A

SUMMER INTERNSHIP PROJECT

ON

“LEADERSHIP STYLES IN WORK FORCE”

IN

“BISLERI”

SEVEN HILLS BEVERAGES LTD

Submitted to

Savitribai Phule Pune University

In the Partial Fulfilment of the Course

MASTER IN BUSINESS ADMINISTRATION-HUMAN RESOURCE

DEVELOPMENTE-II

Submitted By

Mr. PAWAR PANKAJ PUNDLIK

Under The Guidance Of

Prof. H.S.Deshmukh

M.V.P.’S

INSTITUTE OF MANAGEMENT AND RESEARCH TECHONOLOGY,

NASHIK (YEAR 2018-19)

1
 DECLARATION BY STUDENT

I Pawar Pankaj Pundlik by declare that the information I have gathered during the period of
Summer Internship Project is submitted by me correctly in this particular period, which is to be
completed as per rules of the SAVITRIBAI PHULE PUNE UNIVERSITY, PUNE for the time
MBA (HRD) course that I am pursuing at the M.V.P. SAMAJ’s INSTITUTION OF
MANAGEMENT RESEARCH & TECHNOLOGY NASHIK.

Under guidance of Prof H.S.Deshmukh Empirical finding is based on the Data collected by me in
the partial fulfilment of MBA (HRD) course under the University of Pune.

The Project under taken as the part of academic curriculum, as per university rules, norms and not
for Commercial interests & motives.

Date: / /2019 Signature:

Place: IMRT, Nashik-2 Name: Mr.Pankaj.P.Pawar

2
 CERTIFICATE BY GUIDE

This is to certify that Mr.Pawar Pankaj Pundlik completed the project on “LEADERSHIP
STYLE IN WORK FORCE” under my guidance and supervision and has submitted the report as
per the norms laid by SAVITRIBAI PHULE UNIVERSITY, PUNE.

The material that has been obtained from the source is duly acknowledged in the report. It is further
certified that the work on its part has not been submitted to any other university for examination
under my supervision. I consider this work for the award of the degree of masters of business of
administration, in the partial fulfilment of the curriculum.

Date: / /2019 Signatures:

Place: IMRT, Nashik- 2 Name of Guide: Prof H.S.Deshmukh

3
 ACKNOWLEDGEMENT

I have pleasure in successful completion of this work titled a project report on “LEADERSHIP
STYLE IN WORK FORCE”

The special environment at I.M.R.T, Nasik that always supports education activities, facilitated our
work on this project.

I acknowledge the support, the encouragement, extended for this study by Director Dr. D. K.
Mukhedkar, Prof. In charge Dr.GirishAhire.

I would also like to convey my special thanks to Mr. Vijay Shirsath extending his cooperation to
me by providing necessary information & timely help.

I am also thankful to teaching and non-teaching staff members and library staff. Who directly or in
directly have been helpful in one way or the other.

Date: / /2019 Signature:

Place: IMRT, Nashik-2 Name:

4
 LIST OF CONTENTS
CHAPTER NO. TITLE PAGE NO.
1. INTRODUCTION 10
1.1 Object of the study 11
1.2 Introduction of the study 12
1.3 Objective of the study 13
1.4 Scope of the study 14
1.5 Rationale of the study 15
1.6 Limitation of the study 16

2. RESEARCH METHODOLOGY 17
2.1 Method of the study 18
2.2 Sampling 21
2.3 Data Collection 25
2.4 Presentation of data, Tools of analysis & Interpretation 29

3. PROFILE OF THE ORGANISATION 32

3.1 History and general information 33
3.2 Organisation 36
3.3 Production 38

4. REVIEW OF LITERATURE 42
4.1 Meaning &concept of the topic 43
4.2 Basic theories of the topic 44
4.3 Review of research on the selected topic 50

5. DATAPRESENTATION, ANALYSIS 60
INTERPRETATION DATA (1)
6. DATAPRESENTATION, ANALYSIS 69
INTERPRETATION DATA (1)

7. CONCLUSION AND SUGGESATION FINDING 123

 Abbreviation
 Concepts
 References/Bibliography
 Appendices/Annexure

5
 LIST OF TABLES
Table No Title Page No
2.4.1 Research Table 31
3.3.1 Product 38
3.3.2 product 39
6.1.1 Classification of respondents on the basis of age 71
6.1.2 Classification of respondents on the basis of qualification 72
6.1.3 Work experience in company in year 73
6.1.4 Potential to be a good leader 74
6.1.5 Enjoy setting goals for the future 75
6.1.6 Open to suggestions from your employees 76
6.1.7 Willing to take the blame for the team you lead, should 77
anything go wrong
6.1.8 Feel threatened when someone questions your decisions 78
6.1.9 Try to understand the issues of the team 79
6.1.10 Important is building team morale to you 80
6.1.11 Is you at trying to understand you’re subordinates 81
6.1.12 Which of the following statement styles suits you best 82
6.1.13 Which statement describes you 83
6.1.14 A good leader needs to be open-minded. 84
6.1.15 Necessary to welcome suggestions given by employees 85
6.1.16 Biases and grudges should not influence a leader's decision 86
6.1.17 A leader need not get to know their employees 87
6.1.18 Employees must carry out all orders given to them 88
6.1.19 A leader need not lead by example 89
6.1.20 A leader needs to be reasonable 90
6.1.21 Being correct is more important than being nice 91
6.1.22 A good leader helps his/her team in tough times 92

6.1.23 Satisfied activity taken in organisation 93

6.1.24 Activates really helps for growth 94

6.1.25 Which type of growth using activity 95

6.2.1 Classification of respondents on the basis of age 96

6.2.2 Classification of respondents on the basis of qualification 97
6.2.3 Work experience in company in year 98
6.2.4 Manager care about your development 99
6.2.5 You’re manger cares about you as a person 100

6.2.6 Manger create a trusting and open environment 101

6.2.7 Your manger treat everyone on the team fairly 102

6
 6.2.8 Manager responsive to your ideas, requests, and suggestions 103
6.2.9 Regularly receive constructive performance feedback from manager 104
6.2.10 Manager clearly communicate expectations 105
6.2.11 Manager provide strong and decisive leadership when required 106

6.2.12 Your manager gives respect and consideration to you 107

6.2.13 Manager recognizes and celebrate success and good work 108

6.2.14 Motivates and inspires me and the team i work with 109
6.2.15 Ensure that i have an appraisal at least once in year 110

6.2.16 Acts as good role model 111

6.2.17 Effectively communicate the information 112
6.2.18 Explain how the organization’s future plans affect 113
6.2.19 Explain the reasons behind decision made 114
6.2.20 The expertise and ability to help you and your team 115

