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VOL I - ISSUE II
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LETTER FROM TEAM FORT
When your beliefs are shaken at the core,
When waves of emotion wash up ashore...
Catapult your inner self to the fore,
Know Fort - Ur Human Score!
This issue of Fort brings to you an international perspective of human resource
management. Added to this are insights on team building, corporate ethics and the
evolving role of HR.
ACKNOWLEDGEMENT
We the HR Coordinators & Editorial team members of "FORTE" hereby express our sincere
thanks to Rev. Fr. Thomas T.V, Director - Christ University Institute of Management, our HoDProf. C K T Chandrashekara, concerned HR Faculty members, University administrative team
members, Well Wishers, Friends& External Guest Lecturers for their unwavering support..
TEAM FORT
THE CREATIVE TEAM
Saeed Ahmed.M (II MBA K)
Deepa Nair (II MBA K)
Dale M Leons (II MBA L)
THE EDITING TEAM
Swathi P.V (II MBA M)
Saakshi Sharma (II MBA J)
Nithya S.S (II MBA M)
QUIZ WINNER OF FORTE - VOL. I - ISSUE 1
Md. Abdullah Shamim (II Yr. MBA - Sec. J)
CONGRATULATIONS!!
8/8/2019 Forte Issue2
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nies in the study promote hu-
man resources executives who
come from the business side,
not human resources.
"In essence, some companies
may have decided that the HR
strategic-partner role is too
important to leave to someonewith an HR background." The
studys conclusion: Human
resources must reinvent itself.
"The old approaches and mod-
els simply are not good
enough."
- D.Revathy
I MBA K.
Right from E-mail to health care,
and from artificial intelligence to the
end of HR, as we know it, here are
forecasts of how different the world
of workforce management will be 10
years from now.
Workforce-management decisionsarent made with crystal balls. What
they do demand is a clear sense of
the landscape on the far horizon. As
aspiring Human Resource execu-
tives, we probably must know what
health care will cost our company in
a year or two down the line. But, we
are far less certain whether or not
legions of workers will be full-time
telecommuters five years from now,
or if defined benefits will even exist
in 2013. Fortunately, there are for-
ward-thinkers and trend-spotters out
there, who make it their business to
suss out the future for us.
Our visionaries do not always agree
with each other, as youll see. Still,
their predictions of what factors will
alter the world of workforce man-
agement are provocative, and mayserve to inform and intrigue all of us
who will manage people.
To know the business environment
an organization operates in, we must
be aware of the three major trends:
Demographics: the characteristics of
a population/workforce. For exam-
ple, age, gender or social class. This
type of trend may have an effect in
relation to pension offerings, insur-
ance packages etc.
Diversity: the variation within the
population/workplace. Changes in
society now mean that a larger pro-
portion of organizations are made
up of "baby-boomers" or older em-
ployees in comparison to thirtyyears ago. Advocates of
"workplace diversity" simply ad-
vocate an employee base that is a
mirror reflection of the make-up of
society insofar as race, gender,
sexual orientation, etc.
Skills and qualifications: as indus-
tries move from manual to more
managerial professions so does the
need for more highly skilledgraduates. If the market is
"tight" (i.e., not enough staff for
the jobs), employers must compete
for employees by offering financial
rewards, community investment,
etc.
A few basic trends apart from the
above said ones which will help us
in having a change in our businessstyle are Improved E-mail utilisa-
tion by the employees, Organised
Labour, Business goes to kinder-
garten, Going Euro, Artificial In-
telligence
So in order to have a CHANGE in
the way we do our business, we
need to CHANGE the present sce-
nario in work culture. Following
the above said emerging trends,
almost 30 percent of the compa-
CHANGING THE WAY YOU DO BUSINESS
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http://en.wikipedia.org/wiki/Demographicshttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Baby-boomershttp://en.wikipedia.org/wiki/Baby-boomershttp://en.wikipedia.org/wiki/Workplace_diversityhttp://en.wikipedia.org/wiki/Demographics8/8/2019 Forte Issue2
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of countries around the world
Mainly addressing the
salary of the employees, the
HR based in Head Quarters of
an MNC must coordinate pay
systems in different countries
with different currencies that
may change in relative value
to one another over time. AnAmerican expatriate in Tokyo
who receives a salary of
$100,000 may suddenly find
the buying power of that
salary dramatically dimin-
ished if the Japanese yen
strengthens in value relative to
the US dollar. A US dollar
purchased 248 yen in 1985,
but less than 110 yen in 2000.
