1.

Perpetual existence-People join to be members and drop their membership, but the company continues its
business as usual. It is not affected by death, insanity or insolvency of its members.

2. Incorporated association-A joint stock company has to be registered under the companies act for it to be
legal.

3. Artificial person created by law-It is an artificial person created by law thus it can be sued in its own
name and enter into contracts in its own capacity.

4. Voluntary association or organization-No one forces anybody to be a member of a joint stock company or
give up membership. A person joins it willingly.

5. Common seal-It has its own seal which it uses in documents. The seal is one on which the name of the
joint stock company is engraved and it's used as an official signature.

6. Limited liability-The personal properties of its members cannot be brought to clear its liabilities.

7. Specific trade or purpose-It is formed for a specific purpose only. The purpose is stated in the
memorandum of association which acts as its constitution. This is meant to protect the shareholders and
creditors.
Definition »

Company
A company (or "enterprise") is comprised of all the establishments that operate under the ownership or control of a
single organization. A company may be a business, service, or membership organization; consist of one or several
establishments; and operate at one or several locations. It includes all subsidiary organizations, all establishments
that are majority-owned by the company or any subsidiary, and all the establishments that can be directed or
managed by the company or any subsidiary.

MU0002

Q.3

Performing a SWOT analysis. (Checklist 005).(Strengths

Weaknesses Opportunities Threats)
Checklists  -  Annual, 2001

Print Get the Mag Weekly Updates [-] Text Size [+]
This checklist is for those carrying out, or participating in, a SWOT analysis, SWOT being the acronym for Strengths
Weaknesses Opportunities Threats. It is a simple, popular technique which can be used in preparing or amending plans, in
problem solving and decision making, or for making staff generally aware of the need for change. The usefulness of SWOT
analysis, however, has recently been questioned and may be seen as an outdated technique.

Management Standards
 This checklist has relevance to the MSC National Occupational Standards for Management: Key Role A--Manage
Activities.

Definition

SWOT analysis is a general technique which can find suitable applications across diverse management functions and
activities, but it is particularly appropriate to the early stages of strategic and marketing planning.

Performing a SWOT analysis involves the generation and recording of the strengths, weaknesses, opportunities, and threats
concerning a task, individual, department, or organisation. It is customary for the analysis to take account of internal
resources and capabilities (strengths and weakness) and factors external to the organisation (opportunities and threats).

Advantages

SWOT analysis can provide:

* a framework for identifying and analysing strengths, weaknesses, opportunities and threats

* an impetus to analyse a situation and develop suitable strategies and tactics

* a basis for assessing core capabilities and competences

* the evidence for, and cultural key to, change

* a stimulus to participation in a group experience.

Disadvantages

Hill and Westbrook argue that SWOT analysis is an overview approach that is unsuited to today's diverse and dynamic
markets. They also suggest that it can be ineffective as a means of analysis because of:

* the generation of long lists

* the use of description, rather than analysis

* a failure to prioritise

* a failure to use it in the later stages of the planning and implementation process.

Jenster and Hussey additionally argue that SWOT has become a process of asking managers what they believe are the
strengths, weaknesses, opportunities and threats for their parts of the organisation. However, while managers may have
some very useful insights, they may not have broad, detailed factual knowledge and may not be aware of the significance of
some issues under their control. They may therefore possibly ignore some critical strategic issues or interpret them as
having limited significance. Minor operational detail may be confused with strategy.

Action checklist

1. Establish the objectives

The first key step in any management project: be clear on what you are doing and why. The purpose of conducting a SWOT
may be wide or narrow, general or specific--anything from getting staff to understand, think about and be more involved in
the business, to re-thinking a strategy, or even re-thinking the direction of the business.

2. Select appropriate contributors

 Important if the final recommendations are to result from consultation and discussion, not just personal views, however
expert.

* Pick a mix of specialist and "ideas" people with the ability and enthusiasm to contribute.

* Consider how appropriate it would be to mix staff of different grades.

* Think about numbers. 6-10 people may be enough, especially in a SWOT workshop, but up to 25 or 30 can be useful if
one of the aims is to get staff to see the need for change.

3. Allocate research and information gathering tasks

Background preparation is a vital stage for the subsequent analysis to be effective, and should be divided among the SWOT
participants. This preparation can be carried out in two stages: exploratory, followed by data collection, and detailed,
followed by a focused analysis.

