,
Parallel learning structures, A normative-re-educative strategy of
changing, Applied Behavioural science, Action research.
10 18% 68%
6 Managing the OD Process: Components of OD Process,
Diagnosis, Action & Program Management; Diagnosis:
Diagnosing the System, its subunits and Processes, Diagnosis
using the Six-box Organizational Model, Third Wave
Consulting: The Action Component: nature of OD intervention,
analyzing discrepancies: The Program Management Component:
Phases of OD Programs, model for managing change, creating
parallel learning structures.
6 11% 79%
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
ORGANIZATION DESIGN
RECOMMENDED BOOKS:
1. Understanding Organizations, Madhukar Shukla, PHI , 2005
2. Organization theory-David Jaffee, McGraw-Hill International
REFERENCE BOOKS:
1. Organization Structure, Design and applications: Stephen Robbins – Pearson, PHI, 3/e
2. Organization Theory & Design, Richard L Daft, Cengage Learning, 8th Edition
3. Organizational theory, Design, and Change-Gareth R. Jones, 5th
Edition, Pearson
Education
4. Organization theory-Mary Jo Hatch, 2nd Edition, Oxford University Press.
ORGANIZATION DEVELOPMENT
RECOMMENDED BOOKS:
1. Organization Development, Behavioural science interventions for Organization
Improvement, Wendell L.French, Cecil H.Bell, Veena, Jr, Pearson, PHI.
2. Organizational Design and Development-Concepts and Applications-Dr. Bhupen
Srivastava, Biztantra
REFERENCE BOOKS:
1. Organizational designs for excellence, Pradip N. Khadwalla, TMH, 2005
2. Organization Theory & Design, Richard L Daft, Cengage Learning, 8th Edition.
3. Organization Development, & Transformation, Managing Effective Change, Wendell
L.French, Cecil H.Bell, Jr, TMH
4. Organizational, Design, and Change-Gareth R. Jones, 5th Edition,
Pearson Education
7 OD interventions: Definition, factors to be considered,
choosing and sequencing intervention activities, classification of
OD interventions, results of OD, typology of interventions based
on target groups.
Human process interventions (individual, group and inter-
group human relations): Individual based: coaching,
counseling, training, Behavioural modeling, delegating, leading,
morale boosting, mentoring, motivation, etc.,
Group based: conflict management, dialoging, group facilitation,
group learning, self-directed work teams, large scale
interventions, team building, and virtual teams.
Inter-group based: Organization mirroring, third party
peacemaking interventions, partnering
Techno structural (Structures, technologies, positions etc.,)
& Strategic interventions: Techno structural: Balanced
scorecard; business process reengineering; downsizing and
outsourcing;
6 11% 90%
8 The Future and OD: The changing environment, Fundamental
strengths of OD, Implications of OD for the client, ethical
standards in OD, OD‟s future, OD Consultant‟s role, issues in
consultant-client relationship, Power, Politics & OD, Research
on OD
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TOTAL
56
HOURS 100 100
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
Course Code: 10MBAHR342 No of Hrs / week: 4
Course: Legal Environment & Industrial Legislations
Course Coordinator: Prof. Nagaraj Shenoy
Topics %
Cumulat
ive %
MODULE 1 Introduction: Background of Industrial Relations - understanding or
appreciating Industrial legislations/employee relation, approaches to
Industrial relations, forms of industrial relations, theories of industrial
relations; Changing profiles of major shareholders of industrial relations
in India - Trade Unions, Employers Associations and role of state in IR.
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MODULE 2 Collective Bargaining in India: Definition, Essential conditions for the
success of collective bargaining, functions of collective bargaining
collective bargaining process, prerequisites for collective bargaining,
trends and conclusions, Techniques of negotiation, Workers Participation
in Management.
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MODULE 3 Trade Unions: Meaning, Historical perspective of trade union movement
in India, functions of trade unions, objectives of important trade unions,
union structure, problems of trade unions, measures to strengthen trade
union movement in India, Rights and responsibilities, paradigm shift in
Trade Union Environment in India.
