INDUSTRY PROFILE

One cannot simply think of economic development without the growth of the Cement Industry. Cement one of the basic elements for setting up storage and health infrastructure plays a crucial role in economic development of a country. Having more then a hundred and fifty years of history it had been used extensively construction of anything from of building to projects. As such cement consumption may be considered as one of the yardsticks in scaling economy. It is core sector industry and a rise in the price of cement is bound to have inflationary effects on other industries with in the economy. India is the second largest cement producing country after china. he industry is characteri!ed by a high degree of fragmentation that has creator intense competitive pressure on price reali!ations. "pread across length and breath of the country there are #$% large plants belonging to &' companies of around #(& )illion $%%$. he industry was totally decontrolled in )arch #,-, and deli censed in .uly #,,# leading to a rapid increase in installed capacity from '#.&& )illion ones per annum in #,-,/,% to #%&.$& )illion ones per annum in #,,'/,0. oday cement ranks among the to five industries in terms of their contribution to the union excise duty. Cement manufacturing involves hating a mixture of limestone and clay. 1artial fusion occurs and lumps called clinkers are formed. he clinker is mixed with little amount of gypsum to give Ordinary 1ortland 1ortland2Cement *O1C+3 mixing this with blast furnace slag or husk yields 1ortland "lag Cement *1"C+ and 1ortland 1o!!olonna ones *) + as )arch

Cement *11C+. he producing capacities of are3 11C and 145"C are 0%3 #- and ## percent respectively. he manufacturing process has also changed from the inefficient wet process to the more efficient dry process -06 of the total capacity is of dry process and #(6 is not. Cement consumption growth is highly correlated to the 781 growth and serves ad a leading Indicator. )ore industrial activities and greater purchasing power means more asset formation and thus more consumption of cement.

INSUSTRY STRUCRURE9
he total world production of cement if to be around #:%% ) . Asia is the largest consumer followed by ;urope < the America. India=s installed capacity and production for #,,'/,0 was #%&.$& )illion ones 1er annum <0'.$$ including mini and white sector. >ith (.- ) more already becoming operational this year and another ( ) to be added3 there will be &0 large cement companies with ##: plants and an installed capacity of #%, )illion ones per annum. 4efore #,,# the 7overnment uses to be the biggest consumer of cement accounting for almost :%6/:&6. "ince then its share has been coming down and now stands at about (%6. About (06 is estimated taken up by the retail segment. he cement sector is relatively insulated from International rade. 4eing a very bulky item3 International rade is very limited and only between neighboring states. Although India has been consistently exporting cement in the volume of exports took a beating after the southern Asian crises. 5rom a peak of $.'-) #,,-/,- cement exports from India have slid down to $.%' ) in #,,-/,,.

>ith the expected huge demand in the Asian countries the future India being a convenient country for the export oriented activities and with the cheaper labour there are many cement Companies entering India. Cement is preferred as building material in India. It is used extensively in house hold and industrial construction. ;arlier government sector used to consume &%6 of the cement sold in India3 but in the last decade it share has come down to (&6 rural areas consume less $(6 of the total cement. Availability of cheaper building material for the nonpermanent structure affects the rural demand. he budget gave substantial incentives to private sector construction companies. Ongoing liberali!ation will lead to an increase in industrial activities and infrastructure development so it is hoped that Indian cement industry shall boom again in near future. projects3 bridge3 expressways for private construction. he ?ational highway Act to allow private toll collection and identified

MARKETING:
Cement being a commodity item has low margins and its bulky nature ensures that the supply is determined by the economical transportation distance3 this led to the formation of regional markets3 >estern3 ?orthern3 "outhern and eastern. And the concentration of limestone deposits in a few states has a led to the concentration of limestone the formation of cement plant clusters at seven locations. Having surpassed the period of shortage and achieving high growth arte in capacity3 implying springing up many plants3 the industry is getting competitive. Hence the necessary and need for coordinated marketing efforts.

he surplus cement that emerged towards end of the #,-%=s necessitated the Indian cement industry to develop marketing strategies and look for new areas of cement usage. On such are identified was the coast of concrete roads. "ince #,-the cement manufacturers association has

propagated the idea of concrete roads through a series of seminars3 workshops and deliberations at decision/making levels at both state and central governments discussions with metropolitan authorities and other involved in road building activities. As a result the 8elhi/)atura road is under construction. he city of 4ombay has already completed construction of one/third of its (&% km arterial roads with concrete. )ore concrete roads and likely to be built in India both in the private and government sectors including toll roads and express highways. he government has recently asked for private participation including foreign investment for the construction of toll roads3 some which are likely to be concrete. he incentives offered to private builders include a guarantee of minimum reasonable rate of return on their investments3 increase debt e@uity ratio up to #%%6 foreign e@uity participation development of service and rest areas along the road. ;xpressways between 4ombay/ ?asik3 4ombay/1une3 4angalore A)ysore and 4ombay/Badodara are some of the roads identified.

Cement Production in India or t!e Period "##$%&''(

Year #,,&/,' #,,'/,0 #,,0/,#,,-/,, #,,,/%% $%%%/%# $%%#/%$ $%%$/%( $%%(/%: Production )In MT* ':.&( ',.,-#.'& -&.(& --.:$ --.:$ -,.:$ ,%.0% ,#.%$ Gro+t! in ,roduction '.#&.:& :.,# (.0% (.%0 (.%0 #.$% #.%%.($

Source: "urvey of Indian Industry.

