...Organizational Behavior or Human Resources [pic] Vidyalankar School of Information Technology. Submitted by: Riddhimaan Nandgaonkar Pravin Nadar Akshay Jain Rishabh Dwivedi Chirag Mehta Brian Ridley Ravindra Thakur Submitted to: Mrs. Leena Nair Date of Submission: 25th August 2008 Acknowledgement This Project could not have been written without the help of Mrs. Leena Nair who not only served as our supervisor but also encouraged and challenged us throughout this project. My fellow friends and the other students of our class also guided us through this process, never accepting less than our best efforts. We thank them all. Declaration We the undersigned students of Vidyalankar School of Information Technology – Second Year B.M.S have done the project on Motivation in an organisation. The Project submitted is true to the best of our knowledge. Signatures Riddhimaan Nandgaonkar (07B431) Pravin Nadar (07B402) Akshay Jain (07B418) Rishabh Dwivedi (07B410) Chirag Mehta (07B464) Brian Ridley (07B440) Ravindra Thakur (07B452) Certificate I Hereby certify the project done...
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...no time to build a new hotel. Around the World are considering approaching an existing hotel group to form an alliance. • What issues need to be considered when establishing an alliance in this case? Choosing the right form of governance. The benefits of cooperation versus the dangers of new competition. Managing the reputation. Staffing needs. • What form would you suggest the alliance take? Non-equity strategic alliance. Because this is a short term event and this is the easiest form of strategic alliance to form in such a short time. The company could work with another hotel group to forge a similar deal as airline code-sharing. This would allow Around the World Hotels guests to potentially book through their website, and receive the same premium guest experience in the hotels in Vietnam. The reputation of Around the World Hotels could be used to attract more guests to the hotel in Vietnam. • Outline the major challenges for Around the World Hotels in establishing the type of alliance you recommend. How would you suggest they overcome them? Ensuring a good customer experience for their guests. The hotel would need to inspect the Vietnamese hotels and form an agreement on how to match their standard. This may involve Businessville bearing the cost of any refurbishments needed. Overcoming the cultural differences if the hotel group is from a very different culture. Their negotiation styles may differ so much that a deal cannot be formed....
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...VIZAG STEEL The Visakhapatnam Steel Plant was designed way back in late 1960s but by the time its chief Consultants - MN Dastur & Company's - report and revised reports were accepted in 1984 to start construction, it had become the most expensive steel plant ever to be constructed, deisigned to produce about 3 million tonnes (Mt) of processed steel per year. Its efficiency model was designed after the Pohang Steel Plant in Korea. The Visakhapatnam Steel Plant is the first ever shore- based steel plant in India, and outside the traditional coal belts of Dhanbad–Jamshedpur areas.Vizag Steel, also known as Visakhapatnam Steel Plant steel company based in the outskirts of Visakhapatnam, India. Its main plant is located 26 kilometers from Visakhapatnam, Andhra Pradesh, it is among India's premier steel mills. It has also been conferred the Mini Ratna status. Its vision - Infrastructuring India. Vizag Steel bagged the first prize in Energy Conservation constituted by Ministry Of Power, Government Of India, consecutively for the last two years primarily due to its focus on energy conservation, cost reduction and waste utilization. Vizag Steel Plant today is among the lowest cost steel producers in the world. The Visakhapatnam Steel Plant has been awarded the Safety Innovation Award - 2006 by the Institution Of Engineers for its "outstanding contributions in the field and adoption of the best and the most innovative safety practices". The plant was awarded the Prime Minister's...
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...CHAPTER 1 GENERAL INTRODUCTION INTRODUCTION OF THE STUDY Retailing in India is receiving global recognition and attention and this emerging market is witnessing a significant change in its growth and investment pattern. It is not just the global players like Wal-Mart, Tesco and Metro group are eying to capture a pie of this market but also the domestic corporate behemoths like Reliance, K K Modi , Aditya Birla group, and Bharti group too are at some stage of retail development. Reliance, announced that it will invest $3.4 billion to become the country's largest modern retailer by establishing a chain of 1,575 stores by March 2007. The last couple of years have been rosy for real estate developers and the retailers are finding suitable retail space in prominent locations. The industry is buoyant about growth and the early starters are in expansion mood. There is increased sophistication in the shopping pattern of consumers, which has resulted in big retail chains coming up in most metros; mini metros and towns being the next target. Consumer taste and preferences are changing leading to radical alteration in lifestyles and spending patterns which in turn is giving rise to new business opportunities. Companies need to be dynamic and proactive while responding to the ever-changing trends in consumer lifestyle and behavior. Retailing consists of the sale of goods or merchandise from a fixed location, such as a department store, or by post, in small or individual lots for...
