Download GTU (Gujarat Technological University) MBA 2019 Winter 3rd Sem 4539283 Managing Talent Globally Previous Question Paper
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 4539283 Date: 02-12-2019
Subject Name: Managing Talent Globally
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the terms (Two marks each)
(a) Collective bargaining
(b) Cultural Shock
(c) COLA
(d) Non expatriate
(e) Social Dumping
(f) Transnational
(g) Performance management
14
Q.2 (a) International HRM is characterized by several complexities
which domestic HRM is not affected by. Discuss the
differences between domestic and international HRM
07
(b) You are an HR head in a global Indian company You have
been given the task of staffing its rapidly growing international
operations. What are the various approaches that you will be
considering for making staffing decisions? Consider the pros
and cons of each.
07
OR
(b) Assume that the firm with which you are employed as CEO is
considering foreign expansion by beginning with exporting.
What is the exporting strategy which you shall be considering
for this stage? What is the role of the HR department when you
firm goes for it?
07
Q.3 (a) What are the factors contributing to the failure of an
expatriate?
07
(b) Assume that you are the head of the human resources
department of a large pharmaceutical firm with global
operations. What are the variables which you should consider
which might affect the performance of your expatriate
employees?
07
OR
Q.3 (a) Describe the approaches to international compensation. 07
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 4539283 Date: 02-12-2019
Subject Name: Managing Talent Globally
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the terms (Two marks each)
(a) Collective bargaining
(b) Cultural Shock
(c) COLA
(d) Non expatriate
(e) Social Dumping
(f) Transnational
(g) Performance management
14
Q.2 (a) International HRM is characterized by several complexities
which domestic HRM is not affected by. Discuss the
differences between domestic and international HRM
07
(b) You are an HR head in a global Indian company You have
been given the task of staffing its rapidly growing international
operations. What are the various approaches that you will be
considering for making staffing decisions? Consider the pros
and cons of each.
07
OR
(b) Assume that the firm with which you are employed as CEO is
considering foreign expansion by beginning with exporting.
What is the exporting strategy which you shall be considering
for this stage? What is the role of the HR department when you
firm goes for it?
07
Q.3 (a) What are the factors contributing to the failure of an
expatriate?
07
(b) Assume that you are the head of the human resources
department of a large pharmaceutical firm with global
operations. What are the variables which you should consider
which might affect the performance of your expatriate
employees?
07
OR
Q.3 (a) Describe the approaches to international compensation. 07
Page 2 of 3
(b) You have been asked to accept an international assignment that
involves working in Nigeria for 1.5 years. Following the
general trend, your employer will not provide a post-
assignment assurance for employment. You realise that the
probability of unemployment when the assignment is finished
is rather high. Why would you accept the international
assignment?
07
Q.4 (a) There are several features of multi nationals which cause trade
unions anxiety. Elaborate them and discuss the ways trade
unions have responded for such concerns.
07
(b) Consider that you are the head of a large MNC and are
responsible for managing subsidiary performance. What are
the constrains which might affect goal attainment? What are
the ways that you can utilize the performance management for
control purposes?
07
OR
Q.4 (a) What are the crucial factors involved in the selection decision
of expatriates?
07
(b) Assume that you have been appointed as the head of the
human resources department of a multinational organization.
What are the crucial issues which you shall be considering
when dealing with the industrial relations of your subsidiaries?
07
Q.5
CASE STUDY:
Brunt Hotels, PLC, owns more than 60 hotels considered as
budget accommodations, throughout the United Kingdom. They
recently acquired a small hotel chain headquartered in France.
Brunt?s chief executive decided that half of the new hotels in
France would be retained and rebranded as part of the Brunt
Hotels Group; the other half will be sold. This will support
Brunt?s strategic objective of growing the organization slowly
to make sure that new ventures are well supported and opened
on time and on budget. If this new overseas venture is
successful, Brunt may decide to acquire other small hotel groups
in other European countries. The organization has a very high
goal of owning 150 hotels in the next five years and 300 hotels
across Europe within 10-years.
Most guests stay for one to three nights and are a combination
of business and leisure travelers. Tourists are attracted to these
hotels in popular visitor destinations where the many local
attractions mean that they will not be spending much time in
their hotel rooms.
