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SCDL Assignment on Personnel Administration

Multiple Choice Single Answer Question Promotion which does not receive any increase in salaries is called Correct Answer Dry promotion Your Answer Horizontal promotion

Multiple Choice Single Answer Question Employees wish to know what career advancements opportunities are available in the :- Correct Answer Organization Your Answer Organization

True/False Question It is difficult to measure service & judge the seniority. Correct Answer False Your Answer True

Multiple Choice Multiple Answer Question Various theories to study an impact of compensation on employee behavior are :- Correct Answer Reinforcement theory , Expectancy theory , Equity theory Your Answer Reinforcement theory , Expectancy theory , Equity theory

True/False Question Matters such as wages, bonus etc. which are the subjects of collective bargaining are included in the perview of Workers Participation Schemes. Correct Answer False Your Answer True

Multiple Choice Multiple Answer Question Promotion policies are as follows :- Correct Answer It should be consistent & should be applied uniformly to all employees , It should be fair & impartial , Favoritism should not be taken as a basis of promotion Your Answer It should be fair & impartial , Favoritism should not be taken as a basis of promotion , There should be transparent policy for the promotion

Multiple Choice Multiple Answer Question Participative forms prevalent in India are:- Correct Answer Works Committees , Joint Management Councils , Joint Councils Your Answer Works Committees , Joint Management Councils , Joint Councils

Select The Blank Question The Minimum Wages act fixes & revises minimum wages for a certain class of workmen to prevent exploitation of ________. Correct Answer Unorganized labour Your Answer Unorganized labour

True/False Question Continuous communication with employees about change is not required Correct Answer False Your Answer False

Select The Blank Question Organizations visit campuses to recruit candidates for ________. Correct Answer Entry level positions Your Answer Entry level positions

Select The Blank Question Advertisement is an ________ of seeking recruits. Correct Answer Effective way Your Answer Effective way

Match The Following Question Correct Answer Your Answer Mediator No power of decision No power of decision Union manifestation Stresses Labour turnover Management manifestation Termination Stresses Arbitrator acts as Judge Judge

Multiple Choice Single Answer Question Employees are demoted on :- Correct Answer Disciplinary grounds Your Answer Disciplinary grounds

Multiple Choice Multiple Answer Question Following are measures of effectiveness of personnel function. Correct Answer Relatedness of pay to performance , Reduced grievances , Improved moral Your Answer Relatedness of pay to performance , Reduced grievances , Improved moral

Multiple Choice Single Answer Question What is necessary to maintain harmonious employee relation? Correct Answer Constant dialogue Your Answer Constant dialogue

True/False Question Direct compensations are medical benefits, paid leave & insurance. Correct Answer False Your Answer False

Select The Blank Question Shop Council for each department in an industry where ________ workmen are employed. Correct Answer 500 or more Your Answer 500 or more

True/False Question The recruitment agency is paid certain % of the incumbents’ salary as professional charges. Correct Answer False Your Answer True

Multiple Choice Multiple Answer Question Satisfactory resolution of the disputes may avoid the following :- Correct Answer Ill will , Strikes , Non co-operative actions Your Answer Strikes , Non co-operative actions , Dispute

True/False Question To remain competitive, organization needs to build positive employee relation. Correct Answer True Your Answer True

Select The Blank Question Trade union prefer ________ as a sole basis of promotion. Correct Answer Seniority Your Answer Seniority

Multiple Choice Multiple Answer Question Types of manifestation of conflicts of unions are :- Correct Answer Non-co-operation , Arguments , Hostility Your Answer Hostility , Cooperation

Multiple Choice Single Answer Question A prior arrangement for the distribution of the gains of the higher production & participation, is a necessary condition for :- Correct Answer Success Your Answer Success

True/False Question Participation is impossible at all levels of management. Correct Answer False Your Answer False

Select The Blank Question Discipline is a process to correct & mould employees for ________. Correct Answer Better performance Your Answer Better performance

Multiple Choice Multiple Answer Question Criteria for selection includes :- Correct Answer Experience , Personal characteristics , Educational accomplishments Your Answer Educational accomplishments , Experience , Personal characteristics

Multiple Choice Single Answer Question The company appoints trained psychologists who acts as :- Correct Answer Counselors Your Answer Counselors

Match The Following Question Correct Answer Your Answer Procedure of training Identify training needs Job rotation Induction Reduces Turnover Exposed to new idea Training Exposed to new idea Reduces Turnover Type of training Job rotation Identify training needs

Multiple Choice Multiple Answer Question Which are the internal factors? Correct Answer Organization culture , Leadership , Strategy Your Answer Organization culture , Leadership , Strategy

