M.B.A. DEGREE EXAMINATION, NOVEMBER/DECEMBER 2017.
Third Semester
STRATEGIC HUMAN RESOURCE MANAGEMENT
2 90135-AB
Time 3 Hours Max. Marks 70
SECTION — A
Answer the following questions. 2 10 Marks)
1. Strategic business planning.
2. Employee leasing.
3. Strategic alliance.
4. Bench marking.
5. Competency making.
SECTION — B
Answer the following questions. 10 50 Marks)
6. Explain the methods of structuring HR department in organizations.
Or
Explain the knowledge based HR management strategy.
7. Explain the influence of HR information system of the organisation.
Or
State the impact of organization design and learning.
8. Discuss the assessment of strategic alternatives.
Or
Bring out key HR activities in mergers and acquisitions.

9. Discuss the implementation of human resource and reallocation decisions.
Or
What are strategically oriented compensation systems? Explain.
10. What are the various approaches to HR evaluation?
Or
What do you mean by emerging areas such as management of diversity and
quality readiness?
SECTION — C
Compulsory. (10 Marks)
11. Case Study
The Tata group has essentially beep a loose confederation at companies, but it had
never faced a split in its entire existence of almost 100 years. This form of
organization was deliberately created by past chairman of the group. JRD Tata, the
immediate predecessor of the current chairman Ratan Tata, played the role of the
promoter as well as the key investor and strategic adviser, 'giving wide range of
powers to the heads of different group companies. But, Ratan Tata's ideology with
respect to this organizational facet was somewhat different from his predecessors
as he wanted to provide unity and focus to this federal group that there could be a
more homogenized and highly focused group in this highly globalized world.
Therefore, some form of reorganizing of the group was high on the agenda of Ratan
Tata when he took over as the chairman of the Tata Group to provide greater focus,
business rationalization and synergy in the enterprise. It was expected that this
will result in a leaner, more aggressive and more focused Tata Group, which would
be quick to change with time to align itself with the rapidly changing business
environment.
The need for the hour for the group was twofold. First, to get out of the business
which were no longer the core competence of the group. By 2000, after parting with
many group companies, the Tata group companies, the Tata group still had a
presence in as many as 25 industries, ranging from infotech to knitwear. Secondly,
a need was felt for re-establishing control over the powerful CEOs who were
running different group companies as complete independent entities. A move was
afoot to replace some of them with professionals who would be willing and
competent to restructure these companies in accordance with the changed business
scenario because of liberalization and intensified competition.
3 90135-AB
'Speed is not one of the Tata group's strengths', says Raj Nair, former Managing
Director. Business consulting group in India. The Tata group has beer quick to
enter newly liberalized areas like telecom and financial services but it could
initially take a leading position in those industries as it would have expected.
Other companies have taken significant lead in these new economy business.
By playing the role of a hands-on CEO, Ratan Tata made an attempt to transform
the Tata group from a loose confederation into a homogenized and a more focused
business entity.
Questions
How far do you agree with the restricting of the Tata group initiated by
Ratan Tata?
To what extent this reorganization has helped the Tata group and its leader
in achieving the intended objectives?
What are the strategic planning decision Tata has taken to make Tata
company as one of the leading companies in India?