- SANTHOSH KUMAR.K
0921329
4MBA M (Operations)
Today human resource practice var-
ies from a company to company and
in a global context the gap still wid-
ens. The question arises: Can MNCs
integrate HR practices to achieve
their objective?
The answer is yes! Today with theevolution of internet the world is
getting smaller and smaller and there
are some examples that I can quote,
where organizations recruit people
from host countries as well as from
other countries. Some MNCs recruit
through consultancies operating in
the host country ensuring that the
recruited employees fit into the or-
ganizational culture of that particular
MNC.
So what is International HRM?
International human resource man-
agement (IHRM) is the process of
procuring, allocating, and effectively
utilising human resources in a global
context. If the MNC is simply ex-
porting its products, with only a few
small offices in foreign locations,
then the task of the International HR
manager is relatively simple. How-
ever, in global firms human resource
managers must achieve two some-
what conflicting strategic objectives.
First, they must integrate
human resource policies and prac-
tices across a number of subsidiaries
in different countries so that overall
corporate objectives can beachieved. At the same time, the ap-
proach to HRM must be suffi-
ciently flexible to allow for signifi-
cant differences in the type of HR
policies and practices that are most
effective in different business and
cultural settings.
Difference between IHRM and
HRM1) Heterogeneous type of functions
that MNCs need to followed
2) Involvement in Personal Life of
the employees arranging the ac-
commodations, healthcare and
transportation for the employees
3) More external sources influ-
ences like cultural practices E.g.:
An employee should know the re-
semblance of Ok sign done by con-
necting a thumb and forefinger in
circle holding others fingers
straight and relaxed. In Brazil,
Germany & Russia it denotes in-
sulting the sentiments of local peo-
ple. In France and Russia it means
zero or worthless.
How an HR manager can ad-dress these issues?
International HR managers must
deal with issues as varied as inter-
national taxation; international re-
location and orientation; various
other administrative services for
expatriates; selecting, training and
appraising local and international
employees; and managing relations
with host governments in a number
A Birds Eye View INTERNATIONAL HUMAN RESOURCE MANAGEMENT
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formance tracking.
Using an outsourcer obliges
companies to adopt standardized
HR practices standardized not
only across the organization it-
self, but also across the wider
market. By implementing stan-
dardized processes across the
organization, companies can im-
prove the quality of service they
offer their employees, leading to
an improvement in job satisfac-
tion and engagement.
Traditionally, companies have
had their own unique ways of
hiring people, training and meas-
uring performance, implementing
health cover and handling pay-
roll, for example. As such func-
tions are outsourced to external
providers handling similar
processes for a number of cus-
tomers the way they are han-
dled will become increasingly
standardized. This in turn will
drive down costs, expedite skills
transfer, streamline mergers and
acquisitions, and make creating
start-ups and spin-off companies
easier.
The outsourcing of employee
training and learning is becoming
particularly beneficial to compa-
nies as the need for higher skill
outsourcing of multiple administrative
activities (agents can work across proc-
esses, and drive up first touch resolution
rates). Second, there are numerous inter-
dependencies between HR processes
such as the administration of learning
and performance management so it
makes sense that these are managed
jointly.
The trend toward outsourcing is most
prevalent among larger organizations
(with more than 15,000 workers) that
have both the demand and resources to
provide a full range of employee bene-
fits and services. Smaller organizations,
which typically offer fewer HR benefits
and services, have correspondingly
fewer activities to outsource. As a result,
smaller organizations attract HR out-
sourcing deals that work out at a higher
cost per employee, and have shorter con-
tract terms. But the economics are
changing, and the benefits of HR out-
sourcing are trickling down through themid-size sector towards the SMEs.
What are the benefits?
One of the key benefits of HR outsourc-
ing is financial arising from economic
value optimization, reduction in both
direct costs (such as payroll processing)
and indirect costs (such as benefits
costs), and reduction in (or avoidance
of) capital costs. Convergys experience
indicates that overall cost savings are
typically between 20 percent and 40
percent.