Select The Blank Question ________ energizes human behavior to achieve goals. Correct Answer Motivation Your Answer Motivation

Multiple Choice Single Answer Question Fair practices in selecting the right man for right job provide opportunities for career growth based on :- Correct Answer Merit Your Answer Performance

Multiple Choice Multiple Answer Question Under the trusteeship, the inherent responsibility of business enterprises is towards it’s :- Correct Answer Consumers , Workers , Shareholders Your Answer Workers , Shareholders

True/False Question Compensation should not ensure internal equity. Correct Answer False Your Answer False

Multiple Choice Multiple Answer Question The compensation practices differ in the following ways :- Correct Answer Structure , Mix , Quantum Your Answer Structure , Mix , Quantum

True/False Question Participation in decision is the negligible form of participation. Correct Answer False Your Answer False

Multiple Choice Single Answer Question On short term basis an overtime may be an alternative to :- Correct Answer Recruitment Your Answer Recruitment

Select The Blank Question An effective organization must meet both company’s objectives & employee ________. Correct Answer Needs Your Answer Needs

Multiple Choice Multiple Answer Question Through web pages, prospective applicants can obtain the data about the company for :- Correct Answer Its products , Its services , Employment opportunities Your Answer Its products , Its services , Employment opportunities

Multiple Choice Single Answer Question Design of compensation programmes is significant in :- Correct Answer Personnel management Your Answer Personnel management

Multiple Choice Single Answer Question Shortage of skilled employee’s can be solved through :- Correct Answer Training Your Answer Training

Select The Blank Question Job evaluation is the process by which relative worth of ________ in the organization is determined for the purpose of salary computation. Correct Answer Various jobs Your Answer Various jobs

True/False Question Personnel department plays important role in managing change Correct Answer True Your Answer True

Multiple Choice Single Answer Question Aims of Personnel Administration is :- Correct Answer Getting cooperation of people Your Answer Getting cooperation of people

Multiple Choice Single Answer Question Under the Employment Exchange Act all employers are obliged to inform employment exchanges of :- Correct Answer Vacancies occurring Your Answer Vacancies occurring

Select The Blank Question Job analysis can help in ________. Correct Answer Strategic planning Your Answer Performance

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Wednesday, september 19, 2012, principles & practices of management scdl assignments.

| Principles and Practices of Management SCDL Settled Quiz Questions Paper 1 | | Principles and Practices of Verwalten SCDL Solved Assessment Queries Paper 2 | | Principles and How of Company SCDL Solved Exam Questions Paper 3 | | Key and Practices of Admin SCDL Solved Testing Questions Hard 4 | | Ethics and Practices of Management SCDL Solved Check Questions Paper 5 | | Business and Practices of Management SCDL Solved Exam Questions Paper 6 | | Principles and Practical of Board SCDL Solved Proctored Questions Paper 7 | | Principles and Practices away Management SCDL Solved Exam Questions Paper 8 | | Principles and Techniques of Management SCDL Loose Proctored Faqs Paper 9 | | Philosophy and Practices of Steuerung SCDL Solved Exam Getting Paper 10 | | Principles press Practices by Management SCDL Solutions Exam Questions Paper 11 | | Company and Practices of Management SCDL Solved Exam A Paper 12 | | Principles and Traditions of Management SCDL Solved Exam Ask Paper 13 | | Principles and Practices of Management SCDL Unsolved Exam Questions Paper 14 | | Principles and Practices of Management SCDL Solved Exam Questions Paper 15 | | Principles and Practices of Management SCDL Solve Exam Questions Article 16 | | Principles and Traditions concerning Management SCDL Solved Exam Questions Paper 17 | | Principles and Practices on Manage SCDL Solution Exam Questions Paper 18 | | Principles additionally Practices of Management SCDL Solved Exam Questions Paper 19 | | Principles and Practices of Management SCDL Solved Exam Questions Paper 20 | | Principles and Practices of Direktion SCDL Solved Exam Questions Article 21 | | Principles and Practices off Management SCDL Solved Exam Questions Paper 22 | | Principles furthermore Practices of Management SCDL Solutions Exam Questions Newspaper 23 | | Principles and Practices of Administrative SCDL Solutions Exam Questions Paper 24 | | Principles the Practices of Management SCDL Solved Exam Questions Paper 25 | | Principles and Practices of Management SCDL Determined Exam Questions Paper 26 | | Principles and Practices of Management SCDL Solved Exam Questions Paper 27 | | Principles and Practices of Management SCDL Solved Assessment Questions Paper 28 | | Principles and Practices of Management SCDL Solved Exam Questions Paper 29 | | Principles and Practice of Management SCDL Unsolved Exam Questions Paper 30 | | Principles and Practices the Management SCDL Solved Exam Questions Paper 31 | | Principles and Practices of Management SCDL Solved Exam Questions Paper 32 | | Principles and Patterns of Management SCDL Solved Exam Questions Paper 33 |

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Welcome to the Symbiosis Center for Distance Learning(SCDL) blog. This blog is for the students of SCDL who are doing post graduate diplomas in management from Symbiosis Center for Distance Learning SCDL Pune. Here they can get solved assignments and exam related informations. It contains assignments for PGDBA, PGDIM, PGDHRM, PGDIB, PGDIT.