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...A PROJECT REPORT ON “EMPLOYEE SATISFACTION TOWARDS WELFARE MEASURES” AT RAJASHREE CEMENT UNIT OF GRASIM INDUSTRIES Ltd. Aditya Nagar, Malkhed Road, Dist: Gulbarga (Karnataka). A project report submitted to Visvesvarayya Technology University, Belgum As a partial fulfillment of the requirement for the award of MASTER OF BUSINESS ADMINISTRATION Submitted By: AKKANAGAMMA.S.W USN:3GN08MBA03. Under the Guidance of Internal Guide External Guide Mrs.PREETI JOSHI Mr.D.M.BIRADAR Guru Nanak Dev Engineering college. ASST. MANAGER, CSR. Bidar 2009-2010 AKNOWLEDGEMENT It is my privilege to Mr. P.K.Jain, Joint Executive President -HR, for giving me an opportunity to carry out my project work. I extend my sincere gratitude Mr. V.A. Yaligar, GM-HR for providing all the help to complete my project. My special thanks to Mr. B.H.Kalligud, Dy.MANAGER - HR, for their continuous guidance to complete my project. I would like to thanks my guide Mr.D.M.Biradar, Asst Manager CSR & my faculty for providing this placement. I am extremely grateful to all the staff of HR DEPT (TIME-OFFICE & CSR) for their invaluable insight and suggestion and sparing their precious time to interact with me. Finally I would like to thanks my beloved brother, family & my friends who encouraged me through out...
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...of candidates who believe in company’s vision of sustainability. For example when an employee can connect with the eco-value of an organization he is more likely to stay with the firm which helps in reducing overall expense on recruitment. Employee training and development: Regular training may be required for employees who don’t align with the sustainability mission of the company or for employees who need to understand new ways of sustainable working. HRM plays a very important role by scheduling these training and development sessions for its employees. Creating a sustainable organizational climate: It is very important to create an environment which encourages employees to pursue sustainability. More often than not it is seen that employees at upper management level give more importance to sustainability strategy than lower management. HRM has to ensure that there is a culture where every employee feels equally excited about the sustainability approach of the company and finds new ways to improve. Management support and communication: It is important for...
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...Title: Organisational Behaviour Assignment Topic: Motivation is one of the most frequently researched topics on organisational behaviour according to Robbins, Judge Millett & Waters-Marsh (2008). Motivation among other things is about an individual’s persistence of effort towards attaining a goal. 1. How would you motivate employees in your workgroup to ensure: a) They focus on attaining the goals of the workgroup? and; b) Continue to maintain a consistent quality in their efforts to achieve those goals? 2. With reference to at least two models of motivation: a) How effective is motivation with your immediate workgroup? b) What are the implications of not applying motivation strategies or applying the wrong strategies with your workgroup? In your assignment, you are required to draw on a minimum of three of the required articles for this subject and to reference your discussion to those articles. In other words, you need to demonstrate that you have read at least three articles thoroughly and been able to apply them to people related issues in your organisation. Where appropriate you should draw on recognised principles and practices identified in those readings in relation to the issue under discussion. Word Count: (from the start of the Introduction section to the end of the Conclusion section): 2192 words EXECUTIVE SUMMARY Research has shown that motivation of employees in the workplace has always been a major...
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...Organizations in India: The Why and How of It (Part II) Aarti Shyamsunder*, Anand S, Ankush Punj, Arvind Shatdal, B M Vyas*, Balaji Kumar*, Binu Philip*, C Manohar Reddy, Chitra Sarmma*, Gopal Mahapatra*, Govind Srikhande*, Kartikeyan V*, Manoj Kumar Jaiswal, Nandini Chawla, Prabhat Rao*, Prakash K Nair*, Prasad Kaipa*, Rajshekhar Krishnan*, Rishikesha T Krishnan, Rituraj Sar, S K Vasant*, S Ramesh Shankar, Santrupt Misra, Shabari Madappa*, Sudhakar B, Swasthika Ramamurthy*, Twisha Anand, Vasanthi Srinivasan, Vikas Rai Bhatnagar, Vishwanath P*, Vivek Subramanian* and Neharika Vohra and Deepti Bhatnagar (Coordinators) INTRODUCTION KEY WORDS Integrated Leadership Model Training Coaching Self Development Systemic Development Talent Acquisition Organizational Climate Survey Effort Reviews Capability Building Employee Life Cycle Management Pharmaceuticals 360 Degree Feedback Human Development Third Party Audit H R Processes Global H R Mission Performance Management Processes Upward Feedback Clasroom Learning On-the-Job Development Superordination Leadership Pipeline * The contribution of these authors have appeared in Part I of the Colloquium in the July-September, 2011 issue of Vikalpa. The names of authors appear in alphabetical order. Neharika Vohra and Deepti Bhatnagar T he Colloquium on Leadership Development was planned to put together the experiences of various companies and practitioners in companies located in India. In trying to be inclusive and extensive, the final Colloquium...
