Human resource management specialization


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Human resource management specialization

  1. 1. MBA Department LESSON PLAN – Human Resource Management LESSON PLAN ORGANIZATION DESIGN & DEVELOPMENTSub Code : 10MBAHR341 IA Marks : 50No. of Lecture Hrs /week : 04 Exam Hours : 3 hoursTotal no. of Lecture Hrs : 56 Exam Marks : 100Course Coordinator : Dr. S.H. Kennedy % CumulaMod Duration Topics Covered Cover tiveule (Hours) age % 1 Organization: Nature & Scope – Definitions – overview of various components & structure, Evolution of Organization theory, Organizational Theories – images of Organization. 6 11% 11% Organizational Effectiveness – Definition – importance & approaches to organizational Effectiveness – the goal attainment approach – the system approach – the strategic approach 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 7 12% 23% 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 3 Structural Dimensions of Organization design: Organization Design - Components of Organization Design - Dynamic Balance - Organization structure, dimension - division of labour, standardization, horizontal Differentiation, Advantages & 5 9% 31% disadvantages of Departmentalization; Vertical Differentiation, Span of Control, Centralization, Formalization, Implication of High Formalization, Flexibility. 4 Contextual Dimensions & Structural Options: Contextual Factors, types of structure, Influence of: Environment, Strategy, 10 18% 50% Size & Technology and Power & Politics on Structure, Flat structure 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 10 18% 68% of OD, Participation and Empowerment, Teams and teamwork, Parallel learning structures, A normative-re-educative strategy of changing, Applied Behavioural science, Action research. 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 6 11% 79% 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. Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  2. 2. MBA Department LESSON PLAN – Human Resource Management7 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, 6 11% 90% 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;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 6 10% 100% consultant-client relationship, Power, Politics & OD, Research on OD 56 TOTAL 100 100 HOURS 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 Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  3. 3. MBA Department LESSON PLAN – Human Resource ManagementCourse Code: 10MBAHR342 No of Hrs / week: 4Course: Legal Environment & Industrial LegislationsCourse Coordinator: Prof. Nagaraj ShenoyTopics Cumulat % ive %MODULE 1Introduction: Background of Industrial Relations - understanding orappreciating Industrial legislations/employee relation, approaches toIndustrial relations, forms of industrial relations, theories of industrial 14.28 14.28relations; Changing profiles of major shareholders of industrial relationsin India - Trade Unions, Employers Associations and role of state in IR.MODULE 2Collective Bargaining in India: Definition, Essential conditions for thesuccess of collective bargaining, functions of collective bargaining 14.28 28.56collective bargaining process, prerequisites for collective bargaining,trends and conclusions, Techniques of negotiation, Workers Participationin Management.MODULE 3Trade Unions: Meaning, Historical perspective of trade union movementin India, functions of trade unions, objectives of important trade unions,union structure, problems of trade unions, measures to strengthen trade 14.28 42.84union movement in India, Rights and responsibilities, paradigm shift inTrade Union Environment in India.MODULE 4Grievance procedure and Discipline management: Grievance, meaningand forms, approaches to grievance machinery, Grievance procedures,model grievance procedure. Discipline - Judicial approach to discipline,Domestic enquiries, Disciplinary procedures, approaches to manage 14.28 57.12discipline in Industry.Industrial Conflicts: Nature of conflicts and its manifestations causes andtypes of Industrial conflicts, prevention of Industrial conflicts andsettlement of Industrial conflicts.MODULE 5An overview of the following labour enactments covering the definitions,applicability, provisions, registers and returns; penalties.  Factories Act 1948, 10.71 67.83  Industrial Disputes Act, 1947,  Payment of Gratuity Act 1972,  Payment of Bonus Act, 1965.MODULE 6  Trade Union Act, 1926,  Payment of Wages Act, 1936, 7.14 74.97Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  4. 4. MBA Department LESSON PLAN – Human Resource ManagementMODULE 7Employees‟ State Insurance (ESI) Act, 1948,Employees‟ Provident Fund and Miscellaneous Provisions Act 1952; 14.28 89.25MODULE 8  Payment of Gratuity Act 1972,  Payment of Bonus Act, 1965. 