• Advertising and Public Relations (6)

• Advertising and Public Relations (Set - 2) (1) • Business Communication (3)

• Business Communication (New Engine - 1) (1) • Business Communication (Set II) (3)

• Business Communication (Set III) (3) • Business Communication (Set IV) (3) • Business Communication (Set V) (3) • Business Communication (Set VI) (3) • Business Communication (Set VII) (2) • Business Law (3)

• Business Law (Old Pattern) (1) • Business Law (Set - II) (3) • Business Law (Set - III) (3) • Business Law (Set - IV) (3) • Business Law (Set - V) (3) • Business Law (Set - VI) (3) • Business Law (Set - VII) (1)

• Business Process Re-Engineering (5)

• Business Process Re-Engineering (Set-3) (2) • Business Process Re-Engineering (Set-4) (3) • Business Process Re-Engineering (Set-5) (3) • Business Process Re-Engineering (Set-6) (3) • Business Process Re-Engineering(Set-2) (3) • Business Process Reengineering (Set-7) (3) • C Programming (3)

• C Programming (Set 4) (1) • C Programming (Set II) (3) • C Programming (Set III) (3) • Capital Market (2)

• Cases in Marketing Management (4) • Cases in Marketing Management(Set-2) (3) • Cases in Marketing Management(Set-3) (2) • Cases in Operations Management (5)

• Cases in Operations Management (Set II) (4) • Cases in Operations Management (Set III) (1) • Compensation Management (3)

• Compensation Management (Set - 2) (3) • Compensation Management (Set - 3) (3) • Compensation Management (Set - 5) (2) • Compensation Management (Set - 6) (1) • Compensation Management (Set-4) (3) • Compensation Management II (Set-1) (1)

• Computer Fundamentals and Networking Concepts (3)

• Computer Fundamentals and Networking Concepts (Set - II) (1) • Consumer Behaviour (3)

• Consumer Behaviour (Set 2) (3) • Data Mining (Set - 1) (2)

• Database Management System (3) • Database Management System(Set-2) (3) • Database Management System(Set-3) (3) • Database Management System(Set-4) (1) • e-Business (2)

• e-Business(Set-2) (1) • eBusiness (1)

• Economic Environment and Business (1) • Exim Policies and Procedures (1)

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• Financial Institutions and Banking (Set II) (2) • Financial Institutions and Banking (Set-3) (2) • Financial Institutions and Banking (Set-4) (2) • Financial Management (5)

• Financial Management (Set II) (3) • Financial Management (Set III) (3) • Financial Management (Set IV) (3) • Financial Management (Set IX) (4) • Financial Management (Set V) (3) • Financial Management (Set VI) (3) • Financial Management (Set VII) (3)

• Financial Management (Set VIII) (3) • Financial Management (Set X) (1)

• Human Resource Development and Training (2) • Human Resource Management (HRM) (5) • Human Resource Management (HRM)(Set-2) (5) • Human Resource Management (Set-9) (1)

• Human Resource Management (Set-III) (4) • Human Resource Management (Set-IV) (3) • Human Resource Management (Set-V) (3) • Human Resource Management (Set-VI) (3) • Human Resource Management (Set-VII) (3) • Human Resource Management (Set-VIII) (2)

• Human Resource Management(For Batch of 2003 and Earlier) (4) • Industrial Management (1) • Industrial Management(Set-2) (1) • Industrial Management(Set-3) (1) • Industrial Marketing (3) • Industrial Marketing(Set-II) (3) • Industrial Marketing(Set-III) (3)

• Industrial Relations and Labour Laws (2)

• Industrial Relations and Labour Laws (set-3) (1) • Industrial Relations and Labour Laws(Set - 2) (2) • Industrial Safety and Security (1)

• Industrial Safety and Security (Subjective) (5) • Industrial Sociology (1)

• Insurance Accounting and IT Application in Insurance (2) • International Commercial Law (3)