Companies can use outsourcers to
manage their HR activities using the
latest technology and practices. Even
today, many HR tasks are carried out
manually, and ageing computerized
systems often exist in islands, unable
to provide a global picture of head-
count or any other measure of employ-
ees.
Using a large outsourcer gives even
smaller companies access to much
larger capital funding and technology
than would be possible for a stand-
alone buyer. Companies who out-
source are able to rationalize legacy
environments while gaining access to
best-in-class technology and process
excellence. This makes HR outsourc-
ing especially attractive to mid-size
companies who may be competing on
a global scale, but cant afford the big
capital expenditure to bring their sys-
tems and processes in line with their
larger competitors.
HR outsourcing offers the potential for
improved self-service functionality,
for both employees and managers. For
example, the outsourcer can provide
web-based, self-service dashboards for
managers to use for tasks such as
global headcounts and employee per-
HR OUTSOURCING - CONTD..
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and knowledge levels and uniform
business practices around the organi-
zation grows. Outsourcing to a specialist
provider offers a more strategic and cost
-effective way to close any skills gaps
and meet the complex and growing
needs of the global knowledge economy.
Last, but not least, HR outsourcing en-
ables HR management to raise their
sights above everyday administration
functions and divert their energies to
more strategic HR issues.
Keys to success
For an HR outsourcing contract to be
successful, it is important for all stake-
holders to be in agreement from the be-
ginning. HR outsourcing has to be seen
as an effective strategy for the business,
aligned with wider business goals. Rela-
tionships, cultural alignment and shared
awareness of mutual benefits between
outsourcer and client are central to suc-
cess.It is also important that expectations in
the HR and business teams are managed,
and there is a realistic project scope and
timeline. There is no point underestimat-
ing the transition and change manage-
ment requirements. Once the engage-
ment is under way, however, it is vital to
transform processes and operations as
early as possible.
With organizations and their employees
all benefiting from the brain gain
that outsourced HR offers, it looks as
though its a trend thats here to stay.
NISHA ASTRIL D'CUNHA
1021147
I Yr.
HR OUTSOURCING - CONTD..
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current manning situation to a desired
end state? How long will the transition
take? What policy changes could be
effected to speed up the transition?? The
module helps companies to plan for
transition to a new structure due to a
fundamental shift in business objectives
or diversification of non-core business
or a strategic acquisition of another busi-
ness. Under such scenarios, the company
would firstly run SSMP to determine the
new streamlined structure needed to
support the new business and then apply
TMP to determine how to transit
(gradually or rapidly) to the new struc-
ture.
While a typical manpower planning
process would involve all the three mod-
ules of IHRM (where the output of one
module becomes the input of another),
each module can be executed independ-
ent of the others. This is to create a more
flexibility and useable IHRM that can better deal with HR issues that tend to
be dynamic and complex in nature.
- Adeline Kiruba Lily.J
(1st MBA,SEC-J)
Strategic International Human Resource Management - CONTD..
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session. This is the most impor-
tant part of the course and sets
the foundation for the work you
will do over the coming hours or
days. Setting your icebreaking
session around breakfast or cof-
fee can help as these are natural
times of social interaction
watch as team members help
each other with the simple task of
making and pouring coffee.
There are typical ways as to how
an icebreaking session takes
place and the routine that is fol-
lowed, to do something innova-
tive here are the following tips
for developing an ice breaker.
Tips about How to Develop an
Ice Breaker
Decide how much time, relative
to the length of the training ses-
sion, you have to invest in an ice
breaker. Figure out the character-
istics, interests, and preferences
of the participants for whom you
want to develop the ice breaker.
Different groups have varied
preferences. Determine the goal
of your ice breaker. Is the pur-
pose of the ice breaker to warm
up the group and provide the
opportunity for participants to
meet each other? Is the goal to
bridge the group into the topic of
The era of the rugged individual is giv-
ing way to the era of the team player.
Everyone is needed, but no one is neces-
sary.
Team building skills are essential for
ones effectiveness as a manager as well
as an entrepreneur. And even if you are
not in a management or leadership role
yet, better understanding of team work
can make you a more effective employee
and give you an extra edge in your cor-
porate office.
A team building process is effective
when your team can accomplish some-
thing much bigger and work more effec-
tively than a group of the same individu-
als working on their own. In a team, one
has to have a strong synergy of individ-
ual contributions. There are two critical
factors in building a high performance
team.