6.2.21 Confidant in the overall effectiveness of your immediate manager 116

6.2.22 Recognize the importance of your personal and family life 117

6.2.23 Handle disagreement professionally 118

6.2.24 Discuss your career within this organization 119

6.2.25 Actives helps for development 120

6.2.26 Which type of growth using activity 121

6.2.27 What is your response about leadership style in the organization 122

7
 LIST OF CHARTS
Table No Title Page No
6.1.1 Classification of respondents on the basis of age 71
6.1.2 Classification of respondents on the basis of qualification 72
6.1.3 Work experience in company in year 73
6.1.4 Potential to be a good leader 74
6.1.5 Enjoy setting goals for the future 75
6.1.6 Open to suggestions from your employees 76
6.1.7 Willing to take the blame for the team you lead, should 77
anything go wrong
6.1.8 Feel threatened when someone questions your decisions 78
6.1.9 Try to understand the issues of the team 79
6.1.10 Important is building team morale to you 80
6.1.11 Is you at trying to understand you’re subordinates 81
6.1.12 Which of the following statement styles suits you best 82
6.1.13 Which statement describes you 83
6.1.14 A good leader needs to be open-minded. 84
6.1.15 Necessary to welcome suggestions given by employees 85
6.1.16 Biases and grudges should not influence a leader's decision 86
6.1.17 A leader need not get to know their employees 87
6.1.18 Employees must carry out all orders given to them 88
6.1.19 A leader need not lead by example 89
6.1.20 A leader needs to be reasonable 90
6.1.21 Being correct is more important than being nice 91
6.1.22 A good leader helps his/her team in tough times 92

6.1.23 Satisfied activity taken in organisation 93

6.1.24 Activates really helps for growth 94

6.1.25 Which type of growth using activity 95

6.2.1 Classification of respondents on the basis of age 96

6.2.2 Classification of respondents on the basis of qualification 97
6.2.3 Work experience in company in year 98
6.2.4 Manager care about your development 99
6.2.5 You’re manger cares about you as a person 100

6.2.6 Manger create a trusting and open environment 101

6.2.7 Your manger treat everyone on the team fairly 102

6.2.8 Manager responsive to your ideas, requests, and suggestions 103

6.2.9 Regularly receive constructive performance feedback from manager 104
6.2.10 Manager clearly communicate expectations 105

8
6.2.11 Manager provide strong and decisive leadership when required 106

6.2.12 Your manager gives respect and consideration to you 107

6.2.13 Manager recognizes and celebrate success and good work 108

6.2.14 Motivates and inspires me and the team i work with 109
6.2.15 Ensure that i have an appraisal at least once in year 110

6.2.16 Acts as good role model 111

6.2.17 Effectively communicate the information 112
6.2.18 Explain how the organization’s future plans affect 113
6.2.19 Explain the reasons behind decision made 114
6.2.20 The expertise and ability to help you and your team 115

6.2.21 Confidant in the overall effectiveness of your immediate manager 116

6.2.22 Recognize the importance of your personal and family life 117

6.2.23 Handle disagreement professionally 118

6.2.24 Discuss your career within this organization 119

6.2.25 Actives helps for development 120

6.2.26 Which type of growth using activity 121

9
 CHAPTER-I

INTRODUCTION

1.1 OBJECT OF THE PROJECT

10
The object of summer internship project is to know the organisation and try to understand the
functioning of various departments related tour study and making a sincere effort to gain practical
knowledge of studied department. The primary educational objectives behind SIP is to make the
student familiar with working environment and to help to make students understand the ways in
which theoretical aspects can be applied into practices.

The study to build self confidence in upcoming HR Managers through practically facing the
situations arising suddenly and provides best knowledge for overcoming the same. This study is
helpful to gaining practical knowledge.

The prime educational object behind the project is to make the students familiar with the working
environment & to make understand the students that, the way in which theoretical aspects is applied
into practice. The individual object of the project is to work effectively using creativity as well as
knowledge for self-development.
The organizational perspective is to generate new ideas through fresh talent & can utilize them for
implementing the future strategies.

1.2 SELECTION OF THE TOPIC

11
Whilst there are many different leadership styles, everyone has a default leadership style that comes
most naturally to them. Leadership styles determine how someone uses their power and authority to
lead others. Your default leadership style then is the way you feel most comfortable leading others
to achieve your vision

There are many different styles of leadership, and understanding which type you are will make you
better equipped to avoid the common pitfalls of that particular style

The best leaders are able to adjust their style based on the situation they find themselves in, for
example, turning around a failing organization might require a more forthright approach than being
asked to grow an already successful organization

1.3 OBJECTIVES OF THE STUDY

12
Following are objective of study:

1. To study the style of leadership at “BISLERY SEVEN HILLS BEVERAGES LTD”

2. To study the various activates conducted for better leadership in organization

3. To analyze the perception of the team members about their team leader.

4. To study the kind of relationship exists between team leader and team members.

5. To find out what kind of leader ship styles are existed in the teams of
“BISLERY SEVEN HILLS BEVERAGES LTD”
6. To suggest strategies to enhance team performance.

7. To study the opinion of employees and employers for particular activates perform in
organization

1.4 SCOPE THE STUDY

13
Leaders and their leadership skills play an important role in the growth of any organization.
Leadership refers to the process of influencing the behavior of people in a manner that they strive
willingly and enthusiastically towards the achievement of group objectives. A leader should have the
ability to maintain good interpersonal relations with the followers or subordinates and motivate them
to help in achieving the organizational objectives.

Leadership is the ability to build up confidence and zeal among people to create an urge them to be
led. To be a successful leader, a manager must possess the qualities of foresight, drive, initiative,
self-confidence and personal integrity. Different situations may demand different types of
leadership. Leadership has been defined in various ways. Stogdill has rightly remarked that there
are almost as many definitions of leadership as there are people who have tried to define it.

The study covers the leadership styles in SEVEN HILLS BEVERAGES brand its impact on the
effective functioning of the organization.

1.5 LIMITATIONS OF THE STUDY

Following are limitation of study:

14
1. The study is only of one organisation.

2. The workers were busy with their work therefore they could not give enough time for the
interview.

3. The personal biases of the respondents might have entered into their response.

4. Some of the respondents give no answer to the questions which may affect the analysis.

5. Respondents were reluctant to disclose complete and correct information.

6. Sample size is only 105

1.6 RATIONALE OF THE STUDY

15
In this global competitive environment, effective leadership style is necessary to reduce the attrition
rate. From the effective leadership styles only it is possible to achieve organizational goal
productively. Leadership styles affect on the employee performance and productivity. This paper
summarizes and analyzes the available literature of leadership styles and effect on different
components of Quality of work life.

This study is detailed and systematic comparative analysis of leadership development and
leadership practices in the organization

It examine how different programme of leadership development are being designing and deployed
as a deliberate strategies for system wide improvement and transformation

16
 CHAPTER-II
RESEARCH METHODOLOGY

17
2.1 METHOD OF THE STUDY
Research Methodology
This chapter deals with the methodology adopted for the proposed study and the different steps
under taken after gathering and organizing data for investigation. It includes research approach,
research design, setting sample and sampling technique, development and description of tool,
development of teaching strategy, pilot study, data collection procedure and plan for data.

2.1 Research Design:

A research approach tells the researcher what data to collect and how to analyze it. It also suggest
possible conclusion to be drawn from the data, in view of the nature of the problem under study and
to accomplish the objective of study. Exploratory approach was considered as appropriate research
for present study.

Types of Research:
2.1.1 Descriptive research
The research carried out in descriptive design is more structured & formal in nature. The objective
of this type of research is to provide a comprehensive & detailed explanation of phenomena. These
studies focus on what, where, when, who and how of research. It is a framework used for
conclusive research.
The descriptive design primarily focus on
a) Description of the phenomena or characteristics associated with a subject population.
b) Estimation of the proportions of a population that have these characteristics and
c) Find out association among various variables.

2.1.2 Analytical Research:

In Analytical Research, the researcher has to use facts or information already available, and analyze
them to make critical evaluation of the material. It involves the in-depth study and evaluation of
available information in an attempt to explain complex phenomenon.
Some researchers conduct analytical research to find supporting evidence to current research being
done in order to make the work more reliable.