• International Commercial Law(Set-2) (3) • International Commercial Law(Set-3) (3) • International Commercial Law(Set-4) (3) • International Commercial Law(Set-5) (3) • International Commercial Law(Set-6) (3) • International Commercial Law(Set-7) (3) • International Commercial Law(Set-8) (2) • International Economics (2)

• International Economics(Set-2) (1) • International Finance (3)

• International Finance (Set - 4) (1) • International Finance (Set - II) (2) • International Finance (Set - III) (2) • International Marketing (3)

• International Marketing(Set-II) (3) • International Marketing(Set-III) (3) • International Marketing(Set-IV) (2) • Java Programming (3)

• Java Programming (Set 9) (1) • Java Programming (Set II) (3) • Java Programming (Set III) (3) • Java Programming (Set IV) (3) • Java Programming (Set V) (3) • Java Programming (Set VI) (4) • Java Programming (Set VII) (3) • Java Programming (Set VIII) (3) • Legal Aspect of Insurance (3) • Legal Aspects of Finance (3)

• Legal Aspects of Finance(Set II) (3) • Legal Aspects of Finance(Set III) (3) • Legal Aspects of Finance(Set IV) (3) • Legal Aspects of Finance(Set IX) (3) • Legal Aspects of Finance(Set V) (3) • Legal Aspects of Finance(Set VI) (3) • Legal Aspects of Finance(Set VII) (3) • Legal Aspects of Finance(Set VIII) (3) • Legal Aspects of Finance(Set-IX) (1) • Maintenance Management (5)

• Maintenance Management (Set - III) (2) • Maintenance Management (Set - IV) (1) • Maintenance Management (Set-II) (5) • Management Accounting (3)

• Management Accounting (Set III) (3) • Management Accounting (Set IV) (3) • Management Accounting (Set V) (2) • Management Information System(MIS) (5) • Management Information System(MIS)(set-2) (3) • Management Information System(Set-3) (3) • Management Information System(Set-4) (2) • Managerial Economics (3)

• Managerial Economics (Set II) (4) • Managerial Economics (Set III) (3) • Managerial Economics (Set IV) (3) • Managerial Economics (Set IX) (2) • Managerial Economics (Set V) (3) • Managerial Economics (Set VI) (3) • Managerial Economics (Set VII) (3) • Managerial Economics (Set VIII) (3) • Managerial Economics (Set X) (2)

• Managerial Economics(For Batch 2003 and Earlier) (3) • Marketing Management (5)

• Marketing Management(For 2003 and Earlier Batches) (2) • Marketing Management(Set-2) (5) • Marketing Management(Set-III) (4) • Marketing Management(Set-IV) (2) • Marketing Management(Set-V) (2) • Marketing Management(Set-VI) (3) • Marketing Management(Set-VII) (1) • Marketing Research (3) • Marketing Research(Set-II) (3) • Marketing Research(Set-III) (3) • Marketing Research(Set-IV) (2) • Materials Management (4) • Materials Management(Set-2) (3) • Materials Management(Set-3) (3) • Materials Management(Set-4) (3) • Materials Management(Set-5) (1)

• Object Oriented Analysis and Design (3) • Object Oriented Analysis and Design(Set-2) (3) • Object Oriented Analysis and Design(Set-3) (3) • Object Oriented Analysis and Design(Set-4) (3) • Object Oriented Analysis and Design(Set-5) (3) • Object Oriented Analysis and Design(Set-6) (2) • Object Oriented Analysis and Design(Set-7) (1) • Operating System (3)

• Operating System (Set II) (3) • Operating System (Set III) (3) • Operating System (Set IV) (3) • Operating System (Set V) (3) • Operating System (Set VI) (2) • Organizational Behaviour (5)

• Organizational Behaviour (Old Pattern) (2) • Organizational Behaviour (SET II) (3) • Organizational Behaviour (SET III) (3) • Organizational Behaviour (SET IV) (3) • Organizational Behaviour (SET V) (3) • Organizational Behaviour (SET VI) (3) • Organizational Development (3)

• Organizational Development (Set 6) (1) • Organizational Development (Set II) (3) • Organizational Development (Set III) (3) • Organizational Development (Set IV) (3) • Organizational Development (Set V) (2) • Performance and Potential Management (2) • Performance and Potential Management(Set-2) (1) • Personnel Administration (3) • Personnel Administration(Set-2) (1) • Personnel Administration(Set-3) (1) • Personnel Administration(Set-4) (1) • PPM (Set - 1) (3) • PPM (Set - 2) (1)

• Principles and Practices of Management (Set II) (3) • Principles and Practices of Management (Set III) (3) • Principles and Practices of Management (Set IV) (3) • Principles and Practices of Management (Set V) (3) • Principles and Practices of Management (Set VI) (3) • Principles and Practices of Management (Set VII) (3) • Principles and Practices of Management (Set VIII) (2) • Production and Operations Management (3)

