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Subject Code â€â€œ MU0015
Subject Name â€â€œ Compensation Benefits
Assignment Set- 1 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

1. Discuss the element of compensation

Compensation Philosophy:

Identifies target market position for competitive pay levels and articulates the company s commitment to motivating, and rewarding employee contribution and performance through the various elements of the company s total pay system.

Base Pay:

Pays for standard job duties, skills and results. Should be designed to reflect competitive rates for comparable jobs within identified marketplace.



Performance Based Variable Pay:

Designed to reward achievement of specific company and/or individual performance objectives. Payouts vary based on company and/or individual achievement.
Types of variable pay plans include:Ââ€Â¢
*Skill pay
*Incentive pay/bonus plans
*Commission
*Gain sharing/results sharing

Long Term Incentive Compensation:

Designed to reward long term company performance. Individual job level/performance may impact eligibility to participate. Can be an effective retention tool.

Benefits

Broad range of practices including health insurance, vacation, leave policies, and retirement and savings plans. Designed to address health and welfare needs of employees. Can send strong messages about company culture and values.

Perks & Non-Cash Rewards

Used to recognize exceptional contribution, performance, commitment to culture and values. Variety of methods including additional time off, tickets to events, trips, dinners, public recognition, etc.

Intrinsic RewardsÂâ€Â¢

*Performance Feedback Management Ââ€Â¢
*Development Opportunities Ââ€Â¢
*Work Environment

Processes used to communicate and align employee behaviors with business priorities and company values to achieve desired results. Play a significant role in successfully engaging full scope of skills and abilities within the workforce.Critical in retaining key talent.

2. Explain the economic theories of wages

3. Write down the characteristics of job design

4. Explain the different job evaluation approaches

5. List and explain the components of CTC

6. Briefly explain the variable compensation



Subject Code â€â€œ MU0014
Subject Name â€â€œ Compensation Benefits
Assignment Set- 2 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

1. Write a note on objectives of motivation


Self preservation, whether this is pointed directly to survivial or towards our image of ourselves painted by our beliefs and ideals.
What I mean by this is that we have in our mind a view point of who we are and we trive to accomplish this in either advancement or a continuation of our currant state. This personal view point might look down upon theft, and so seeing a theft we might feel “motivated” to call police, in order to up keep our currant view of what kind of person we see ourselves as.

How would you react, if your seven year old daughter declared that she would like to be an airline pilot? Would you immediately order a registration form from the national airline? Move close to the airport so that the daughter could visit it frequently later on? â€â€œ Probably not. You would certainly be pleased that your daughter has this objective, but you would also explain that she will still have to go to school for a few more years.
And if ten years later your daughter decides upon a course in physics, or training as a gardner, would you be disappointed? â€â€œ No. Your daughter has developed in the meantime. Perhaps she has even developed thanks to her objective of being a pilot. She knew that «If I want to be a pilot I will have to be attentive at school». She had thus become engaged, and in her own interests â€â€œ without external pressure â€â€œ had learned from it.
The goal of being a pilot had helped her to develop, although in reality she hadnâ€Ëœt realized this goal. In everyday life this is frequently the case: Objectives serve as the motivating force for us to do something. A long-term goal is best divided into intermediate goals which can be achieved more quickly. The feeling of success when we achieve these intermediate goals can additionally act as a motivating force.

An objective can also serve as a signpost for us during particular stages in our lives, without actually having to achieve it. It is therefore necessary to look at our goals periodically to see if they are still valid for us or whether we wish to adapt them.

2. Explain the procedure to develop a pay structure

The quest to compensate employees fairly is an ongoing challenge. If your organization pays employees too little, you may risk alienating and losing valuable employees. If you pay too much, you may be unwisely spending company resources. If you earn a reputation as a poorly paying employer, you may fail to attract desirable candidates.
How much your organization can afford for employee salaries can determine the caliber of talent you attract to your organization. Salary discussion starts early in the recruiting process â€â€ sometimes as early as the initial phone screening. Why spend time on a candidate you cannot afford?
The purpose of a pay structure is to organize and demonstrate your organizationâ€â„¢s compensation philosophy and to reflect and support the advancement of your company culture. An effective pay structure also allows you to attract and retain the people who can help achieve your business goals.
Your organization’s pay structure is a visible demonstration of your compensation philosophy and strategy. Developed logically and communicated effectively, your organization’s pay structure is a tool that employees can view and understand. This is important because a recent study by WorldatWork (www.worldatwork.org) shows that understanding a company’s compensation strategy influences employees’ satisfaction with their compensation.
There are three challenges in developing a pay structure. You should determine:
1. The appropriate data for establishing the relative value of a particular job to your organization.
2. The appropriate pay range for a job with the stated value to your organization.
3. The value of each job position within the allotted pay range.

2. Explain the procedure to develop a pay structure

3. What are retirement benefits? Discuss their administration

4. What is examples non-financial incentives

5. Explain the executive compensation theories

6. What is flexible workforce – explain

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0016
Subject Name â€â€œ Performance Management and Appraisal
Assignment Set- 1 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