2.1.3 Applied research

18
Investigation of the findings of pure or basic research. Also, the research conducted to solve
specific problems or to answer specific questions. In accounting for research and development
costs, the development costs may be carried forward but the basic and applied research costs are
often written off as incurred.

2.1.4 Fundamental Research

Fundamental research is driven by curiosity and the desire to expand knowledge in specific
research area. This type of research makes a specific contribution to the academic body of
knowledge in the research area. Fundamental studies tend to make generalizations about the
phenomenon, and the philosophy of this type of studies can be explained as ‘gathering knowledge
for the sake of knowledge’. Fundamental researches mainly aim to answer the questions of why,
what or how and they tend to contribute the pool of fundamental knowledge in the research area.

2.1.5 Quantitative Research

Quantitative research is the systematic empirical investigation of observable phenomena via
statistical, mathematical or computational techniques. The objective of quantitative research is to
develop and employ mathematical models, theories and/or hypotheses pertaining to phenomena.
Quantitative data is any data that is in numerical form such as statistics, percentages, etc. The
researcher analyses the data with the help of statistics. The researcher is hoping the numbers will
yield an unbiased result that can be generalized to some larger population.

Techniques of Collecting Quantitative Data:

The following techniques can be used to collect quantitative data:
1) Observation: Observation may be defined as the skill of an individual (researcher, in this case) to
interpret and analyse a phenomena and record findings.
2) Survey: Survey may be defined as the systematic collection of data from, respondents who form
part of a sample population. Survey data is often collected with the help of questionnaires which
can be distributed among the sample population through manual and electronic means.
3) Experiments: Experiments are conducted by dividing members of a population into two groups,
namely, experimental group and control group. Experimental group is that which is exposed to the
experiment, while control group is that which is not. In an experiment, an independent variable or
condition is altered to study its effect on a dependent variable or condition. This dependent variable
is common to both groups of the population. Once participants are randomly assigned to each of the
two groups, the dependent variable is measured. For example, test marketing is one such

19
application that is carried out in a small, yet carefully selected area of a marketplace, and aims to
study the acceptance of a proposed nation-wide marketing strategy.

2.1.6 Exploratory Research

Exploratory Research is research conducted for a problem that has not been clearly defined.
Exploratory research helps determine the best research design, data-collection method and selection
of subjects. It should draw definitive conclusions only with extreme caution. Exploratory research
often relies on techniques such as:
 Secondary research - such as reviewing available literature and/or data

 Qualitative approaches, such as informal discussions with consumers, employees, management

or competitors

 More formal approaches through in-depth interviews, focus groups, projective methods, case
studies or pilot studies

2.1.7 Conceptual Research:

Conceptual research is that related to some abstract idea or theory. Philosophers and thinkers to
develop new concept or to reinterpret existing once generally use it. Conceptual analysis is the
preferred method of analysis in social sciences and philosophy. Here, a researcher breaks down a
theorem or concept into its constituent parts to gain a better understanding of the deeper
philosophical issue concerning the theorem.

2.1.8 Empirical Research:

In empirical research, data collection is done through observation and experimentation. If there is a
hypothesis, and two scientists work on it separately collecting information through observation and
experimentation, they may arrive at slightly different results because of the observation part in empirical
research that is bound to be different as two different persons may have different perception while
conducting the observation part of the research Hence, researcher has selected exploratory research
type for study

2.2 SAMPLING DESIGN:

20
2.2.1 Introduction of Sampling:
Sampling is a process used in statistical analysis in which a predetermined number of observations
are taken from a larger population. Sampling is a process in which the fixed numbers of
observations are taken randomly from a larger population. A technique which is fundamental for
behavioural research is known as sampling and without using it, research work is not possible. It is
impracticable and impossible to study the whole population due to practical limitations of cost, time
and other factors that are indispensable and operative in studying the whole population. For the sole
reason of making the research findings economical and accurate, the concept of sampling has been
introduced.

2.2.2 Sampling Methods:

The plan, method, or technique through which a researcher identifies and selects the potential
sampling units from the sampling frame or the target population, to form a relevant sample for the
study is termed as "sample design". Sample designing is the working principle of any research
process. Without proper designing of sample it is not possible to start a survey, as it is the base
which provides the responses of relevant members of the population. The designing of sample may
be simple or complex depending on the method used for it. Sample designs are basically of two
types, viz., probability sampling and non-probability sampling as shown in figure below:

Fig.2.1Types of sampling

A. Probability Sampling

21
The method, in which all units of the universe are given equal chance of being selected in the
sample, is known as Probability Sampling. There is an assurance of the results in terms of
probability that are obtained through probability or random sampling. A well designed sample
ensures that if a study were to be repeated on a number of different samples drawn from a given
population, the findings from each sample would not differ from the population parameter by more
than a specified amount. A probability sample design makes it possible for the researcher to
estimate the extent to which the findings based on the sample are likely to differ from what they
would have found by studying the entire population. In case of probability sample design, it makes
it possible for the researcher to estimate the population parameter on the basis of the sample
statistic calculated.
The various types of probability sample designs are as follows:

a. Simple Random Sample:

This is the most famous and simple method of sampling where each unit of the population is
equally probable of getting included in the sample. Let us consider that the size of the population is
'N' from which n units are to be selected at random for a sample. Simple random sampling says
that:
1) There is an equal chance for each element of the population to be included in the sample and the
choices are independent to each other.

2) Each possible sample combination has an equal chance of being chosen.

The possibility of bias or personal prejudices in the selection of the units is eliminated by the
method of simple random sampling.

b. Stratified Random Sample:

In the stratified random sampling, the sample is selected from different homogeneous strata or parts
of a universe instead of heterogeneous universe as a whole. The basic idea underlying stratified
sampling is to make use of available information about the population, to divide it into groups such
that the elements within each group are more alike than are the elements in the population as a
whole.

c. Cluster Sampling:

22
It is one of the most frequently used sampling designs in large scale studies, as it is the least
expensive. In cluster sampling the entire population is divided into various clusters in such a way
that the elements within the clusters are heterogeneous. However there is homogeneity between the
clusters. This design is thus the opposite of stratified sampling. Cluster sampling is usually used
when there is need for more economy and the sampling frame is unavailable. It is useful when the
population under consideration is widely dispersed in a large geographical area.

d. Area Sampling:
In area sampling we make use of geographical units as a cluster. This type of cluster sampling is
called as area sampling. Suppose we want to find the political attitude of voters in different wards
in a city. First we can select a number of wards randomly, then from each of these wards we select
certain survey no's at random and interview all the adults in these survey numbers or select a
sample using random sampling. Similarly a survey of urban household may use a sample of
districts within each cities selected, a sample of households.