PLANTS UNDER T-E GROUP he pig iron plant and Canco Cement 1lant are two plants3 which are presently under the name of )Ds. Canco Industries Ctd.3 and Canco constructions Cimited are the sister of concern of it. ADMINISTRATION he general administration of the company is carried out by the Chairman3 )anaging 8irector3 the Bice/1resident and 7eneral )anagers of 5inance3 Commercial operations and Administration. hey were assisted by )anager Immuni!ation and some other )anagers. he Chairman and )anaging 8irector are holding overall control on administration in all aspects3 with the help of Bice/ 1resident and other 7eneral )anagers. Company "ecretary. he board consists of & members 8irectors3 Bice/Chairman3 a )anaging 8irector and a

P.ant .a/out

7ate ;ntrance

"ecurity

Administrati on 4lock 1hysical D Chemical Cab

emple

Cement 1roduction

1ower 1roduction

1ig Iron

COMPANY PROFILE
6

ESTA0LIS-MENT:
Canco group is a fast growing and leading Indian industrial group3 which has bla!ed a trial of success in Civil ;ngineering3 1ig Iron3 cement3 surface ransport3 "hipping "ervices and other areas of industrial activity. ".B. Contractors "eaways "hipping "ervices limited. Ealahasti Castings Cimited and Canco "teels limited. Are all frontline companies in their respective field of activity. )D" Canco 5erro Cimited3 producing 1ig Iron3 was established in the year #,,( on .une ,th at Fachagunneri *Bill+3 "rikalahasti *mandal+3 Chittoor *district+3 A.1. It was renamed as )Ds Canco Industries Cimited. On the # "eptember #,,:3 when the )anagement started the production of cement. he Cement unit with state of the art vertical shaft kiln well @ualified personnel producing 1ortland "lag Cement. he annual capacity of the cement plant is ,%.%%% tones. Canco Industries limited is presently at internal assessment stage of I"O ,%%$ certification for its manufacturing process.

LOCATION OF T-E PLANT:

Canco Industries limited is located in between "rikalahasti with (%km and #%km distance respectively. Cocation of the plant at this place i.e.3 at Fachagunneri Billage of Chittoor 8istrict3 A.1. having the following advantages. Cheap availability of re@uired land. here are abundant water resources. he distance between the harbor and present work site is relatively less. 1roximity of raw materials. Availability of financial subsidy. 7 irupati and

?earer to the railway siding. >ell connected with rail and road transport. Availability of labor.

CURRENT OPERATIONS:% 1resently company is manufacturing &( grades3 Ordinary 1ortland 1ortlandCement *O1C+ with brand GCA?COH. #. Ordinary 1ortland Cement *O1C+ $. 1ortland "lag Cement *1"C+ (. 1ortland 1o!!olonna Cement *11C+ At present company is manufacturing Canco Cement &( grade. At present about -%%% tones of various grades of cement is having daily manufactured at the factory. he different

varieties of cement that are being manufactured at the factory are9

SAILENT FEATURES OF LANCO CEMENT:%

#. High "trength <High Iuality and great durability. $. A very perceptible saving in cost *$%6/$&6+ due to low setting time. (. "uperior @uality of the cement resulting in a better overall finish. :. "tronger bonding with aggregates. &. 5ull strength had given to any construction *1ig iron+

LANCO CONSTRUCTIONS LIMITED his group company was established in the year #,,( and has executed most demanding and difficult projects in the field of civil construction engineering on schedule essaying repute as a world class construction company in a very short time span. he company is mainly executing prestigious work in the fields of
8

irrigation3 pipeline projects highways3 housing and industrial construction project an successfully compared several housing complexes roads3 irrigation canals3 bridges and industrial complexes at Canco diverse dimensions of growth is achieved through converging rays of vision rays of vision creating dimensions. KALA-ASTI CASINGS LIMITED ;stablish in #,,0 and strategically located in alone proximity to the mini blast furnace of the pig iron plants it has a clear economics mileage over other castings sites . he molten metal from the blast cone is directly loosed as basic raw material to produce graded castings .Cast iron span pipes and iron spun gradually expanded further to meet the scaring demand of the products. he J1" to the pipe plant will be met through #%)> capture power plant. LANCO PIG%IRON DI1ISION It is located at Fachagunneri. expertise Highlights9 "tate of art mini blast furnace "trategic location with easy access One of the few plants with its own railway siding High @uality is from the neighboring 8onimalai deposits Access to best grade coke from China ,%3%% tpa capacity
9

he pig iron is commissioned and Industrial construction.

in a record time of eleven months3 drawing on the groupKs in Civil ;ngineering

 1roximity to end/users )anufacturing all grades of 1ig iron with the highest rating @uality CEMENT DI1ISION he slag from pig/iron plant is used for producing ,%3%%% tpa cement3 reflecting an approach that transforms the by/ product into productive inputs3 in value added finish product. High @uality port land slag cement in various grades of universal application Iuality consistent composition3 competitive pricing

10

ORGANI2ATIONAL -IERARC-Y LANCO INDUSTRIES LIMITED

)anaging 8irector Bice 1resident 7eneral )anager

5inance 1ig Iron 8ivision

Cement 8ivision

1ersonal < Administration

Commercial

)arketing Chief ;xecutive 4.5

8eputy )anager / C8

7eneral )anager

"enior )anager

Assistant )anager

1rod/ uction "r )gr

)ech/ anical Adm )gr

;le/ Instr/ ctrical ument

Iuality 11 Control 1roduction "r Chemist

)echanical ;lectrical

"r 8y )gr )gr )gr

"r )gr

8y )gr

"r ;ngr

"r Chemist

C8 LITERATURE REVIEW 11

1I8

Although the superior-subordinate relationship is complex it is !illed "ith man# opportunities !or both to ma$e the relationship meaning!ul and producti%e& 'uperiors( examination o! their belie!s about subordinates as "ell as subordinates( determination o! the bases o! their assumptions about superiors address !undamental aspects o! the relationship& )oth the superior(s and the subordinate(s understanding o! the complexit# o! authorit# la#s the ground"or$ !or re!lecti%e in*uir# b# superiors and ris$ ta$ing b# subordinates& +n this competiti%e en%ironment "ithout both good superiors and good subordinates organi,ations "ill su!!er immensel#& Ac$no"ledging that the relationship re*uires care!ul management is the !irst step in ma$ing it mutuall# success!ul&

