NMIMS Semester 3 April 2025 HRM Assignments
Organisation Culture
1. Understanding Schein’s Model of Organisational Culture
Critically evaluate Edgar Schein’s three levels of organisational culture (artifacts, espoused values, and basic underlying assumptions). How do these levels interact to shape an organisation’s culture? Use examples from organisations to illustrate your answer.
2. Application of Hofstede’s Cultural Dimensions in Global Organisations
Examine how Hofstede’s cultural dimensions (such as power distance, individualism vs collectivism, and uncertainty avoidance) influence workplace behaviours and management practices in multinational organisations. Provide examples to highlight the implications of these dimensions on cross-cultural management.
3. Global Connect: Cultural Transformation in the Telecom Sector
GlobalConnect, a leading telecom provider in South Asia, has built its reputation on offering reliable network services and innovative customer solutions. However, in recent years, the company has faced significant challenges, including high employee turnover, stagnant market innovation, and declining employee engagement. These issues have been further compounded by the hyper-competitive telecom market, characterised by aggressive pricing strategies, rapid technological advancements, and shifting consumer expectations. Adding to the complexity, the organisation recently experienced a leadership transition, with key talent moving to competitors. Simultaneously, regulatory challenges, including massive default fines, have further strained the company’s resources and strategic focus.
In response to these multifaceted challenges, GlobalConnect’s leadership embarked on a cultural transformation journey aimed at revitalising its organisational culture and ensuring long-term growth. The transformation focused on fostering innovation, enhancing employee engagement, and embracing sustainability. Among the initiatives implemented, flexible work policies were introduced to improve employee well-being. By adopting hybrid work models and flexible scheduling, the company aimed to reduce burnout and enhance work-life balance, creating a more satisfied and motivated workforce.
To reignite creativity and stay ahead of market trends, GlobalConnect established innovation hubs within its major business units. These hubs provided employees with the resources and mentorship needed to propose and develop new telecom solutions, promoting a culture of experimentation and continuous learning. Simultaneously, the company undertook a core value redefinition to align with current workforce expectations and industry needs. The revised values emphasised collaboration, customer-centric innovation, and a commitment to environmental sustainability, forming the foundation for the company’s strategic and operational decisions.
Recognising the pivotal role of leadership, GlobalConnect launched a leadership development programme focused on building emotional intelligence and empathetic management skills. This initiative aimed to equip managers to foster trust, open communication, and team cohesion in an increasingly dynamic and demanding environment. Additionally, the company introduced transparent feedback mechanisms, including regular feedback sessions and a platform for employees to voice their ideas and concerns. This was designed to create a culture of openness and inclusivity, enabling continuous improvement and greater employee alignment with organisational goals. To boost morale and enhance engagement, GlobalConnect implemented a comprehensive recognition and rewards programme. This initiative celebrated individual and team achievements in areas such as innovation, customer satisfaction, and sustainability, reinforcing the value of each employee’s contributions. These efforts were critical in addressing the immediate challenges faced by the organisation while laying the groundwork for a resilient and adaptable organisational culture capable of thriving in South Asia’s dynamic telecom market. Through these strategic initiatives, GlobalConnect sought to mitigate the impact of external pressures and internal disruptions, turning its cultural transformation into a cornerstone for sustainable success. The leadership’s ability to navigate these challenges while maintaining focus on innovation, engagement, and compliance will determine the company’s ability to reclaim its competitive edge and drive future growth in the telecom industry.
3.a. Considering GlobalConnect’s comprehensive initiatives to revitalise its organisational culture amidst challenges such as high employee turnover, reduced innovation, declining engagement, leadership transitions, and regulatory pressures, propose a set of Key Performance Indicators (KPIs) that can effectively measure the success of these cultural interventions. How would these KPIs reflect improvements in employee well-being, innovation, and organisational adaptability?
3.b. How should the proposed KPIs for GlobalConnect’s cultural transformation be aligned with its long-term strategic objectives to address critical issues such as sustaining organisational growth, nurturing employee engagement, improving innovation, and ensuring compliance in a highly regulated and competitive telecom market? Illustrate how these KPIs can balance immediate operational needs with enduring organisational priorities.
Organisational Theory, Structure and Design
1. For a developing economy like India, encouraging the start-up culture is essential. In this scenario, evaluate the different necessary features of organisation – a large scale company vs a start-up. Add suitable examples.
2. Kinetics mobile is losing market share to its competitors India. Analyse using the 7-S Framework of McKinsey to identify potential changes in the strategy of the firm to secure its market position. Evaluate various internally focussed organisational aspects that needs attention. Give suitable examples.
3. Ananya, the Managing Director of Summer Vibes clothing company wants to introduce a new work culture for enhancing Organisational Effectiveness. In this context, answer the following with examples:
a) Evaluate various organisational parameters for enhancing a clothing company’s effectiveness.
b) Analyze the theory on the Goal Approach along with its pros and cons.
