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Mgmt628 HRM628 GDB No. 2 solution

Sunday, May 29, 2011 Posted In , Edit This
Mgmt628 HRM628 GDB No. 2 solution




Mgmt628 HRM628 GDB No. 2 solution

Opening Date and Time
27th May, 2011 At 12:01 A.M. (Mid-Night)
Closing Date and Time
31st May, 2011 At 11:59 P.M. (Mid-Night)

LEADING AND MANAGING CHANGE

Introduction:

“Lay-off” is one of the most intricate ways an organization deals with financial, political and/or structural changes. The management has to face resistance, low quality work, concerned employees, rumors, employee dissatisfaction and, the most serious of all, loss of skilled workers. Following are some statements of troubled employees that management generally comes across:

1. “Top management thinks they can run the company alone. We keep asking them the reason of laying-off such talented people, who were once considered the threshold of the organization. All they provide us is with diplomatic and politically correct statements. Some people are saying they want to kick us out and hire their own family and friends, others are saying the company is closing down. We don’t understand the reason and we don’t know what will happen in the future.”

2. “We should have at least been consulted. We have given a large part of our lives to this company and we deserve to be a part of every decision that involves us and our future. The company’s values have been high-level employee participation and time and again our management has also empowered us to make decisions; they should have at least kept that spirit alive.”

3. “My manager never listened to me in the first place. I came to her office one day to confront her on the decision and she gave me 100 reasons why I was wrong and she was right. We are dedicated and experienced people and we know this business more than our management. The least they can do is listen to us and respect our opinion.”

Question:

Consider yourself an OD Practitioner and analyze these three statements depicting resistance to change. Identify which strategy you would use to deal with each situation.

Solution:

1.
Sensitize organizations to pressure for change. Innumerable pressures for change operate both externally and internally to organizations. As mentioned earlier, modern organizations face unprecedented environmental pressures to change themselves, including heavy foreign competition, rapidly changing technology, and the draw of global markets. Internally pressures to change include new leadership, poor product quality, high production costs and excessive employee absenteeism and turnover. Before these pressures can serve as triggers for change, however, organizations must be sensitive to them. The pressure must pass beyond an organization’s threshold of awareness if managers are to respond to them. Many organizations, such as Kodak, Apple, Polaroid and Jenny Craig, set their threshold of awareness too high and neglected pressure for changes until those pressures reached disastrous levels. Organizations can make themselves more sensitive to pressure for change by encouraging leaders to surround themselves with devil’s advocate; by cultivating external network that comprise people or organizations with different perspective and views; by visiting other organizations to gain exposure to new ideas and methods; and by using external standards of performance, such as competitions’ progress or benchmarks, rather than the organization’s own past standards of performance. 

2.
Reveal discrepancies between current and desired states. In this approach to generating a felt need for change, information about the organization’s current functioning is gathered and compared with desired states of operation. (See “Creating a Vision” later for more information about desired future states.) These desired states may include organizational goals and standards, as well as general vision of a more desirable future state. Significant discrepancies between actual and ideal states can motivate organization members to initiate corrective changes, particularly when members are committed to achieving those ideals. A major goal of diagnosis, as described earlier, is to provide members with feedback about current organizational functioning so that the information can be compared with goals or with desired function states. Such feedback can energize action to improve the organization.

3.
Convey credible positive expectation for the change. Organization members invariably have expectations about the result of organizational changes. The contemporary approach to planned change described earlier suggest that these expectations can play an important role in generating motivation for change. The expectations can serve as a fulfilling prophecy, leading members to invest energy in changes program that they expect will succeed. When members expect success, they are likely to develop greater commitment to the change process and to direct more energy into the constructive behaviors needed to implement it. The key to achieving these positive effects is to communicate realistic, positive expectation about the organizational changes. Organization members also can be taught about the benefit of positive
::::::::::::::::::::::::::::::