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MODULE 4 Grievance procedure and Discipline management: Grievance, meaning
and forms, approaches to grievance machinery, Grievance procedures,
model grievance procedure. Discipline - Judicial approach to discipline,
Domestic enquiries, Disciplinary procedures, approaches to manage
discipline in Industry.
Industrial Conflicts: Nature of conflicts and its manifestations causes and
types of Industrial conflicts, prevention of Industrial conflicts and
settlement of Industrial conflicts.
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MODULE 5 An overview of the following labour enactments covering the definitions,
applicability, provisions, registers and returns; penalties.
Factories Act 1948,
Industrial Disputes Act, 1947,
Payment of Gratuity Act 1972,
Payment of Bonus Act, 1965.
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MODULE 6
Trade Union Act, 1926,
Payment of Wages Act, 1936,
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MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
Test 1: Module 1, 2
Test 2: Module 3, 4 & 5
Test 3: Module 6, 7 &8
For Part A ( Modules 1 to 4)
RECOMMENDED BOOKS
1. Industrial Relations – Emerging Paradigms – B D Singh, Excel Books
2. Arun Monappa - Industrial Relations, Tata McGraw Hill Publishing Company Ltd.
2002.
REFERENCE BOOKS
1. P R N Sinha et al Industrial Relations, Trade Unions & Labour Legislation, Pearson
Education
2. R S Davar - Personnel Management and Industrial Relations, Vikas Publishin House,
Mumbai, 1e, 2005
3. Myers, A Charles and Karnnappan S - Industrial Relations in India, Asia Publication
House, Mumbai
4. Industrial Relations-Venkata Ratnam, Oxford University Press
For Part B ( Modules 5 to 8)
RECOMMENDED BOOKS
1. Labor Laws for Managers, BD Singh, Excel Books
2. Industrial Relations and Labor laws, 5th
Edition, SC Srivatava, Vikas Publications
REFERENCE BOOKS
1. P R N Sinha et al Industrial Relations, Trade Unions & Labour Legislation,
Pearson Education
2. Bare acts
MODULE 7 Employees‟ State Insurance (ESI) Act, 1948,
Employees‟ Provident Fund and Miscellaneous Provisions Act 1952;
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MODULE 8
Payment of Gratuity Act 1972,
Payment of Bonus Act, 1965.
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MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
Course Code: 10MBAHR343 No. of Hours/Week: 4
Course Title: PERFORMANCE MANAGEMENT AND COMPETENCY MAPPING
IA Marks: 50 Exam Hours: 3 hours
Exam Marks: 100 Total no. of Lecture Hrs: 56
Course Coordinator: Priyanka Sharma
Topics ( Part –A) Duration
(Hours)
% Cumulative
% MODULE 1 Introduction: Definition of performance Management, the
performance management contribution, dangers of poorly
implemented PM systems, aims and role of PM Systems,
characteristics of an ideal PM systems, performance management
process, performance management and strategic planning.
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MODULE 2
Performance appraisal system implementation: Defining
performance, determinants of performance, performance
dimensions, approaches to measuring performance, diagnosing
the causes of poor performance, differentiating task from
contextual performance, choosing a performance measurement
approach. Measuring results and behaviors, gathering
performance information and implementing performance
management system. Conducting Staff Appraisals:
Introduction, need, skills required, the role of the appraiser, job
description & job specification, appraisal methods, raters errors,
data collection, conducting an appraisal interview, follow up &
validation, present thoughts & future directions.
10
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MODULE 3
Performance management & employee development:
Personal Development plans, 360 degree feed back as a
developmental tool, performance management & reward
systems: performance linked remuneration system, performance
linked career planning & promotion policy
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MODULE 4
Performance Consulting: Concept, the need for performance
consulting, role of the performance consulting, designing and
using performance relationship maps, contracting for
performance consulting services, organizing performance
improvement department.