1. Discuss the aims of performance management .

he major objectives of performance management are discussed below:
 To enable the employees towards achievement of superior standards of work performance.
 To help the employees in identifying the knowledge and skills required for performing the job efficiently as this would drive their focus towards performing the right task in the right way.
 Boosting the performance of the employees by encouraging employee empowerment, motivation and implementation of an effective reward mechanism.
 Promoting a two way system of communication between the supervisors and the employees for clarifying expectations about the roles and accountabilities, communicating the functional and organizational goals, providing a regular and a transparent feedback for improving employee performance and continuous coaching.
 Identifying the barriers to effective performance and resolving those barriers through constant monitoring, coaching and development interventions.
 Creating a basis for several administrative decisions strategic planning, succession planning, promotions and performance based payment.
 Promoting personal growth and advancement in the career of the employees by helping them in acquiring the desired knowledge and skills.
Some of the key concerns of a performance management system in an organization are:
 Concerned with the output (the results achieved), outcomes, processes required for reaching the results and also the inputs (knowledge, skills and attitudes).
 Concerned with measurement of results and review of progress in the achievement of set targets.
 Concerned with defining business plans in advance for shaping a successful future.
 Striving for continuous improvement and continuous development by creating a learning culture and an open system.
 Concerned with establishing a culture of trust and mutual understanding that fosters free flow of communication at all levels in matters such as clarification of expectations and sharing of information on the core values of an organization which binds the team together.
 Concerned with the provision of procedural fairness and transparency in the process of decision making.
The performance management approach has become an indispensable tool in the hands of the corporates as it ensures that the people uphold the corporate values and tread in the path of accomplishment of the ultimate corporate vision and mission. It is a forward looking process as it involves both the supervisor and also the employee in a process of joint planning and goal setting in the beginning of the year.
DEFINITION
Performance management is an ongoing, continuous process of communicating and clarifying job responsibilities, priorities and performance expectations in order to ensure mutual understanding between supervisor and employee. It is a philosophy which values and encourages employee development through a style of management which provides frequent feedback and fosters teamwork. It emphasizes communication and focuses on adding value to the organization by promoting improved job performance and encouraging skill development. Performance Management involves clarifying the job duties, defining performance standards, and documenting, evaluating and discussing performance with each employee.

2. Describe the process of defining expectation.

3. List the characteristics of performance appraisal .

4. Explain the methodology in 360 degree apprised.

5. Explain the performance appraisal feedback model.

6. How is data used for human resource decision .

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0016
Subject Name â€â€œ Performance Management and Appraisal
Assignment Set- 2 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

1. Write a detailed note on the performance management system and appraisal .
Performance management is a systematic approach to managing the process
according to which the performance and development of individuals and entities within the institution are actively managed to ensure that the strategy and vision of the US are achieved.

Performance management therefore entails:
i. The definition of the performance that is being managed (design);
ii. The process of performance management (implementation); and
iii. The management of the consequences of the performance (integration).

4. OBJECTIVES OF A PERFORMANCE MANAGEMENT SYSTEM
i. The most important objective of the performance management system is to
achieve the performance objectives of the University.

ii. To raise the work performance of individuals to a higher level and to develop the capacity and ability of the University to sustain performance.
Individual development is a central, important component of the management of
performance.

iii. Individual accountability and responsibility for individual performance, as well as development.

iv. The establishment of a framework for effective and regular performance feedback.

v. The establishment of a framework for individuals to take ownership of their own
career planning and management by focusing on development initiatives.

vi. The creation of management information that enables the organisation to take
decisions with reference to other Human Resource processes, such as
remuneration and training, for example.

vii. To identify underperformance and to implement and justify the resultant corrective follow-up actions

Faculties and Support Service Environments

The strategic direction and objectives of the University should be interpreted
actively by each faculty and support service environment. The contribution of the
faculty or environment to the strategic objectives must be defined so that
divisional heads and departmental chairpersons have a framework within which
the divisions/departments can function in order to make their respective
contributions.

Department/Division

In the pursuance of the above-mentioned objectives to realise the raison dâ€â„¢ÃƒÆ’ªtre of
the US, the greatest demands on a performance management system are made
by departments within faculties and service divisions in terms of their unique
aspects that have to be accommodated. The contributions that are made at the
departmental/divisional level will consequently be diverse. However, the
contributions of the divisions/departments serve as the building blocks of the
environment/faculty and the process and structure of the department and
divisionâ€â„¢s business plan (if one is preferred) should therefore be of such a nature
that it can accommodate these unique aspects, yet still define the generic
contribution of the faculty or environment.

2. List and explain the different types of teams in an organization.

3. List the managerâ€â„¢s responsibility in performance planning.

4. Write a note on traditional methods of performance appraisal .

5. What is BARS explain in detail .

6. Discuss the feedback and amendments

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0017
Subject Name â€â€œ Talent Management
Assignment Set- 1 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Write a Note on Scope of Talent Management?
Introduction
Talent management is a professional term that gained popularity in the late 1990s. It refers to the process of developing and fostering new workers through on boarding, developing and keeping current workers and attracting highly skilled workers at other companies to come work for your company. Talent management in this context does not refer to the management of entertainers. Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organization
What is talent management?
The term talent management means different things to different people. To some it is about the management of high-worth individuals or “the talented” whilst to others it is about how talent is managed generally – i.e. on the assumption that all people have talent which should be identified and liberated. This term is usually associated with competency-based human resource managementpractices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits. Talent management is the recruitment, development, promotion and retention of people, planned and executed in line with our organisationâ€â„¢s current and future business goals. Because it is aimed at building leadership strength in depth, it creates flexibility to meet rapidly changing market conditions. A structured talent management process will systematically close the gap between the human capital an organization currently has and the leadership talent it will eventually need to respond to tomorrowâ€â„¢s business challenges.
Talent Management as a Strategic Approach
We view talent management as a strategic approach to managing human capital throughout the career cycle: attracting, retaining, developing and transitioning your most important assets.
Attracting Talent: Creating Assessment and Selection Strategies and Processes
Attracting qualified talent is the critical first step in the talent management cycle. The improving economy, Baby Boomer retirement and other factors are creating keener competition for talent these days, making this critical step tougher than ever. So how do you get a leg up on the competition?
Matching the Right Candidate to the Boss
Matching the right person to the right job is an acknowledged need in organizations. But one of the toughest challenges in selection often overlooked is matching the right candidate to his immediate boss. What makes that goal particularly tough is when the boss does not have a clue what kind of candidate would work well with him. Working with various tools, we can design and customize assessment exercises and materials. We also identify critical competencies your people will need, develop success predictors and consult with you on general recruiting strategies.
Retaining Talent: Reducing Turnover and Aligning Talent with Organization Goals
With 75% of employees looking for new employment opportunities at any given time and five million Baby Boomers expected to retire in the next few years, the war for talent is back on. Companies that develop successful retention strategies can win that war. Most companies today would acknowledge that their human assets are their most important asset. But since companies canâ€â„¢t own employees the way they own factories or product, your success or failure hinges on the quality and duration of the relationships you form with your people: retaining talent.
Developing Talent:
Challenging Your People with Executive Coaching and Leadership Development Programs.
Employees cite career development as one of two top job satisfiers, along with compensation. Your employees want to be challenged and developed. If theyâ€â„¢re not, they will become less productive or perhaps even leave.

