Faculty of Management Studies
University of Delhi, Delhi -110007
M.B.A. (Full Time): 2006-2008
Course F-106: Human Resource Management
A. Venkat Raman
FACULTY OF MANAGEMENT STUDIES
UNIVERSITY OF DELHI
MBA (Full-Time) 2006-2008
Course: F-106: Human Resource Management
Resource Faculty: K.Mamkoottam, Tanuja Agarwala & A. Venkat Raman Session
Concepts & Perspectives
Job Analysis & Role Description
Corporate Objectives & HRP
Recruitment & Selection
Induction & Socialisation
Training & Development
I.R. & Trade Unions
General Manager (O)
Titanic Steel Limited
Mindset for Quality
Steel Works Limited
Power Supply Corp.
D.A. DeCenzo & S. Robbins, 2004. Human Resource Management, John Wiley 2.
Ratna Sen, 2003. Industrial Relations in India, Macmillan India
MBA (FT) Course (F-106) -Human Resource Management
Teaching Methodology & Evaluation
The course on Human Resource Management is designed to follow a case-based approach. Discussions of each major topic will follow analysis of a case as noted against the topic in the course outline. The cases will be made available in advance so that participants are able to study the case thoroughly before they are introduced in the classroom.
It is important that the case is understood well before attempting to analyse it and find solutions to the problems identified in the case. The quality of case analysis and consequent solutions recommended will depend largely on the knowledge of theoretical concepts as well as practical implications of various issues involved in the management of human resources.
Each participating student in the programme will be evaluated on the basis of the following:
Attendance in the classroom
Participation and contribution in the class room
Classroom / midterm tests
Case-1: Downsizing and HRM
Sukumar Vyas read the message on his E mail. It was an anxious and urgent message from sudeep Rai, the vice-president of human resource development (HRD) at Trifle India Ltd. (TIL). It read: "TIL is downsizing in a big way, and this comes as a shock to me. It was not on the agenda when I accepted their offer, and I am wrecked by a tremendous feeling of despair over this exer¬cise. The agitation I am feeling is straining my objectivity. I need to talk to you urgently."
Vyas pondered for a minute. Rai's inner conflict was not alien to him. However, he also knew that Rai would have to experience this conflict if he had to find a solution. Vyas' message back to Rai read: "I know your feeling. But you need to sift anger from concern. It can be debilitating. Do not react. You need to respond. There is no value in pitting `what was' with `what is.' You are at TIL and there is a development metaphor in downsizing too, if you look for it. I will now speak to you on Saturday, 10 P.M. Rai read the message with disappointment. He had hoped that his former professor and guide of 15 years would once again provide him with some much needed light on his new dilemma. His feeling of disappointment with TIL was overwhelming. When he left Keelo India to join TIL, there were many more changes to cope with than just a new job in Bombay. For one, he was leaving behind his...
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