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Part -B
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
RECOMMENDED BOOKS: Performance Management
1. Performance Management, Herman Aguinis, Pearson Education, 2007.
2. The Talent Management Hand Book, Lance A. Berger & Dorothy R. Berger, Tata Mc-
Graw Hill
COMPETENCY MAPPING
1. Competency Based HRM, Ganesh Shermon, TMH, 1st Edition, 2004
2. A handbook of Competency mapping – Seema Sangvi, Response Books, 2004
REFERENCE BOOKS: Performance Management
1. Appraising & Developing Managerial Performance-.T. V. Rao, Excel Books
2. 360 degree feedback & assessment & development Centres, Volume I, II and III, TV
Rao,Et all, Excel Books
3. Performance Management, Dixit Varsha, Ist edition, Vrinda Pubilcations Ltd.
COMPETENCY MAPPING
1. Competence at work (1993) by Lyle M. Spencer, Signe M. Spencer. John Wiley and Sons
Inc
2. 360 Degree feedback, Competency Mapping and assessment Centers, Radha R Sharma,
Tata Mc-Graw Hill
MODULE 5
Competency method in Human Resource Management-
Features of competency methods, historical development,
definitions, approaches to mapping and case studies in
competency mapping.
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MODULE 6
Competency mapping procedures and steps- business
strategies, performance criteria, criteria sampling, tools for data
collection, data analysis, validating the competency models,
short cut method, mapping future jobs and single incumbent
jobs, using competency profiles in HR decisions.
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MODULE 8
Developing competency models from raw data- data
recording, analysing the data, content analysis of verbal
expression, validating the competency models
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MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
Break-up for Internal Marks Test - 20 Marks
Attendance - 5 Marks
Guest Lecture - 5 Marks
Assignment - 2*3=6 Marks
Presentation - 6 Marks
Term Paper - 5 Marks
Book Review - 3 Marks
Question Bank
3 Marks Questions 1. Define performance management. 2. What is performance Appraisal? 3. What are the determinants of performance? 4. Define competency. 5. For which HR decision competency profiles are used? 6. What is data analysis? Differentiate between task and contextual
performance. 7. Explain the concept of personal development. 8. Who is performance consultant? What is the primary role in any
organization? 9. Compare and contrast competence and competency. 10. Mention the characteristics of corporate strategy. 11. List the rationale of using a reporter grid technique. 12. Define performance. 13. Name the key elements of performance Appraisal. 14. What is appraisal interview? 15. What is job analysis? 16. Define performance criterion. 17. What is competency model?
7 Marks Questions
1. List the contribution of performance management. 2. How do you diagnose cause of poor performance? 3. What are the characteristics of 360 degree performance appraisal? 4. What are the components of appraisal form? 5. What are the features of competency methods? 6. What are the reasons for resistance to develop competency model?
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
7. Briefly elaborate the contribution of performance management system to any organization.
8. What are the characteristic features of personal development plan 9. Illustrate the factor affecting job performance. 10. What are the features of competency method? Explain 11. How do you map future jobs? 12. Briefly explain critical incidence interview technique. 13. What are dangers of poorly implemented performance management
system? 14. What are the different approaches to measures performance? 15. What are the benefits of 360 degree feedback system? 16. What are the benefits of performance based reward system? 17. Differentiate between core and job specific competencies. 18. What s repertory grid? 19. What is behavioral event interview?
10 Marks questions
1. What are the characteristics of an ideal performance Management system?
2. What are the rater’s errors? Explain 3. What is the role of a performance consultant? 4. What are skills required by an appraiser? 5. What are the various data collection methods of map competency? 6. Explain the critical incidence technique. 7. Differentiate between task and contextual information. 8. Briefly explain the major contextual performance behaviors. 9. Explain the various types of performance dimensions. 10. Explain the tools used in competency identification and competency
assessment. 11. Elaborate the steps in conducting a behavioral event interview. 12. Explain the process of performance appraisal. 13. How performance information is gathered? 14. Explain different appraisal methods. 15. Explain competency development process. 16. Explain performance relationship maps. 17. How to develop competency model from raw data? 18. What are the various data collection models to map competency?
