SOLVED 2018 JUNE NMIMS ASSIGNMENTS NMIMS JUNE READY ASSIGNMENTS NMIMS JUNE 2018 CUSTOMIZED ASSIGNMENTS NMIMS 2018 ASSIGNMENTS NMIMS JUNE ANSWER SHEETS NMIMS JUNE ASSIGNMENTS 2018 June NMIMS PGDBM ASSIGNMENTS NMIMS UNIQUE ASSIGNMENTS NMIMS 2018 MBA ASSIGNMENTS NMIMS PLAGIARISED ASSIGNMENTS www.answersheets.in

1. SOLVED 2018 JUNE NMIMS ASSIGNMENTS
NMIMS JUNE READY ASSIGNMENTS
NMIMS JUNE 2018 CUSTOMIZED ASSIGNMENTS
NMIMS 2018 ASSIGNMENTS
NMIMS JUNE ANSWER SHEETS
NMIMS JUNE ASSIGNMENTS
NMIMS PGDBM ASSIGNMENTS
NMIMS UNIQUE ASSIGNMENTS
NMIMS 2018 MBA ASSIGNMENTS
NMIMS PLAGIARISED ASSIGNMENTS
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Solved NMIMS Business Communication & Etiquette Assignment
Solved NMIMS Business Economics Assignment
Solved NMIMS Corporate Social Responsibility Assignment
Solved NMIMS Information Systems for Managers Assignment
Solved NMIMS Management Theory and Practice Assignment
Solved NMIMS Organizational Behavior Assignment
Solved NMIMS Business Law Assignment

2. Solved NMIMS Business Statistics Assignment
Solved NMIMS Essentials of HRM Assignment
Solved NMIMS Financial Accounting & Analysis Assignment
Solved NMIMS Marketing Management Assignment
Solved NMIMS Strategic Management Assignment
Solved NMIMS Business Ethics Governance and Risk Assignment
Solved NMIMS Business Statistics Assignment
Solved NMIMS Customer Relationship Management Assignment
Solved NMIMS Enterprise Resource Planning Assignment
Solved NMIMS Essentials of HRM Assignment
Solved NMIMS Financial Accounting and Analysis Assignment
Solved NMIMS Financial Institutions and Markets Assignment
Solved NMIMS HR Audit Assignment
Solved NMIMS Information System for Managers Assignment
Solved NMIMS International HR Practices Assignment
Solved NMIMS Logistics Management Assignment
Solved NMIMS Marketing Management Assignment
Solved NMIMS Marketing Research Assignment
Solved NMIMS Operations Management Assignment
Solved NMIMS Project Management Assignment
Solved NMIMS Services Marketing Assignment
Solved NMIMS Strategic HRM Assignment
Solved NMIMS Strategic Management Assignment
Solved NMIMS Supply Chain Management Assignment
Solved NMIMS Taxation Direct and Indirect Assignment

3. Solved NMIMS Brand Management Assignment
Solved NMIMS Corporate Finance Assignment
Solved NMIMS Corporate Social Responsibility Assignment
Solved NMIMS Cost and Management Accounting Assignment
Solved NMIMS Customer Relationship Management Assignment
Solved NMIMS E-Commerce and Cyber Law Assignment
Solved NMIMS Marketing of Financial Services Assignment
Solved NMIMS Marketing Strategy Assignment
Solved NMIMS Retail Banking Assignment
Solved NMIMS Sales Management Assignment
Social Media Marketing and Web Analytic Assignment
Solved NMIMS Strategic Cost Management Assignment
Solved NMIMS Strategic Financial Management Assignment
Solved NMIMS Supply Chain Management Assignment
Solved NMIMS Total Quality Management Assignment
Solved NMIMS Advanced Supply Chain Management Assignment
Solved NMIMS Decision Analysis and Modeling Assignment
Solved NMIMS Insurance and Risk Management Assignment
Solved NMIMS International Banking and Foreign Exchange Management
Assignment
Solved NMIMS International Logistics and Supply Chain Management Assignment
Solved NMIMS Management Theory and Practice Assignment
Solved NMIMS Marketing of Financial Services Assignment
Solved NMIMS Treasury Management in Banking Assignment
Solved NMIMS World Class Operations Assignment

4. Strategic HRM
1. ‘Strategic human resource management is largely about integration or strategic fit
between HR strategy and business strategy’. Do you agree? Differentiate between
external fit and internal fit. Give example of any one organization you know of, that have
achieved a fit between business strategy and HR strategy. (10 Marks)
2. XYZ limited is exploring ways of compensating and rewarding employees as a
strategy to improve retention. As an advice state and explain various reward
management strategies available to XYZ ltd. Highlight the strategies available to the
management in dealing with poor performance in the workplace. (10 Marks)
3. Siemens is a 150-year old Company, but it’s not the company it was even a few years
ago. Until recently, Siemens focused on producing electrical products. Today the firm
has diversified into software, engineering, and services, and is also global, with over
400,000 employees working in 190 countries. In other words, Siemens became a world
leader by pursuing a corporate strategy that emphasized diversifying into high-tech
products and services, and doing so on a global basis.With a corporate strategy like that,
human resource management plays a big role at Siemens. Sophisticated engineering
services require more focus on employee selection, training and compensation than in
the average firm, and globalization requires delivering these sevices globally. Siemens
sums up the basic themes of its HR strategy in several points. These include:
i. A living Company is a learning Company. The high-tech nature of Siemen’s business
means that employees must be able to learn on a continuing basis. Siemens uses its
system of combined classroom and hands-on apprenticeship training around the world

5. to help facilitate this. It also offers employees extensive continuing education and
management development.
ii. Global teamwork is the key to developing and using all the potential of the firm’s
human resources. Because it is so important for employees throughout Siemens to feel
free to work together and interact, employees feel they are part of a strong unifying
corporate identity. For example, HR uses cross-border, cross-cultural experienced as
prerequisites for career advances.
iii. A climate of mutual respect is the bais of all relationships – within the Company and
with society. Siemens contends that the wealth of nationalities, cultures, languages, and
outlooks represented by its employees is one of its most valuable assets. It therefore
engages in numerous HR activities aimed at building openness, transparency, and
fairness, and supporting diversity.
3. A) Describe your opinion on how Siemens rates people as a vital tool in creating
organizational competitive advantage (5 Marks)
3. B) Advice Siemens on how it should go in drafting a Training and Development
Strategy and show how it should be linked to other HR functional strategies
(5 Marks)
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