* Gathering information on Strengths and Weaknesses should focus on the internal factors of skills, resources and assets, or
lack of them.

* Gathering information on Opportunities and Threats should focus on the external factors over which you have little or no
control, such as social, market or economic trends.

4. Create a workshop environment

If compiling and recording the SWOT lists takes place in meetings, then do exploit the benefits of workshop sessions.
Encourage an atmosphere conducive to the free flow of information and to participants saying what they feel to be
appropriate, free from blame. The leader / facilitator has a key role and should allow time for free flow of thought, but not
too much. Half an hour is often enough to spend, for example, on Strengths, before moving on. It is important to be
specific, evaluative and analytical at the stage of compiling and recording the SWOT lists--mere description is not enough.

5. List Strengths

Strengths can relate to the organisation, to the environment, to public relations and perceptions, to market shares, and to
people. "People" elements include the skills, capabilities and knowledge of staff which can provide a competitive edge, as
well as reasons for past successes. Other people strengths include:

* friendly, cooperative and supportive staff

* a staff development and training scheme

* appropriate levels of involvement through delegation and trust.

"Organisation" elements include:

* customer loyalty

* capital investment and a strong balance sheet

* effective cost control programmes

* efficient procedures, systems and well-developed social responsibility.

6. List Weaknesses

This session should not constitute an opportunity to slate the organisation but be an honest appraisal of the way things are.
Key questions include:
 * What obstacles prevent progress?

* Which elements need strengthening?

* Where are the complaints coming from?

* Are there any real weak links in the chain?

The list for action could include:

* lack of new products or services

* declining market for main product

* poor competitiveness and higher prices

* non-compliance with, or non-awareness of, appropriate legislation

* lack of awareness of mission, objectives and policies

* regular staff absence

* absence of method for monitoring success or failure.

It is not unusual for "People" problems--poor communication, inadequate leadership, lack of motivation, too little
delegation, no trust, the left hand never knowing what the right is doing--to feature among the major weaknesses.

7. List Opportunities

This step is designed to assess the socio-economic, political, environmental and demographic factors, among others, to
evaluate the benefits they may bring to the organisation. Examples include:

* the availability of new technology

* new markets

* a new government

* new programmes for training or monitoring quality

* changes in interest rates

* an ageing population

* strengths and weaknesses of competitors.

Bear in mind just how long opportunities might last and how the organisation may take best advantage of them.

8. List Threats

The opposite of Opportunities--all the above may, with a shift of emphasis or perception, have an adverse impact. Other
threats may include:

* the level of unemployment

* environmental legislation

* an obsolete product range.

It is important to have a worst-case scenario. Weighing threats against opportunities is not a reason to indulge in pessimism;
it is rather a question of considering how possible damage may be limited or eliminated. The same factors may emerge as
both a threat and an opportunity, for example, information technology. Most external factors are in fact challenges, and
whether staff perceive them as opportunities or threats is often a valuable indicator of morale.

9. Evaluate listed ideas against objectives

With the lists compiled, sort and group facts and ideas in relation to the objectives. It may be necessary for the SWOT
participants to select their five most important items from the list in order to gain a wider view. Clarity of objectives is key
to this process, as evaluation and elimination will be necessary to cull the wheat from the chaff. Although some aspects may
require further information or research, a clear picture should, at this stage, start to emerge in response to the objectives.

10. Carry your findings forward

Make sure that the SWOT analysis is used in subsequent planning. Revisit your findings at suitable intervals to check that
they are still valid.

Dos and don'ts for SWOT analysis

Do

* Be analytical and specific.

* Record all thoughts and ideas in stages 5-8.

* Be selective in the final report.

* Choose the right people for the exercise.

* Choose a suitable SWOT leader or facilitator.

Don't

* Try to disguise weaknesses.

* Merely list errors and mistakes.

* Lose sight of external influences and trends.

* Allow the SWOT to become a blame-laying exercise.

* Ignore the outcomes at later stages of the planning process.

Useful reading

Book

Journal articles

Related checklists

* Preparing a Marketing Plan

* Writing a Business Plan

* Planning a Workshop
 * Solving Problems

* Brainstorming

Further information

Checklists are available in the following formats:

* Individual checklists.

* A complete set of 195 on CD-ROM or in hard copy.