Career Partners International provides a full range of services for developing talent, ranging from career development, executive coaching and leadership development to new job integration, team building and succession planning. And our measurement techniques will demonstrate to top management how investing in your talent pays off.

Q.2 What are the key elements of talent Management system. Elaborate.
Q.3 What are the five selection processes in talent management?
Q.4 Discuss some strategies to improve employee retention?
Q.5. Discuss the role of HR in Talent Management.
Q.6 Define the elements of total rewards.ï€Â 

Subject Code â€â€œ MU0017
Subject Name â€â€œ Talent Management
4 Credits
(Book ID: B1338)
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Explain the characteristics and categories of competency.
as the term “competency”, as it refers to personal factors that enable individual performance, become too broad? Let’s begin by asking the question, “What factors are NOT competencies?”

First, we can eliminate the external factors. Those are “facilitators” of performance. (The opposite would be “barriers” to performance just as the opposite of competencies would be “weaknesses”.) External factors (e.g. resources, processes, information, rewards, etc.) can have a clear impact on the ability and/or willingness of an individual to perform, but the term “competency” includes only the factors that are elements of an individual person’s make-up. External facilitators of performance are not competencies.

So what is a person made of? And which of those elements affects the capacity to perform? Through my research and experience I have identified the following categories:

Abilities
Physical (body or brain) traits that enable performance are called abilities. If a task requires one to lift a certain weight without aid of an external resource then the “performer” must have the capacity to lift weight. This ability is comprised of the muscle strength required, as well as the appendages required, to lift. The brain must also be able to interpret the instructions. Therefore, intelligence sufficient to grasp and act on the instructions is also an ability. However, intelligence, as a physical function of the brain, is not the only mental trait that is critical. For example, judgment is a competency that is based on knowledge rather than intelligence. Data storage is different from intellectual horsepower, but they are interdependent on one another when we need to leverage them.

Knowledge
The brain stores facts and generalizations about the world around us. For example, some of the information that we store allows us to understand and speak a language. Information comes from our personal interpretation of each event that unfolds in our life. Experience itself is not a competency so much as the knowledge we have gained from each experience is. This is most clear when we find that someone has learned a lesson from an experience that is contrary to what we expected. Do you know anyone that has graduated from college or passed a specific certification test, but who is not as good at a job as someone who learned from the “school of hard knocks” (general life experience on the streets)? Performance requires us to collect data and convert it into usable information so knowledge is a competency.

Skills
Skills are techniques that an individual has learned and intentionally applies to a given situation. The three most common academic skills are reading, writing, and arithmetic (computation). However, there are also gross motor skills such as riding a bicycle. An example of a combination of both skills would be using a specific software application (reading and typing). Many interpersonal traits are also learned skills (e.g. listening is a skill, hearing is an ability). Once a person becomes fluent at a skill they no longer consciously practice it. They just do it. When someone does not know how to do something that they never even knew was possible, they are unconsciously incompetent. After they learn of the skill’s existence they are consciously incompetent. As they learn the skill they pass from being a novice to being proficient to being an expert. At some point they may just begin to use the skill without even thinking about it. That level of unconscious competence may be called a habit, but habits are also things that we unconsciously do in response to some stimulus as part of a regular routine. For example, Pavlov’s dogs salivated when he rang the bell because they associated the bell ringing with being fed. Skills rely on knowledge and ability because you must have memory of prior experiences, if any, with the skill and the ability to execute the skill in order to use or improve the skill.
Q.2 Elaborate the concept of talent acquisition in detail.
Q.3 Discuss the benefits of corporate reconstruction.
Q.4 Explain the process of Talent Management.
Q.5 Discuss organisational issues in Talent Management.
Q.6 Discuss the purpose of Talent Management Acquisition System.

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0018
Subject Name â€â€œChange Management
Assignment Set- 1 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

1. What are the types of organizational change?
ORGANIZATIONAL CHANGE IS DEPENDENT ON INDIVIDUAL CHANGE:
Change is inevitable, but many companies don’t handle it well. How organizations treat workers during a change initiative determines how successful the change–and the organization–will be, according to management experts Connie Hritz, senior vice president of research and development for Omega Performance Corp., and Nancy Moore, senior consultant. During a Society for Human Resource Management webcast presented in August, the two discussed why some change management practices are unsuccessful and how top leaders can make sure managers are prepared to guide employees to accept change and put new practices into action. When we consider changing our organisations, we are really talking about changing the behaviour and mind-sets of people, and changing the people-related and people-perpetuated systems that are involved in our work. In other words, without significant personal change there is no organisational change.

Carroll, Olian and Giannantonio, (1986), define many change methods are directed at individuals. Of course, if enough individuals change, a unit and the organization itself could change. If the individuals targeted for change are important in the organization, then only a few may need to be changed to improve an entire unit of organization.
Employee motivation at workplace is extremely important for managers to implement changes in organization. To be with sustaining development, business enterprises are kept on changing. Rao (2005) has stated that motivation scheme has positive effect on firm performance in manufacturing enterprises. Employeesâ€â„¢ motivation and their commitment are crucial for organizational change. Moreover, employeesâ€â„¢ motivation depends upon many factors such as organizational culture, managerial leadership style, structure of organization, HR policies and practices, job design as well as employeesâ€â„¢ skills, knowledge and attitudes (Raymond, 2002). Those organizational and personal attributes help employees work better (Karatepe & Uludag, 2006).

THE STEPS IN THE PERSONAL CHANGE PROCESS:
The implication of the steps below is that individual change tends to happen over an extended period of time, as people adapt and assimilate change. That means that those involved in facilitating or leading organizational change must expect there will be extended periods of adjustment in the organization. In other words, the watchword is patience.

1 .PREPARATION STAGE:
â€Â¢ Contact Stage: The earliest encounter a person has with the fact that change may take place or has already taken place.
â€Â¢ Awareness Stage: The person knows that a change is being contemplated.

2. ACCEPTANCE PHASE:
â€Â¢ Understanding Stage: The person demonstrates some degree of comprehension of the nature and intent of the change.
â€Â¢ Positive Perception: The person develops a positive view toward the change.