Compensation & Benefits
1. You are an HR Manager of newly established organization i.e. ABC Pvt. Ltd. It is a manufacturing organization of readymade garments. The worth of the job decides the salary structure which will be given to employees recruited for a particular job role. Being the HR Manager, you need to explain various methods which you can use for job evaluation by giving suitable examples.
2. Ram and Rahul are two individuals working in two different organizations. Ram is paid based on number of units manufactured in a period whereas Rahul receives hike in the current year based on performance in the previous year. Identify the pay systems used by both organizations and explain other pay systems in detail. What is the utility of both pay systems as employed in both the organizations.
3. Mr. Vardhan wants to design a competitive compensation policy for its sales team.
The sales team since is responsible for the productivity and growth of organization, therefore Mr. Vardhan wants to employ a scientific and rational method to compensate the sales team. Considering above scenario, Answer the following questions.
A) Explain the rationale of designing a sales compensation plan.
B) What factors are kept in mind by HR Practitioner while designing a Sales compensation plan for Mr. Vardhan.
Performance Management System
1. “Studio” is a premium brand dealing with men and women’s apparel, shoes, bags and other accessories. The brand was launched in India one year ago and will now enter the Middle East countries. The brand is available at exclusive Studio Stores and also malls and also online shopping. Prepare a Balanced Scorecard for the Department Head at “Studio” covering one goal each in Financial, Customer, Business Process and Learning & Growth quadrant.
2. “Talent Star” is a recruitment agency and provides candidates to companies across different industries in India. The company is 5 years old and has 100 recruitment executives who source candidates and help meet the hiring and talent acquisition requirements of industries across India. Prepare an appraisal form using the graphic rating scale for the position of “Recruitment Executive” in “Talent Star”.
3. “Health India” is a 2-year-old company based at Mumbai which focuses on organic foods and wellness products. The company has 250 employees and is looking to grow with entry to USA and Canada markets. They have recently introduced Performance Appraisal process in the company. You are the HR Manager and need to set goals for your team.
Using the concept of SMART Goals, you need to prepare 2 goals each for the following:
Training Manager.
Hiring Manager.
Manpower Planning, Recruitment & Selection
1. Establishing a solid manpower planning process ensures steady supply of talented professionals for essential profiles. As a Manpower Planning Strategist, analyse the various steps involved in this process which would help an IT firm hire and place the best talents from the industry. Add relevant examples.
2. Labour stocktaking helps HR managers work proactively during the hiring season to lineup relevant employees as per the organisational requirements. In this context, evaluate the different benefits of labour stocktaking in a manufacturing firm. Add suitable examples.
3. The CEO of Sky High Aviation is worried about employee attrition. You have been hired as the HR Consultant for the firm. In this context, answer the following:
a) Evaluate various qualitative methods for demand forecasting and justify which one do you think is the best. Add examples
b) Analyze the different statistical methods under quantitative techniques for manpower forecasting. Justify the best method according to you. Add examples
Industrial Relations & Labour Laws
1. ABC Textiles, a mid-sized manufacturing company, has been facing disputes between its management and workers over issues like wages, working conditions, and overtime policies. The workers’ union has requested a meeting to discuss and resolve these disputes through collective bargaining. The management, however, is hesitant, citing concerns over transparency and control.
As the newly appointed HR Consultant at ABC Textiles, propose a structured framework for resolving disputes between management and workers over wages, working conditions, and overtime policies through collective bargaining. Your response should include: a detailed approach to collective bargaining, key differences between collective bargaining and cooperation, conditions for successful negotiations in the Indian context, and an outline of roles and responsibilities for negotiation teams.
2. Priya, a manager at a manufacturing company, informs her employer about her pregnancy and requests maternity leave benefits under the Maternity Benefit Act. However, the employer refuses, citing a lack of clarity on the conditions of payment and claiming that her recent absenteeism disqualifies her. Priya argues that she meets all the conditions stipulated by the Act.
Analyze the provisions of the Maternity Benefit Act concerning conditions of payment, prohibition of employment, and maternity benefits, discuss how the objects of the Act and key definitions apply to Priya’s case, and recommend a course of action for her to assert her rights and ensure compliance by her employer.
3a. XYZ Manufacturing employs a significant number of daily-wage workers. Recently, during a compliance audit, it was discovered that certain workers were being paid less than the minimum wage prescribed by the state government. The management claims this was due to a lack of clarity on minimum wage laws.
3b. A worker at ABC Construction suffered a severe injury while operating machinery on-site. The management argues that they are not liable to provide compensation as the worker did not follow safety instructions. However, the worker claims the injury occurred due to faulty equipment provided by the employer. As a legal advisor, evaluate whether the employer is liable under the Workmen’s Compensation Act, 1923, for a worker’s injury caused by machinery on-site, considering the worker’s claim of faulty equipment and the employer’s defense of non-compliance with safety instructions. Additionally, discuss the relevance of the 2009 amendments to the Act in this context.