Mu0004

Prepared by: _____ Date: ___________ Reviewed by: ____ Date: ___________

ICQ.doc

ORGANIZATION NAME INTERNAL CONTROL QUESTIONNAIRE

PURPOSE:

Audits help determine the effectiveness of an HR department and/or HR systems. They are a systematic, objective tool to
assess regulatory or policy compliance in the workplace. The following list of HR audit questions is not meant to be
comprehensive to every organization, merely a representation of the types of questions that may be found in an HR audit.

Department:

Auditable Function: Human Resources

Audit Checklist

Discussed with:

Date:
Question

Yes

No

N/A

Comments

Management

1.

Are HR goals in line with those of

the organization?
2.

Are workweeks identified and

defined?

3.

Are full

time and part

time hours

defined?

4.
Are shifts defined?

5.

Is there open communica

tion to and

from the HR department?

Hiring

1.

Do job descriptions exist?

2.

Are job descriptions up to date?

3.

Are I

9 forms and acceptable

documentation reviewed annually?

Are job openings offered to current

employees?

4.

Are appli

cant references checked?

5.

Are turnover rates monitored?

6.
Are selection processes used with

reference to the Uniform

Guidelines?

7.

Are all applicants required to fill

out and sign an application form?

Q.3 Mr Deshmukh wants to conduct an HR Audit in his organization. He wants to specifically

audit the Employment Practices and Employee involvement . Suggest what all aspects you may
cover in the questionnaire for the audit. Prepare a questionnaire with at least 15 statements.[10 ]
Answer:
SAMPLE QUESTIONNAIRE # 1
Example of an internal Human Resources Audit: Please amend using questions from the
comprehensive HR Audit to determine the content of your Human Resources Audit
(Send a copy of this report to the various departments within your Company or Companies within
your Group)
Please complete the following questionnaire as accurately and thoroughly as possible, attaching
relevant documentation where necessary, and return to–– –– –– – –– –– – –– By no later than
––––––––––––––––.
Contact Details

Company Name: Registered As–– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– Trading As– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – ––

–– – –– –– –– – –– Contact Person: Name:– –– –– –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – Title:–– –– –– –– – –– –– –– – –– –– – –– –– –– – ––

–– – –– –– –– – –– –– – –– –– –– – –– –– Contact Numbers: Tel #–– –– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – – Fax #:–– –– –– –– – –– –– –

–– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– – Cell #–– –– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– ––

E Mail:–– –– –– –– –– – –– @– –– –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– Physical Address:–– –– –– –– –– – –– –– – –– –– –– – –– –– – –– ––

–– – –– –– – –– –– –

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Postal Address:– –– –– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– –
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
Company Details
 No1 Yes1Does the company have a formal Organogram?:

(If yes, please attach. If no, please attach a list of all positions within the company).

Does the company have comprehensive job descriptions for all said positions?

No (If yes, please attach).1 Yes1

Employee Head count: Permanent Employees:– –– –– –– –– – –– –– – –– –– ––

Permanent Part-Time Employees:–– –– –– –– – –– –– – –– –– –– – –– –– – –– –– ––

Contract Employees:–– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– ––

Casual Staff:– –– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –

No1 Yes1Does the Company have a formal HR Manual?

No1 Yes1Does the Company have a formal HR Filing System?

Does the Company have a computerized HR/Payroll System?

No1 Yes1HR:

Brand Name: ––––––––––––––––––––––––––––––––––––––––––––––––

Payroll: Yes/No

Brand Name:– –– –– –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– –

What Records and Control Measures are in place?

Employment Details
(For each category, please indicate if applicable to all employees. If not, please supply details.
Further, please indicate whether a policy in regard to that specific category is in place or not and

attach same to this document).

Working Hours: Hours per day:– –– –– – –– – Days per week:– –– –– –– –– – –– –

Working Hours Policy: Yes/No

Overtime: Hours per day:–– –– –– –– – –– Days per week:–– –– –– –– – –– –– ––

No1 Yes1Overtime Policy in Place:

Annual Leave:– –– –– –– –– – –– –– –– – –– –– – – working days leave per annum

Sick Leave:–– –– –– –– – –– –– – –– –– –– – –– –– – – days per year/36 month cycle

Maternity Leave:– –– –– –– –– –– – –– –– – –– –– –– – –– –– – months per occasion

Family Responsibility Leave:– –– –– –– –– –– – –– –– – –– –– –– – –– per occasion

Study Leave:– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– per examination

Unpaid Leave:–– –– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –
Leave Policy in Place No1 Yes1: Annual
Sick / Yes / No

Maternity / Yes / No

Family Responsibility / Yes / No

Study / Yes / No

Unpaid / Yes / No
Remuneration and Benefit Details
(Please indicate whether a policy in regard to each specific category is in place or not and attach

same to this document).

