HRM627 Current Spring 2011 Final Term VU Paper [July 2011] Virtual University of Pakistan
Saturday, July 16, 2011 Posted In .Final Term Exam Spring 2011 (July) Edit This
HRM627 Current Spring 2011 Final Term VU Paper [July 2011] Virtual University of Pakistan
Parent Ego State
Child Ego State
Adult Ego State
Total Q 55 out of which five Q of 5marks n four Q of 3marks...
Mostly Mcq’s were from past papers
Q: difference b/w Extrovert and Introvert? 5Marks
Answer:
An extrovert is someone who is outgoing, dominant, and often aggressive and who wants to change the world. Extroverts need a work environment that is varied and action oriented, that lets them be with others, and that gives them a variety of experiences.
An individual who’s shy and withdrawn and focuses on understanding the world is described as an introvert. Introverts prefer a work environment that is quiet and concentrated, that lets them be alone, and that gives them a chance to explore in depth a limited set of experiences.
Q: Different views about entrepreneur? 5marks
Answer:
David McClelland (1961) described the entrepreneur as primarily motivated by an overwhelming need for achievement and strong urge to build.
• Collins and Moore (1970) studied 150 entrepreneurs and concluded that they are tough, pragmatic people driven by needs of independence and achievement. They seldom are willing to submit to authority.
• Bird (1992) sees entrepreneurs as mercurial, that is, prone to insights, brainstorms, deceptions, ingeniousness and resourcefulness. They are cunning, opportunistic, creative, and unsentimental.
• Cooper, Woo, & Dunkelberg (1988) argue that entrepreneurs exhibit extreme optimism in their decision-making processes. In a study of 2994 entrepreneurs they report that 81% indicate their personal odds of success as greater than 70% and a remarkable 33% seeing odds of success of 10 out of 10.
• Busenitz and Barney (1997) claim entrepreneurs are prone to overconfidence and over generalizations.
• Cole (1959) found there are four types of entrepreneur: the innovator, the calculating inventor, the over-optimistic promoter, and the organization builder. These types are not related to the personality but to the type of opportunity the entrepreneur faces.
Q: What are outside-in and inside- out competencies? 5 marks
Classification of Competencies
According to Day (1994), functional competencies of a company are classified as outside-in, inside-out and spanning capabilities (Hooley, Broderick and Moller, 1998).
Outside-in competencies are those skills and abilities which enable a company to understand its environment and customers and create close links between the ‘outside’ (environment) and ‘inside’ (resources endowments) of the company. These competencies create ‘market sensing’ skills or the abilities of the company to assess and foresee changes occurring in its markets.
Inside-out competencies are the internal capabilities of the firm and include;
1. Human resources and their management
2. Financial management
3. Cost controlling skills
4. Technological skills
5. Logistics management
6. Manufacturing process management
Q: Describe the organizational Democracy? 5Marks
Answer:
The idea of political democracy, as we have already seen, is deeply ingrained in Western culture. It is not surprising therefore if the organizations based in the Western economies are viewed as natural setting in which to extend democratic values and practices (Kerr, 2004). Organizational democracy means that members of an organization participate in the processes of organizing and governance (Harrison et al. 2004). There is no doubt that the idea of applying democratic principles to organizations is appealing. It is argued that increase ‘voice’
(Fenwick, 2005) of the employees ( as a result of democratic principles) would lead to higher level of organizational commitment which would further improve implementation rates of the decisions made, reduce dysfunctional behavior in employees and upgrade their skills and abilities due to more participation which would ultimately lead to improved organizational performance and productivity.
Q: spreading education, communication, technology. Discuss the following indicators in the view of HRD? 5mars
Q: Describe devolution? 3marks
Answer:
Devolution in Pakistan
In nutshell the EU principle of subsidiary as introduced by Maastricht Treaty in 1991 is “devolution of
Competence upward to the supranational European tier by agreement is recommended when greatest policy outcome and effectiveness is expected on that level. Similarly, downward devolution of competence to regional and local authorities or partnership institutions ought to be implemented when most effective policy arrangements for regenerating local and regional economy are expected outcome on the lower level”.
Q: Three strategies approach of health sector? 3Marks
- Continuity in the provision of essential health care services, particularly to the most vulnerable including:
- The delivery of essential primary health care, including psychosocial services, to the affected population, targeting the most vulnerable groups;
- The implementation of immunization campaigns in the affected areas thus assuring sustained and improved coverage.
Q: Three state of ego? 3marks
When the parent ego is in control, people behave from one of two perspectives:
1. Critical Parent. When you behave and respond with evaluative responses that are critical, judgmental, opinionated, demanding, disapproving, disciplining, and so on, you are in critical parent ego state. People in the critical parent ego use a lot of do’s and don’ts. Managers using the autocratic style tend to be in critical parent ego state because they use high task/directive behavior.
2. Sympathetic Parent. On the other hand, you can also be a different type of parent. When you behave and respond with reassuring response that are protecting, permitting, consoling, caring, nurturing, and so on, you are in sympathetic parent ego state. Managers using the consultative and participative styles tend to be in sympathetic parent ego state because they are using high supportive/relationship behavior.
When the child ego state is in control, people behave from one of two perspectives:
1. Natural Child. When you behave and respond with probing responses that shows curiosity, intimacy, fun, joyfulness, fantasy, impulsiveness, and so on, you are in natural child ego state. Successful managers do not tend to continuously operate from the natural child ego state.
2. Adapted Child. When you behave with confronting responses that express rebelliousness, pouting, anger, fear, anxiety, inadequacy, procrastination, blaming others, and so on, you are in adapted child ego state.
Managers should avoid behaving from the adapted child ego state because this type of behavior often leads to the employee becoming emotional and behaving in a similar manner. When managers are transacting with an employee in this ego state, they should not react with similar behavior, but should be in the adult
ego state.
When the adult ego is in control, people behave in a thinking, rational, calculating, factual, unemotional manner. The adult gathers information, reasons things out, estimates probabilities, and makes decision with cool and calm behavior. When communicating in the adult ego state, you avoid becoming the victim of the other person by controlling your response to the situation.
Q: What are those three questions which need to be answered before investing money in the Private Partnership? 3Marks
The above description of PPP emphasizes following points:
1. Sharing of responsibility between public and private sectors
2. Risk sharing between the two partners through sharing responsibilities and resources
3. Reward sharing arising from the same arrangement of responsibilities and resource sharing