who's in charge
-+n a superior-subordinate relationship the person "ith the most authorit# is not necessaril# the person in command& .ersonalit# !actors o!ten carr# more "eight than o!!icial positions& /nderstanding ho" %arious personalit# t#pes interact "ith one another "ill help #ou assess #our o"n situation0an# managers belie%e that the po"er to direct others is con!erred b# a person(s o!!icial position in an organi,ation& +n realit# a strong personalit# "ill o!ten pre%ail o%er assigned authorit#& 1etermining "ho is reall# in charge in a speci!ic situation or ho" e!!ecti%e a particular superior-subordinate relationship "ill be re*uires an anal#sis o! the t#pes o! personalities in%ol%ed&

Types of Personalities
2he po"er-related beha%ior o! e%er# manager and subordinate can be characteri,ed as passi%e asserti%e or aggressi%e& 3o" a superior and subordinate match up on this passi%e-aggressi%e continuum pro%ides a use!ul index !or predicting ho" a superior-subordinate pair "ill beha%e to"ard each other -- "hether the# "ill ha%e a success!ul "or$ing relationship or one that is mar$ed b# con!lict and dissension& .assi%eness is displa#ed b# someone "ho is t#picall# "ithdra"n tries to be a nice gu# "ants to be li$ed doesn(t li$e to compete and !eels inade*uate "hen responding to

12

po"er challenges& 4harlie )ro"n o! cartoon !ame is a good example o! this t#pe o! person& Asserti%eness can be de!ined as standing up !or onesel!& 2he asserti%e person usuall# gets "hat he "ants "ithout either running roughshod o%er others or "aiting !or permission to pursue his right!ul ob5ecti%es& Asserti%eness is a competiti%e attitude& Asserti%e people li$e to "in and the# $no" that the main ingredient in an organi,ational en%ironment is po"er "hether it in%ol%es implementing a change or gaining acceptance o! a ne" idea& Aggressi%eness re!ers to the chronic use and abuse o! others !or one(s o"n ends "ith little or no concern !or the harm in!licted on their careers or li%es& +t is a no-holdsbarred attitude that is usuall# less a case o! competition than o! destructi%eness& 2he aggressi%e person isn(t so much interested in "inning as he is in seeing his ad%ersar# lose&

Patterns of Power
+n using the passi%e-aggressi%e scale it should be understood that no one is purel# passi%e asserti%e or aggressi%e6 e%er#one is a mixture o! all three& 3o"e%er one o! these personalit# tendencies almost al"a#s dominates& 1etermining the dominant personalit# tendencies o! the people in%ol%ed in a speci!ic organi,ational situation is the $e# o! assessing the relationship o! po"er that exists bet"een them& 2he three basic personalit# t#pes #ield nine patterns o! po"er in superior subordinate relationships& Passive superior and passive su ordinate! 2his pair might "ell be characteri,ed as the losers in the "orld o! organi,ations& +n an en%ironment "here competition is the rule these people - i! the# ha%e a !riendl# relationship "ill usuall# complain about the inconsiderate and blatant -political- beha%ior o! those "ho are more asserti%e and aggressi%e than the#& +n their !eeling o! po"erlessness the# are apt to ha%e man# excuses !or e!!orts that don(t pan out& 0ost o! their ideas and suggestions are ne%er 13

implemented because o! their inabilit# to transcend organi,ational constraints and to ta$e charge o! situations "here po"er-oriented actions are called !or& +gnoring or b#passing di!!icult problems is much easier !or them than tac$ling them head-on& 2his de!eatist posture protects their limited interpersonal capacities !rom the con!usion that "ould be created b# !ailing to succeed in matters "ith "hich the# are not e*uipped to cope& +! the# are less than !riendl# "ith each other the# are apt to complain to their associates about the other(s persistent inaction& 7!ten the superior "ill ma$e the passi%e subordinate the scapegoat !or his o"n limitations& 2heir relationship "ith each other is o!ten either alienated or hostile or !ear!ul and guilt-ridden& +n essence neither o! these t"o t#pes "ill be in charge o! his "or$ situation8 2hus someone else "ill determine their goals and outcomes& Passive superior and assertive su ordinate! 2his relationship usuall# de!ined b# the subordinate "ho i! he is a lo#al t#pe o! person "ill co%er up !or the superior and accomplish the things the superior should be doing on his o"n& 9or example it is o!ten !ound that a lo#al asserti%e sta!! member "ill carr# the load !or a "ea$ passi%e manager and be able to prop him up !or #ears b# ma$ing man# o! his decisions !or him in a subtle "a#& +! the subordinate is ambitious he "ill loo$ !or a"a# to get out o! the situation and !ind a ne" superior "ho is li$el# to do more !or his career aspirations& Passive superior and aggressive su ordinate! 2his combination is usuall# disastrous !or the superior irrespecti%e o! "hether the subordinate tends to be o%ert or co%ert in his aggressi%e beha%ior& +! the subordinate has no *ualms about expressing himsel! he is li$el# to sho" open disdain !or his superior& 3e is apt to be angr# test# and %ocal in complaining about a great man# o! the things the superior sa#s or does& 7n the other hand he could be %er# sl# gossiping behind the superior(s bac$ and planting doubt about his capabilities in the minds o! others thereb# undermining "hat little authorit# the superior ma# en5o# because o! his position& 2he po"er relationship bet"een superior and subordinate pla#s a pi%otal role in determining ho" e!!ecti%e a manager can be& 7nce examined !or their basic po"er