• Production and Operations Management(Set-2) (3) • Production and Operations Management(Set-8) (1) • Production and Operations Management(Set-III) (3) • Production and Operations Management(Set-IV) (3) • Production and Operations Management(Set-V) (3) • Production and Operations Management(Set-VI) (3) • Production and Operations Management(Set-VII) (3) • Production Planning and Control (Set-2) (3)

• Production Planning and Control(Set-1) (2) • Project Finance (3)

• Project Finance(Set-2) (2)

• Property and Liability Insurance (3) • Quantitative Techniques (5)

• Quantitative Techniques (Set-II) (3) • Quantitative Techniques (Set-III) (3) • Quantitative Techniques (Set-IV) (3) • Quantitative Techniques (Set-V) (3) • Quantitative Techniques (Set-VI) (1)

• Research Methodology and Project Report (2) • Research Methodology(Set-1) (1)

• Research Methodology(Set-2) (1) • Research Methodology(Set-3) (1)

• Security Analysis And Portfolio Management (3)

• Security Analysis and Portfolio Management (Set - 7) (3) • Security Analysis And Portfolio Management (Set-2) (3) • Security Analysis And Portfolio Management (Set-3) (3) • Security Analysis And Portfolio Management (Set-4) (3)

• Security Analysis And Portfolio Management (Set-5) (3) • Security Analysis And Portfolio Management (Set-6) (3) • Security Analysis And Portfolio Management(Set-8) (3) • Security Analysis And Portfolio Management(Set-9) (1) • Services Marketing and Brand Management (3)

• Services Marketing and Brand Management(Set-2) (3) • Software Engineering and Project Management (3) • Software Engineering and Project Management(Set-2) (3) • Software Engineering and Project Management(Set-3) (3) • Software Engineering and Project Management(Set-4) (3) • Software Engineering and Project Management(Set-5) (3) • Software Engineering and Project Management(Set-6) (3) • Strategic Finance (2)

• Strategic Finance (Set II) (2) • Strategic Finance (Set III) (3) • Strategic Finance (Set IV) (3) • Strategic Finance (Set IX) (3) • Strategic Finance (Set V) (3) • Strategic Finance (Set VI) (3) • Strategic Finance (Set VII) (3) • Strategic Finance (Set VIII) (3) • Strategic Finance (Set X) (3) • Strategic Finance (Set XI) (1) • Strategic Finance Notes (4) • Strategic HR (3)

• Strategic HR (Set - II) (3) • Strategic HR (Set-3) (2) • Strategic Management (4)

• Strategic Management (Set - II) (4) • Strategic Management (Set - III) (3) • Strategic Management (Set - IV) (3) • Strategic Management (Set - IX) (2) • Strategic Management (Set - V) (3) • Strategic Management (Set - VI) (3) • Strategic Management (Set - VII) (3)

• Strategic Management (Set - VIII) (2) • Strategic Management (Set - X) (1) • Supply Chain Management (5)

• Supply Chain Management (Set - II) (3) • Supply Chain Management (Set - III) (3) • Supply Chain Management (Set - IV) (3) • Supply Chain Management (Set - IX) (1) • Supply Chain Management (Set - V) (3) • Supply Chain Management (Set - VI) (3) • Supply Chain Management (Set - VII) (3) • Supply Chain Management (Set - VIII) (3) • Supply Chain Management (Set IX) (2) • Taxation (5)

• Taxation (Set II) (3) • Taxation (Set III) (2) • Taxation (Set IV) (2)

• Techniques for Operations Efficiency (5) • Techniques for Operations Efficiency(Set-2) (3) • Techniques for Operations Efficiency(Set-3) (2) • Techniques for Operations Efficiency(Set-4) (2) • Techniques for Operations Efficiency(Set-5) (3) • Techniques for Operations Efficiency(Set-6) (1) • Total Quality Management(Set-1) (2)

• TWM (Set - 1) (2) • Web Technologies (3)

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Vladimir Ilyich Lenin

Materials to the article “how we should reorganise the workers’ and peasants’ inspection” [1].

Dictated: Dictated January 9 and 13, 1923 Written: (See below.) Published: Taken down by L.F. First published in 1959 in Lenin Miscellany XXXVI . (See below.). Printed from the secretary’s notes (typewritten copy). Source: Lenin's Collected Works , Progress Publishers, 1971, Moscow, Volume 42 , pages  433 b -442 . Translated: Bernard Isaacs Transcription\Markup: R. Cymbala Public Domain: Lenin Internet Archive (2004). You may freely copy, distribute, display and perform this work; as well as make derivative and commercial works. Please credit “Marxists Internet Archive” as your source.