The first factor in building an effective
team is the diversity of skills and per-
sonalities. This is possible when peopleuse their strengths in full and can com-
pensate for each other's weaknesses.
Also the different personality types in a
team should balance and complement
each other.
The second factor is effective Communi-
cation during an icebreaker session
which leads to the formation of a team
right away.
Though its quite difficult to find the
perfect ice breaker that suits the pur-
pose of your training, you can easily
develop an ice breaker that will warm
up the conversation in the training
class, reinforce the topic of the train-
ing session, and ensure that partici-
pants enjoy the training.
The first challenge one encounters on
any teambuilding exercise is during
personal introductions. Members of
the teambuilding course need to be-
come acquainted with each other and
the course leader. These initial exer-
c i s e s a r e c o m m o n l y c a l l e d
'icebreakers' as they break down any
barriers between team members.
Or, alternatively, you can develop a
quick ice breaker, which is just for fun
and to warm up your group. During
these sessions it is also a good idea for
the moderator to encourage laughter.
Laughter and humour are great ice-
breakers. Possibly each member could
be given a sheet of jokes and asked to
stand and tell their favourite joke to
the group, and then give the reasons
why they chose that joke. As well as
breaking the ice this is a clever way of
learning a little about a person the
reasons they give for choosing the
joke will give a little insight into their
personality.
Remember the importance of ice-
breaking when leading a teambuilding
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Major corporations play significant eco-
nomic and ethical roles in helping reju-
venate the global and local economies.
Thus, cultural aspects must be under-
stood for trans-cultural management of
business. Multinationals can operate in
an effective manner globally only if they
incorporate cultural differences and
practices in their corporate culture and
ethics.
Chandini Mallik
II YR MBAN (HR)
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making. The capacity to both
recognize problems as they occur
and work with others to solve
them. To be a change agent in the
organization. The Ability to han-
dle resistance to change. The
confidence to be a consultative
business partner in HR issues.
- RANJITHA SHETTY
I MBA M
Days are gone when HRs simply re-
cruited people, Days are gone when HRs
just negotiated about the salary slip you
were supposed to get, Days are gone
when HRs talked to you only when you
joined the company and left the com-
pany!!!
In todays scenario, more and
more companies are seeking to change
the role of their Human Resources de-
partment from a passive compensation,
benefits and compliance role to a highly
proactive, leadership-enforcing Human
Relationships role which helps in the
framing of the companys operating
strategies to meet the corporate objec-
tives. This future role of Human Re-
sources is currently seen in companies
known for pursuing Best Practices.
A Human Resources job is con-
sidered to be the simplest field among
all the management specializations.
However, I think handling people is waymore difficult that handling machines.
Understanding the needs of the organi-
zation and the employees, ensuring that
everyone is benefited is not an easy task.
In this new model of the H.R. organiza-
tion, it is vital that members develop
strong consulting skil ls . As
consultants, they must develop
employee relations skills not just to
define problems, but also to work with
teams to solve them. The generalist
supporting the S.B.U. must have a
strong understanding of the business
and the functional area to be effective.
With HR on board as a strate-
gic partner, the HR department plays
an important role in a Strategic Busi-
ness Needs Assessment to determine
the direction of the firm i.e. whether
the organization is going in the right
direction or not? A gap analysis is
performed to determine the difference
between the core competencies cur-
rently held and the skills needed to get
the firm to where it wants to be.
The Human Resource depart-
ment is also a strategic partner in the
Development of goals and their subse-
quent implementation. Through a
mixed model of centralized and decen-
tralized functions, the corporate HR
functions are viewed as Centres of
Excellence, while each Strategic
Business Unit (SBU) is assigned an
HR generalist reporting to the business
unit manager (with a dotted line to
the head of corporate HR).
The core competencies for the
person in this role include:
The Commitment towards organi-
zation and Experience in planning and
implementing a strategic HR role. A
strong belief in empowering employ-
ees and decentralizing decision-
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Further we can argue that nations
undergo change. For example, in
1997 Hong Kong integrated with
China but does this mean that
Hofstede's Hong Kong findings
can now be generalized to the
whole of China? At the end of
the twentieth century, Yugoslavia
disintegrated into its constituent
parts, including Serbia, Montene-
gro, Croatia and Bosnia. The
logic of Hofstede's analysis
would be that their national cul-
tures are identical, which would
appear absurd. However, if they
are not identical, then Hofstede's
measurement of Yugoslavian
culture is a statistical myth.