B. Non-Probability Sampling:
In probability sampling design, the units are selected randomly. In case of non-probability sample
design, the probability of selecting population units is not known. There is great opportunity of bias
entering the sample selection procedure and distorting the findings of the study. The major types of
non-probability designs are as follows.

a. Convenience Sampling:
The researchers obtain a convenience sample by selecting whatever sampling units are conveniently
available. The researcher may select the first 50 people visiting a mall, who are willing to be
interviewed or the researcher may get a questionnaire filled from professionals attending a seminar
or a conference. The researchers have the freedom to choose whomever they find. They could
include their friends, colleagues, neighbours, etc.

b. Purposive Sampling:
This sampling design confirming to a certain criteria is called as purposive sampling. There are two
types of purpose sampling design.
i) Judgment and ii) Quota Sampling
i) Judgment Sampling:

23
This is a sampling design when a researcher selects sample units confirming to some criteria. The
researcher selects sampling units subjectively (on the basis of judgment) in an attempt to obtain a
sample that appears to be representative of the population. For example the researcher is interested
to find out the impact of computerization on employee morale in the banking industry, the
researcher may select few banks which have been recently computerized and find out the morale
and motivation of employee in these banks.

ii) Quota Sampling:

The main objective of this sample design is to select a sample that is as similar as possible to the
sampling population. For example if it is known that the population has equal number of males and
females, the researcher selects equal number of males and females in the sample. In quota sampling
interviewers are assigned quota characterized by specific variable like gender, age, place of
residence, religion, ethnicity, etc.

c. Snowball Sampling:
This type of design is used when it is difficult to identify the members of the desired population e.g.
Forced women entrepreneurs, drug addicts, families with triplets, people owning a vintage car, etc.
These types of population can be best identified through referral networks. This design has been
used to study drug cultures, teenage gang activities, community relations, insider trading and other
applications where the respondents are difficult to identify and contact.

Hence, researcher has selected Simple random sampling type for study

24
2.3 DATA COLLECTION

METHODS OF DATA COLLECTION

Data collection simply means gathering and selection of information which is most critically used
for the particular research or survey being carried out. It is the important aspect of any type of
research study.

In accurate data collection can impact the results of a study and ultimately can result into invalid
results.

Two basic methods of data collection are:

1) Primary method
2) Secondary method

1) PRIMARY METHOD
in this method you collect the data yourself using methods such as interviews and
questionnaires the key point here is that the data you collect is unique to you and your
research.

The methods of collection primary data include:

 Questionnaire
 Interviews
 Focus group interviews
 Observations
 Critical incidents
 Portfolios.

The primary data which is generated by the above methods may be qualitative in nature (usually in
the form of words) or quantitative (usually in the form of numbers or where you can make counts of
words used.)

25
QUESTIONNAIRE

Questionnaire is a popular means of collection of data, but the difficult to design and often require
many rewrites before an acceptable questionnaire is produced

ADVANTAGES

 Can be posted, email or faxed.

 Can cover a large numbers of people or organization.
 Wide geographic coverage.
 Relatively cheap.
 Avoids embarrassment on the part of the respondent.
 Respondent can consider responses
 No interviews bias.

There are different types of questionnaire

 Paper-pencil–-questionnaire: they can be sent large number of people and saves the
researcher time and money. People are more truthful while responding to the
questionnaire regarding controversial issues in particular due to the fact that their
responses are anonymous.
 Web based questionnaire: a new and inevitable growing methodology is the use of
internet based research. This would mean receiving an email on which you would click
on an address that would take you to a secure web site to fill in a questionnaire. This
type of research is often quicker and less detailed.

2) SECONDARY METHOD

This method in which the data is collected from the past studies carried out.

The information contained in it is already used by some other researcher. This is the method
of taking references and collecting data from the data source that have been already used. Some of
the examples of secondary source are:

 Reports of the research carried out in past

26
  Journals
 Magazines
 Books
 Internet

Hence, researcher has selected Primary method (Questionnaire), Secondary method (books,
internet etc.)

TYPE OF DATA ANALYSIS:

There are two types of methods of data analysis:

1) Quantitative method of data collection

2) Qualitative method of data collection

Quantitative method of data analysis:

The type of information contained is numerical data. Such type of data is analyzed with the help of
statistical tools such as mean, median, mode, standard deviation, frequency etc.

1) Mean: it is the average score of the sample.

2) Median: it is the score half way between high and low score.
3) Mode: the average response given most often.
4) Standard deviation: the distance from the mean, in which 66% of responses can be found
out

Qualitative method of data analysis

If most of the data is collected with the help of individual interviews, focus groups interviews, open
ended questions, or case studies than data analysis become qualitative. This type of data is in the
form of words which is analysed, sorted, and organized in the right manner.

Methods of primary data collection

27
Primary sources refer to original events, documents and articles.

Example: newspaper articles, photographs, and diaries. These are the works that are analysed and
interpreted to create secondary sources. These are three methods of the collecting primary data.

These three methods are as follows:

1. Observation method
2. Questionnaire method
3. Interview method

Methods of secondary data collection

Data from a secondary source is any data which has been collected by another researcher, whether
it is a group of people or just one person. The data may have originally been used for a different
type of research, but you can manipulate it to fit you research, instead of using it was intended to be
used.

1. Library work:

This technique requires going through written text that have already done similar work and utilizing their
researches for our operations.

2. Internet:

Using online resources through internet is common for all in now-a-days. Lots of information can
be collected through various website.

3. Telephone:

This is a very common and simple method. The researcher only needs to have contact numbers of
sources from where he wants to take information. Telephone method gives quick responses. From
this chapter, i concluded that project report is very important. I come to know the meaning of data,
types of the data, there are many methods of the primary data and secondary data.

2.4 PRESENTATION OF DATA, TOOLS OF ANALYSIS &

INTERPRETATION

28
Analysis of data may be defined as “ a process under which the relationships or differences
supporting or conflicting with the original or new hypothesis, should be subjected to statistical tests
of significance, to determine with what validity the data can be said to indicate any conclusion”.

Interpretation is establishing continuity in research through linking the results of a given study with
those of another and the establishment of same relationship with the collected data . Interpretation
is the device through which, the factors that have been observed by the researcher in the course of
the

study can be better understood.

Data preparation includes, editing, coding, classification process

Editing, classification, coding and tabulation are the important stages in research. It is at this stage
that mass of data collected during the survey is processed, with a view to reducing them to
manageable proportions. In other words, data processing which encompasses, editing, coding,
classification and tabulation, is the intermediary stage between collection of data and analysis and
interpretation of data. Thus, these are the three crucial stages in the processing of social survey
data.

There are some general common sense recommendations to follow when presenting data.

The presentation should be as simple as possible. Avoid the trap of adding to much information. It
is not the aim to include all the information you have but only a summary of the essential feature
you are typing to illustrate. A good rule of thumb is to only present one idea or to have only one
purpose for each graph or chart you create.

The presentation should be self-explanatory. A chart or graph is not serving its purpose if the reader
cannot comprehend the legends or has to refer to the text in order to understand it. There is a careful
balance between too much information which makes the graph or chart too complicated and too
little information that makes the chart difficult to comprehend or worse misleading.

The title should be clear and concise indicating what? When..? And where..? The data, codes,
legends and label should be clear and concise, following standard formats is possible.

29
The use of footnotes is advised to explain essential features of the data that are critical for the
correct interpretation of the graph or chart.

Data analysis is the process of developing answers to questions through the examination and
interpretation of data. The basic steps in the analytic process consist of identifying issues,
determining the availability of suitable data, deciding on which methods are appropriate for
answering the questions of interest, applying the methods and evacuating, summarizing and
communicating the results.

Analysis is placing the collected data in some order or format so that the data acquires a meaning.
Raw data becomes information only when it is placed in a meaningful form. Interpretation involves
drawing conclusions from the gather data.

Analysis and interpretation of data are the most crucial aspects of research. It is considered to be
highly skilled and technical jobs, which should be carried out only by the researcher, or under his
close supervision. The analysis of data requires on the part of the researcher a thorough knowledge
about the data, judgment, skill, ability of generation and familiarity with the background, objects
and hypothesis of the study.

