IMS PPT MBA IMs ppt Fourth Semester 2020 .ppt

IMS

1. I
by:Viraja
IMS
Physical Evidence
Sample text
Sample text
Sample text

2. INTERNATIONAL MARKETING STRATEGY
by:Viraja
Definition & Scope,
Objectives of International
Marketing,Challenges and
opportunities,Quality
considerations
Underlying forces,Major
Participants,Importance of
International marketing
Review of Trade theories
Culture & Social Factors –
Culture & Its Impact On
International Marketing,
Political & Legal
Forces,Negotiating With
International Customers,
Partners & Regulators
Global marketing environment –
Economic Environment, Socio-
cultural Environment –Legal and
Statutory Framework.

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6. Importanceof
HRM
Hireright
personfor
therightjob
Avoidhigh
manpower
turnover
Ensure
people
doingtheir
best
Toconduct
proper
interview
To avoid
legal
implications
To ensure
proper
compensation
management
Toensure
equityand
justiceand
rightpayfor
rightperson
To avoid
unfairlabor
practices
Importance
ofHRM
by:Viraja

7. Therefore
HRM
is
concerned
with:
Talent
Management
Succession &
CareerPlanning
Labour
Relations
HR
Planning
Performance&
Rewards
Management
Training &
Development
Personnel
Administration
Recruitment
&Selection
by:Viraja

8. FunctionsofHRM
ManagerialFunction AdvisoryFunction
•Planning
•Organising
•Directing
•Controlling
OperativeFunction
by:Viraja
•Acquisition
•Training &
Development
•Motivation
•Maintenance
•Remuneration
•TopManagement
•Department
Heads
•WorkCondition
•Personnel
Records
•Industrial
Relations
•Separations

9. FunctionsofHRM
by:Viraja
Managerial Functions-
It refers to the administrative functions of an organisation which includes decision making. It has following parts-
1.Planning
2.Organising
3.Directing
4.Controlling
Operative Functions-
The operative functions are those tasks or duties or functions which a company entrusts to the human resource or
personnel department.
1.Recruitment and selection of employees
2.Job Design
3.PerformanceAppraisal
4.Training and Development-
5.Maintenance
6.Labor Welfare
AdvisoryFunctions-Advisoryfunctionsmeansprovidingadvicetotoplevelmanagementinformulationofplan,jobanalysis
andrecruitment,selectionofemployeesalsoitprovidesadvisestovariousheadsofdepartmentregardingtrainingand
developmentofitsemployees.
(a)PersonnelPolicies
(b)PersonnelProcedures

10. Contemporary
issues inHRM
The Gig
Economy
Innovation&
Automation
Changing
Regulatory
Issues
Recruiting &
RetainingTop
Talent
Diversity
&Harmony
Issues
HR
M
by:Viraja
Contemporary
issuesin
Note:
Acontemporaryissueisanyevent,
idea,opinionortopicforany
subject that relates to the present
day. They can be found inalmost
any matter known to humanbeing.

11. •Manytalentedpeoplehavedecidedtoleavethe
traditionalworkforceinexchangeforfreelanceworkin
theirareaofexpertise.Thisgivesthemdesiredflexibility
intheirlifestyle,andisagreatsellingpointforpotential
clients,becauseoverheadislesswhenyouareacontract
employee.
The Gig
Economy
1.
Innovation
&
Automation
Changing
Regulatory
Issues
Recruiting &
RetainingTop
Talent
Diversity
&Harmony
Issues
HR
M
by:Viraja
Contemporary
issuesin
•Althoughthisisgreatsystemforthetalent,workingwitha
differentsystemisachallengeforhumanresourcesmanagers.
Ifthebesttalentisnolongeravailableforanin-houseposition,
humanresourcemanagersmustfindwaystoeithercreate
long-termcontractsortodevelopothersuitabletalents.

12. •Insomeinstances,thismeanscoordinatingwith
technologydeveloperstocreateprogrammingthatiseasily
rolledouttoemployees.Inothercases,thehuman
resourcesdepartmentmusthelprollouttheprogramand
helprunthetrainingprogramsinternally.
The Gig
Economy
2.
Innovation
&
Automation
Changing
Regulatory
Issues
Recruiting &
RetainingTop
Talent
Diversity
&Harmony
Issues
HR
M
by:Viraja
Contemporary
issuesin
•Humanresourcesdepartmentsareoftentasked
withtraininganddeveloping employees.
Thismeans that when a new company rolloutincludes
technologicaladvances,thehumanresources
departmentneedstoprepareitselftotrain
people.

