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TRAINING & ADVANCED STUDIESIN MANAGEMENT AND COMMUNICATION

LTD.

BANGALORE.

Organizational Dynamics & Human Resource Management

WRITTEN ASSIGNMENT

-: TOPIC:-

“A case about HR Challenges At Computer Age Management“A case about HR Challenges At Computer Age Management Services ( P ) Ltd.Services ( P ) Ltd.

Submitted By: Sajja Naga Harinder

Submitted To:Dr.Jaishree Desai

Faculty Guide (ODHRM)

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APPENDIX – 1

Title : ODHRM ASSIGNMENT

Subject : Organizational Dynamics & Human Resource Management

Level / Semester : Semester 1

Program : GPBL (Part Time)

Subject Tutor : Prof. Dr.Jaishree .Desai

Name of Student : Sajja Naga Harinder

Student’s Registration Number : GBPT/O09/011

Date of Submission : 04/04/2010

Word Count : 2086 words.

Word Limit : 2500 words.

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APPENDIX – 2Student Name

Registration NumberGBPT/O09/011

Date for submission of the Assignment. 04/03/2010

The cover page is in the correct format as indicated in the Guidelines of writing Assignments

Yes / No

Have done a complete spell – check of the assignment Yes / No

Have done a complete word count for the assignment Yes / No

Does the table of contents include numbers? Yes / No

Are the pages numbered correctly? Yes / No

Are the figures numbered correctly? Yes / No N/A

Are the tables / charts numbered correctly? Yes / No N/A

Are the captions for the tables and charts proper? Yes / No N/A

Are the references / bibliography listed in the assignment? Yes / No

Are the references cited adequately in the text? Yes / No N/A

Are the references in the text in the proper format as indicated in the “Guidelines to writing Assignments” Yes / No

A soft copy of the assignment has been enclosed with the assignment Yes / No

All material written in this assignment is my own and I have not used any material, content or information of others claiming them to be mine. Wherever materials have been used, proper citation has been done in the text. I am fully aware of the rules and regulations governing the Plagiarism applicable to the dissertation and should at any point of time my work is suspected / investigated and established to have plagiarized some other work. Am aware of the consequences if such cases are detected and have read the Student Handbook in detail.

Yes / No

Signature of the student

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TABLE OF CONTENTS

INTRODUCTION 1 – 8

OBJECTIVES 9 – 14

BIBLIOGRAPHY 15

Introduction

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Definition of HRM

Human resources is a term used to describe the individuals who comprise the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals.

Human resources is a relatively modern management term having been coined in the 1960s. The origins of the function arose in those organisations which introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity,

Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management and the greater competitiveness for limited and highly skilled workers.

History of HRM

The early development of the function can be traced back to at least two distinct

movements. One element has its origins in the late 19th century, where organisations

such as Cadburys at its Bournville factory recognised the importance of looking after

the welfare of the workforce, and their families. The employment of women in factories

in the United Kingdom during the First World War lead to the introduction of

"Welfare Officers". Meanwhile, in the United States the concept of human resources

developed as a reaction to the efficiency focus of Taylorism or "scientific

management" in the early 1900s which was developed as a response to the demand for

ever more efficient working practices within highly mechanised factories, such as those

of the Ford Motor Company. By 1920, psychologists and employment experts in the

United States started the human relations movement , which viewed workers in terms of

their psychology and fit with companies, rather than as interchangeable parts.

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During the middle of the last century, larger corporations, typically those in the United States which had emerged after the Second World War recruited personnel from the US Military and were able to apply new selection, training, leadership and management development techniques, originally developed by the Armed Services working with for example, university-based occupational psychologists. Similarly, some leading European multinationals, such as Shell and Phillips had developed new approaches to personnel development and also drew on similar approaches already in use by Civil Service training establishments. Gradually, this resulted in the general spread of more sophisticated policies and processes requiring more centralised management via a Personnel Department comprising a range of both specialists and generalist teams.

The role of what would become more universally know as Human Resources grew throughout the middle of the 20th century. Tensions remained between academics placing emphasis either on what became known as 'Soft' or 'Hard' HR. Those professing so called 'soft HR' stressing the importance of such areas as leadership, cohesion, and loyalty which played important roles in organizational success. Meanwhile those promoting 'hard HR' continued to champion the advantage the more quantitatively rigorous and less "soft" management techniques of the 1960s.

In the later part of the last century, both the title and traditional role of the personnel function was progressively being superseded with the emergence, in larger organizations at least, of so called strategic human resources management and the development of sophisticated human resources departments. Initially this may have involved little more than a renaming of the function, but where a transformation has occurred it has become distinguished by the Human Resources function also having a much more significant influence on the strategic direction of the organisation and becoming positioned in the organization, with designated board level representation.