Analytical results underscore the usefulness of data sources by shedding light on relevant issues.
Some statistics Canada program depend on analytical output as a major data product because, for
confidentiality reasons, it is not possible to release the micro data to the public. Data analysis also
plays a key role in data quality assessment by pointing to data quality problems in a given survey.
Analysis can thus influence future improvements to the survey process.

Data analysis is essential for understanding results from surveys, administrative sources and pilot
studies; for providing information on data gaps; for designing and redesigning survey for
planning new statistical activities and for formulating quality objectives

RESEARCH TABLE

30
Type of research Exploratory

Area of Research Dindori Industrial Area

Sampling unit Bisleri Seven Hills Beverages ltd

Sample size 100 worker 5 manager

Data Collection Techniques

1.Sources of Primary Data Questionnaire

2.Sources of Secondary Data Books, websites & magazines

Analysis of data Percetage,average,Mean

Sampling Method Simple random sampling

Table 2.4.1

31
 CHAPTER-III
PROFILE OF THE ORGANISATION

3.1 HISTORY & GENERAL INFORMATION

32
ABOUT ORGANISTION
Seven Hills Beverages Limited is a Public incorporated on 11 December 2009. It is classified as
Non-govt Company and is registered at Registrar of Companies, Mumbai. Its authorized share
capital is Rs. 62,000,000 and its paid up capital is Rs. 37,300,000. It is involved in Manufacture of
beverages

Seven Hills Beverages Limited's Annual General Meeting (AGM) was last held on 29 September
2018 and as per records from Ministry of Corporate Affairs (MCA), its balance sheet was last filed
on 31 March 2018.

Directors of Seven Hills Beverages Limited are Nayan Balasaheb Palwe, Pavan Jitendra
Chhatrisha, Charushila Vipul Lathi, Sandeep Balasaheb Palwe, Sandeep Vasantrao Avhad,

Seven Hills Beverages Limited's Corporate Identification Number is (CIN)

U15500MH2009PLC296411 and its registration number is 296411.Its Email address is
[email protected] and its registered address is GATE NO. 206, KHATWAD
PHATA PIMPALNARE, TAL DINDORI NASHIK MH 422204 IN, -

Current status of Seven Hills Beverages Limited is - Active.

33
 VISION

Our vision is to be the dominant player in the branded water business. We must expand and be a

leader in the premium beverage category.

MISSION

We must have world class quality, at the lowest production and distribution cost. This will make us
an unbeatable leader, and we will have satisfied loyal customers.

VALUES

Bisleri believes in Integrity, Teamwork, Cooperation, Quality, Passion, Openness and

Transparency.

34
WHY BISLERI?

We believe in providing exciting opportunities for our people who will in turn add value to our
business. We believe that our people are our greatest assets and that building their capabilities will
help us grow our organization. We provide a platform for our people to innovate, accelerate and
drive our business with passion and excellence.

EMPOWERMENT

Leadership is about enabling and empowering people. For us, empowerment forms the basis of our
leadership philosophy and we believe in creating a culture that respects and empowers our people

INNOVATION

We believe that investing in innovation is a long term responsibility to ensure continuous

improvement in what we are doing. Innovation forms the heart of Bisleri’s operations, and is the
key factor which is revolutionizing the value chain in our business.

LEARNING & GROWTH

At Bisleri, our strong values form the very foundation of learning. We constantly help build our
employees to meet future challenges. We are dedicated to building a strong pipeline of leaders
through seamless learning that will help them deliver extraordinary results.

DIVERSITY

We believe in diversity of gender, age, culture and recognize that different people bring different
perspectives, ideas and knowledge and together are the strength of our organization.

35
3.2 ORGANIZATION

CIN U15500MH2009PLC296411
Company Name EVEN HILLS BEVERAGES LIMITED
Company Status Active
RoC RoC-Mumbai
Registration Number 296411
Company Category Company limited by Shares
Company Sub Category Non-govt company
Class of Company Public
Date of Incorporation 11 December 2009
Age of Company 9 years, 6 month, 10 days

36
ORGANIZATIONS CHART/STRUCTURE

Plant Manager

Deputy Manager

HR Manager Marketing Finical Manager Operation Quality Manager

Manager Manager

Jr.Manager Jr.Manager Jr.Manager Jr.Manager Jr.Manager

Foreman

Workers

37
3.3 PRODUCT OF BISLERI

This is main product of Bisleri where packaging is available in 20 Ltr, 5 Ltr, 2 Ltr, 1Ltr, 500ml, 300
ml, and 250 ml The Price of each packaging is follow

Packaging Price

20 Ltr Rs.80

5 Ltr Rs.65

2 Ltr Rs.30

1 Ltr Rs.20

500 ml Rs.10

300 ml Rs.10

250 ml Rs.6

Table 3.3.1

38
The story behind this product it began with a quest to find the purest water in the word and it turned
into a pilgrimage of sorts a pilgrimage that witnessed the sacred purity of the mighty Himalayas that
absorbed the serenity of Mount Kailas that took in the untouched magic of Mansarovar and ended at
a spring

This is available 1 Ltr, 500 ml, 250 ml and the Price of packaging are follow

Packaging Price

1 Ltr Rs.60

500 ml Rs.40

250 ml Rs.15

Table 3.3.2

39
 Let the Mango ras made from the choicest and sweetest juicy mangoes, fresh from the farms,
cascade down your throat. The soothing, long-lasting taste of Mangoes will make you go

MMM….

Then, when the Mango ras mingles with the fizz of Fonzo, your taste buds feel a refreshing buzz.
Come and experience Bubbly Mango like never-before and go

AAH…..

This product is available in 250 ml packaging with price of Rs.18

40
Bisleri soda giving rocking kick to any drink its combined with .Others call it the drink mixer and
we called it a” club soda”

This product packaging available in 600 ml with Price of Rs.20

41
 CHAPTER-IV
REVIEW OF LITERATURE

42
4.1 MEAING AND CONCEPTS OF THE TOPIC
Leadership is an abstract quality in a human being to induce others to do whatever they are directed
to do with zeal and confidence. It is a quality or ability of an individual to persuade others to seek
defined objectives enthusiastically. The leader is a force of the organization that designs, executes,
coordinates, and controls all the functions of an organization, i.e. planning, executing, organizing,
directing, and controlling. Leadership inspires; creates confidence; helps the team mates to give
their maximum for the attainment of objectives. In a
Business organization, managers at all levels, by whatever name called, are leaders because they all
have subordinates whose efforts are canalized in a definite direction. A leader gives a company the
life which creates the products and innovations that it sells. Effective leaders develop a team of
effective employees, subordinates or followers, and they together develop a more effective
organization.

In order to run the organizations effortlessly, effectively and efficiently, the most important and
valued factor organizations need is Human resources. The success of an organization depends on
the diligent, loyal and concerned managers and employees. Leadership is required in every
organization at every level, the success or failure of an organization depends on the quality of
leadership particularly on the part of top management. In this competitive era where world has
become a global village, firms are considered to be competitive on the
Basis of competence of their human resources. Concept of leadership is not a new concept in the
field of social science studies. In the recent years, the area of leadership has been widely studied
more than any other aspect of human resource management.