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...TRANFORMATIONAL AND TRANSACTIONAL LEADERSHIP | 7 | 2.3 | X AND Y THEORY | 8 | 3 | WHAT IS ORGANIZATIONAL CHANGE? | 9 | 3.1 | MODLE OF THE CHANGE PROCESS | 9 | 3.1.1 | FORCE-FIELD ANALYSIS | 9 | 3.1.2 | THE THREE STEP MODEL | 10 | 3.2 | TYPES OF PLANNED CHANGE | 11 | 3.3 | IMPACTS OF CHANGE | 12 | 4 | CONCLUSION | 12 | 5 | REFERENCES | 13 | 1. INTRODUCTION: I choose to do the live project in ‘Max Elastic Technocraft’ which is an upcoming elastic manufacturing company. The company’s manufacturing unit is based in Varap gaon, Kalyan-Murbad Road, Murbad. The company is under the SME segment and has annual turnover of Rs. 10,00,00,000. The company manufactures all kinds of elastic bands which include woven elastics, jacquard elastics, mobilon tapes, furniture elastic, shoe elastic etc. There are total 150 employees which includes 2 HR Heads, 10 managers, 20 assistant managers, 5 technical heads, 7 technicians, 10 operation managers, 3 finance officers. The rest are the workers who handle machines according to their shifts. There are 41 machines in the company. The company follows two shift systems i.e. day shift and night shift. Currently the company is trying to set up its culture. The very strongly believe in leadership. Till 2013 mostly the leadership that was followed was transactional leadership. But since the company is on expansion mode since then, they wanted to make the company culture more open and improve working conditions for all their workers. The...
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...Compensation – The sum total of all forms of payments or rewards provided to employees for performing tasks to achieve organizational objectives Rs Compensation- Nature and scope • The complex process includes decisions regarding variable pay and benefits • It suggests an exchange relationship between the employee and the organization • It involves design, development, implementation, communication and the evaluation of reward strategy and process of the organization Compensation Objectives 1. 2. 3. 4. To reward employees’ past performance fairly, in line with efforts, skills and competencies To attract and retain competitive high performing employees To motivate the high performing employees and reinforce desirable employee behaviour To remain competitive in the labor market 5. 6. 7. To align employees’ future performance with organizational goals To communicate the employees their worth to the organization To provide employee social status • Strategic compensation – Using the compensation plan to support the company’s strategic aims. – Focuses employees’ attention on the values of winning, execution, and speed, and on being better, faster, and more competitive.. • IBM Strategic Compensation Planning • Strategic Compensation Planning – Links the compensation of employees to the mission, objectives, philosophies, and culture of the organization. – Serves to identify the net monetary payments made to employees with specific functions of the...
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...Garments Group B9 Ishan Agrawal (11P081) Jaya S Choubey (11P083) Kumar Rahul(11P087) Abhishek Narayan (11P145) Madhur Paul (11P147) Contents Madura Garments 3 Background 4 Louis Philippe: 4 Van Heusen: 4 Allen Solly: 4 Esprit: 4 Planet Fashion: 5 Madura Fashion & Lifestyle Channel Structure 6 Data on the Channel Structure of Madura Fashion & Lifestyle 8 New Product Development 10 Market Overview 13 Product positioning: 13 Product pricing 13 Competitor Channel Strategy 13 Process followed 15 Issues in Channel Strategy 16 Issue: Selecting Channel Members 16 Issue: Fostering Channel Member acceptance of the new products 16 Issue: Stocking and Visual merchandising 17 Issue: Maintaining Product Differentiation 17 Recommendations: 17 Issue: Product Positioning: 17 Issue: Product line expansion 17 Issue: Sales Organization and Sales Culture: 18 Sales Culture: 18 Personal Selling Process: 19 Recruitment, Selection and Training of Sales Personnel 21 Step 1: Manpower Planning 21 Step 2: Sourcing activity 21 Internal Sourcing 21 External Sourcing 21 Step 3: Approval 22 Training and Development :- 22 Probation Appraisal Forms: 22 Territory and Quota Management 23 Evaluation of Sales Personnel 24 Challenges faced in implementing recommendations: 26 What can be done to address these challenges? 26 References 27 Madura Garments Background Madura Garments, a division of Aditya Birla Nuvo is India's...
