Marks : 60
Duration : 2 Hrs.
Set No. :
Transforming Youth



Notes :
1) All questions in Section I are Compulsory.
2) Answer any three questions from Section II.
3) Answer both the sections in the same answer book.
4) Support your answers with examples.
Q.1. Explain the concepts : (15)
a) HRIS.
b) Personnel Manual.
c) Head Hunting
d) Job Rotation
e) Quality Circles.

Q.2. Case Study :
Dinesh is a over ambitious man. For him ends justify means.
With a Diploma in Engineering, Dinesh joined, in 1977, a Bangalore – based company as a
Technical Assistant. He got himself enrolled as a student in an evening college and
obtained his degree in engineering in 1982. Recognizing his improved qualification, Dinesh
was promoted as Engineer – Sales in 1984.
Dinesh excelled himself in the new role and became the blue – eyed boy of the
management. Promotions came to him in quick succession. He was made Manager Sales
in 1986 and Senior Manager – Marketing in 1989.
Functioning as Senor Manager – Marketing, Dinesh eyed on things beyond his jurisdiction.
He started complaining against Ramesh – the section Head and Pramod the Unit Chief
(both production) with Suresh the EVP (Executive – Vice President). The complaints
included delay in execution of orders, poor quality and customer rejections. Most of the
complaints were imaginary.
Suresh was conceived and requested Dinesh to head the production section so that things
could be straightened up there. Dinesh became the section head and Ramesh was shifted
to Sales.
Dinesh started spreading his wings. He prevailed upon Suresh and got Sales and Quality
under his control, in addition to production. Sachin, an equal in status, was now
subordinated to Dinesh. Success had gone to Dinesh’s head. He has everything going in
his favour – position, power, money and qualification. He divided workers and used them as
pawns. He ignored Pramod and established direct link with Suresh. Unable to bear
humiliation. Pramod quit the company. Dinesh was promoted as General Manager. He
became megalomaniac false idea and imagination.
Things has to end at some point. It happened in Dinesh’s life too. Three were complaints
against him. He inducted his brother-in-law, Ganesh as an engineer. Ganesh by nature is
corrupt. He stole copper worth five lakhs and was suspended.
Dinesh tried to defend Ganesh but failed in his effort. Corruption changes were also leveled
against Dinesh who was reported to have made nearly 20 lakhs for himself.
On the new year of 1993, Dinesh was reverted to his old position – Sales. Ramesh was
promoted and was asked to head production. Role was reversed. Ramesh became the
boss to Dinesh.
Unable to swallow the insult, Dinesh put his papers. From 1977 to 1993, Dinesh’s career
graph had a steep rise and a sudden fall. Whether there would be another hump in the
curve is the big question.

Questions :
(a) Bring out the principles of promotion that were employed in promoting Dinesh. (05)
(b) What would you do if you were (i) Sachin, (ii) Promod, (iii) Suresh? (05)
(c) Bring out the ethical issues involved in Dinesh’s behaviour. (05)


Q.3. Define “Human resources management”. What is the importance of H.R.M. in the present
Global Scenario? (10)
Q.4. Induction is better than informal orientation. Discuss the statement. (10)
Q.5. ‘Regular feedback improves the performance of employees.’ Explain the importance of
performance appraisal. (10)
Q.6. Write short notes on any two : (10)
(a) Career life cycle.
(b) Job Analysis.
(c) Industrial Relations.

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