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Page 1 of 3
Seat No.: ________ Enrolment No.___________
GUJARAT TECHNOLOGICAL UNIVERSITY
MBA - SEMESTER ? III EXAMINATION ? WINTER 2019
Subject Code: 4539283 Date: 02-12-2019
Subject Name: Managing Talent Globally
Time: 10:30 AM TO 1.30 PM Total Marks: 70
Instructions:
1. Attempt all questions.
2. Make suitable assumptions wherever necessary.
3. Figures to the right indicate full marks.
Q.1 Explain the terms (Two marks each)
(a) Collective bargaining
(b) Cultural Shock
(c) COLA
(d) Non expatriate
(e) Social Dumping
(f) Transnational
(g) Performance management
14
Q.2 (a) International HRM is characterized by several complexities
which domestic HRM is not affected by. Discuss the
differences between domestic and international HRM
07
(b) You are an HR head in a global Indian company You have
been given the task of staffing its rapidly growing international
operations. What are the various approaches that you will be
considering for making staffing decisions? Consider the pros
and cons of each.
07
OR
(b) Assume that the firm with which you are employed as CEO is
considering foreign expansion by beginning with exporting.
What is the exporting strategy which you shall be considering
for this stage? What is the role of the HR department when you
firm goes for it?
07
Q.3 (a) What are the factors contributing to the failure of an
expatriate?
07
(b) Assume that you are the head of the human resources
department of a large pharmaceutical firm with global
operations. What are the variables which you should consider
which might affect the performance of your expatriate
employees?
07
OR
Q.3 (a) Describe the approaches to international compensation. 07
Page 2 of 3
(b) You have been asked to accept an international assignment that
involves working in Nigeria for 1.5 years. Following the
general trend, your employer will not provide a post-
assignment assurance for employment. You realise that the
probability of unemployment when the assignment is finished
is rather high. Why would you accept the international
assignment?
07
Q.4 (a) There are several features of multi nationals which cause trade
unions anxiety. Elaborate them and discuss the ways trade
unions have responded for such concerns.
07
(b) Consider that you are the head of a large MNC and are
responsible for managing subsidiary performance. What are
the constrains which might affect goal attainment? What are
the ways that you can utilize the performance management for
control purposes?
07
OR
Q.4 (a) What are the crucial factors involved in the selection decision
of expatriates?
07
(b) Assume that you have been appointed as the head of the
human resources department of a multinational organization.
What are the crucial issues which you shall be considering
when dealing with the industrial relations of your subsidiaries?
07
Q.5
CASE STUDY:
Brunt Hotels, PLC, owns more than 60 hotels considered as
budget accommodations, throughout the United Kingdom. They
recently acquired a small hotel chain headquartered in France.
Brunt?s chief executive decided that half of the new hotels in
France would be retained and rebranded as part of the Brunt
Hotels Group; the other half will be sold. This will support
Brunt?s strategic objective of growing the organization slowly
to make sure that new ventures are well supported and opened
on time and on budget. If this new overseas venture is
successful, Brunt may decide to acquire other small hotel groups
in other European countries. The organization has a very high
goal of owning 150 hotels in the next five years and 300 hotels
across Europe within 10-years.
Most guests stay for one to three nights and are a combination
of business and leisure travelers. Tourists are attracted to these
hotels in popular visitor destinations where the many local
attractions mean that they will not be spending much time in
their hotel rooms.
Page 3 of 3
The organization has never owned hotels outside the UK before,
so they made an initial survey and found that
most of their existing managers would like a chance to
work abroad, none of their existing managers speak
French fluently, they will have four weeks to rebrand the
hotels and by then the new hotels must be ready to begin,
large scale recruitment for the new French hotels is
needed as more than 70 percent of the employees from
the acquired organization left and managers must be
flexible and move between countries if any difficulties
occur
The organization has decided to use an ethnocentric approach
and send some of their existing UK-based managers to France
to lead the changeover of the new hotels and then manage them
after they re-open. The success of these managers is vital to the
success of setting up the new business. The management
believes that the best option is to divide their training and
development into parts: pre-departure training and on-the-job
training in the new country.
Since the organization has never sent employees abroad before,
they are not sure about what should be included in these training
programs. The only area that must be included is an introductory
language section (including basic business French) so that the
managers have a basic grasp of French by the time they open the
new hotels. However, they hope that when the new hotels begin,
the managers shall keep attending more advanced language
classes
(a) Should the hotel recruit internal candidates who are parent
country nationals (PCNs) or host country nationals (HCNs)?
Why?
07
(b) What are the main priorities of the hotel to attain its strategic
objective
07
OR
Q.5 (a) What should be the main training areas considered by the
hotel?
07
(b)
Evaluate your suggested training areas with its feasibility (with
regard to cost of training, duration of training, involvement of
employees etc.)
07
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This post was last modified on 19 February 2020