14

patterns the %arious personalit# combinations can help to predict "hether a superiorsubordinate relationship "ill be good or poor as "ell as ho" competiti%e or cooperati%e the# "ill be to"ard each other& :hen the relationship bet"een superior and subordinate is best ;!or example both are asserti%e< the "or$ progresses "ell and the results desired are achie%ed& :hen the relationship is "orst ;!or example the superior is passi%e and the subordinate is aggressi%e< di!!iculties "ill mount and results "ill be poor& 2he ideal manager or subordinate is a !lexible almost chameleon-li$e indi%idual "ho can be passi%e asserti%e or aggressi%e depending on the situation& 2his indi%idual $no"s "hen it is proper to bac$ do"n "hen it is propitious to mo%e ahead "ith %igor and determination and "hen there is no other choice but to thoroughl# trounce an opponent& 2his t#pe o! manager is the one "ho is reall# in charge and this t#pe o! subordinate is as a rule the most e!!ecti%e and promotable&

"anaging the superior#su ordinate relationship$

)uilding on research and "riting in the !ields o! career management and mentor relationships )aird and =ram anal#,e the superior-subordinate relationship as an exchange to "hich each part# brings di!!erent needs and resources& 2he# point out that this relationship can be producti%e and satis!#ing--both !or the parties concerned and !or the organi,ation--"hen the needs o! one part# match the resources o! the other& 2he article includes a chec$list !or anal#,ing ho" the superior-subordinate relationship operates as an exchange and ho" the resources o! the parties mesh or !ail to mesh& 2he# do on to sho" ho" the superior-subordinate relationship and the needs o! the parties change as each mo%es through indi%idual career and li!e c#cles& :hat "as once a producti%e relationship ma# in time become unproducti%e or %ice %ersa& +n an# e%ent its d#namic nature re*uires that it be managed& )aird and =ram suggest !i%e steps !or managing the relationship as it mo%es through these changes8 ;1< >ecogni,ing that the relationship is an exchange6

15

;2< identi!#ing clearl# one(s o"n as "ell as the other part#(s needs6 ;3< understanding ho" the subordinate(s and boss(s needs !it together and recogni,ing that the relationship is li$el# to change6 ;4< understanding the constraints under "hich the boss operates6 ;5< establishing a !eedbac$ and e%aluation process !or continuousl# assessing the relationship&

%EE& '(R T)E *TU&+

16

0anagement is not onl# getting things done b# others but also helping ordinar# people to produce extra ordinar# results producti%it# o! men?s capacit# is more important than plant capacit#& 'o !or that the relationship bet"een superior and subordinate should be strong& @!!ecti%e relationship results in high emplo#ee producti%it# and 5ob satis!action& 'o this stud# has been underta$en to $no" the communication among the emplo#ees&

(,-E.TIVE* (' T)E *TU&+

17

1& 2o $no" the relationship among the peers superiors and subordinates& 2& 2o $no" the problems in relationship and barriers in communication among emplo#ees&

RE*EAR.) "ET)(&(L(/+
2#pes o! 'ampling8 'ample 'i,e 8 4on%enience 'ampling 84 18

1ata 4ollection .rimar# 1ata 'econdar# 1ata

8 8 8

.rimar# 1ata and 'econdar# 1ata 2hrough Auestionnaire 2hrough 4ompan# records and "ebsites&

LI"ITATI(%*

19

2hough the stud# aims at achie%ing the ob5ecti%es it ma# be hampered due to certain limitations& 2he# are 1& 2he sample si,e !or sur%e# is limited to 84& 2& Betting accurate responses !rom the emplo#ees is di!!icult due to their bus# schedule&

&ATA A%AL+*I* A%& I%TERPRETATI(%

20

2he !ocus o! this stud# "as to in%estigate the association o! managerial per!ormance "ith the interacti%e e!!ect o! superior-subordinate relationship ;''><& 2he participants in the stud# "ere 42 emplo#ees "or$ing in CAD47 at rachaganneri& Auestionnaires "ere used to collect the data 2his *uestionnaire contains 5 sessions& 2he !irst session contains relationship among peers and the second session contains relationship bet"een superiors and third session contains relationship bet"een departments and !orth section contain relationship bet"een subordinates and the !i!th section contains o%erall relationship in the organisations&

I$

RELATI(%*)IP A"(%/ PEER*!

21

0$

I%TERPRETATI(% '(R .((PERATI(% ,ETWEE%.(LLEA/UE*! Among 84 respondents 22 o! them said that the cooperation "ith peers is %er#

good and 62 said it is good& 2he "eighted a%erage percentage is !alls in 8&52& 'o through the obser%ation the relationship among the peers in the organisation is good&

'&D7 1 2 3 4 5

Attributes Eer# good Bood A%erage Co" Eer# lo"

Do& o! >espondents 22 62 ----

:eighted a%erage

8&52

1$

I%TERPRETATI(% '(R .(""U%I.ATI(% WIT) .(LLEA/UE*! Among the 84 respondents 20 o! them said that dail# the communication "ith

their colleagues is %er# good and 64o! them said that it is good& 2he "eighted a%erage

22

percentage is !alls in 8&46& 'o through the obser%ation the relationship among the peers in the organisation is good&

'&D7 1 2 3 4 5

Attributes Eer# good Bood A%erage Co" Eer# lo"

Do& o! >espondents 20 64 ----

:eighted a%erage

8&46

2$

I%TERPRETATI(% .(LLEA/UE*!