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
Subject: Personal Growth and Interpersonal Effectiveness
Faculty: Prof. Smitha Srinivasan
Mod Topic Learning Outcomes Activities Reading Dura
tion
(Hrs)
%
Cove
rage
Cumul
ative
%
1
Personal growth: Meaning
of personal growth, Self
awareness and self esteem,
Life roles, social and
organizational roles
Knowing the need for self
awareness
Understanding different
roles in life and the need
for role efficacy
- Discussion
- Who am I exercise
- An instrument for
knowing the level of
self awareness
Human relations in
organizations-Lussier (page
84-88)
Auxiliary learning material
Understanding OB-Udai
Pareek (page 345-359)
5 8.93 8.92
2
Feeling, thinking and
behaviours: Personality
theories-Carl Jung‟s theory,
MBTI
Trait theories- Guilford
Peogut, Emotional
intelligence
Understanding the
meaning of personality
and concept of personality
development
Describing the
contributions of Guilford
and Peogut
Realizing the importance
of EI
- Presentation
- Self analysis
through MBTI
Instrument
Auxillary Learning Material
Understanding OB-Udai
Pareek (page 290-293)
Emotional Intelligence by
Daniel Golman
OB –Fred Luthans (page
228-233)
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3
Pedagogy and Androgogy: Adult Learning Process,
Learning Theories,
Learning Styles,
Learning and personality
development
Knowing the difference
between androgogy and
pedagogy
Recognizing the different
theories on learning
&learning styles
Understanding how
learning is related to
personality development
- Presentation and
discussion
Auxiliary Learning Material
OB –Fred Luthans (page
375-383)
OB-Udai Pareek
(page 177-187)
Human Relations in
organizations Lussier (page
51-55)
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MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
Test 1
4
Attitudes, beliefs, Values
and their impact on
behaviour: Attitudes-
Formation, Functions ,
Changing Attitudes, Values
and its importance, Personal
Change, Social adjustment
and Habit formation
Understanding the meaning
and how attitudes influence
human behaviour.
Describe how attitudes affect
work and understand how
attitudes can be changed
Importance of values
Knowing how our habits are
formed and how we adjust to
surroundings
Improving personal
effectiveness through habits
- Discussion
- Case Study
- Presentation and
Discussion
OB McShane (page 100-
102)
OB –Fred Luthans
(page 135-141)
OB-Udai Pareek
(page 324-333)
Auxiliary Learning
Material
Seven Habits of Highly
Effective People
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5
Basic functions of
mind
Creativity and
Innovation
Blocks to creativity
Creativity Process
Convergent/Divergent
thinking
NLP
To understand importance of
Creativity
To recognise personal
conceptual blocks
To enhance one‟s creativity
-Presentation and
discussion
-Case: “Creativity @
Apple”
-Skill assessment:
“How creative You
are?”
-Experiential Learning
David Whetton, 3e, pp
(178-198)
------“----------
OB Mc Shane,3e,
pp(250)
------“---------
Lecture notes and class
ppts
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MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
6
Interpersonal
relations and
personal growth
Motivation and
Behaviour
Interpersonal needs
FIRO –B
JOHARI window
Defence Mechanisms in
Groups
To understand interpersonal
relations
To know one‟s personality
through FIRO instrument
To understand the need for
self disclosure
Understand how and why we
exhibit different behaviours in
groups
-Presentation and
discussion
- Self Assessment
through FIRO-B
- Self Assessment
Johari window
David Whetton, 3e, pp
(330-336)
Lecture notes and class
ppts
------“---------
6 10.7
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Test II
7
Transactional Analysis
Transactional Analysis
Ego states and life
positions
Scripts and games
Understand how and why
we exhibit different
behaviours in groups
Define various
transactions and explain
why TA is used
Describe various life
positions and ego states
with which we interact
Presentation--Use of
TA instrument for self
analysis
Role Play
Auxiliary Learning material 7 12.5 82.14
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Experience learning
methodologies T-Groups
sensitivity training
encounter groups
human process labs
T-group
sensitivity training
encounter groups
human process labs
Presentation Role Play
Auxiliary Learning material
1
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5 100
Test III
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
RECOMMENDED BOOKS:
1. Organizational Behaviour - Human Behavior at work – by John.W.Newstrom
and Keith Davis Tata McGraw Hill, l1/e, 2003
2. Human Relations in organizations. Robert N. Lussier, 6th edition, Mc-Graw
Hill Education
3. Development Management Skills, Whetten & Cameron, 7th Ed. Pearson,
PHI.