If available, please supply a copy of the following:

Letter of Employment or Contract

Pay slip

Induction Programme

Employee Handbook

Certificate of Service

Medical Aid: Name of Fund:–– –– –– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – ––

Company Contribution Details: –––––––––––––––––––––––––––––––––––

/Provident Fund Fund type:

Pension/Provident– –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –

Name of Fund:– –– –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – ––

Company Contribution Details:–– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– ––

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

No1 Yes1Employment Policy:

How are employees’ salaries?

Packages structured? :– –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

Company Vehicle Policy: Yes / No

Transfer and Relocation Policy: Yes / No

Retrenchment Policy: Yes / No

What is the Official Retirement Age of the Company? Male– –– –– –– – Years

Female– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – – years

Early Retirement Policy: Yes / No

Does the Company offer Educational Assistance? Yes / No

If yes, to whom:

Employees Only

Employees and Employees Immediate children

Other (please specify)–– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– ––

No1 Yes1Does the Company offer any Loan Facilities:

If yes, please indicate:

To whom– –– –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –– –– –

What Category:(e.g. welfare, home)

–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
––––––––––––––
Other
(Please indicate whether a policy in regard to each specific category is in place or not and attach

same to this document).

Aids & No1 Yes1Life Threatening Diseases Policy:

No1 Yes1Disciplinary and Grievance Procedures:

Harassment & No1 Yes1Non-Discrimination Policies:

No1 Yes1Smoking Policy:

What are the Company’s ratios of employees

Company Total White Black Male Female

Senior Management

Middle Management

Supervisory

General Staff
No. of Disabled Employees:–– –– –– –– –– – –– –– – –– ––
Employment Equity Policy: Yes / No
Information Systems
What computer software programmes do you use:–– –– –– – –– –– – –– –– –– – –
––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––

Do your employees have their own email addresses: Yes / No

Do you have a Corporate Website: Yes / No

If yes, please specify URL: http://www–– –– –– – –– –– –– – –– –– – –– –– –– – ––

How many employees have access to e-mail facilities within your

Company /department?–– –– –– –– – –– –– –– – –– –– – –– –– –– – –– –– – –– –– –– – –.
 No1 Yes1Do any employees work on a contract basis:

No1 Yes1Do any employees work from home:

Restructuring
No1 Yes1is it likely that your organization or the terms and conditions of employees may be
restructured?
Are you familiar with the requirements of?

The new Basic Conditions of Employment Act: Yes / No

Employment Equity Act: Yes / No

Code of Good Practice on Sexual Harassment in the Workplace: Yes / No

Labour Relations Act 66 of 1995 (as amended): Yes / No

Skills Development Act: Yes / No

Code of Good Practice on the Regulation of Working Hours: Yes / No

Code of Good Practice on Maternity Leave: Yes / No

Do you participate in any Corporate Social Investment schemes: Yes / No

If yes, please specify which organization:– –– –– – –– –– –– – –– –– – –– –– –– – ––

MU0001

Question: 3 Healwell Pharma Company has been functioning for the last 15 years. The company
decided to computerize the office 7 years ago. Now it has decided to use the application of information
system in HRM.
Suggest how and in what activities they could use the information system.
Answer 3:

Information System Applications in Human Resource Management A unified data model provides a single, accurate view of HR activities ranging from

recruitment, employment, training, performance management, compensation management and real time management. Oracle human resource leverage workflow

and internet-based processes optimize various HRM activities. The system maintains global HR data in case of Trans-national companies and total organizational

human resource data in case of national companies in a single location for accurate and easy availability.

The system of applications of Information Technology (IT) in HRM is referred to as Human Resource Module. HRIS merges some of HRM functions with the IT

field, wherein the planning and programming of data processing systems have evolved into standardized routines and packages of Enterprise Resource Planning

(ERP) software. ERP integrates the human resource module with finance, production, and sales and administration modules.