COMPANY DESCRIPTION :

COMPUTER AGE MANAGEMENT SERVICES (P) LTD.:-

CAMS is a company which was setup in 1988 as a software

developer. By Mr. Shankar as the time going the company had

developed itself with implementing some new modern technology

with high quality network for service delivery through its service centers in all major cities in

India. In march 2007, CAMS had 2548 employees .CAMS entered the area of transaction

processing and customer care around the time of the “rebirth” of the mutual funds market

in India in 1995. Given its strong technology background, CAMS was able to develop

world class platforms and delivery systems. The systems in use at CAMS have been tested

over the years by the big five accounting firms and by potential customers at various road

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shows in Europe. In India, large European and US Asset Management Corporations

entered the market in 1995. The service standards, transparency and disclosure norms

adopted by these Asset Management Corporations coupled with tight and efficient

regulation, lead to a boom in the market place.

Computer Age Management Services Pvt. Ltd entered the area of Transaction Processing and Customer Care, around the time of the rebirth of the Mutual Funds market in India in 1995. Given its strong technology background, CAMS was able to

develop systems and work flows that were world class in platform and delivery. The systems in use at CAMS have been

tested over the years by the Big Four accounting firms, and at various road shows in Europe by potential customers. The Mutual Fund Industry was reborn in 1995 with the launch of Open Ended products, and the entry of large European and US AMCs. The service standards, transparency and disclosure norms adopted by these AMCs, coupled with tight and efficient regulation, led to a boom in the marketplace. CAMS recognised early on that technology and service delivery were the two most critical factors. The two factors that have given CAMS a 50% share in the Mutual Fund market.

3 I Infotech Mutual Fund Services In the dynamic world of IT, where the rate of obsolescence is overwhelming, we have taken a challenge to create an environment that nourishes and develops our team. At 3i Infotech, we do not have managers; we have leaders. Our leaders follow a four-lettered Mantra: EVER E ncourage Innovation V alue Teamwork E mpower teammates R eward Performance

A career with 3i Infotech is full of challenges, competition and tremendous responsibility. To be at the cutting edge, one would need a right mindset to succeed in this highly competitive world. Winning attitude, passion for excellence, and an appetite for challenges is what 3i Infotech is constantly on the lookout for.

3i Infotech is a rapidly growing organization, in terms of both people and customers. To keep up with this rapid pace of growth, 3i Infotech is seeking

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talented and focused individuals who can contribute significantly and be a part of this growth process

Karvy Mutual Fund Services Building a heritage of Confidence..

Since its inception in 1982, Karvy has demonstrated a dedication coupled with dynamism that has inspired trust from various segments, corporates, government bodies and individuals. Karvy has since been performing a pivotal role as the intermediary the interface between these players.

 With Mutual Funds emerging as a distinct asset class, Karvy has made a strategic choice to leverage the power of latest technology to provide a cutting edge to its services. We, today, service nearly 60% of the asset management companies (AMCs) across an extensive network of service centers with assets under service in excess of Rs.297,516.59 crores. Mutual fund services have been undergoing a sea change in the Indian market place and asset management companies are finding their niche in delivering unique products and service offerings.

Our ability to mass customize and offer a diverse range of products for a diverse range of customers has helped mutual fund companies to uniquely position themselves in the market place. These diverse range of services cut across multiple delivery channels, service centers, web, mobile phones, call center has brought home the benefits of technology to investors, distributors, and the mutual funds.

Going forward, we shall strive to create new products and services, which would address the needs of the end customer. Our single minded focus in delivering products for customers has given us the distinguished position of being the preferred provider of financial services in the country.

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Q1. In the light of CAMS role as a service provider to the rapidly

growing mutual funds industry, critically assess the organization

culture and leadership style at CAMS ?

Solution.

CAMS as an organization believes in learning and encourages its

employees to develop new skills. CAMS promote exchange of information

between employees in an attempt to create a more knowledgeable work force

and constantly seeks to transform the organization into a “knowledge

enterprise”.

Here the company express that the learning made the employees to

develop their skills in a more rapid way.

As the Mutual Funds is an industry which had grown vast like anything,

because now a days the people who are earning more, they wanted their

money to be invested in a smart way of low risk and good profit which

would make their turnover more and safely.

So, the organization must see that how fast they can develop the

employees and use their skills perfectly to which the work will be done

on time and accurately.

As the company made their objective of “our mission… your growth”

this itself states the identity of the organization. And as they are making

their employees to share their knowledge in between themselves, this is

also is a good sign for the organization to enhance their skills perfectly.