Plan of an Article “What Should We Do with the W.P.I.?”

1. — Our state apparatus as a whole is most closely tied, most imbued with the old spirit.

In this way we may better renovate it.

2. — Such a type of apparatus as that directly connected with the Central Committee makes for the greatest mobility.

3. — It enjoys greatest authority.

4. — Won’t that make for too many C.C. members?

5. The conference nature of the C.C. plenums has already grown out of our previous Party building.

6. — A ruling is possible limiting attendance of C.C. members at meetings of higher government bodies (the C.P.C., C.L.D., All-Russia Central Executive Committee, etc.).

7. — It is possible to arrange their taking turns in attending these meetings.

8. — It is possible to arrange their taking turns at the meetings of the Board of the Workers’ and Peasants’ Inspection.

9. — Possible objections to this plan: too many inspectors, too much supervision, too many chiefs having the right to demand an immediate reply and tearing the staff away from their direct duties, etc.

10. — Answer: we propose an unusual type of personnel for the W.P.I.

11. — How account for the fact that the Commissariat for Foreign Affairs has a better type of staff? And what are the conditions for making a similar renovated apparatus out of the W.P.I.?

12. — The W.P.I. should start right away organising the work on new lines, guided by five years experience.

13. — New organisation of work on the part of the C.C. Secretariat (training new members of the C.C. in all the details of administration).

14. — Better organisation of Politbureau meetings will come about in the course of the work itself.

15. — Important gain from increasing the number of C.C. members—lessening of the personal and casual element in its decisions, etc.

What Should We Do With the W.P.I.?

Without a doubt, the W.P.I. is an enormous difficulty for us. So far nothing has come of it, and the question of its organisation and even its expediency remains a question.

I think that those who doubt whether there is any need for it are wrong. At the same time, however, I do not deny that the problem presented by our state machinery and the task of improving it is very difficult and far from being solved.

With the exception of the People’s Commissariat for Foreign Affairs, our state apparatus is largely a survival of the past, and least of all affected by any drastic change. It has only been slightly touched up on the surface. In all other respects, in order to get it to work properly, it has always been necessary for the workers’ and peasants’ state—a state built entirely on new lines—to concentrate members of the Party in it throughout the hierarchical framework.

It is worth remembering how we acted in the critical moments of the civil war, how we concentrated our best Party forces in the Red Army, how we resorted to the mobilisation of the advanced workers from among the Party ranks—in order to confirm what has been said.

And so, I believe, as a result of all our attempts to reorganise the Workers’ and Peasants’ Inspection there emerges the conclusion that we have not made one more attempt. Namely, we have not tried to put this matter into the hands of our workers and peasants, by placing them at the head of our Party as members of the Central Committee.

I visualise this reform of the W.P.I. in the following manner: some 50 to 75 workers and peasants, fully tried and trusted as to conscientiousness and devotion, are elected to the C.C. of the Party in addition to the other C.C. members. At the same time, the staff of the W.P.I. should be reduced at last (at long last!) to several hundred, consisting, on the one hand, of persons with most experience in W.P.I. work in general, i.e., persons who are most familiar with the general supervision of our apparatus of highly skilled specialists and who have a knowledge of   both our apparatus and of the principles and problems of office work organisation, methods of verification and investigation—and, on the other hand, of persons of the purely secretarial, auxiliary staff.

The task of the new members of the C.C., who have fully equal rights with the other members of the C.C., is, by long hard work, to make a study of and improve our state machinery. All the other members of the W.P.I. staff are to help them in this, some as persons most familiar with this machinery and with the work of the W.P.I., others as employees of the secretarial type.

At the same time the People’s Commissariat of Workers’ and Peasants’ Inspection could remain the same commissariat it has been up till now. The new members of the C.C. could be considered temporarily attached to it. The People’s Commissar of the W.P.I. could retain his present rank, position and rights along with the members of his Board.

What do we stand to gain from such an organisation? First of all, we would drop once and for all the practice of new reorganisations undertaken on the basis of an inadequate study of our apparatus. Secondly, we would enhance the authority of this commissariat both by means of enlisting members of the C.C. to it and by reducing its staff to a few hundred members. From the present position, under which the members of the People’s Commissariat of the W.P.I. as a general rule live on sops from the inspected institutions, we would pass immediately to a position under which the maximum independence of the W.P.I. employees would be guaranteed either by a very high salary (this could be achieved by reducing the number of the staff to a few hundred very highly skilled and tested top-level workers), or by those assistants of a purely secretarial type, who would be under the constant control and supervision of both the above-mentioned members of the C.C. and of the few specialists left by us after careful screening of the commissariat’s staff.

