Download JNTUA MBA 2018 May-June Supply 3rd Sem 14E00310 Training And Development Question Paper

Download JNTUA (JNTU Anantapur) MBA (Master of Business Administration) 2018 May-June Supplementary 3rd Sem 14E00310 Training And Development Previous Question Paper

Code: 14E00310

MBA III Semester Supplementary Examinations May 2018
TRAINING & DEVELOPMENT
(For students admitted in 2014, 2015 & 2016 only)
Time: 3 hours Max. Marks: 60
PART ? A
(Answer the following: (05 X 10 = 50 Marks)

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1 Distinguish between the terms training and development. Briefly explain the training process.
OR
2 What is the contribution of Donald Kirkpatrick to training evaluation? Explain his four level model of
training evaluation.

3 What factors might inhibit HRD managers from developing a strategic planning approach to training?
How might these factors be overcome?
OR
4 What are significant legal issues that the training unit must take in to consideration when conducting
training activities? Describe how these issues might create challenges for HRD.

5 What are competencies and why are they popular in training departments? How are competency
models related to job analysis?
OR
6 Discuss organizational constraints involved in designing the training programme. How do you do
about the organizational structure?

7 To help ensure training, what would you do outside the training itself? Who would you involve and
how? What would you do about the organizational structure / environment?
OR
8 What are some typical difficult trainees and how would you deal with them?

9 Why are classroom-based training programs (lecture / discussion, role play, games, etc.,) used so
much more than individualized approaches to training? Do you think this choice is appropriate?
OR
10 What is the relationship among the four levels of evaluation? Would you argue for examining all four
levels if your boss suggested you should only look at the last one (results) and that if it improved you
would know that training had some effect?

PART ? B
(Compulsory question, 01 X 10 = 10 Marks)
11 Case Study:
Our client Moldovan Coffins is a high-end coffin maker in the country of Moldova. Moldova,
officially the republic of Moldova, is a landlocked country in eastern Europe located between Romania
to the west and Ukraine to the north, east, and south. Moldova declared itself an independent state
with the same boundaries as the Moldavian Soviet Socialist Republic in 1991 a part of the dissolution
of the Soviet Union. The total population of the country amounted to 4 million (2004 Moldovan
census).
The owner of Moldovan Coffins business has seen substantial change in his market in recent
years and is contemplating the future of his business. Up until now, he has been in the business of
building high-quality, handcrafted coffins largely by hand with a skilled labour force. Recently,
however, he has become aware of a new technology that would allow him to build machine-made
coffins with much less labor. Should he invest in this new technology? And should he even remain in
the coffin-making business in the first place? Why or why not?
Questions:
(a) What strategic alternatives should the owner of the coffin business consider?
(b) How would you figure out the current value of the coffin business? Provide the following additional
information if the candidate asks for it clearly and directly.

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