13. by:Viraja
•Compliance with regulatory
issuesisaprimarydutyof
H u man R e s o u r ces
Managers.Whilethisjob
overdutyhasn'tchanged
theyears,whatitcovers
evolvesconstantly.
Thismeansthathumanresourcemanagersneedtobeontopofallchanges.
Anexampleofchangesisnewlawsregardinghealthcarebenefits.
•Privacylawsareconstantlyrequiringupdateddisclosuresandemployeetrainingand
acknowledgments.Ifthehumanresourcesmanagerisnotcurrentonnewregulationsandlaws,
thecompanyisexposedtolawsuits,penaltiesandpotentialpublicscrutiny.

14. The Gig
Economy
4.
Recruiting &
RetainingTop
Talent
Diversity
&Harmony
Issues
HR
M
Contemporary
issuesin
Innovation&
Automation
by:Viraja
Changing
Regulatory
Issues
•Findingandkeepinggreattalentisdifficult,especiallyfor
smallbusinessesthatdon'thavetheresourcestoofferhuge
compensationandbenefitspackages.
•Thismeansthathumanresourcesmanagersarealways
lookingtofindtalented,loyalprospectsforthecompany.
Itisimportantforhumanresourcesmanagerstolookfor
talentinternallyandexternally,asitisnotenoughtojustgo
tojobfairsortoreachouttopeople
onLinkedIn.
•HRmanagersmustnotonlycultivatetheserelationships,they
mustalsocultivateinternalemployeesthataresuitablefor
developmentandpromotion.

15. by:Viraja
•Businessownersknowthatadiverseworkforcethat'sworkingtogetherinharmonywillbuildstronger
teams,yieldbetterideasandofferbroadercustomersatisfaction.However,withouttheharmony,that
diverseworkforcehaslowmorale,andtherefore,lowproductivity.Thisisn'tsolelyacompanycultureand
productivityissue,either.Diversityisaseriouslegalliabilityifemployeesorcustomersarefeelingharassed
insomeway.
•Human resourcemanagersmust
understanddiversitylaws,andmust
ensurethatthecompanyhasthe
protocoltodealappropriatelywith
complaints,andalsotofocuson
harmonisingthediversity.Thisisdone
withtrainingandworkshopsthatbuild
cohesivenessand embrace the
differencesineachother.

16. Practices inHRM
1
Providing securityto
employees
2
Selective hiring: Hiring
the rightpeople
3
Self-managedand
effectiveteams
4
Fair andperformance-
basedcompensation
Training in
relevantskills
5
7
Creating a flat and
egalitarianorganisation
Making information easily
accessible to those who needit
6
by:Viraja

17. Thechanging
concept of
HRM in India
and inGlobe
•Changing Role of Human Resource inIndia
•TheroleofHRhasevolvedfromacompliance
checkingbodytoastrategicpartnertothe
organisation.Theirroleisnotlimitedtomeetthe
changingthemarketdemands,attracthighper
formingtalent,evaluatingperformance,
retainingtoptalentand ensuringthat
employeesaremotivatedandengaged.
•Theyarethechangeagents,counsellors,
motivators,trainersandthespokesmanofthe
employees.
by:Viraja

18. HRM Challenges inIndia
•Upgrading Skill Set
•ChangingBusiness
•ManagingTechnology
•Developing Accountability
•Managing Workforce Stress and EmploymentRelations
•Managing Inter-functionalConflict
•Managing WorkplaceDiversity
by:Viraja
The changing concept of HRM in India and in
Globe

19. HRM challenges inGlobe:
by:Viraja
•Trends in the nature of work : technological and globalisation are producing change in the nature
of jobs. Following are a fewtrends:
•·Increase use of part-timeemployees
•·IT and computers have allowed organisations to relocate work to locations with lowerwages
A Service Society:
•·A shift from manufacturing jobs to servicejobs.
•·new types of knowledge workers and new HRM methods to managethem
Knowledge Work and Human Capital:
•·Growing emphasis on human capital, their training anddevelopment
•·Companies are relying more on employees creativity andskills.
Other Trends affecting HRM:
•·Equal employment opportunities that bar discrimination based on any race, age, sexetc.
•·Mandated healthbenefits,occupational safety and healthrequirements
•·Union-managementrelations

20. by:Viraja

21. THANK
YOU
by:Viraja