The new members of the Central Committee would be assigned the task of making a closer and more careful study of our machinery of state in all its ramifications, including, incidentally, the state trusts.

This job cannot be done quickly. No definite time limit, therefore, would be set for them. On the other hand, they could reckon on several years work by alternating members of the C.C. working on the same assignment, i.e., by a decision of a Party congress we would guarantee to members of the C.C. the possibility of working at this job for several years and then returning to their former jobs.

January 9, 1923

Taken down by M. V.

(continuation)

I foresee that this plan will evoke no end of objections, most of which will be prompted by the vicious howl of the worst of the old elements in our state apparatus, who have remained really old, that is, pre-revolutionary. They will say that this will lead to nothing but complete chaos in the work, that the C.C. members, not knowing what to do, will loiter about the commissariats and government offices, interfering everywhere with the work, demanding explanations, etc., etc.

I think that the nature of these objections clearly betrays the source they come from, and are hardly worth answering. Obviously, if we had in mind an ordinary type of staff, some of these objections might be warranted. But the thing is, we do not have in mind the usual type of staff for this commissariat, but single out for it the best workers, who, on verification by the Party congress, deserve to be elected to the C.C. In this way, I believe, we guarantee that the staff of the People’s Commissariat of the W.P.I. will be as good as the best of our commissariats, namely, the People’s Commissariat for Foreign Affairs. How do we account for the Commissariat for Foreign Affairs having the best staff of employees? In the first place, because diplomats of the old stamp could not remain there to any noticeable degree; secondly, because we selected people there anew, selected them by entirely new standards, by their fitness for the new tasks; thirdly, because there, in the Foreign Commissariat, we do not have, as in other commissariats, that plethora   of haphazardly selected employees who, practically speaking, have inherited all the old qualities of officialdom; and fourthly, because the Foreign Commissariat is working under the direct guidance of our Central Committee. This, as a matter of fact, is the only one of our commissariats that has been fully renovated and that is really working for the workers’ and peasants’ government and in the spirit of that government, and not merely giving the impression of working for it, while actually, in the main, working against it or in the wrong spirit.

Now what conditions are we faced with in our attempt to make a truly renovated apparatus out of the W.P.I.? The first condition—conscientiousness, will be fully ensured by selection; the second condition is the high qualities of the staff members as regards their devotion to the cause and their abilities; the third condition is their closeness to the highest Party body and their equal rights with those who lead our Party, and, through it, the whole of our state apparatus.

It may be said that no amount of conscientiousness or Party authoritativeness can make up for what, in this case, is the most important thing, namely, knowledge of one’s business, knowledge of our state apparatus, and knowledge of the way it should be remodelled.

My reply to this is that one of the essential conditions of my proposal is that we are not to expect quick results in the work of the new commissariat and anticipate that this work will go on for many years. The question then boils down to organising the work of the new commissariat.

And here I feel justified in presuming that both our Party workers and the people now in charge of the W.P.I. have accumulated sufficient experience, sufficient knowledge, sufficient ability and other qualities to properly organise the training of the new C.C. members, and a practical training at that, i.e., by combining their familiarisation with all the details of our state apparatus with a study of what modern science has achieved in the bourgeois states as regards efficient organisation of every kind of staff work.

January 13, 1923

Taken down by L. F.

(continuation 2)

I assume that it goes without saying that the W.P.I. will start at once, on the basis of five years experience, organising the work on new lines; that it will divide the new workers into a number of groups and assign the work among these groups systematically; that it will divide these groups into: periodically employed people making a practical study of foreign experience; into people engaged in theoretical work and studying the results of modern science in the field of organisation of labour generally and managerial work in particular. It will arrange for all the W.P.I. workers to go through the jobs assigned to them, systematically working from the bottom upwards, performing varied functions in varied fields of administration, in varied localities, in varied conditions of work as regards nationalities, and so on.

In short, I assume that the comrades in the W.P.I. have learned something during these five years and will be able to apply the knowledge they have gained to the new organisation of the commissariat. Moreover, it should not be forgotten that we have, I believe, three scientific institutions carrying out research into problems of work organisation (the Central Institute of Labour, a special group under the W.P.I. and a group under the Military Commissariat). A meeting of these three groups was held recently, [2] and it is to be hoped that their work will now proceed in a more efficient manner and in a better team spirit than heretofore.