'(R

.(""U%I.ATI(%

T+PE

WIT)

2he belo" table sho"s that both !ormal and in!ormal communication is %er# good "hen comparing "ith !ormal and in!ormal communication among peers so it is good !or the organisation&

23

'&Do 1 2 3

Attributes 9ormal +n!ormal )oth

Do& o! >espondents 4 20 60

.ercentage 4&76 23&8 71&8

Type of communication among Colleagues

80 60 40 20 0
Formal Informal Both

71.4
No. of. Respondents

23.8 20 4.76 4

60

Percentage of Respondents

I%TERPRETATI(% '(R %U",ER (' .(LLEA/UE* T)AT T)E+ "(VE

24

Among 84 respondents 24 o! them said that the# mo%e %er# good numbers "ith peers and 48 said it is good& 12 said that it is a%erage the "eighted a%erage percentage is !alls in 4&14& 'o through the obser%ation most o! them mo%e "ith good number&

3$

I%TERPRETATI(% '(R *)ARI%/ PER*(%AL 'EELI%/* 2he belo" table sho"s that most o! them share their personal !eelings "ith

some extent !e" o! them sa# #es according to this the relationship is good among the peers

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 16 0 68

.ercentage 19&04 0 80&45

25

Sharing personal feelings with colleagues

100 80 60 40 20 0 1 .04 16 0 0 no som e#tent 80. !

68

no. of. Respondents percentage of respondents

"es

I%TERPRETATI(% '(R *)ARI%/ PER*(%AL 'EELI%/* 2he abo%e graph sho"s that most o! them share their personal !eelings "ith some extent !e" o! them sa# #es according to this the relationship is good among the peers

26

II$ 4$

RELATI(%*)IP WIT) *UPERI(R* I%TERPRETATI(% '(R /ETTI%/ PER"I*I(% 'R(" *UPERI(R* 2he belo" table 8&57G o! them said that the# can permission !rom superiors

easil# and 71&42G said that in some extent onl# "e can get permission easil#&

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 24 0 60

.ercentage 28&57 0 71&42

27

Getting permission from superiors

80 70 60 !0 40 30 20 10 0 71.42 no. of. Respondents percentage of respondents

28.!7 24 0 0 no

60

"es

some e#tent

I%TERPRETATI(% '(R /ETTI%/ PER"I*I(% 'R(" *UPERI(R* 2he abo%e graph sho"s that 28&57G o! them said that the# can permission !rom superiors easil# and 71&42G said that in some extent onl# "e can get permission easil#&

28

5$

I%TERPRETATI(% '(R E%.(URA/E "E%T 'R(" *UPERI(R* 2he belo" table sho"s that 23&8G o! the respondents said that superiors

encourages them "hen the# are in depression 28&57G o! the respondents said that the# do not encourage and 47&63G o! them said that in some extent the# encourage

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 20 24 40

.ercentage 23&8 28&57 47&63

29

Encourages from superiors

60 !0 40 30 20 10 0 47.63 23.8 20 28.!7 24 40 no. of. Respondents percentage of respondents

"es

no

some e#tent

I%TERPRETATI(% '(R E%.(URA/E "E%T 'R(" *UPERI(R* 2he abo%e graph sho"s that 23&8G o! the respondents said that superiors encourages them "hen the# are in depression 28&57G o! the respondents said that the# do not encourage and 47&63G o! them said that in some extent the# encourage

30

6$

I%TERPRETATI(% '(R *)ARI%/ PER*(%AL 'EELI%/* 2he belo" table sho"s that 19&05G o! them sharing their personal !eelings "ith

supoerionrs 57&14G o! them sa# no and 23&8G o! them said in some extent "e share the personal !eelings in !ree times &

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 16 48 20

.ercentage 19&05 57&14 23&8

31

60 !0 40 30 20 10 0 $es 1 .0! 16

!7.14 48 No.of Respondents Percentage

23.8 20

No

%ome &#tent

I%TERPRETATI(% '(R *)ARI%/ PER*(%AL 'EELI%/* 2he abo%e graph sho"s that 19&05G o! them sharing their personal !eelings "ith supoerionrs 57&14G o! them sa# no and 23&8G o! them said in some extent "e share the personal !eelings in !ree times &

32

7$

I%TERPRETATI(% '(R .(""U%I.ATI(% WIT) *UPERI(R* I% (UT*I&E (' T)E (R/A%I8ATI(% 2he belo" table sho"s that 9&52G o! them said that there ha%e communication

"ith their superiors 52&38G said that no and 23&8G o! them said that in some extent the# ha%e out side o! the organi,ation

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 8 44 20

.ercentage 9&52 52&38 23&6

33

Communication with superiors in outside of the organization

60 40 20 0 $es No %ome &#tent 8 .!2 44 !2.38 20 23.6 %er'es1 %er'es2

I%TERPRETATI(%

'(R

.(""U%I.ATI(%

WIT)

*UPERI(R*

I%

(UT*I&E (' T)E (R/A%I8ATI(% 2he abo%e graph sho"s that 9&52G o! them said that there ha%e communication "ith their superiors 52&38G said that no and 23&8G o! them said that in some extent the# ha%e out side o! the organi,ation

34

9$

I%TERPRETATI(% '(R TELE.(""U%I.ATI(% WIT) *UPERI(R* 2he belo" table sho"s that 57&14G o! them said that the# ha%e phone calls !rom

superiors 9&52G o! them said that the# do not ha%e no phone calls and 33&33G o! them said that in some extent the# ha%e phone calls !rom superiors&