Peter. F. Drucker considers leadership as a human characteristic which lifts a man’s vision to higher
sights; raises and builds his performance to higher standards, and builds man’s personality beyond
its normal limits. Leadership is an important abstract quality of the leader that sets apart a
successful organization from an unsuccessful one. Leadership is, therefore, regarded as the process
of influencing the activities of an individual towards goal achievement in a given situation. This
process has been explained by Hersey and Blanchard in the form of the following equation:
L=f (l, f, s) Leadership is a function of leader (l), the followers (f) and other situational variables(s).

43
4.2 BASIC THEORIES OF THE TOPIC
LEADERSHIP DEFINITIONS
•Leadership is Inter-Personal influence exercised in a situation and directed through communication
process, towards the attainment of a specialized goal and goals.
- Robert Tannehbaum

•Leadership is that combination of qualities by the possession of which one able to get something
done by others, chiefly because, through his influence, they become willing to do so.
- Ordway Tead

IMPORTANT OF LEDERSHIP

 Initiates action- Leader is a person who starts the work by communicating the policies and
plans to the subordinates from where the work actually starts.
 Motivation- A leader proves to be playing an incentive role in the concern’s working. He
motivates the employees with economic and non-economic rewards and thereby gets the
work from the subordinates.
 Providing guidance- A leader has to not only supervise but also play a guiding role for the
subordinates. Guidance here means instructing the subordinates the way they have to
perform their work effectively and efficiently.
 Creating confidence- Confidence is an important factor which can be achieved through
expressing the work efforts to the subordinates, explaining them clearly their role and giving
them guidelines to achieve the goals effectively. It is also important to hear the employees
with regards to their complaints and problems.
 Building morale- Morale denotes willing co-operation of the employees towards their work
and getting them into confidence and winning their trust. A leader can be a morale booster
by achieving full co-operation so that they perform with best of their abilities as they work
to achieve goals.
 Builds work environment- Management is getting things done from people. An efficient
work environment helps in sound and stable growth. Therefore, human relations should be
kept into mind by a leader. He should have personal contacts with employees and should
listen to their problems and solve them. He should treat employees on humanitarian terms.

44
  Co-ordination- Co-ordination can be achieved through reconciling personal interests with
organizational goals. This synchronization can be achieved through proper and effective co-
ordination which should be primary motive of a leader.

FEATURES OF LEADERSHIP

 Influence the behaviour of others: Leadership is an ability of an individual to influence the

behaviour of other employees in the organization to achieve a common purpose or goal so that
they are willingly co-operating with each other for the fulfilment of the same.

 Inter-personal process: It is an interpersonal process between the leader and the followers.
The relationship between the leader and the followers decides how efficiently and effectively
the targets of the organization would be met.

 Attainment of common organizational goals: The purpose of leadership is to guide the people
in an organization to work towards the attainment of common organizational goals. The leader
brings the people and their efforts together to achieve common goals.

 Continuous process: Leadership is a continuous process. A leader has to guide his employees
every time and also monitor them in order to make sure that their efforts are going in the same
direction and that they are not deviating from their goals.

 Group process: It is a group process that involves two or more people together interacting with
each other. A leader cannot lead without the followers.

 Dependent on the situation: It is situation bound as it all depends upon tackling the situations
present. Thus, there is no single best style of leadership.

45
TYPES OF LEADERSHIP

1. Autocratic Leadership

Autocratic leadership style is centered on the boss. In this leadership the leader holds all authority
and responsibility. In this leadership, leaders make decisions on their own without consulting
subordinates.

They reach decisions, communicate them to subordinates and expect prompt implementation. An
autocratic work environment normally has little or no flexibility.

46
In this kind of leadership, guidelines, procedures and policies are all natural additions of an
autocratic leader. Statistically, there are very few situations that can actually support autocratic
leadership.

Some of the leaders that display this kind of leadership include: Albert J. Dunlap (Sunbeam
Corporation) and Donald Trump (Trump Organization), among others.
Steve Jobs is another leader who was famous for using fear to inspire people to get their work done.
This leadership style can obviously stifle the leader’s subordinates, but can also be useful in a crisis
when important decisions need to be made without delay.

2. Democratic Leadership

In this leadership style, subordinates are involved in making decisions. Unlike the autocratic style,
this leadership is centered on subordinates’ contributions. The democratic leader holds final
responsibility, but he or she is known to delegate authority to other people, who determine work
projects.

The most unique feature of this leadership is that communication is active upward and downward.
With respect to statistics, democratic leadership is one of the most preferred styles of leadership,
and it entails the following: fairness, competence, creativity, courage, intelligence and honesty.

47
3. Laissez-faire Leadership

Laissez-faire leadership gives authority to employees. According to ancestral, departments or

subordinates are allowed to work as they choose with minimal or no interference. According to
research, this kind of leadership has been consistently found to be the least satisfying and least
effective management style.

But to a certain extent, delegating is necessary. Famous historical projects led by laissez-faire
leaders include the building of the Panama Canal and the Hoover Dam. With both projects, the
presidents involved had to delegate many responsibilities in order to succeed

4. Transformational Leadership

48
Unlike other leadership styles, transformational leadership is all about initiating change in
organizations, groups, oneself and others.

Transformational leaders motivate others to do more than they originally intended and often even
more than they thought possible. They set more challenging expectations and typically achieve a
higher performance.

Statistically, transformational leadership tends to have more committed and satisfied followers.
This is mainly so because transformational leaders empower followers.

William Edwards Deming, a statistician and engineer, is a leader who saw the best way certain
systems could operate and taught those under him how to accomplish these goals.

5. Transactional Leadership

This is a leadership style that maintains or continues the status quo. It is also the leadership that
involves an exchange process, whereby followers get immediate, tangible rewards for carrying out
the leader’s orders. Transactional leadership can sound rather basic, with its focus on exchange.

Being clear, focusing on expectations, giving feedback are all important leadership skills.
Transactional leadership behaviors can include: clarifying what is expected of followers’
performance, explaining how to meet such expectations, and allocating rewards that are contingent
on meeting objectives.

49
4.3 REVIEW OF RESEARCH ON THE SELECTED TOPIC
1st RESEARCH ARTICLE
NAME OF AUTHOR: Bernard M. Bass (September 1, 2000

TOPIC NAME: The Future of Leadership in Learning Organizations

ABSTRACT

Among the most prominent developments in recent years in the investigation of transformational
leadership has been the confirmation of the utility of transformational leadership for increasing
organizational satisfaction, commitment, and effectiveness, and the
6-factor model of the transformational-transactional factorial structure. Also, we have increased our
understanding of transformational dynamics. In this paper, I hope to show how transformational
leadership relates to the creation and maintenance of the learning organization. To do this, the
meaning of transformational and transactional leadership and the Full Range of Leadership will be
discussed and how the components of transformational and transactional leadership contribute to a
learning organization will be examined. The future of
Leadership and administration will be considered in the light of the current state of affairs in
educational leadership.

50
2nd RESEARCH ARTICLE
NAME OF AUTHOR: Dr. Rashad Yazdanifard(May 20010)

TOPIC NAME: How Effective Leadership can Facilitate Change in Organizations through
Improvement and Innovation

ABSTRACT

This research intends to explain effective leadership and how it can bring positive change that helps
the organization to improve and be innovative in the current business environment. Effective
leadership and change management will be discussed in this article and also how leadership affects
other factors, for instance trust, culture and clear vision, in the organization as it facilitates the
change. Leadership is one of the main factors in bringing positive change to the organization; if
there is no leadership in the organization they will not be able to change in the direction they desire
and could experience negative change instead.