10.75 100Test 1: Module 1, 2Test 2: Module 3, 4 & 5Test 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 BOOKS1. P R N Sinha et al Industrial Relations, Trade Unions & Labour Legislation, PearsonEducation2. R S Davar - Personnel Management and Industrial Relations, Vikas Publishin House,Mumbai, 1e, 20053. Myers, A Charles and Karnnappan S - Industrial Relations in India, Asia PublicationHouse, Mumbai4. Industrial Relations-Venkata Ratnam, Oxford University PressFor 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 PublicationsREFERENCE BOOKS1. P R N Sinha et al Industrial Relations, Trade Unions & Labour Legislation, Pearson Education2. Bare actsSession: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  5. 5. MBA Department LESSON PLAN – Human Resource Management 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 SharmaTopics ( Part –A) Duration % Cumulative (Hours) %MODULE 1Introduction: Definition of performance Management, theperformance management contribution, dangers of poorlyimplemented PM systems, aims and role of PM Systems,characteristics of an ideal PM systems, performance management 8 14.28 14.28process, performance management and strategic planning.MODULE 2Performance appraisal system implementation: Definingperformance, determinants of performance, performancedimensions, approaches to measuring performance, diagnosingthe causes of poor performance, differentiating task from 17.85contextual performance, choosing a performance measurement 32.13approach. Measuring results and behaviors, gathering 10performance information and implementing performancemanagement system. Conducting Staff Appraisals:Introduction, need, skills required, the role of the appraiser, jobdescription & job specification, appraisal methods, raters errors,data collection, conducting an appraisal interview, follow up &validation, present thoughts & future directions.MODULE 3Performance management & employee development:Personal Development plans, 360 degree feed back as a 8.92developmental tool, performance management & reward 5 41.05systems: performance linked remuneration system, performancelinked career planning & promotion policyMODULE 4Performance Consulting: Concept, the need for performanceconsulting, role of the performance consulting, designing andusing performance relationship maps, contracting forperformance consulting services, organizing performance 49.97 5 8.92improvement department. Part -B Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  6. 6. MBA Department LESSON PLAN – Human Resource ManagementMODULE 5 Competency method in Human Resource Management-Features of competency methods, historical development, 6 10.71 60.68definitions, approaches to mapping and case studies incompetency mapping.MODULE 6Competency mapping procedures and steps- businessstrategies, performance criteria, criteria sampling, tools for datacollection, data analysis, validating the competency models, 8 14.28 74.96short cut method, mapping future jobs and single incumbentjobs, using competency profiles in HR decisions.MODULE 8Developing competency models from raw data- datarecording, analysing the data, content analysis of verbal 6 10.74 100expression, validating the competency models 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 Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  7. 7. MBA Department LESSON PLAN – Human Resource ManagementBreak-up for Internal MarksTest - 20 MarksAttendance - 5 MarksGuest Lecture - 5 MarksAssignment - 2*3=6 MarksPresentation - 6 MarksTerm Paper - 5 MarksBook Review - 3 MarksQuestion Bank3 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?Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  8. 8. MBA Department LESSON PLAN – Human Resource Management 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?Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  9. 9. MBA Department LESSON PLAN – Human Resource Management Subject: Personal Growth and Interpersonal Effectiveness Faculty: Prof. Smitha Srinivasan Dura % CumulMod Topic Learning Outcomes Activities Reading tion Cove ative (Hrs) rage %  Human relations in Personal growth: Meaning  Knowing the need for self - Discussion organizations-Lussier (page of personal growth, Self awareness - Who am I exercise 84-88) 1 awareness and self esteem,  Understanding different - An instrument for 5 8.93 8.92  Auxiliary learning material Life roles, social and roles in life and the need knowing the level of organizational roles self awareness  Understanding OB-Udai for role efficacy Pareek (page 345-359)  Understanding