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How the course Structure of MBA in HR Pans out

by Sameeksha Khanna 18. March 2012 22:22

Management is what which is really the heart of an organisation. For years it has been seen that a company's vision, goals, DNA and eventual success depends mostly on the management teams which are running those organisations. When its eventually people, the overall study which relates to hiring, offering incentives, employee benefits and science of making your workforce work effectively, nobody can take away the importance of Hr in todays management.

HR in general in todays world marks the shift to to decentralize responsibilities and focus activities on smaller units in order to increase motivation and entrepreneurialism.

Decentralisation in general affects decentralization affects: 


  • Structures for pay bargaining and industrial relations
  • The operation of internal labor markets
  • Corporate culture
  • The organization of the personnel function


Strategy and structure in big Corporate

One factor in many ways should actually be the starting point for understanding pressures for centralization/ decentralization. Company philosophy, managerial beliefs, and history explain much about the pace and vigor with which decentralization is pursued. At the same time, training strategies are driven by business strategy and the competitive environment.

In an MBA in Human Resource, we know how the link between strategy and training works out, though, is another matter. In two year MBA program, we have cautioned against the notion of simple direct link and the fallacy of over-integrated human resource plans. These are likely to remain valid only on paper. Human resource planning needs to be flexible linked to business strategy, and training needs to remain to some extent reactive.

Thus, in an MBA course we found the time horizons for training decisions varied enormously, covering: 


  • Ad hoc requests
  • Annual budgeting, on the basis of forecasts of labor turnover, recruitment, and promotion
  • Commitments to major projects, which themselves can vary up to five years ahead
  • Commitments to groups of employees, such as graduates, which involve a view of skills needs up to five years ahead and beyond
  • Long-term manpower plans, such as in the health service where length of training, the numbers involved, careers commitments, and resources require careful planning


All these will be explained in last semesters of the MBA in HR in the sense of being driven by business need.

At MAPS where HR is one of the focus areas of the MBA program, we see to it that students have a big takeaway when they graduate. We try to make the plan as much industry oriented so that the students prepare for their careers in the longer run. We get the best industry experts to guide students on this.




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