- Ansala
II Yr MBAN (HR)
This article is a small insight into
whether Hofstedes world-wide accepted
cultural dimensions theory is flawless
or not.
Here are a few questions that would help
us identify the pros and cons of this the-
ory. More specifically, this would enable
us to have a critical view of the theory.
1.What do you think about making gen-
eralisations about national culture?
2.Do you think Hofstede takes account
of gender differences?
3.Do you think that Hofstede is right to
argue that organisations should take na-
tional culture as a given?
A few insights:
1) It is quite evident that there are sev-
eral dormant dangers lying within mak-
ing generalisations about a particular
nations culture. If we consider the op-
tions it can be found that Hofstede
groups Tanzania with other countries in
East Africa. This would be a potential
erroneous grouping because there are alot of differences in the Tanzanian cul-
ture in comparison with East Africa.
There are several faults involved in as-
suming cultural uniformity, and of see-
ing individuals' values and behavior as
being wholly determined by their cul-
tural background; we cannot predict
individuals' values and behavior merely
from data about their culture.
2) Here it is important to note that a
common criticism of Hofstede's analy-
sis is that it is gendered he makes
assumptions about masculine and
feminine qualities, and focuses mainly
on masculine aspects of culture
3) It may be overstating the case to
say that Hofstede is wrong to see na-
tional culture as a given that organisa-
tions have to work within. But, it is
valid to question this view. There may
be more of a two-way process than
Hofstede seems to acknowledge. It
may well be possible for organisations
to influence national culture. One ex-
ample is a multinational corporation
like McDonalds. Its menus do reflect
different national tastes (which may be
influenced by national culture), but the
company's fast-food ethos and work-
ing practices could, in turn, have an
effect on the national culture of the
countries in which it operates. In other
words, McDonalds could be influenc-
ing prevailing norms and values.
We can question whether nations have
cultures. McSweeney (2002) criticizes
Hofstede's claims that he identified
multiple national cultures or differ-
ences between such cultures, challeng-
i n g h i s r e s e a r c h a p p r o a c h .
McSweeney also questions whether
national culture determines uniform
national actions and institutions
HOFSTEDES THEORY - RELEVANCE IN TODAYS WORLD
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also facing an acute shortage of
talent in specialized areas. On
hiring expatriates these compa-
nies are willing to offer compen-
sation which is globally competi-
tive. Nonetheless, high growth
market like India also offers huge
potential for learning & growth.
ExpatriatesExperiences and
Perceptions
However, India still has a long
way to go before it can boast of
having a global workforce- there
are major deterrents for expatri-
ates and Indians returning from
abroad. Poor infrastructure cor-
ruption, pollution and crowded
cities, law and order are some
issues that can dampen the lure of
the most compelling career
proposition.
So, what is it about India that
attracts people from all over the
world in spite of problems? Is it
the fact that in spite of our strong
bond to our own culture, we are
able to not only welcome and
embrace, but also adopt other
cultures with open arms? Or Is it
that with the building and con-
struction and real estate indus-
tries booming, there is now an
Why is India becoming a hotspot for
expatriate talent? It is a well known fact
that India has been a lucrative source of
talent for corporations across the globe.
In the last decade alone, thousands of
Indians have moved into key roles with
companies across diverse industries in
different geographies around the world.
Indian managers today constitute a sig-
nificant part of leadership and senior
management teams of various global
corporations.
India has been the darling of the global
information technology industry for over
a decade now, and recently has become
the focus of several other industries like
BPO, Biotechnology, and Healthcare.
Increasingly, Indian companies are hir-
ing expatriates for key rolesand they
are willing to pay top dollar for these
hires. In the last two years, Reliance
Retail, one of the largest Indian retail
company hired around 100 expatriatesfrom global retail chains like Wal-Mart,
Carrefour and Dairy Farm, in areas like
supply chain, operations and planning.
Thousands of Indians working outside
the country also want to come back
not because of nostalgia but for profes-
sional growth. However, in the last cou-
ple of years, there has been a paradigm
shiftIndia is now moving from being a
lucrative source of talent to a preferred
career destination for professionals
across the world.