This shows the organizational culture which they maintain to get good

results for the employees as well as for the organization. To maintain

their status and dignity.

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Coming to leadership circumstances Mr. shankar as a leader to the

organization has got a effective transformational leadership style in him

by enhancing empowerment of the total organization with commitment,

clarity and conviction.

With which the people in the organization will be like a family and enjoy

their work and they are proud of being in the great organization.

The employees at CAMS share their moments with assembling at one

place when they get some time and share their feelings, with which they

can overcome stress and they can make good understanding between

them, which is good for them as well as for the organization.

As the employees at CAMS are young enough they will be got performed

in some extra curricular activities like “fantastic context”, “Sports day”,

“family day” as such with these kind of friendly competitions they can

break down their barriers between them which leads to socialization and

friendly nature.

And CAMS had also got a charitable trust through which they could able

to help the poor and needy. This is also a good sign of the socialization.

At last I can say that compared to the other organizations like 3i InfoTech

& karvy the CAMS organization is far better and satisfactory.

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2. Recruitment and Retention are two of the biggest challenges that the

Business Process Outsourcing (BPO) industry faces in India. What HR

strategies should CAMS adopt to attract and retain the best talent?

Solution:

Yes the recruitment and retention are two most challenging aspects in

regard to the BPO organizations because the work pressure what they feel is

more compared to other industries and the CAMS had good strategies in

both the aspects as in 3i infotech which is a sub organization of ICICI bank

and karvy which is also a leading BPO Mutual fund processing organization.

Computer Age Management services (CAMS) has a good strategic

management of the employees, who individually and collectively contribute

to the achievement of the strategic objectives of the organization. Because

the management staff will be filtered and finally selected by the managing

director himself with which the employees of an organization can be

selected in a good proper way by conducting group discussions and written

tests.

with which they can judge the persons who are attending for the interview

the own mental maps and perceptions, own goals and own personalities and

as such they cannot be perceived as a whole

the organization should be able to employ both individual and group

psychology in order to commit employees to the achievement of

organizational goals.

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Aiming to enable the organization to achieve its strategic goals by

attracting, retaining and developing employees, the organization is giving

preference to the youngsters who will enter the company as boys and

become men and as the youngsters have good tendency of learning new

things and implementing the creative skills with which the organization can

evaluate needs in order to make its job done perfectly and to perceive their

job as a part of their personal life, and not as a routine obligation. To which

the organization assists the HRM to create loyal employees, who are ready

to offer their best. 

The HRM activities in modern organizations are typically performed in

communication with the General Management in an effort to provide a

variety of views when a decision must be taken. In that way, decision

making is not subject to the individual perceptions of the HR or the General

Manager, but it becomes the outcome of strategic consensus.

  To achieve the goals, Human Resources Management trains and

motivates the employees by communicating ethical policies and socially

responsible behavior to them. In doing so, it plays a significant role in

clarifying the organization’s problems and providing solutions, while

making employees working more efficiently.

On the other hand, challenges do not cease for the HRM. Modern

organizations can survive in the dynamic, competitive environment of today

only if they capitalize on the full potential of each employee. Unfortunately,

many companies have not understood the importance of the human capital in

successful operations. The recruitment and selection of the best employees is

a very difficult obligation. Even companies that are voted in the top-ten

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places to work at, often endure long periods of hard work to realize that

human element is all an organization should care about. 

New challenges arise even now for the organization, and it is certain that

new challenges will never cease to emerge.  Therefore, the use of proper

Human Resources techniques is a really powerful way for organizations to

overcome these challenges, and to improve not only their quantitative goals

but also their organizational culture, and their qualitative, cognitive aspects.

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3. Stress and employee burnout are major problems in the Business

Process Outsourcing (BPO) industry in India. Identify the causes of

stress and discuss effective strategies that CAMS can adopt to reduce

employee stress?

Solution:

Stress and employee burnout are really a very massive problem in the

BPO industry because compared to other industries as the major work must

be done by them and the accuracy what the clients demand should also must

be up to the expectations and beyond that.

As the employees at the CAMS are youngsters they are not made used to

overcome the stress. So, the organization here is also making its good efforts

to reduce the stress by focusing on “bonding and sharing” among the

employees.

But as the money is an important factor in the BPO industry the people in

the industry will always look after the marginal growths and they jump off

from one to other because the working procedures will be heavy so they

obviously got to enjoy their fruit of what they are earning.

With which the employee burnouts occur immensely in the BPO industry

and is also effective in CAMS

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BIBILOGRAPHY

Class notes

www.hbr.com

www.citehr.com

www.3iinfotech.com

http://en.wikipedia.org/wiki/Human_resources

https://www.karvymfs.com/karvy/generalpages/aboutus.htm

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