REFERENCE BOOKS:
1. Understanding OB – Udai Parek, Oxford University Press.
2. Theories of Personality – Calvin S Hall Et Al, Wiley Publication
3. Seven Habits of Highly Effective People, Stephen R Covey, Simon &
Schuster
4. Training in Interpersonal Skills – tips for managing People at work, Stephen
Robbins, Et al, Pearson, PHI.
Question Bank
Q.1. What is the meaning of personal growth and development? Explain the concept of
personal growth
Q.2. Explain the prerequisites of personal growth.
Q.3. What are the goals of a personal growth and effectiveness lab?
Q.4. What do you mean by personal change?
Q.5. Briefly explain different life style choices?
Q.6. What is interpersonal behaviour?
Q.7. What are values? How are they formed?
Q.8. Explain factors influencing an individual‟s value system.
Q.9. Explain the importance of personal values and value system of employees in
organizations.
Q.10. Attitudes serve four important functions for individuals. What are these functions?
Q.11. What are attitudes and explain the three types of attitudes relevant for
organizations?
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
Q.12. What is job satisfaction? Explain the factors influencing job satisfaction.
Q.13. Explain and differentiate between job satisfaction and job involvement.
Q.14. Write a note on organizational commitment?
Q.15. What is personality and explain the factors influencing it.
Q.16. How does the study of personality help in understanding OB?
Q.17. What behavioural predictions might you make if you knew that an employee had i)
a high mach score ii) a „Type A‟ personality
Q.18. Explain Locus of control in the context of personality attributes.
Q.19. What is MBTI? Explain the personality features that can be identified by MBTI.
Q.20. Explain applications of MBTI.
Q.21. Define learning.
Q.22. Explain and differentiate between Pedagogy and Andragogy.
Q.23. What is Learning Curve? Explain.
Q.24. Briefly explain Kolb‟s learning cycle.
Q.25. Explain the principles of learning.
Q.26. What is social learning?
Q.27. Explain different learning styles and the organizational suitability of each of them.
Q.28. Explain adult learning process in an organization.
Q.29. Define a group? What are the different mechanisms in groups?
Q.30. What is the meaning of interpersonal effectiveness?
Q.31. What is Johari window? Explain.
Q.32. Explain the lifestyle approach of managerial personality.
Q.33. What is motivation?
Q.34. What is personal change?
Q.35. Describe various defensive and confronting behaviours observed in an organization.
Q.36. What are the contributions of Jean Piaget to the field of cognitive development?
Explain his key ideas.
Q.37. Explain the Structure of Intellect (SI) theory as proposed by J. P. Guilford.
Q.38. What is FIRO – B? What are its three dimensions? What are different types of
behaviour types under FIRO-B? Explain.
Q.39. What do you mean by conflict? Explain conflict process.
Q.40. Explain different levels of conflicts.
MBA Department
LESSON PLAN – Human Resource Management
Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
Q.41. Explain the various sources of conflict?
Q.42. Define Assertiveness. Explain assertive behavior.
Q.43. Explain various techniques and methods for developing self-confidence and more
assertive behaviour.
Q.44. Explain different Ego States?
Q.45. Explain the different life positions?
Q.46. What is transactional analysis? Explain different types of transactions with
examples.
Q.47. Define Emotional Intelligence. Explain the dimensions of EI.
Q.48. Compare and contrast IQ with EQ.
Q.49. What do you mean by Emotionally Intelligent Organization? How can an
organization become so?
Q.50. Explain personality ethics and character ethics as mentioned in Seven Habits of
Highly Effective People.
Q.51. What is Paradigm? Explain paradigm shift.
Q.52. Explain each of the Seven Habits of Highly Effective People with appropriate
examples.