What is the new work organisation that I propose on the part of the Secretariat of our C.C.? Naturally, the increased number of C.C. members will require a new organisation of the work. I must point out, however, that actually we have already passed to a form of organisation of our C.C. plenums after the type of highest conferences. The thing now is to organise the training of these new C.C. members in all Central Committee work and familiarise them with the work of the leading state institutions. If we are late with this, we shall not be fulfilling one of our main duties,, namely, that of taking advantage of our being in power in order   to teach the best elements of the working people all the details of administration. Such measures as making better arrangements for the meetings of our Politbureau, holding them twice a week and reducing the length of sittings, better preparation of all the documents for these meetings and arranging for these documents to be at the disposal of all the members of the C.C. in good time. These measures now follow from the entire course of the work and are essential, so much so that any kind of objection to this is hardly conceivable. Naturally, this will call for an increase in expenditure on secretarial type personnel, but to grudge the money for these expenses would be most unwise.

Besides, frankly speaking, an important advantage in increasing the number of C.C. members I consider to be the diminished chances of a personal, incidental element being introduced in its decisions; these decisions will be better prepared, the endorsements made at such meetings will be more thoroughly verified, and as a result there will be greater stability in our C.C., both as regards the continuity of its work and its power to resist splits that might arise from insufficient contact of this body with the masses.

[1] See Vol. 33 of this edition, pp. 481-86.— Ed .

[2] This apparently refers to the conference on management normalisation held in September 1922 in Moscow.

This is a site about the books and other writing by James Rodgers, author of Assignment Moscow: Reporting on Russia From Lenin to Putin ( new edition 2023 ; first published July 2020); Headlines from the Holy Land (2015 and 2017); No Road Home: Fighting for Land and Faith in Gaza (2013); Reporting Conflict (2012). My work looks at how stories of international affairs, especially armed conflict, are told to the world.

I am an author and journalist. During two decades of covering international news, I reported on the end of the Soviet Union; the wars in Chechnya; the coming to power of Vladimir Putin; 9/11; the Israeli-Palestinian conflict; the 2003 war in Iraq; Russia’s war with Georgia in 2008. I completed correspondent postings for the BBC in Moscow, Brussels, and Gaza. I now teach in the Journalism Department at City, University of London.

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“Writing about journalism in Russia since the revolution, James Rodgers rightly emphasises that to understand Russia you have to talk to people of all kinds. But he argues that even correspondents who knew the language and the history found it hard to report dispassionately because of official obstruction and their own emotional involvement.” –  Rodric Braithwaite

“A highly original, engrossing and accessible book, Assignment Moscow stands out among journalistic accounts of Russia for its subtlety, humility and historic scope. It tells the story of British and American journalists who aimed to throw light on Russia from Lenin to Putin, and in the process illuminated the West itself.” –  Arkady Ostrovsky, Author of The Invention of Russia: The Rise of Putin and the age of Fake News, Winner of the 2016 Orwell Prize

“It is hard to believe that in the torrent of books published on Russia each year, that one could come along as original and valuable as Assignment Moscow. One comes to appreciate the service of our reporting men and women in Moscow. For all their fallibilities, without their dedication, we wouldn’t have half the understanding of Russia that we have today, imperfect as it will always be. We therefore owe them – and especially Rodgers as journalist, teacher, analyst and cataloguer – a huge debt.” –  James Nixey, Chatham House

I was also delighted to get this endorsement on Twitter from Peter Frankopan, Professor of Global History at the University of Oxford, and author of The Silk Roads and The New Silk Roads .

Beautifully written, fascinating throughout – and very timely. Happy publication day ⁦ @jmacrodgers ⁩ ! #AssignmentMoscow pic.twitter.com/WY4xlYL6ZR — Peter Frankopan (@peterfrankopan) July 23, 2020

I will be talking about the book at a number of events planned for September onwards. I will share details here when they are available.

I am very happy to talk at book festivals, to universities, think tanks, conferences etc. Please get in touch if you are interested–contact details below, or via the publisher, I.B. Tauris, part of Bloomsbury .

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SCDL Solved Assignments and Sample Papers

Welcome to the Symbiosis Center for Distance Learning(SCDL) blog. This blog is for the students of SCDL who are doing post graduate diplomas in management from Symbiosis Center for Distance Learning SCDL Pune. Here they can get solved assignments and exam related information. It contains assignments for PGDBA PGDBFS PGDHRM PGDP&HRM PGDIB PGDEXIM, PGDBCL PGDCRMPGDSCM PGDRM, PGDDS PGDIT PGDPM PGDEM PGDTWBM PGDIBM PGDEA PGDID PGDSC PGDPTT PGPAM PGDJMC PGDPC PGCBA PGPF PGCHM PGCDT PGCFMA etc

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