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 48 8 48

.ercentage 57&14 9&52 33&33

35

Telecommunication with superiors

60 !0 40 30 20 10 0 !7.14 48 48 33.33 8 $es .!2 %er'es1 %er'es2

No

%ome &#tent

I%TERPRETATI(% '(R TELE.(""U%I.ATI(% WIT) *UPERI(R* 2he abo%e graph sho"s that 57&14G o! them said that the# ha%e phone calls !rom superiors 9&52G o! them said that the# do not ha%e no phone calls and 33&33G o! them said that in some extent the# ha%e phone calls !rom superiors&

36

0:$

I%TERPRETATI(% '(R E;PE.TATI(%* (' *U,AR&I%ATE* (% *UPERI(R<* .((R&I%ATI(% 2he belo" table sho"s that 28&57G o! them said that the# expect that their

superiors are mo%e "ith them 19&05G o! them said that the# did not expected and 52&38Go! them said that in some extent the# expect that their superiors are mo%e "ith them&

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 24 26 44

.ercentage 28&57 19&05 52&38

37

Expectation of subordinates on superior coordination

60 40 20 0 $es No %ome &#tent 24 28.!7 26 1 .0! 44 !2.38 %er'es1 %er'es2

I%TERPRETATI(%

'(R

E;PE.TATI(%*

('

*U,AR&I%ATE*

(%

*UPERI(R<* .((R&I%ATI(% 2he abo%e graph sho"s that 28&57G o! them said that the# expect that their superiors are mo%e "ith them 19&05G o! them said that the# did not expected and 52&38Go! them said that in some extent the# expect that their superiors are mo%e "ith them&

38

III$
00$

RELATI(%*)IP WIT) &EPART"E%T*

I%TERPRETATI(% '(R RELATI(% *)IP WIT) &EPART"E%T* 2he belo" table sho"s that 26&19G o! the respondent said that relation ship

bet"een departments is good and 73&81G o! them said that is a%erage&

'&Do 1 2 3 4 5&

Attributes Eer# good Bood A%erage Co" Eer# Co"

Do&o! >espondents 0 22 62 0 0

.ercentage 0 26&19 73&81 0 0

39

Relationship with departments

80 60 40 20 0 0 0 (er" good )ood *+erage 26.1 22 0 0 ,o0 0 (er" ,o73.81 62 %er'es1 %er'es2

I%TERPRETATI(% '(R RELATI(% *)IP WIT) &EPART"E%T* 2he abo%e graph sho"s that 26&19G o! the respondent said that relation ship bet"een departments is good and 73&81G o! them said that is a%erage

40

01$

$I%TERPRETATI(% '(R .(""U%I.ATI(% WIT) &EPART"E%T* 2he belo" table sho"s that 19&05G o! them said that other departments can share

their !eeling "ith them 57&14G o! them said that no and 23&08G o! them said that in some extent onl# the# can share their !eelings "ith them

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 16 48 20

.ercentage 19&05 57&14 23&08

41

Communication with departments

60 !0 40 30 20 10 0 !7.14 48 161 .0! 2023.08

No.of Respondents Percentage

$es

No

%ome &#tent

I%TERPRETATI(% '(R .(""U%I.ATI(% WIT) &EPART"E%T* 2he abo%e graph sho"s that 19&05G o! them said that other departments can share their !eeling "ith them 57&14G o! them said that no and 23&08G o! them said that in some extent onl# the# can share their !eelings "ith them

42

IV
02$

REALTI(%*)IP WIT) *U,(R&I%ATE*

I%TERPRETATI(% '(R *)ARI%/ PER*(%AL 'EELI%/* 2he belo" table sho"s that most o! them share their personal !eelings "ith

some extent !e" o! them sa# #es according to this the relationship is good among the peers

*$%o 1 2 3 4 5

Attri utes Eer# good Bood A%erage Co" Eer# lo"

%o$of$Respondents 8 40 36 0 0

Percentage 9&52 47&62 42&86 0 0

43

R e a ltio n s h ipw iths u b o r d in a te s

6 0 ! 0 4 0 3 0 2 0 1 0 0 ( e r" g o o d ) o o d * + e ra g e 2 8 .! 0 0 , o 0 0 ( e r" lo 4 7 .6 2 4 0 4 2 .8 6 3 6 % e r'e s 1 % e r'e s 2

I%TERPRETATI(% '(R *)ARI%/ PER*(%AL 'EELI%/* 2he abo%e graph sho"s that most o! them share their personal !eelings "ith some extent !e" o! them sa# #es according to this the relationship is good among the peers

44

03$

I%TERPRETATI(% '(R .(""U%I.ATI(% AT T)E (' LU%.) 2he belo" table sho"s that 9&52Go! them said that there is communication at the

time o! lunch 57&14Go! them said that no and 33&33Go! them said that in some extent onl# there is communication at the time o! lunch&& '&Do 1 2 3 Attributes Fes Do 'ome @xtent Do&o! >espondents 8 48 28 .ercentage 9&52 57&14 33&33

45

C o m m u n ic a tio na t th etim eo f lu n c h
6 0 ! 0 4 0 3 0 2 0 1 0 0 $ e s N o % o m e& # te n t 8 .! 2 2 8 4 8 3 3 .3 3 ! 7 .1 4

% e r'e s1 % e r'e s2

I%TERPRETATI(% '(R .(""U%I.ATI(% AT T)E (' LU%.) 2he abo%e graph sho"s that 9&52Go! them said that there is communication at the time o! lunch 57&14Go! them said that no and 33&33Go! them said that in some extent onl# there is communication at the time o! lunch&&