For 1st situation strategy is Communication
For 2nd situation strategy is Participation and Involvement
For 3rd situation strategy is Empathy and Support
:::::::::::::::::::::::::::::::::::::::::


1. Communication strategy
2. Participation and involvement strategy
3. Empathy and support strategy

:::::::::::::::::::::::::::::::::::::::::::::::::::::
1. Sensitize organizations to pressure for change
2. Reveal discrepancies between current and desired states
3. Convey credible positive expectation for the change

::::::::::::::::::::::::::::::::
for 1. Communication 
for 2. Participation and involvement 
for 3. Empathy and support 

:::::::::::::::::::::::::::::::::::::::::::::::::::
1. Communication strategy is to Sensitize organizations to pressure for change
2. Participation and involvement strategy is to Convey credible positive expectation for the change
3. Empathy and support strategy is to Reveal discrepancies between current and desired states

HRM627 GDB No. 2 solution

Sunday, May 29, 2011 Posted In Edit This
Semester “Spring 2011”
“Human Resource Development (HRM 627)”
This is to inform that Graded Discussion Board (GDB-2) will be opened according to the following schedule

Schedule

Opening Date and Time: 
27th May , 2011 At 12:01 A.M. (Mid-Night)
Closing Date and Time: 30th May ,
2011 At 11:59 P.M. (Mid-Night)


Topic/Area for Discussion
“Sectors of Society”
Note: The discussion question will be from the area/topic mentioned above.




So start learning about the topic now.
Guidelines for Preparation:


For acquiring the relevant knowledge, do not rely only on handouts but watch the course video lectures, 
Online VU Lecture
[/url], and also use other reference books.


Discussion Question
There are different sectors in economy i.e. public, private and voluntary sectors. And in public sector, there are numerous types of organizations. Following are some commercial criteria for the public sector organizations. You are required to identify the subtype of the organization along with who takes the decisions in each subtype. Fill the empty boxes by specific answers relevant to those particular criteria.


S No. Commercial Criteria Sector Subtype Decision Taken By


1. Commercial criteria depends upon the type of business and nature of task
2. Expected to operate according to commercial criteria
3. No specific requirement to meet commercial success criteria


SOLUTION:


3. Direct administration funded through taxation; the delivering organization generally has no specific requirement to meet commercial success criteria, and production decisions are determined by government.


2. Publicly owned corporations (in some contexts, especially manufacturing, "State-owned enterprises”); which differ from direct administration in that they have greater commercial freedoms and are expected to operate according to commercial criteria, and production decisions are not generally taken by government (although goals may be set for them by government). 


1. Complete outsourcing or contracting out, with a privately owned corporation delivering the entire service on behalf of government. This may be considered a mixture of private sector operations with public ownership of assets, although in some forms the private sector's control and/or risk is so great that the service may no longer be considered part of the public sector.


::::::::::::::::::::::::::


1. 
Commercial Criteria: Commercial criteria depends upon the type of business and nature of task 
Sector Subtype: Partial Outsourcing 
Decision Taken By: Government/Management


2.
Commercial CriteriaExpected to operate according to commercial criteria
Sector Subtype: Publicly owned Corporations
Decision Taken By: Management/Themselves

3. 
Commercial Criteria: No specific requirement to meet commercial success criteria
Sector Subtype: Direct Administration
Decision Taken By: Government

    HRM624 GDB No. 2 Solution

    Sunday, May 29, 2011 Posted In Edit This

    The HR Manger and Training & Development Manager of Orient Associates have a conflict on the mode of upcoming training program for their engineers. Both the managers are strict to their own stances and none of them is willing to accept other’s point of view. Conflict is going to prolong and intense.

    What would you suggest that how this conflict should be resolved? Suggest any one technique and elaborate why you are recommending it.