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...Krishnan, Rishikesha T. “Linking Corporate Strategy and HR Strategy: Implications for HR Professionals,” In R. Padaki, N.M. Agrawal, C. Balaji and G. Mahapatra (eds.) Emerging Asia: An HR Agenda, New Delhi: Tata McGraw-Hill, 2005, pp. 215-223. Linking Corporate Strategy and HR Strategy Rishikesha T. Krishnan Associate Professor of Corporate Strategy Indian Institute of Management Bangalore Recognition of the link between corporate and business strategies and strategies related to the people function is not new. McKinsey’s 7-S framework that emphasised the need for the alignment of seven organisational variables (superordinate goals, strategy, structure, systems, staff, skills, and style) for organisational effectiveness is about twenty years old. But, during this time, the importance of people to organisational success has, if anything, only multiplied as businesses have become more knowledge- and technology-driven. As a result, even strategy gurus, who typically talk about esoteric topics like transnational corporations and integrated networks, today emphasise the importance of the “individualised corporation”. 1 In this paper, we attempt to integrate multiple perspectives on the links between corporate strategy and human resources strategy with the objective of giving HR professionals working within an organisational context some pointers on how they can contribute to better integration of corporate and business strategy with HR strategy. Corporate and Business Strategy Corporate...
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...Krishnan, Rishikesha T. “Linking Corporate Strategy and HR Strategy: Implications for HR Professionals,” In R. Padaki, N.M. Agrawal, C. Balaji and G. Mahapatra (eds.) Emerging Asia: An HR Agenda, New Delhi: Tata McGraw-Hill, 2005, pp. 215-223. Linking Corporate Strategy and HR Strategy Rishikesha T. Krishnan Associate Professor of Corporate Strategy Indian Institute of Management Bangalore Recognition of the link between corporate and business strategies and strategies related to the people function is not new. McKinsey’s 7-S framework that emphasised the need for the alignment of seven organisational variables (superordinate goals, strategy, structure, systems, staff, skills, and style) for organisational effectiveness is about twenty years old. But, during this time, the importance of people to organisational success has, if anything, only multiplied as businesses have become more knowledge- and technology-driven. As a result, even strategy gurus, who typically talk about esoteric topics like transnational corporations and integrated networks, today emphasise the importance of the “individualised corporation”. 1 In this paper, we attempt to integrate multiple perspectives on the links between corporate strategy and human resources strategy with the objective of giving HR professionals working within an organisational context some pointers on how they can contribute to better integration of corporate and business strategy with HR strategy. Corporate and Business Strategy Corporate...
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...Ballmer speaks, in May 2011, as the company opens the headquarters of its AsiaPacific R&D Group in Beijing. Have You Restructured For Global Success? T Photography: Getty Images It takes more than localizing your customer-facing business to win in emerging markets. by Nirmalya Kumar and Phanish Puranam 2 Harvard Business Review October 2011 wo summers ago, Frits van Paasschen, the CEO of Starwood Hotels, was talking to his wife, Laura, about China. With 70 properties in operation there and 80 more being built, the People’s Republic had just become Starwood’s second-largest market, after the United States. Van Paasschen jokingly said, “It’s almost like we should move our headquarters there.” Laura’s response, in a nutshell: Perhaps you should. A year later, van Paasschen did just that—for a month. From June 8 to July 11, 2011, Starwood’s eight-member top management team worked out of Shanghai, doing business 12 hours ahead of, rather than behind, the company’s official White Plains, New York, headquarters. Starwood now plans to shift its base for a month every year to fast-growing markets such as Brazil, Dubai, and India. The end result of these relocations remains unclear: They may prove to be symbolic, they could be learning moments, or they might portend a permanent move of Starwood’s headquarters. Today they epitomize the mounting pressures on multinational companies’ organizational structures. As emerging markets grew explosively in the first decade of the 21st century...
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...DEFINITION OF MERGER * The definition of merger in general and in finance can be stated as follows: In General, "Merger is an absorption of one or more companies by a single existing company." In Finance, "Merger is an act or process of purchasing equity shares (ownership shares) of one or more companies by a single existing company." * The combination of one or more corporations, LLCs, or other business entities into a single business entity; the joining of two or more companies to achieve greater efficiencies of scale and productivity. * The combining of two or more companies, generally by offering the stockholders of one company securities in the acquiring company in exchange for the surrender of their stock. MEANING OF MERGER Before we understand, What is Merger? First, let's find out the simple meaning of an acquiring company and acquired companies. Acquiring company is a single existing company that purchases the majority of equity shares of one or more companies. Acquired companies are those companies that surrender the majority of their equity shares to an acquiring company. Merger is a technique of business growth. It is not treated as a business combination. Merger is done on a permanent basis. Generally, it is done between two companies. However, it can also be done among more than two companies. During merger, an acquiring company and acquired companies come together to decide and execute a merger agreement between them. After merger, acquiring...
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