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IAF16-17_6. Differentiate between a group and a team and describe the conditions
which would, in your opinion, determine the effectiveness of a team.
Exam 2. Why does perception fail? Write down the main elements in the
perceptual process.
Exam 3. What are the similarities and difference between Maslow’s Theory of
Needs Hierarchy and Alderfer’s ERG theory?
Exam 6. Give examples when you would suggest using team or group incentive
programs rather than individual incentive programs.
IAF17-18_ 1. Define the concept of Human Resource Development. What are the
primary and secondary goals of Human Resource Development?
IAF16-17_3. What do you understand by training? Explain the need for training in
modern industry.
IAF16-17_6. Explain the linkages between HRD and OD with suitable examples.
Exam 2. Describe the evolution of HRD with the help of an integrated model.
Exam 3. Identify training needs for a group of new sales people in a high end
jewellery store.
Exam 5. What are the emerging trends of HRD? Discuss with suitable
examples.
Exam 7. Explain the evaluation process for training. Discuss the tools for
continuous monitoring.
IAF17-18_ 2. What is hiring? What are the methods and techniques of hiring? Give
several advantages of hiring from internal sources and external sources.
IAF17-18_ 4. What is strategic retention planning? What are the various schools of
thought in strategic retention planning?
IAF16-17_5. Discuss the concept of talent transition along with its various strategies.
Exam 1. Define the concept of Talent Management and its process for planning.
Exam 2. What are the ways of identifying and retaining best talent in the
industry?
Exam 3. What do you understand by the term Talent Acquisition? What are the
various sources of hiring employees?
Exam 4. What do you understand by the term on board talent? Briefly explain its
need, significance and characteristics.
Exam 7. What are the techniques for strategic retention planning? Discuss.
Exam 8. Short notes (any two)
a. Significance of talent management.
b. Employer branding
c. Succession planning
d. Relationship management
HRM 203: CHANGE MANAGEMENT AND ORGANISATIONAL DEVELOPMENT
IAF16-17_2. How does Lewin’s three-step model of change deal with resistance to
change?
Exam 1. Explain the forces for change and resistance to change. What are the
ways to sustain resistance to change in the organisation?
Exam 2. “Create and Sustain” culture is very important for organisation. Justify
your answer with examples.
a. OD intervention techniques
b. OD value
c. Organisational development for managing organisational
culture
d. Programe management
HRM 204: STRESS AND CONFLICT MANAGEMENT
IAF17-18_1. Define stress and its various sources. What life events can cause
stress? Explain.
IAF17-18_2. What are the various manifestations of stress? Discuss various extra
organizational factors which create stress in the organization.
IAF17-18_4. What is stress management? How one can prevent stress? Explain
strategies for coping stress.
IAF16-17_3. What are the dimensions of conflict and how does it manifest itself?
Exam 1. What are the various reasons behind stress and how can it be
managed? Also highlight the manifestations of stress.
Exam 3. Briefly explain the various manifestations of and highlight the views on
it.
Exam 4. Explain the process and types of conflict with suitable examples.
Exam 5. What are the effects of stress? Explain various mechanisms for coping
with stress.
Exam 7. What do you mean by conflict? Discuss the cources and dimensions of
conflict.
IAF17-18_1. Discuss the role of strategic managers? Evaluate the need and
benefits of strategic management.
IAF17-18_3. What do you understand by the term ‘human resource demand’ and
‘human resource supply’? Discuss the quantitative and qualitative techniques of
demand forecasting?
IAF17-18_5. Explain in detail the concept of HRIS and E-HR? What are the
advantages and disadvantages?
IAF16-17_1. Define strategic HRM and discuss its relation with Business Strategy.
Exam 2. With the help of an example, explain the process of Strategic HR with
investment perspective.