    Solution:


    Assess the nature of conflict either this conflict is about importance of the subject course or training / schedule of the course if this course relates to upcoming market dammed and relates of latest technology practices in the market then HR Manager must be fulfilled as he is responsible for the staff training and shall development and if possible training schedule must be designed in from of in house workshop.
    ::::::::::::::::::::::::::::::::::::


    I will suggest Negotiating Interpersonal Conflicts Purpose to resolve interpersonal conflicts between The HR Manger and Training & Development Manager of Orient Associates because it has a potential to understand both sides of the problem and develops solutions at which both are agreed. Evaluate the solutions, select the best solution and finally implement that solution.


    :::::::::::::::::::::::::::::::::::::::::


    I am recommended (Negotiating Interpersonal Conflicts) for this type of conflict because it have following positive points:

    1. Identification of problems: The purpose of this initial stage is to say that what you want and to listen to what the other person wants.

    2. Provide several solutions: Negotiating Interpersonal Conflicts provides several possible solutions for the conflicts on which both parties agreed.

    3. Evaluation of the solutions: The solutions might not be ideal for either
    person and may involve compromise.

    4. Decide the best solution: Select the solution that seems mutually
    acceptable, even if it is not perfect for either party

    5. Implementing of solution: Finally it implement the provided solutions.

    ::::::::::::::::::::::::::::::::::


    I will use win-win approach to resolve the aforementioned conflict. This technique is a conscious and systematic attempt to maximize the goals of both parties through collaborative problem solving.
    As both the managers are of equal power they both need a complete satisfaction to continue their working. 



    ::::::::::::::::::::::::::::



    Fin622 GDB No. 2 solution

    Sunday, May 29, 2011 Posted In Edit This
    Semester “Spring 2011”

    “Corporate Finance (Fin622)”

    This is to inform that Graded Discussion Board (GDB # 02)

    will be opened according to the following schedule

    Schedule

    Opening Date and Time
    May 27, 2011 At 12:00 A.M. (Mid-Night)

    Closing Date and Time
    May 31, 2011 At 11:59 P.M. (Mid-Night)




    Topic/Area for Discussion

    “ Weighted Average Cost of Capital (WACC) ”

    Note: The discussion question will be from the area/topic mentioned above. So start learning about the topic now.



    GDB Question
    Following data has been calculated for MKJ Company:

    Cost of Debt = 9%

    Cost of Equity = 11%

    Tax Rate = 35%

    The company is evaluating weighted average cost of capital (WACC) by considering different capital structures. You are required to calculate:
    WACC if the debt-equity ratio of company is 0.5
    WACC if the debt-equity ratio of company is 1.0
    WACC if the debt-equity ratio of company is 2.0
    What is the trend (increasing/decreasing/constant) of WACC with an increasing debt-equity ratio?



    Solution:


    WACC (when debt-equity ratio is 0.5) = 0.09

    WACC (when debt-equity ratio is 1.0) = 0.06

    WACC (when debt-equity ratio is 2.0) = 0.01

    Trend of WACC with increasing D/E ratio = Decreasing

    ::::::::::::::::::::::::::::::::::


    WACC if the Debt-equity Ratio of Company is .5
    WACC=.11(1/1.5) .09(.5/1.5)(1-.35)
    WACC=.11(.666666666) .09(.333333333)(.65)
    WACC=.073333333 .03(.65)
    WACC=.073333333 .0195
    WACC=.092833333
    WACC=9.28%
    WACC if the Debt-equity Ratio of Company is 1.0
    WACC=.11(1/2) .09(1/2)(1-.35)
    WACC=.11(.5) .09(.5) (.65)
    WACC=.055 ..045(.65)
    WACC=.055 .02925
    WACC=.08425
    WACC=8.42%
    WACC if the Debt-Equity Ratio of Company is 2.0
    WACC=.11(1/3) .09(2/3)(1-.35)
    WACC=.11(.333333333) .09(.666666666)(.65)
    WACC=.036666666 .06(.65)
    WACC=.036666666 .039
    WACC=.075666666
    WACC=7.56%