3. COMMITMENT PHASE:
â€Â¢ Installation Stage: The change is implemented and becomes operational.
â€Â¢ Adoption Stage: The change has been used long enough to demonstrate worth, and a visible positive impact.
â€Â¢ Institutionalization: The change has a long history of worth, durability and continuity and has been formally incorporated into the routine operating procedures of the organization.
â€Â¢ Internalization: Persons are highly committed to change because it is congruent with their personal interests, goals or value systems.

2. Explain change management process?
3. Discuss the factors responsible for resistance.
4. Explain challenges in implementing the successful change.
5. Write a note on transformation strategies.
6. Differentiate between effectiveness and efficiency. Master of Business To get

Administration-MBA Semester IV
Subject Code â€â€œ MU0018
Subject Name â€â€œChange Management
Assignment Set- 2 (60 Marks)

Note: Each question carries 10 Marks. Answer all the questions.

Q.1 Explain Organizational structure.

An organizational structure consists of activities such as task allocation, coordination and supervision, which are directed towards the achievement of organizational aims.[1] It can also be considered as the viewing glass or perspective through which individuals see their organization and its environment.[2]
Many organizations have hierarchical structures, but not all.[citation needed]
Organizations are a variant of clustered entities.[citation needed]
An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs.
Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup andindividual.
Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organizationâ€â„¢s actions

The set organizational structure may not coincide with facts, evolving in operational action. Such divergence decreases performance, when growing. E.g. a wrong organizational structure may hamper cooperation and thus hinder the completion of orders in due time and within limits of resources and budgets. Organizational structures shall be adaptive to process requirements, aiming to optimize the ratio of effort and input to output.
Organizational structure types
[edit]Pre-bureaucratic structures
Pre-bureaucratic (entrepreneurial) structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development.
They are usually based on traditional domination or charismatic domination in the sense of Max Weber’s tripartite classification of authority
Organizational Structure Types and Design Strategy
Welcome to Organizationalstructure.net. Starting a new organization can be a hard task, no matter how big or small it may be. Whether you are starting a new company, business, or you’re a school board member, your organization needs a good structure to keep it going. On our site, you can find information on strategies, designs, and the implementation of different types of organizational structure. We can offer examples for businesses, companies, corporations, schools, restaurants, and more.

The structure of your business will act as the backbone and support concerning decision making and other processes. Deciding early what type of organizational system you want to implement will help to ease the stress of the initial start-up. If each person in the organization knows what he or she is supposed to be doing, there is less room for confusion and poor judgment. Perhaps setting up a management team would work the best for your organization, or perhaps a hierarchy of decision makers would work better. Either way, setting up a definite structure before important shots are called makes a difference.

Organizational Structure Corporate Theory

Q.2 Discuss the reasons for Business change
Q.3 Explain Lewinâ€â„¢s model of change.
Q.4 Write a note on leadership framework.
Q.5 Write a note on learning culture.
Q.6 Explain the open system approach to change management.

February 2011
Master of Business Administration-MBA Semester 4
MB0052 â€â€œ Strategic Management and Business Policy – 4 Credits
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.

Q.1 What similarities and differences do you find in BCG business portfolio matrix, Ansoff growth matrix and GE growth pyramid. (10 marks)

The business portfolio is the collection of businesses and products that make up the company. The best business portfolio is one that fits the company’s strengths and helps exploit the most attractive opportunities.
The company must:
(1) Analyse its current business portfolio and decide which businesses should receive more or less investment, and
(2) Develop growth strategies for adding new products and businesses to the portfolio, whilst at the same time deciding when products and businesses should no longer be retained.
Methods of Portfolio Planning
The two best-known portfolio planning methods are from the Boston Consulting Group (the subject of this revision note) and by General Electric/Shell. In each method, the first step is to identify the various Strategic Business Units (“SBU’s”) in a company portfolio. An SBU is a unit of the company that has a separate mission and objectives and that can be planned independently from the other businesses. An SBU can be a company division, a product line or even individual brands – it all depends on how the company is organised.
The Boston Consulting Group Box (“BCG Box”)

Using the BCG Box (an example is illustrated above) a company classifies all its SBU’s according to two dimensions:
On the horizontal axis: relative market share – this serves as a measure of SBU strength in the market
On the vertical axis: market growth rate – this provides a measure of market attractiveness
By dividing the matrix into four areas, four types of SBU can be distinguished:
Stars – Stars are high growth businesses or products competing in markets where they are relatively strong compared with the competition. Often they need heavy investment to sustain their growth. Eventually their growth will slow and, assuming they maintain their relative market share, will become cash cows.
Cash Cows – Cash cows are low-growth businesses or products with a relatively high market share. These are mature, successful businesses with relatively little need for investment. They need to be managed for continued profit – so that they continue to generate the strong cash flows that the company needs for its Stars.
Question marks – Question marks are businesses or products with low market share but which operate in higher growth markets. This suggests that they have potential, but may require substantial investment in order to grow market share at the expense of more powerful competitors. Management have to think hard about “question marks” – which ones should they invest in? Which ones should they allow to fail or shrink?
Dogs – Unsurprisingly, the term “dogs” refers to businesses or products that have low relative share in unattractive, low-growth markets. Dogs may generate enough cash to break-even, but they are rarely, if ever, worth investing in.
Using the BCG Box to determine strategy
Once a company has classified its SBU’s, it must decide what to do with them. In the diagram above, the company has one large cash cow (the size of the circle is proportional to the SBU’s sales), a large dog and two, smaller stars and question marks.
Conventional strategic thinking suggests there are four possible strategies for each SBU:
(1) Build Share: here the company can invest to increase market share (for example turning a “question mark” into a star)
(2) Hold: here the company invests just enough to keep the SBU in its present position
(3) Harvest: here the company reduces the amount of investment in order to maximise the short-term cash flows and profits from the SBU. This may have the effect of turning Stars into Cash Cows.
(4) Divest: the company can divest the SBU by phasing it out or selling it – in order to use the resources elsewhere (e.g. investing in the more promising “question marks”).