51
3rd RESEARCH ARTICLE

NAME OF AUTHOR: Ebrahim Hasan Al Khajeh (Oct 2004)

TOPIC NAME: Impact of Leadership Styles on Organizational Performance

ABSTRACT

Leadership is one of the key determinants associated with the success and failure of any
organization. Leadership style is the manner in which people are directed and motivated by a leader
to achieve organizational goals. This study examines the impact of leadership styles on the
organizational performance. The focus was on six major leadership styles -transformational,
transactional, autocratic, charismatic, bureaucratic and democratic. This study has provided deep
insights about the leadership styles; the democratic, transformational, bureaucratic and autocratic
leaderships have a positive impact on the organizational performance, however, the charismatic and
transactional leaderships have negative impact on the organizational performance, as it does not
provide opportunities and freedom to employees. In this study, both primary and secondary
research has been conducted. The primary research has been done using the quantitative approach,
with the help of survey instrument, based on a survey questionnaire. The secondary research has
been done through the review of previously established literature for achieving the research
objectives. The findings suggested that charismatic, bureaucratic and transactional leadership styles
have negative relationship with organizational performance. Transformational, autocratic, and
democratic leadership styles, on the other hand, had a positive relationship with the organizational
performance. It has been recommended that organizations use the leadership style that enhances the
capabilities and abilities of the people.

52
4th RESEARCH ARTICLE
NAME OF AUTHOR: Diana L. Strom (5/4/2008)

TOPIC NAME: Leadership styles in workforce

ABSTRACT

The primary objective of this research was to examine both transactional and transformational
leadership styles as serving in the role of moderators in the relationship between organizational
justice and work engagement. An online survey was administered to 348 respondents. Results
supported the hypothesis that the positive relationship that both distributive and procedural justice
held to work engagement would be more pronounced among employees experiencing low
transactional leadership than among employees experiencing high transactional leadership. This set
of results is consistent with the principles of leader fairness theory, which suggests that a low
transactional leadership style elicits uncertainty about one’s social self in the context of the
workplace, and this state of uncertainty incites an employee’s intensified desire to seek justice-
related information.

53
5th RESEARCH ARTICLE
NAME OF AUTHOR: Dr.D.G.Khan (May 2010)

TOPIC NAME: Leadership styles in organisation

ABSTRACT

The study sought to investigate the effect of leadership styles practiced in an organization and their
effect on employee performance. The purpose of this study is to understand the effect of different
leadership styles autocratic, democratic, and participative style- on employee performance. The
objectives that guided the study were; to investigate the effect of autocratic leadership styles affect
employee performance, to investigate the effect of democratic leadership styles on performance and
to analyze the effect of participative leadership styles on employee performance in an organization.
The study followed the qualitative approaches, Secondary research will be integrated. The reason
for this is to be able to provide adequate discussion for the readers that will help them understand
more about the issue and the different variables that involve with it. On the other hand, sources in
secondary research will include previous research reports, newspaper, magazine and journal
content. Existing findings on journals and existing knowledge on books will be used as secondary
research. The interpretation will be conducted which can account as qualitative in nature. To
validate the research objective different scholarly views are presented of each independent variable
effect on the dependent variable. At the end it was concluded that the autocratic leadership is useful
in the short term and democratic leadership style is useful in all time horizon. And participation
leadership style is most useful in long term and effect on employees is positive. At end some
recommendations are discussed.

54
6th RESEARCH ARTICLE
NAME OF AUTHOR: Swamy D. R (25/3/2011)

TOPIC NAME: Leadership style

ABSTRACT

In this global competitive environment, effective leadership style is necessary to reduce the attrition
rate. From the effective leadership styles only it is possible to achieve organizational goal
productively. Leadership styles affect on the employee performance and productivity. This paper
summarizes and analyzes the available literature of leadership styles and effect on different
components of Quality of work life.

55
7th RESEARCH ARTICLE
NAME OF AUTHOR: Wasim Abbas and Imran Asghar (Jan 2013)

TOPIC NAME: The Role of Leadership in Organizational Change

ABSTRACT

The globalization has converted the world into a small global village; a village in which there is an
ever high stream of contentions and competitions between organizations. In this scenario the most
effective and beneficial manoeuvre for any organization is to create innovative ways in conducting
business. This thesis deals with the role of leadership in the phenomena of organizational change
and innovation. The leader as a person in charge or as a change agent can manage an organization
or the process of organizational change more effectively and successfully if h/she is capable and
competent. Rapid technological advancements, high expectations of customers, and ever changing
market situations have compelled organizations to incessantly reassess and revaluate how they
work and to understand, adopt and implement changes in their business model in response of
changing trends. Organizational change is a demand of the day, and needed for organizations to
survive. Organizations now a days, well understand the importance of the matter, and are serious to
prepare themselves not only the current, but also for the future trends to get the level of sustainable
success, but Along with all of its implications and importance the process of organizational change
is also a very complex and challenging. Research shows that 70 percent of organizational changes
fail to get their goals. As leadership has a central role in evolution and cultivating an organization,
the process of organizational change demands a very effective and highly competent leadership that
is well capable to perceive the most desirable shape of an organization and address the issue of
organizational change in most appropriate way. The analysis of literature reviewed and the results
of real life cases of organizations which are studied for this thesis shows, that a leadership with the
competencies of “Vision” and “Innovative Approach” along with other characteristics can prove
more effective to conclude the complex phenomena of organizational change with success. Further
the successful organizational change can leads to innovation for organization, which is the key of
long term success and sustainability

56
8th RESEARCH ARTICLE
NAME OF AUTHOR: Shruti D Naik (24/2/2015)

TOPIC NAME: Leadership Styles in India- An empirical Study of Indian Leaders

ABSTRACT

The word Leader simply means a person who leads. A leader should necessarily possess the
characteristics of organizing, staffing, training, motivating, recognizing the special capabilities and
talents, setting standards, correcting deviations, achieving objectives etc. or by guiding his
subordinates and showing the way to be followed in order to reach the organizational goal. Each
and every person has to either lead or follow. This is decided on the basis of aptitude, potential and
determination. Very few are daring and courageous enough to risk unpopularity by depending from
the herd. The ability to make a spot decision is what differentiates the executive or leader from the
clerk. A leader always exerts a positive influence on the life of others, as a member of team or the
head of a small department. The role of an effective leader is value addition. Leadership is a multi-
dimensional, multi-faceted, multi-situational and multi-role concept. "Management is doing things
right; leadership is doing the right things."

57
9th RESEARCH ARTICLE
NAME OF AUTHOR: Dr. Shakti Mehrotra & Dr. Ambalika Sinha (April 2017)

TOPIC NAME: An Analysis of Leadership Styles in Indian Organizations

ABSTRACT

The cultural traditions, comprising beliefs, values, attitudes and social practices strongly influence
the behavior of leaders in modern business organizations thus, leading to diversity in leadership
styles around the world. The culture specific expectations play a significant role in shaping the
context of organizations leadership in India. The analyses of researches in leadership styles in India,
clearly indicates that in a high power distance, hierarchical and dependency prone culture, the
Nurturing- task leadership style and Consultative style of managerial leadership were found to be
more effective and congruent with modern Indian cultural values and behavior dispositions. With
the changing profile of work force and increase knowledge driven organizations both these styles of
leadership are going to be acceptable to Indian employees in comparison to other styles. These
styles not only take care of their need to be cared and nurtured but also take care of their ego needs
by involving them in the various managerial processes.