46

04$

I%TERPRETATI(% *U,(R&I%ATE*$

'(R

PER*(%AL

RELATI(%*)IP

WIT)

2he belo" table sho"s that 9&52G o! them said that there is personal relationship "ith their subordinates 61&9G o! them said that no and 28&5G o! them said that is some extent onl# the# ha%e personal relationship "ith subordinates&

'&Do 1 2 3

Attributes Fes Do 'ome @xtent

Do&o! >espondents 8 52 24

.ercentage 9&52 61&9 28&5

47

P e r s o n a lr e la t io n s h ipw it hs u b o r d in a t e
7 0 6 0 ! 0 4 0 3 0 2 0 1 0 0 $ e s N o % o m e& # te n t 8 .! 2 2 4 2 8 .! % e r 'e s 1 % e r 'e s 2 ! 2 6 1 .

I%TERPRETATI(% *U,(R&I%ATE*$

'(R

PER*(%AL

RELATI(%*)IP

WIT)

2he belo" table sho"s that 9&52G o! them said that there is personal relationship "ith their subordinates 61&9G o! them said that no and 28&5G o! them said that is some extent onl# the# ha%e personal relationship "ith subordinates&

48

05$

I%TERPRETATI(% '(R .(=(PERATI(% 'R(" )I/) LEVEL "A%A/E"E%T 2he belo" table sho"s that 73&81G o! the respondents said that the co operation !rom high le%el management is good 26&19Go! them said that a%erage co operation !rom high le%el management&

*$%o 1 2 3 4 5

Attri utes Eer# good Bood A%erage Co" Eer# lo"

%o$of$Respondents 8 40 36 0 0

Percentage 9&52 47&62 42&86 0 0

49

co operation with high level m anagem ent

60 !0 40 30 20 10 0 (e r" go od ) ood *+ erage 8 .!2 0 0 ,o0 0 (er" lo47.62 40 42.86 36 %er'es1 %er'es2

I%TERPRETATI(% '(R .(=(PERATI(% 'R(" )I/) LEVEL "A%A/E"E%T 2he belo" table sho"s that 73&81G o! the respondents said that the co operation !rom high le%el management is good 26&19Go! them said that a%erage co operation !rom high le%el management&

50

06$

I%TERPRETATI(% '(R .("L"U%I.ATI(% 'R(" T(P LEVEL T( ,(TT(" LEVEL 2he belo" table sho"s that 80&95G o! them said that the communication !rom top

le%el to bottom le%el is good and remaining said that it is a%erage&

*$%o Attri utes %o$of$Respondents Percentage 1 Eer# good 0 0 2 Bood 68 80&95 3 A%erage 16 19&05 4 Co" 0 0 5 Eer# lo" 0 0

51

c o m m u n i l t i o nf r o m t o pl e v e lt ob o t t o m l e v e l
0 8 0 7 0 6 0 ! 0 4 0 3 0 2 0 1 0 0 8 0 .! 6 8 % e r 'e s 1 % e r 'e s 2 1 .0 ! 1 6 0 0 ( e r " g o o d ) o o d * + e r a g e 0 0 , o 0 0 ( e r " lo -

I%TERPRETATI(% '(R .("L"U%I.ATI(% 'R(" T(P LEVEL T( ,(TT(" LEVEL 2he abo%e graph sho"s that 80&95G o! them said that the communication !rom top le%el to bottom le%el is good and remaining said that it is a%erage&

52

07$

I%TERPRETATI(% '(R .(""U%I.ATI(% 'R(" ,(TT(" LEVEL T( T(P LEVEL 2he belo" table sho"s that 71&34G o! them said that the communication !rom

bottom le%el to top le%el is good le%el is good and remaining said that it is a%erage&

*$%o 1 2 3 4 5

Attri utes Eer# good Bood A%erage Co" Eer# lo"

%o$of$Respondents 0 60 24 0 0

Percentage 0 71&43 28&57 0 0

53

p e r s o n a lr e la t io n s h ipw it hs u p e r io r
6 0 ! 0 4 0 3 0 2 0 1 0 0 ( e r " g o o d ) o o d * + e r a g e 1 .0 ! 1 6 2 3 .8 1 2 0 % e r 'e s 1 % e r 'e s 2 ! 7 .1 4 4 8

0 0 , o -

0 0 ( e r " lo -

I%TERPRETATI(% '(R PER*(%AL RELATI(%*)IP WIT) *UPERI(R* 2he abo%e graph sho"s that 19&05G o! them said that the personal relationship "ith their superiors is %er# good 57&14G o! them said that good and 23&81G o! them said that the personal relationship "ith superiors is a%erage&

54

1:$

I%TERPRETATI(% '(R .(%'LI.T ,ETWEE% *UPERI(R A%& *U,(R&I%ATE 2he belo" table sho"s that 11&91G o! them said that the con!licts are high

59&52G said that a%erage and 28&57G o! them said that con!licts are lo"&

*$%o 1 2 3 4 5

Attri utes Eer# good Bood A%erage Co" Eer# lo"

%o$of$Respondents 0 10 50 24 0

Percentage 0 11&91 59&52 28&57 0

55

c o n f lic tb e t w e e ns u p e r io r s u b o r d in a t e
7 0 6 0 ! 0 4 0 3 0 2 0 1 0 0 0 0 ( e r " g o o d ) o o d * + e r a g e , o 1 1 . 1 1 0 0 0 ( e r " lo ! .! 2 ! 0 2 8 .! 7 2 4 % e r 'e s 1 % e r 'e s 2