Q.2 Discuss the investment strategies applicable for businesses and methods to rectify faulty investment strategies. (10 marks)

Q.3. a. Distinguish policy, procedure and programmes with examples. (5 marks)
b. Give a short note on synergy. (5 marks)
Q.4. Select any established Indian company and analyse the different types of strategies taken up by the company over the last few years. (10 marks)
Q. 5 Why do you think it is necessary for organisations to have vision and mission statements and also core competencies? Support your answer with relevant examples. (10 marks)
Q. 6. What is SBU? Explain its features, functions and roles. Mention some of the successful SBU of MNCâ€â„¢s. (10 marks) February 2011

Master of Business Administration-MBA Semester 4
MB0052 â€â€œ Strategic Management and Business Policy – 4 Credits
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 Explain with respect to policies â€â€œ steps in framing business policy and stages of policy cycle. Will these help in decision making? (10 marks)
Q.2 Assess the challenges involved in Strategic Management in the near future. (10 marks)
Q.3 Four years back, Pure Ltd. was a newly started company. It deals in designer fabrics. Its top management comprises mainly of young talented persons. They would to know to make the company follow ethical codes and practice CSR as the company moves ahead. They are also interested in meeting its business obligations. Could you suggest to the management on how to go about it? (10 marks)
Q.4. What is BCP? Discuss its importance and influence on strategic management. How contingency planning is related to BCP? (10 marks)
Q. 5 Mention any 5 successful strategic alliances and discuss the key aspects concerned with it. What kinds of problems were faced by companies that were involved in these strategic alliances? (10 marks)
Q. 6 Give a note on strategic evaluation and strategic control. (10 marks)

February 2011
Master of Business Administration-MBA Semester 4
MB0053 â€â€œ International Business Management – 4 Credits
Assignment Set- 1 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.

Q.1 What is globalization? What are its benefits? How does globalization help in international business? Give some instances. [10 marks]

Globalization (or globalisation) describes the process by which regional economies, societies, and cultures have become integrated through communication, transportation, and trade. The term is most closely associated with the term economic globalization: the integration of national economies into the international economy through trade, foreign direct investment,capital flows, migration, the spread of technology, and military presence.[1] However, globalization is usually recognized as being driven by a combination of economic, technological, sociocultural, political, and biological factors.[2] The term can also refer to the transnational circulation of ideas, languages, or popular culture through acculturation. An aspect of the world which has gone through the process can be said to be globalized.
Against this view, an alternative approach stresses how globalization has actually decreased inter-cultural contacts while increasing the possibility of international and intra-national conflict

After reading this online unit, and attending the lecture, the student will
o be able to define what globalization means in the context of int’l business
o understand the effects of globalization in terms of corporate competitiveness
o be able to define U.S. and Canadian differences in opinion on the issue of globalization
o know some of the positions that entities have on the “pro” and “con” side
o be aware of some of opportunities, and challenges, facing SMEs dealing with globalization
o be able to explain how globalization effects sustainable development
o be aware of some of the issues in the worldwide protests for, and against globalization
o be able to explain how globalization effects social justice in some effected regions
o understand how the global activities of large companies may effect national sovereignty
o know some specific examples of the effect of globalization on business in Canada

Definition of Globalization
o People around the globe are more connected to each other than ever before.
o Information and money flow more quickly than ever.
o Goods and services produced in one part of the world are increasingly available in all parts of the world.
o International travel is more frequent.
o International communication is commonplace.
This phenomenon has been titled “globalization.”

Q.2 What is culture and in the context of international business environment how does it impact international business decisions? [10 marks]
Q.3 Cosmos Limited wants to enter international markets. Will country risk analysis help Cosmos Limited to take correct decisions? Substantiate your answer. [10 marks]
Q.4 How can managers in international companies adjust to the ethical factors influencing countries? Is it possible to establish international ethical codes? Briefly explain. [10 marks]
Q.5 Discuss the international marketing strategies. How is it different from domestic marketing strategies? [10 marks]
Q.6 Explain briefly the international financial management components with examples and applicability. [10 marks] February 2011

Master of Business Administration-MBA Semester 4
MB0053 â€â€œ International Business Management – 4 Credits
Assignment Set- 2 (60 Marks)
Note: Each question carries 10 Marks. Answer all the questions.
Q.1 What is WTO? Explain its objectives, functions and structure. [10 marks]
Q.2 Explain briefly the nature of e-business and the challenges involved. [10 marks]
Q.3 Mention the relevance of these terms in International business – Letter of credit, Bill of Lading and Factoring. [10 marks]
Q.4 a) Explain the role played by EXIM bank. [05 marks]
b) What are B2B and C2B business models? [05 marks]
Q.5 What kind of impact will globalization and international business environment create on Indian businesses? [10 marks]
Q.6 Discuss any 3 regional trading agreements and its effect on international business. [10 marks]

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0009
Subject Name â€â€œChange Management

Q.1 â€ËœChange is inevitableâہ¸. In the light of this statement, explain what is change and how to manage change. Give one example of change that organizations are facing these days.

ANS: 1

âہ“WILLINGNESS TO CHANGE IS A STRENGTH, EVEN IF IT MEANS PLUNGING PART OF THE COMPANY INTO TOTAL CONFUSION FOR A WHILEâ€Â. – JACK WELCH

INTRODUCTION TO CHANGE:
Change is something many of us are not ready to welcome in our lives, be it professional or personal. We tend to maintain status quo to a great extent. In the end, change wins. Even if you oppose it and do not give in, you have learnt something new in the process.

Every organization goes through tremendous change as it grows. In fact, change is what keeps it going. Adapting to change is a great asset to any organization. Take the case of Oracle which started as a database company. Today, it has grown into an one stop shop for enterprise applications. With the economic downturn that the US is facing today, it is one of the few organizations with the resilience to weather the recession.

DEFINITION OF CHANGE:
Change denotes the transition that occurs between one states to another.
âہ“Change has a considerable psychological impact on the human mind. To the fearful it is threatening because it means that things may get worse. To the hopeful it is encouraging because things may get better. To the confident it is inspiring because the challenge exists to make things betterâ€Â.