    Trend of WACC with increasing D/E ratio = Decreasing



    :::::::::::::::::::::::::::::::


    WACC if the Debt-equity Ratio of Company is .5
    WACC=.11(1/1.5) + .09(.5/1.5)(1-.35)
    WACC=.11(.666666666) + .09(.333333333)(.65)
    WACC=.073333333 + .03(.65)
    WACC=.073333333 + .0195
    WACC=.092833333
    WACC=9.28%
    WACC if the Debt-equity Ratio of Company is 1.0
    WACC=.11(1/2) + .09(1/2)(1-.35)
    WACC=.11(.5) + .09(.5) (.65)
    WACC=.055 + ..045(.65)
    WACC=.055+.02925
    WACC=.08425
    WACC=8.42%
    WACC if the Debt-Equity Ratio of Company is 2.0
    WACC=.11(1/3) + .09(2/3)(1-.35)
    WACC=.11(.333333333) + .09(.666666666)(.65)
    WACC=.036666666 + .06(.65)
    WACC=.036666666 + .039
    WACC=.075666666
    WACC=7.56%
    Trend of WACC With increasing D/E Ratio
    Increase in Debt or Debt-equity Ratio decreases the WACC

    ::::::::::::::::::::::::::::::::::::::::


    Trend of WACC with increasing D/E ratio = decreasing.
    This means that as we increase the D/E ratio, WACC decreases as we see when we increase the ratio from 0.5 to 2,WACC decreases from 9.42 to 7.56. This happens due to tax advantage of increasing the amount of debt .

    Fin621 GDB No. 2 solution

    Sunday, May 29, 2011 Posted In Edit This
    Semester “Spring 2011”

    “Financial Statement analysis(FIN621)”

    This is to inform that next Graded Discussion Board (GDB)

    will be opened according to the following schedule

    Schedule

    Opening Date and Time
    May 27 , 2011 At 12:01 A.M. (Mid-Night)
    Closing Date and Time 
    May 31 , 2011 At 11:59 P.M. (Mid-Night)



    Topic/Area for Discussion

    “ Inventory valuation methods and costing of inventory ”

    Note: The discussion question will be from the area/topic mentioned above. So start learning about the topic now.



    “ABC Limited deals in generators of different brands and capacity. The least expensive generator is priced at Rs. 500,000 and the most expensive generator cannot be sold for more than Rs. 5,000,000. The inventory of the generators consists of 20 generators and no two are alike. 

    ABC Ltd also owned XYZ (Pvt) Ltd producing battery cells. ABC Ltd planned to issue IPO of XYZ (Pvt) Ltd. within next five years; therefore, focusing on maximizing the profitability of the company XYZ (Pvt) Ltd, which is also facing the challenge of rapid inflation.” 

    Required: Identify most appropriate inventory valuation method for Company ABC Ltd and Company XYZ (Pvt) Ltd along with stating a valid reason for choosing particular inventory valuation method in just one line.

    Hint: Write your answer in the following format.

    .
    Company Name
    Answer: 

    ABC Limited
    a) Inventory Method:________________________


    b) Specific reason for choosing this method:___________________________________________


    XYZ (Private) Limited

    c) Inventory Method:_________________________


    d) Specific reason for choosing this method:__________________



    Solution:


    ABC Limited
    a) Inventory Method:Specific Identification Method
    b) Specific reason for choosing this method: We can identify Items which are only 20 and vary in their description and price.

    XYZ (Private) Limited

    c) Inventory Method:FIFO

    d) Specific reason for choosing this method:During Inflation the FIFO will show high profits to the investors.

    :::::::::::::::::::::::::::::::::::::::


    ANSWER:
    ABC Limited
    METHOD: Specific Identification Method
    REASON: It relates the ending inventory goods directly to the specific price they were bought for

    XYZ (Private) Limited
    METHOD: FIFO Method
    Reason: FIFO method is suitable when prices are increase and economy facing inflation challenges.

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