I%TERPRETATI(% *U,(R&I%ATE

'(R

.(%'LI.T

,ETWEE%

*UPERI(R

A%&

2he abo%e graph sho"s that 11&91G o! them said that the con!licts are high 59&52G said that a%erage and 28&57G o! them said that con!licts are lo"&

56

10$

I%TERPRETATI(% RELATI(%*)IP

'(R

*UPRERI(R

A%&

*U,(R&I%ATE

2he belo" table sho"s that 90&48G o! them said that the relationship bet"een superior and subordinate is good and remaining said that it is a%erage&

*$%o Attri utes %o$of$Respondents Percentage 1 Eer# good 0 0 2 Bood 76 90&48 3 A%erage 8 9&52 4 Co" 0 0 5 Eer# lo" 0 0

57

s u p e r i o ra n ds u b o d i n a t er e l a t i o n s h i p
1 0 0 0 8 0 7 0 6 0 ! 0 4 0 3 0 2 0 1 0 0 0 .4 8 7 6

% e r 'e s 1 % e r 'e s 2 2 8 .! ) o o d * + e r a g e

( e r " g o o d

, o -

( e r " lo -

I%TERPRETATI(% '(R *UPRERI(R A%& *U,(R&I%ATE RELATI(%*)IP 2he abo%e graph sho"s that 90&48G o! them said that the relationship bet"een superior and subordinate is good and remaining said that it is a%erage&

58

'I%&I%/*
1& >@CA2+7D'3+. A07DB .@@>'8 85G o! the emplo#ees said that the# share their !eelings and the# are %er# cooperati%e and satis!ied& 2& >@CA2+7D'3+. :+23 '/.@>+7>'8 42G o! the emplo#ees ha%e a good relation ship "ith their superiors& 3& >@CA2+7D'3+. :+23 [email protected]@D2' 35G o! the emplo#ees ha%e a good relationship "ith their departments& 4& >@CA2+7D'3+. :+23 '/)7>1+DA2@'8 35G o! the emplo#ees ha%e a good relationship "ith the their subordinates& 5& 80G o! the emplo#ees said that the cooperation !rom high-le%el management is good& 6& 70G o! the emplo#ees said that communication !rom top le%el to bottom le%el is good& 7& 65G o! the emplo#ees said the# con!lict bet"een the superior and a subordinate is a%erage&

*U//E*TI(%*
9or increasing relationship among peers superiors subordinates and departments conduct some acti%ities li$e 59

1& pro%ide recreation !acilities 2hrough this the communication due to in!ormal relationship "ill de%elop among the emplo#ees and as "ell as it is %er# much use!ul !or reducing mental tensions and pro%ide good health& 2& 4onduct management games& 3& )ecause o! conducting management games the emplo#ees can mingle "ith each other %er# easil#& 4& .ro%ide common lunchroom 2hrough common lunch room the emplo#ees can tal$ "ith each other and the time "ill be utili,ed in better "a#& 5& 4onduct 3> "or$shops& 6& At least !or a couple o! months at once plan !or a tour& 2hrough this the relationship bet"een superiors and subordinates "ill de%elop& 7& 4elebrate the !unctions in the organi,ations !or occasions&

>UE*TI(%%AIRE
*UPERI(R ? *U,(R&I%ATE RELATI(%*)IP I% LA%.E I$ RELATI(%*)IP A"(%/ PEER*$ 1& Four colleagues are co-operati%e in "hat "a#H a& Eer# good b& Bood 4& Co" d& Eer# lo"& 2& 1ail# the communication "ith #our colleagues isH a& Eer# good b& Bood 4& Co" d& Eer# lo"&

60

3& :hich t#pe o! communication did #ou ha%e #our colleaguesH a& !ormal b& in!ormal c& both 4& 1o #ou share #our personal !eelings "ith #our colleaguesH a& #es b& no c& 'ome extent& II RELATI(%*)IP WIT) *UPERI(R* 5& Are #ou able to permission !rom #our superiors easil# "hen #ou needH a& #es b&no c& 'ome extent 6& 1o #ou !eel that #our superiors are encourages #ou "hen #ou are in depressionH a& #es b& no& c& some extent 7& Are #ou able to share #our personal !eelings "ith #our superiors in !ree timesH a& #es b&no c& some extent& 8& :hen #ou are outside the organi,ation& 2he communication that #ou ha%e "ith #our superiors isH a& #es b&no c& some extent 9& 1id #ou ha%e phone calls "ith #our superiorsH a& #es b&no c& some extent 10& According to #our expectations #our supe4riors are mo%e "ith #ouH a&#es b& no c& some extent& III RELATI(%*)IP WIT) &EPART"E%T* 11& +n #our organi,ation the relation the relationship "ith the other department areH a& #es b&no c& some extent 12& 2he other departments can share their %ie"s "ith #ouI a& #es b&no c& some extent

61

IV$ RELATI(%*)IP WIT) *U,(R&I%ATE* 13&"hat?s #our opinion that the relationship "ith #our subordinatesH a& %er# good b& good c& lo" d& %er# lo" 14& 1id #ou ta$e lunch "ith #our subordinatesH a& #es b& no c& some extent 15& +s there an# personal relationship "ith #our subordinatesH a& #es b&no c& some extent

,I,LI(/RAP)+
1& 1r& 4&)& 0amoria J .ersonnel 0anagement J 3imala#a publishing house 2004& 2& .& 'ubbarao J essentials o! human resource management K industrial relations J 3imala#a publishing house 2003& 3& 4&>& =othari Eis"a .ra$asam J research methodolog# methodsd K techni*ues J De" 1elhi 1990& 4& '&.& Bupta J )usiness statistics 'ulthan 4hand 7 sons ne" 1elhi 1997&

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