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0009
Subject Name â€â€œChange Management

Q.1 âہ“A team is formed by a set of people, who come together to perform specific tasksâ€Â; In the light of this statement, explain the various types of organizational teams and specify their nature.

r A team is a collection of individuals organized to accomplish a common purpose, who are interdependent, and who can be identified by themselves and observers as a team. Teams exist within a larger organization and interact with other teams and with the organization. Teams are one way for organizations to gather input from members, and to provide organization members with a sense of involvement in the pursuit organizational goals. Further, teams allow organizations flexibility in assigning members to projects and allow for cross-functional groups to be formed.
TYPES OF TEAMS
There are six major types of teams: informal, traditional, problem solving, leadership, self-directed, and virtual. Table 1 describes some of the characteristics of these six types of teams.
INFORMAL TEAMS.
Informal teams are generally formed for social purposes. They can help to facilitate employee pursuits of common concerns, such as improving work conditions. More frequently however, these teams form out of a set of common concerns and interests, which may or may not be the same as the organization’s. Leaders of these teams generally emerge from the membership and are not appointed by anyone in the organization.
TRADITIONAL TEAMS.
Traditional teams are the organizational groups commonly thought of as departments or functional areas. Leaders or managers of these teams are appointed by the organization and have legitimate power in the team. The team is expected to produce a product, deliver a service, or perform a function that the organization has assigned.
Six Types of Teams
Informal
â€Â¢ Social in nature
â€Â¢ Leaders may differ from those appointed by the organization

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Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0008
Subject Name â€â€œ Talent Management and Employee Retention

Q.1) Explain the concept of Talent Management. Bring out the differences between talent, knowledge and skill. Is talent management a business problem? If yes, then why?

Answer 1:

Introduction
Talent management is a professional term that gained popularity in the late 1990s. It refers to the process of developing and fostering new workers through on boarding, developing and keeping current workers and attracting highly skilled workers at other companies to come work for your company. Talent management in this context does not refer to the management of entertainers. Companies that are engaged in talent management (human capital management) are strategic and deliberate in how they source, attract, select, train, develop, promote, and move employees through the organization
What is talent management?
The term talent management means different things to different people. To some it is about the management of high-worth individuals or “the talented” whilst to others it is about how talent is managed generally – i.e. on the assumption that all people have talent which should be identified and liberated. This term is usually associated with competency-based human resource managementpractices. Talent management decisions are often driven by a set of organizational core competencies as well as position-specific competencies. The competency set may include knowledge, skills, experience, and personal traits. Talent management is the recruitment, development, promotion and retention of people, planned and executed in line with our organisationâ€â„¢s current and future business goals. Because it is aimed at building leadership strength in depth, it creates flexibility to meet rapidly changing market conditions. A structured talent management process will systematically close the gap between the human capital an organization currently has and the leadership talent it will eventually need to respond to tomorrowâ€â„¢s business challenges.
Talent Management as a Strategic Approach
We view talent management as a strategic approach to managing human capital throughout the career cycle: attracting, retaining, developing and transitioning your most important assets.
Attracting Talent: Creating Assessment and Selection Strategies and Processes
Attracting qualified talent is the critical first step in the talent management cycle. The improving economy, Baby Boomer retirement and other factors are creating keener competition for talent these days, making this critical step tougher than ever. So how do you get a leg up on the competition?
Matching the Right Candidate to the Boss
Matching the right person to the right job is an acknowledged need in organizations. But one of the toughest challenges in selection often overlooked is matching the right candidate to his immediate boss. What makes that goal particularly tough is when the boss does not have a clue what kind of candidate would work well with him. Working with various tools, we can design and customize assessment exercises and materials. We also identify critical competencies your

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0008
Subject Name â€â€œ Talent Management and Employee Retention

Q.1 Think of a situation in which you as a team leader have to explain why HRIS (Human Resource Information System) or IT is important in talent management and how it helps an organization. Supplement your answer with suitable examples.

Ans : In today’s corporate world human resources has come to play a very critical role in a business. Whether it concerns the hiring and firing of employees or whether it concerns employee motivation, the Human Resources department of any organization now enjoys a very central role in not only formulating company policies, but also in streamlining the business process.
To make a human resource department more effective and efficient new technologies are now being introduced on a regular basis so make things much simpler and more modernized. One of the latest human resource technologies is the introduction of a Human Resources Information System (HRIS); this integrated system is designed to help provide information used in HR decision making such as administration, payroll, recruiting, training, and performance analysis.

Human Resource Information System (HRIS) merges human resource management with information technology to not only simplify the decision making process, but also aid in complex negotiations that fall under the human resource umbrella. The basic advantage of a Human Resource Information System (HRIS) is to not only computerize employee records and databases but to maintain an up to date account of the decisions that have been made or that need to be made as part of a human resource management plan.

The four principal areas of HR that are affected by the Human Resource Information System (HRIS) include; payroll, time and labor management, employee benefits and HR management. These four basic HR functionalities are not only made less problematic, but they are ensured a smooth running, without any hitch. A Human Resources Information System (HRIS) thus permits a user to see online a chronological history of an employee from his /her position data, to personal details, payroll records, and benefits information.

The advantage of a Human Resource Information System (HRIS) in payroll is that it automates the entire payroll process by gathering and updating employee payroll data on a regular basis. It also gathers information such as employee attendance, calculating various deductions and taxes on salaries, generating automatic periodic paychecks and handling employee tax reports. With updated information this system makes the job of the human resource department very easy and simple as everything is available on a 24×7 basis, and all the information is just a click away.

In time and labor management a Human Resource Information System (HRIS) is advantageous because it lets human resource personnel apply new technologies to effectively gather and appraise employee time and work information. It lets an employee’s
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Q.2 Mr. Anil is a manager in a manufacturing company. He thinks that his subordinates are inherently lazy, avoid work and need supervision to perform tasks and therefore he shows authority over his subordinatesâ€â„¢. Explain the theories of McGregor. According to McGregorâ€â„¢s theory, what are Mr. Anilâ€â„¢s assumptions regarding his subordinates?

Theory X and Theory Y are theories of human motivation cr
developed by Douglas McGregor. They describe two very dif
toward workforce motivation. McGregor felt that companies f
one or the other approach. He also thought that the key to co
self-actualization with work is determined by the managerial
subordinates.