So, what are the reasons for this para-
digm shift? Why has India suddenly
transitioned from a hardship posting
to a preferred career destination?
Capital Markets are at an all time
high. There is a sustained focus on
upgrading the infrastructure. The Ru-
pee has appreciated significantly in the
last one year, and is moving towards
complete convertibility. With penetra-
tion levels for most products and ser-
vices still abysmally low, the economy
is likely to experience sustained
growth in years to come.
The Indian story has created a pull for
companies globally to set up shop.
MNCs in India along with other Na-
tional organizations are expanding
their operations to meet the increasing
demand for products and services.
This has led to an unprecedented de-
mand for talent across all sectors, tran-
sitioning India from a talent surplus
country to a talent short marketcom-
panies are therefore, being forced to
look beyond Indias shores for their
hiring needs. Sectors like investment
banking, life sciences, real estate are
not only exponentially growing but,
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abundance of luxury apartments, clubs,
shopping malls and commercial com-
plexes which promise a luxurious and
comfortable lifestyle? Indeed, its every-
thing.
At present, it is believed that between
20,000 and 30,000 expatriates are living
and working in India and this figure is
expected to go up to 50,000 by the end
of 2010. India's expatriate community
has a wide range of different people.
The region is popular with teachers, art-
ists and spiritualists as well as CEOs and
executives of international corporations.
Having said that, in India opportunity
will continue to attract talent from
around the world, and this trend of talent
flow into the country is expected to ac-
celerate in the years to come.
- Nithya SS
0921348MBA - HR
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QUIZ-JOEL THOMASII MBA HR
1 . Which Organization has initiated an inhouse Facebook called C2 which is like platform which al-
lows one to connect with thousands of other people and share ideas. It has 60,000 active users and getsmore than 6 million page views daily.2 . Which word best describes the phrase The whole is greater than the sum of its parts?
3. Which internationally acclaimed Indian movie has been included as a case study for 'Human Behavior atWork' by Indian Institute of Management, Indore?
4. Employee evaluations are directly affected by a supervisors perceptions of who is believed to be in
control of the employees performance the employer or the manager. This theory is known as ?
5. The method that uses the organizations current level of employment as the starting point for determin-
ing future staffing needs is known as ?
6. Which Country will consolidate and strengthen the law, by replacing the nine existing major pieces ofdiscrimination legislation with one set of rules aimed at achieving greater equality with Equality Act 2010which is totake effect on 1 October 2010?7. What is the first private employmentexchange of India launched at Ahmedabad in September by the
legendary academician and Ex. Director of IIM-A Dr. Bakul Dholakia Called as ?
8. Identify the company from the logo, that has been rated as the worlds best company to work with ac-
cording to the Fortune Magazine 100 Best companies to work For- 2010 ?
9 . The science of designing jobs, equipment and workplaces to fit workers which is necessary to preventrepetitive strain injuries, which can develop over time and can lead to long-term disability is Known as ?
10. Boulwarism is a popular negotiation strategy. Who developed this concept?
Answers to Quiz:
1.Cognizant2.Synergy3.Lagaan4.Attribution Theory5.Zero Based Forecasting6.UK7.Campusrecruit ( www.campusrecruit.in)8.SAS - leader in business analytics software and
services
9.Ergonomics10.General Electric : Boulwarism is a negotiation
tactic specially With Labour Unions named af-ter General Electric's former vice presi-dent Lemuel Boulware, who pioneered the strat-egy
Answers to Crossword:
ACROSS:5. ACCESSION9. GRAPEVINE11. JOB CODING14. LAYOFF15 PIECE RATE.
16. REINSTATEMENT
Answers to Crossword:
DOWN:1. BASE PERIOD2. CERTIORARI3. NEPOTISM4. DEADHEADING6. OMBUDSMAN7. IMPASSE8. HONCHO
10. KICKBACK12. QUARTILE
13. MORALE
http://en.wikipedia.org/wiki/Lemuel_Boulwarehttp://en.wikipedia.org/wiki/Lemuel_Boulware8/8/2019 Forte Issue2
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CARTOONS - contributed by SONIA SEBASTIAN (II Yr. MBA - HR)