the Feeling, thinking and meaning of personality  Auxillary Learning Material behaviours: Personality and concept of personality  Understanding OB-Udai - Presentation theories-Carl Jung‟s theory, development Pareek (page 290-293) - Self analysis 2 MBTI  Describing the  Emotional Intelligence by 6 10.74 19.6 through MBTI Trait theories- Guilford contributions of Guilford Daniel Golman Instrument Peogut, Emotional and Peogut  OB –Fred Luthans (page intelligence  Realizing the importance 228-233) of EI  Knowing the difference  Auxiliary Learning Material between androgogy and  OB –Fred Luthans (page Pedagogy and Androgogy: pedagogy 375-383) Adult Learning Process,  Recognizing the different  OB-Udai Pareek Learning Theories, - Presentation and 3 theories on learning (page 177-187) 8 14.28 33.9 Learning Styles, discussion Learning and personality &learning styles  Human Relations in development  Understanding how organizations Lussier (page learning is related to 51-55) personality development Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  10. 10. MBA Department LESSON PLAN – Human Resource Management Test 1  Understanding the meaning and how attitudes influence  OB McShane (page 100- Attitudes, beliefs, Values human behaviour. 102) and their impact on  Describe how attitudes affect  OB –Fred Luthans behaviour: Attitudes- work and understand how - Discussion (page 135-141) Formation, Functions , attitudes can be changed - Case Study  OB-Udai Pareek 10.74 6 44.64 Changing Attitudes, Values  Importance of values - Presentation and (page 324-333) 1 and its importance, Personal  Knowing how our habits are Discussion  Auxiliary Learning Change, Social adjustment formed and how we adjust to Material and Habit formation surroundings  Seven Habits of Highly  Improving personal Effective People effectiveness through habits Basic functions of  To understand importance of -Presentation and Creativity discussion  David Whetton, 3e, pp mind (178-198)  Creativity and  To recognise personal -Case: “Creativity @ conceptual blocks Apple”  ------“---------- Innovation  To enhance one‟s creativity -Skill assessment:  OB Mc Shane,3e, 14.25  Blocks to creativity 8 58.93 “How creative You pp(250) 8  Creativity Process  are?” ------“---------  Convergent/Divergent -Experiential Learning  Lecture notes and class thinking ppts  NLP Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  11. 11. MBA Department LESSON PLAN – Human Resource Management Interpersonal  To understand interpersonal relations and relations personal growth  To know one‟s personality -Presentation and  David Whetton, 3e, pp through FIRO instrument discussion  Motivation and (330-336) Behaviour  To understand the need for - Self Assessment  Lecture notes and class 10.76 self disclosure through FIRO-B 6 69.64  Interpersonal needs - Self Assessment ppts 1  Understand how and why we  ------“---------  FIRO –B Johari window exhibit different behaviours in  JOHARI window groups  Defence Mechanisms in Groups Test II Transactional Analysis  Understand how and why  Transactional Analysis we exhibit different behaviours in groups  Ego states and life Presentation--Use of positions  Define various TA instrument for self7 transactions and explain analysis Auxiliary Learning material 7 12.5 82.14  Scripts and games why TA is used Role Play  Describe various life positions and ego states with which we interact Experience learning  T-group methodologies  sensitivity training8  T-Groups  encounter groups Presentation Role Play Auxiliary Learning material 1 17.8 100  sensitivity training  human process labs 0 5  encounter groups  human process labs Test III Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  12. 12. MBA Department LESSON PLAN – Human Resource ManagementRECOMMENDED BOOKS:1. Organizational Behaviour - Human Behavior at work – by John.W.Newstromand Keith Davis Tata McGraw Hill, l1/e, 20032. Human Relations in organizations. Robert N. Lussier, 6th edition, Mc-GrawHill Education3. 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 Publication3. Seven Habits of Highly Effective People, Stephen R Covey, Simon &Schuster4. Training in Interpersonal Skills – tips for managing People at work, StephenRobbins, 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?Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  13. 13. MBA Department LESSON PLAN – Human Resource Management 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.Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)
  14. 14. MBA Department LESSON PLAN – Human Resource Management 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.Session: July 2011 to Dec 2011 III Semester (2010 to 2012 Batch)