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0007
Subject Name â€â€œ Performance Management and Appraisal

Q.1 There are several techniques of performance appraisal, each with some benefits and limitations .List out and explain 8 commonly used appraisal techniques.

Session guide: Performance appraisal

Start the session by asking participants for their understanding of performance appraisal in their organizations. Is it a traditional approach, characterized by
(i) mere evaluation, excluding the planning and development function,
(ii) being linked with financial rewards and sanctions, and
(iii) being impersonal, bureaucratic, top down, secretive and centralized, which excludes participation of the employee being assessed?
If the approach is traditional evaluation, then it can hardly be motivating to an employee. Instead, it must focus more on filling a form giving quantitative rather than qualitative information. What influence would such a system have on an employee’s future performance? Observe that a performance appraisal system is a management tool which can help motivate and effectively utilize human resources. It includes performance planning, appraisal and counselling.
Show EXHIBIT 1 and discuss desirable features of a performance appraisal system. Emphasize the linkage between (i) past performance and future planning, and (ii) individual and organizational goals.
Using EXHIBIT 2, discuss the process of appraisal and the various stages involved. To begin with, realistic standards and measures have to be established to differentiate between different levels of performance. Then employees have to be informed as to what is expected of them and how their performance will be measured against the set standards and targets. Next comes planning for realization of performance expectation through use of resources and monitoring. Monitoring is to help remove difficulties rather than to interfere. Performance is documented in various ways during the appraisal stage and thereafter feedback is given. Emphasize that feedback should involve planning for the future as well. On the basis of appraisal and feedback, evaluation decisions have to be made, which include rewards or punishments. The final stage is development of performance.

Q.1 â€ËœPerformance appraisal is an objective assessment of an individualâ€â„¢s performance against well defined benchmarksâ€â„¢. In the light of this statement, explain the benefits of appraisal.

DEFINITION OF PERFORMANCE APPRAISAL
Performance appraisal is the process of reviewing employee ,documenting the review and delivering it to the employee in the form of feedback, against well defined benchmarks. Performance appraisal should evaluate, audit, motivate, identify training needs, develop the individual and plan for future performance
Performance appraisal is a management tool which is helpful in motivating and effectively utilizing human resources. Assessment of human potential is difficult, no matter how well designed and appropriates the performance planning and appraisal system is.
Performance appraisal is an objective assessment of an individualâ€â„¢s performance against well defined benchmarks. The performance being measured against such factor as job knowledge, quality and quantity of output, initiative leadership, supervision, co-operation etc.
Job analysis sets out requirements, which are translated into performance standards, which in turn form the basis for performance appraisal.

Performance Appraisal Performance Appraisal (PA) refers to all those procedures that are used to evaluate the personality performance potential of its group members
Performance appraisal serves the purpose of:
â€Â¢ providing information about human resources and their development;
â€Â¢ measuring the efficiency with which human resources are being used and improved;
â€Â¢ providing compensation packages to employees; and
â€Â¢ maintaining organizational control.
Objectives of Performance Appraisal : Objectives of Performance Appraisal Provide a basis for promotion/ transfer/ termination: Identify those employees who deserve promotion Or those who require lateral shift (transfer) or termination PA is used for career planning

Q.1 Remuneration plays an important role in job satisfaction. What are the essential steps involved in designing a remuneration plan?
Ans: Designing a remuneration plan involves the followings:


1. Job Analysis: The main purpose of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization.
It helps to understand the qualities needed by employees,defined through behavioral descriptors, to provide optimum work performance.
It obtains answers to such questions such as: 1. Why does job exists? 2. What physical and mental activities does the worker undertake? 3. When is the job to be performed? 4. Where is the job to be performed? 5. How does the worker do the job? 6. What qualifications are needed to perform the job? 7. What are the working conditions (such as levels of temperature, noise, offensive fumes, light) 8. What machinery or equipment is used in the job? 9. What constitutes successful performance?
There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications. In job analysis conducted by HR professionals, it is common to use more than one of these methods.

2. Job Documentation: To evaluate job content, it provide objective criteria for making pay comparison, ensure that jobs are classified according to content as opposed to individual personalities, effectively communicate the job duties to both supervisor and employees and help the organization defend it self against charges and discrimination.

3. Development of a job worth hierarchy: It is a result of job evaluation. There are six major methods which are divided in two groups according to their nature.

a) Whole job evaluation and are non-quantitative in nature
i- Ranking
ii- Classification
iii- Slotting

b) Factor evaluation and are quantitative in nature
i- Point factor
ii- Factor comparison
iii- Scored questionnaires

4. Pay survey: Wages and salary surveys ensure external equity. A wage and salary survey provides information as to what other organizations that compete for employees are paying. The survey could cover all jobs within an organization or limited to benchmark jobs.
The benchmark jobs have the following basic characteristics
i- Many workers in other companies have these jobs.
ii- They will not be changing in the immediate future in terms of tasks, responsibilities etc.
iii- They represent the full range in term of salary such that some are among the lowest paid in the group of jobs, others are in the middle range and some are at the high end of the pay scale.

Formal and informal surveys could be undertaken to collect data on benefits like insurance, medical leave, vacation pay etc. and offer a basis on which to take decision regarding employee benefits. Published sources also provide valuable information.Published sources also provide valuable information regarding industry-wise trends in salary structures in and around the country.
The published sources in India include:

i. Reports published by the Ministry of Labour
ii. Pay Commission Reports
iii. Reports of wage Bonds appointed by Government
iv. Reports of employee and employerâ€â„¢s organization
v. Trade journals of specific Industry

5. Pricing the Job: Establishment of pay Ranges:

In order to actually establish a pay structure, an organization needs to set rates of pay for the jobs in the job hierarchy. This will depend on the number of different levels of relative job value that are recognized by the organization and the difference in pay between the highest and lowest paid jobs in the pay structure. The focal point pf the pay range is the midpoint, an organization can determine the range minimum and maximum.

