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Opening Date and Time

3rd June, 2011 At 12:01 AM (Mid-Night)

Closing Date and Time

6th June, 2011 At 11:59 PM (Mid-Night)

Mgmt625 Assignment Solution HRM625

Solution MGMT625 - Change Manegement

Pakistan Railway, one of the largest institutions of Pakistan is providing the transportation services all over the country. But with the passage of time it has lost its credibility and is now at the verge of closure or dismemberment.

Greiner Model of organizational evolution & revolution proposed following dimensions of organizational development that is; age of organization, size of organization, stages of evolution, and stages of revolution. 

In your opinion, which dimension of Greiner Model was ignored by Pakistan Railway that hindered its development? Justify your choice within two lines.

Solution :

Stage of revolution is ignored by Pakistan Railway. 

Turbulent times leading to  severe upheaval of management practices – means revolution or period of revolution.

Many organisations fail during such a crisis – unable to abandon past practices have to wind-up or compromise to lower levels of growth.

The critical task for management in each revolutionary period is to find a new set of organisation. 

Interestingly, the new practices sow their own seeds of decay and lead to another revolution. Therefore management sees something a solution in one time period becomes a major problem later.

Mgmt628 HRM628 GDB solution

Following are some observations about an employee’s behavior in different situations and highlight his ‘people-oriented’ nature.

For each observation, you are required to simply NAME the skillthat he possesses.

No irrelevant material is needed (such as definition, details)

S. No.

Observation

Skill

1

Everyone knew they could rely on him for even the most difficult and impossible tasks. He always seemed unstoppable in his pursuit and that’s why many times people agreed easily to the solutions he provided.

2

He was known to be an extremely disciplined person. But he made sure nobody disrespected him and that’s why he greeted everyone as soon as he would enter the office and say good-bye at day’s end.

3

He always asked a lot of questions and tried to understand the situation. He took initiative to think out of the box and encouraged new and innovative ideas.

4

He was always confident about his abilities and knew how to get his point across to his team. He appeared highly interested in team meetings and always had a genuine opinion.

Solution:

S. No.	Observation	Answer
1	Everyone knew they could rely on him for even the most difficult and impossible tasks. He always seemed unstoppable in his pursuit and that’s why many times people agreed easily to the solutions he provided.	Leadership
2	He was known to be an extremely disciplined person. But he made sure nobody disrespected him and that’s why he greeted everyone as soon as he would enter the office and say good-bye at day’s end.	Interpersonal
3	He always asked a lot of questions and tried to understand the situation. He took initiative to think out of the box and encouraged new and innovative ideas.	Personal
4	He was always confident about his abilities and knew how to get his point across to his team. He appeared highly interested in team meetings and always had a genuine opinion.	Communication

Leadership: Leaders keep members focused on key company values and on opportunities and need for improvement. A leader's job is to recognize when a company is headed in the wrong direction and to get it back on the right track.

Project Management: This means involving all the right people and department to keep the change program on track.

Communication: It is vital to communicate the key values to everyone in the organization.

Problem-Solving: The real challenge is to implement a solution to an organizational problem. Forget about today's problems: focus constantly on the next set of problems.

Interpersonal: The number-one priority is to give everybody in the organization the tools and the confidence to be involved in the change process. This includes facilitating, building relationships, and process skills.

Personal: The confidence to help the organization make tough decisions, introduce new techniques, try something new, and see if it works

Mgmt629 HRM629 Assignment No. 1 announced

Assignment No. 01 Marks: 15 
“Crisis management”

Japan's most powerful earthquake since records began had struck the north-east coast, triggering a massive tsunami on March 11, 2011. Cars, ships and buildings were swept away by a wall of water after the 8.9-magnitude tremor, which struck about 400km (250 miles) north-east of Tokyo. The earthquake and tsunami have caused extensive and severe damage in Northeastern Japan, leaving thousands of people confirmed dead, injured or missing, and millions more affected by lack of electricity, water and transportation. A state of emergency had been declared at a nuclear power plant, where pressure had exceeded normal levelsand it is still going on.

Keeping in view the above statement answer the following questions:

Marks= 2.5+2.5+10 
Q no. 1: What level of crisis it is? 
Q no. 2: What is the main cause of this crisis? 
Q no. 3: Discuss in detail the precautionary measures which canbe adopted to minimize destruction from such kind of crisis?

Mgmt628 HRM628 GDB solution

Following are some observations about an employee’s behavior in different situations and highlight his ‘people-oriented’ nature.

For each observation, you are required to simply NAME the skillthat he possesses.

No irrelevant material is needed (such as definition, details)

S. No.

Observation

Skill

1

Everyone knew they could rely on him for even the most difficult and impossible tasks. He always seemed unstoppable in his pursuit and that’s why many times people agreed easily to the solutions he provided.

2

He was known to be an extremely disciplined person. But he made sure nobody disrespected him and that’s why he greeted everyone as soon as he would enter the office and say good-bye at day’s end.

3

He always asked a lot of questions and tried to understand the situation. He took initiative to think out of the box and encouraged new and innovative ideas.

4

He was always confident about his abilities and knew how to get his point across to his team. He appeared highly interested in team meetings and always had a genuine opinion.

Solution:

S. No.	Observation	Answer
1	Everyone knew they could rely on him for even the most difficult and impossible tasks. He always seemed unstoppable in his pursuit and that’s why many times people agreed easily to the solutions he provided.	Leadership
2	He was known to be an extremely disciplined person. But he made sure nobody disrespected him and that’s why he greeted everyone as soon as he would enter the office and say good-bye at day’s end.	Interpersonal
3	He always asked a lot of questions and tried to understand the situation. He took initiative to think out of the box and encouraged new and innovative ideas.	Personal
4	He was always confident about his abilities and knew how to get his point across to his team. He appeared highly interested in team meetings and always had a genuine opinion.	Communication

Leadership: Leaders keep members focused on key company values and on opportunities and need for improvement. A leader's job is to recognize when a company is headed in the wrong direction and to get it back on the right track.

Project Management: This means involving all the right people and department to keep the change program on track.

Communication: It is vital to communicate the key values to everyone in the organization.

Problem-Solving: The real challenge is to implement a solution to an organizational problem. Forget about today's problems: focus constantly on the next set of problems.

Interpersonal: The number-one priority is to give everybody in the organization the tools and the confidence to be involved in the change process. This includes facilitating, building relationships, and process skills.

Personal: The confidence to help the organization make tough decisions, introduce new techniques, try something new, and see if it works