Generally, traditional HRM functions are common to all organizations. They consist of tracking data regarding personal histories, family details, skills,

capabilities, experiences, pay, benefits and grievances. Performance of these functions are increasingly complex, must be performed at the lowest possible cost

and also at a fast rate, which pose increased challenges for HR professionals. Organizations have started to automate these functions by introducing HRIS

technology.

Development of client -server HRIS enables HR executives to assume responsibility and ownership of their systems compared to client-server architecture, which

came largely in the form of mainframe computers and necessitated heavy capital investment to purchase program proprietary software. HRIS is developed around
 six main areas of human resource management viz., e-recruitment/applicant tracking, e-training, e- payroll, e-benefits, e-self service and e-time and labour

management.

E-recruitment / Applicant Tracking

E-recruitment manages job descriptions and job vacancies, search for candidates and the interview process. It is also referred to as an applicant-tracking system;

this is a web-based application that enables the electronic handling of organizational employment needs.

These activities include posting job advertisement on web sites to stimulate and attract candidates, known as job boards. Job boards allow candidates to apply on-

line and the candidates¶ data are stored on a database that allows searching, screening and filtering of applications. The application tracking system shortlists the

candidates and arranges for interview and recruitment-related activities.

MU0002

Question
3: Mr.
Vikram is
the
General
Manager
of a textile
company.
He has to
participate
in a
meeting
with the
board of
directors
of the
company.
He is
expected
to
conduct
the SWOT
Analysis
of the
company.
Help him
in
preparing
the
question
checklist
in order to
attain the
required
informatio
n about
the
company¶
s
Strengths,
Weakness
es,
Opportuni
ties and
Threats.
Answer 3:
Conduct
a
situation
al or
SWOT
analysis
A
situation
orSWOT
(Strengths
,
Weakness
es,
Opportuni
ties, and
Threats)
analysis is
vital for
the
creation of
any
strategic
plan. The
SWOT
analysis
begins
with a
scan of
the
external
environme
nt.
Organizati
ons need
to
examine
their
business
situation
in order to
map out
the
opportunit
ies and
threats
present in
their
environme
nts.
Sources of
informatio
n may
include
stakeholde
rs like,
customers
(internal
and
external),
suppliers,
governme
nts (local,
state,
federal,
internatio
nal),
profession
al or trade
associatio
ns
(conventio
ns and
exhibition
s),
journals
and
reports
(scientific,
profession
al, and
trade).
SWOT
analysis
provides
the
assumptio
ns and
facts on
which a
plan will
be based.
Analyzing
strengths
and
weaknesse
s
comprises
the
internal
assessmen
t of the
organizati
on.
For
assessing
thest ren
gt h s of
the
organizati
on the
following
questions
are
important:
1. What
makes the
organizati
on
distinctive
?
2. How
efficient is
our
manufactu
ring?
3. How
skilled is
our
workforce
?
4. What is
our
market
share?
5. What
financing
is
available?
6. Do we
have a
superior
reputation
?
For
assessing
theweakn
e sse s of
the
organizati
on the
following
questions
are
important:
1. What
are the
vulnerable
areas of
the
organizati
on that
could be
exploited?
2. Are the
facilities
outdated?
3. Is
research
and
developm
ent
adequate?
4. Are the
technologi
es
obsolete
For identifyingOpportunities the following elements need to be looked at:

1. In which areas is the competition not meeting customer needs?

2. What are the possible new markets?

3. What is the strength of the economy?

4. Are our rivals weak?

5. What are the emerging technologies?

6. Is there a possibility of growth of existing market?)

IdentifyingThreats involves the following:

1. In which areas does the competition meet customer needs more effectively?

2. Are there new competitors?

3. Is there a shortage of resources?

4. Are market tastes changing?

5. What are the new regulations?

6. What substitute products exist?

In general terms, the best strategy is one that fits the organization¶s strengths to
opportunities in the environment.

The SWOT analysis is used as a baseline for future improvement, as well as gap analysis. Comparing the organization to
externalb en ch ma rks (the best practices) is used to assess current capabilities. Benchmarking systematically compares
performance measures such as efficiency, effectiveness, or outcomes of an organization against similar measures

from other internal or external organizations.