6. Pay rates and Pay Increases: This means deciding how to pay new employees, how and when to give employee increases, including how to move existing employees from minimum to maximum of their assigned pay grades, how to determine the pay increase for an employee being promoted from one job to another and what influence, if any, cost of labour increases will have on the determination of pay increases for employees.

7. Starting pay for new Employees: In order to avoid paying new employees the same as more experienced employees, most employers choose to start new employees closer to the minimum of the pay range. In general, an employee with minimum qualifications should be paid the minimum of the range. This general rule is not true when a new hire has skills which are in great demand or has skills or other expertise substantially above the minimum.

8. Employee Increases: There are several different types of base pay increases: General (across the board) increases, cost of living/ labour increases, promotion increases, step increases (based on longevity) and merit increases.

9. Performance appraisal: A performance appraisal, employee appraisal, performance review, or (career) development discussion[1] is a method by which the job performance of an employee is evaluated (generally in terms of quality, quantity, cost, and time) typically by the corresponding manager or supervisor[2]. A performance appraisal is a part of guiding and managing career development. It is the process of obtaining, analyzing, and recording information about the relative worth of an employee to the organization. Performance appraisal is an analysis of an employee’s recent successes and failures, personal strengths and weaknesses, and suitability for promotion or further training. It is also the judgement of an employee’s performance in a job based on considerations other than productivity alone.

10. Maintaining and Auditing a Compensation plan: Changes in the external market or internally within the organization can cause one or more parts of a compensation plan to become outdated. Part of the challenge in creating a compensation plan is to build in mechanisms that facilitate change when necessary, yet maintain control on a regular basis. Some actions an organization can take to maintain an updated compensation plan include regular review of job descriptions, monitoring of compensation levels versus companies with which there is competition for employees, and regular review of the pay structure including pay ranges and pay increase budgets. An audit is an excellent means to ensure that a compensation plan is being properly administered and maintained.

When planning to audit a compensation plan, an organization needs to consider the following:
Process measures – Are procedures and practices in place to ensure the compensation plan is being administered smoothly and efficiently?

Policy compliance – Are there procedures or other mechanisms in place to ensure that the compensation plan is being administered in accordance with policy?

Documentation adequacy – Is there adequate documentation in place to ensure that the administration of the compensation plan and compliance issues can be audited?

Overall results – Are there measures that can assess how well the compensation plan is achieving its goals and objectives?

After reviewing audit results, management can make recommendations on any improvements that may be necessary, allocate the necessary resources and follow-up to make sure the work is completed.

Master of Business Administration-MBA Semester IV
Subject Code â€â€œ MU0006
Subject Name â€â€œ Compensation Benefits

Q.1 Fringe benefits are important components of remuneration, although most organizations face confusion when it comes to administering a fringe benefits program. Design the steps needed to administer Fringe Benefits, in order to avoid problems in administering an indirect remuneration plan.

Ans: A fringe benefit is a form of pay (including property, services, cash or cash equivalent) in addition to stated play for the performance of services. Some forms of additional compensation are specifically designated as âہ“fringe benefitsâ€Â in the Internal Revenue Code; others, such as moving expenses or awards, have statutory provisions providing for special tax treatment but are not so designated by the Code. This publication uses the term broadly to refer to all remuneration other than stated pay for which special tax treatment is available. The definition of fringe benefits applies to services of employees and independent contractors; however, unless otherwise indicated, this guide applies to fringe benefits provided by an employer to an employee. (For a discussion of whether a worker is an employee or independent contractor, see Publication 15-A.) Fringe benefits for employees are taxable wages unless specifically excluded by a section of the Internal Revenue Code (IRC).

Fringe benefits are one of the means to ensure, maintain and increase the material welfare of employees. The physical and mental strain of workers in an industry is considerably alleviated by tax benefits through creating an environment that insulates them from fatigue and monotony.

Administration of Fringe Benefits:

Administration of Fringe Benefits Tax identified that a number of processes relating to the administration of FBT in Australian Government entities could be improved. This Guide has been produced to assist entities to administer their FBT obligations.

These problem can be avoided if the following lines are taken while administering indirect remuneration. The steps are:

1.Benifit objectives:

In establishing objectives, the management must consider several factors like employee preference for benefits, attendance, length of service, performance etc. The benefits accomplish four objectives;

1. Fostering external competitiveness,
2. Increasing cost effectiveness,
3. Meeting Individual employeeâ€â„¢s needs and preferences,
4. Complying with legal compulsions.

2. Assessing Environment:
A company remuneration program is influenced by both external and internal factor.

External Factor:
The external factors are aspects such as govt. policy and regulations, Unions, and economic factors. The major govt. policies, which influence employee benefits and services, are wage regulations, tax policies, and specific benefits laws.

Unions are a dominant force to improve benefits and services.
Economic factors influence benefits decisions in competitive way. Struggling to achieve competitive prices for their product and service, managers look to reduce, at least curtail, increases in labour cost.

Competition in the labour market to attract and retain production employees creates pressure to match the benefits offered by others.

Internal factors:
Internal factors involve organisational strategies and objectives, employee preferences and demographics.
The preferences and demographics of a particular employee in an organisation also affect indirect remuneration.

3. Competitiveness:
Generally organisations offer benefits to match or outstrip those offered by competitors. These are assessed through market surveys conducted by professional associations and consultants. These survey provide data on the various benefits offered, their coverage, eligibility and costs.

ComQ.1 What are the sources to collect data for marketing research?

Ans: Sources to collect data for marketing research: Data serves as the basis or raw material for analysis. The relevance, adequacy and reliability of data determine the quality of the findings of study. The sources of data may be classified into (a) primary sources (b) secondary sources. (a) Primary Data Sources: Primary data sources are original sources from which the researcher directly collects data that has not been previously collected, e.g., collection of data by the researcher on brand awareness, brand preference, brand loyalty etc. Primary data is first hand information collected through various methods such as surveys, experiments and observation. (b) Secondary Sources of Data: These are sources containing data which has been collected and compiled for another purpose . Secondary data sources may be internal sources, such as annual reports, financial statements, sales reports, inventory records, minutes of meetings and other information that is available within the firm, in the form of a marketing information system. They may also be external sources such as government agencies, publish sources, trade associations and commercial sources. ing soon


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