58
10th RESEARCH ARTICLE
NAME OF AUTHOR: Rakesh Rayiramkandath (June 2017)

TOPIC NAME: Role of Leadership in Building an Organizational Culture and Effectiveness

ABSTRACT

This research paper looks into how leadership skills have brought prosperity to many countries,
including India over the years. In India, leadership skills in leading the country is popular, and has
been honed by generations of Indians living in the country from ancient to modern days. In the
earlier stage, leadership research focused in bringing out 'authority' in leaders, and look towards
those who possess assertive voice and clear vision to lead the people. Now, the core value of
organizations and organizational performance begins with the leaders and their different leadership
styles discussed above. By analyzing many leadership styles associated with the Indian leaders such
as the great man behavioral, situational, contingency, transformational, transactional, and
complexity leadership styles, the paper looks into how such leadership qualities have become a
necessity in bringing development and performance changes in modern organizational work
operations. The analysis brought out that these leadership styles remains as the main determinant of
organizational success, since they offer good context in increasing commitment from workers
towards organizational performance.

59
 CHAPTER-V
DATAPRESENTATION, ANALYSIS
INTERPRETATION DATA (1)

60
What Are Leadership Activities?

Increasingly, people are assuming positions of leadership in the workplace However, the journey
to becoming a leader is lengthy Leadership activities are valuable on the journey to becoming
an effective leader, and also develop confidence in leadership teams

Leadership activities may be conducted on or off site, and be physical or sedentary Leadership
activities can either be performed by a leader in their own team, or with an external facilitator They
may take the form of specially organized themed events, such as scavenger hunts Or, they may be
smaller, office-based tasks built into an ordinary workday. For example, leadership activities could
consist of meeting openers or conference break activities

Leadership activities can be an effective way for individuals to practice and strengthen their
leadership and team-building skills they can also be fun!

The structure of leadership activities is essential. It is important that the participants can relate the
activity to the workplace setting

What Are They Used For?

Leadership activities are used to help individuals learn important skills to be an effective leader and
to promote the growth and development of a leadership team Leadership activities can be used to
improve teamwork, foster better communication in the workplace and develop team cohesion

The working style, principles, and values of a leader is a crucial aspect in determining the behavior
within an organization Leadership training can help leaders become role-models The behavior of
leaders and what they consider the “norm” determines which behaviors are enforced and those
which are punished

Given the importance of a leader’s behavior, it is also essential that they learn skills, such as

61
Communication

Leaders need to develop the ability to clearly, succinctly explain to employees everything from the
goals of a company to the details of specific work-tasks Many components are important for
effective communication, including active listening, reading body language and written
communication such as emails

Motivation

Leaders need to inspire employees. They may do this by increasing worker’s self-esteem, by
recognizing effort and achievement, or by giving a worker new responsibilities to further their
investment in the business

Delegating

Leaders can achieve this by identifying the skills that workers have, and as such assign tasks to
each worker based on the skills they have

Positivity

Being positive helps develop a happy, healthy work environment, even when the workplace is busy
or stressful

Trustworthiness

By demonstrating integrity, workers will feel at ease to approach their leader with questions or
concerns Building trust is one of the most essential leadership skills.

Creativity

Good leaders are willing to try novel solutions or to approach problems in a non-traditional way

Feedback

Leaders are constantly on the lookout for opportunities to provide team members with information
about their performance, without ‘micromanaging’ their work

62
Responsibility

A good leader accepts mistakes or failures and instead looks for solutions for improvement of a
situation This skill also includes being reflective and being open to feedback

Commitment

A leader should strive to follow through with everything that they agree to do It also involves
applying appropriate feedback and keeping promises

Flexibility

Leaders need to be able to accept changes and creatively problem-solve, as well as being open to
suggestions and feedback

63
The Activities taken in Bisleri for the improving the leadership qualities for the
managers

This is previous record of activities which taken in Bisleri this record collected by the Hr
manager “Vijay Shirsath”

64
65
66
This is second activities name as the importance of feedback which taken for the managers
in Bisleri it has a standard procedure

67
68
 CHAPTER-VI
DATAPRESENTATION, ANALYSIS
INTERPRETATION DATA (2)

69
The researcher has selected simple random sampling method for collection of data with various
sources with sample size 100 workers and 5 managers; questionnaire method was used for
collection of data. In questionnaire various parameters were taken into consideration for the
analysis of the study.

Research Method

Exploratory research method is used for the study of Leadership style in work force, Nashik

Sampling Techniques

Convenience Sampling is a type of non-probability sampling method in which selection of units

from the population is based on their easy availability and accessibility to the researcher. This study
is adopted by Convenience sampling.

Sample size

The sample size for my study is 105 = 5 managers + 100 employees.

Tool for data analysis

Data collection is analysed with the help of statistical tool such as Likert scale and Simple
percentage method along with tables, charts and graphs will be used for quick understanding of the
study.

Data Presentation Tools

Different tools such as tables and graphs using bar graphs, pie charts etc. are used to do the data
presentation

70
6.1 SAMPLE ANALYSIS (SECTION 1)
RESPONDENT PROFILE
6.1.1 RESPONDENTS ON THE BASIS OF AGE

Table 6.1.1 RESPONDENTS ON THE BASIS OF AGE

SR Age Group No. of Respondents Percentage (%)

No
1 below -25 1 20%
2 25 -40 3 60.00%
3 above 40 1 20%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

20% 20%

below -25
25 -40
above 40

60%

Chart 6.1.1 RESPONDENTS ON THE BASIS OF AGE

ANALYSIS

From the above table and figure it is found that 60% are between 25-40 age group and 20% from
below 25 and a above 40 age group

INTERPRETATION

It is clear that majority of respondents are in between 25-40 years.

71
6.1.2 RESPONDENTS ON THE BASIS OF QUALIFICATION

Table 6.1.2 RESPONDENTS ON THE BASIS OF QUALIFICATION

SR Qualification No. of Respondents Percentage (%)

No
1 graduation 1 20%
2 post graduation 2 40%
3 other 2 40%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

20%

40%

graduation
post graduation
other

40%

Chart 6.1.2 RESPONDENTS ON THE BASIS OF QUALIFICATION

ANALYSIS

From the above table and figure it is depicted that majority of respondents i.e. 40% are related to
high and low background that means other areas, where as 20% are Graduation and 40% are Post
Graduate.

INTERPRETATION

Thus it can be concluded that majority of the respondents are Concerned Graduation and other
Qualifications.

72
6.1.3 YEARS ARE YOU WORKING WITH SEVEN HILLS BEVERAGES LTD

SR no experience year Respondents Percentage

1 0-1 year 0 0%
2 1-5 years 4 80%
3 5-10 years 1 20%
4 <10 years 0 0%
Total 5 100%
Table 6.1.3 WORKING WITH SEVEN HILLS BEVERAGES LTD

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

20%

0-1 year
1-5 years
5-10 years
<10 years

80%

Chart 6.1.3 WORKING WITH SEVEN HILLS BEVERAGES LTD

ANALYSIS

From the above analysis it is found that 80% respondent have been working from 1 to 5 years whereas 20%
respondent have said that they have 5-10 year

73
INTERPRETION

Majority of respondents have said that they have been working for 1-5 Year.

QUESTIONNAIRE FOR MANAGERS

6.1.4 FEEL THAT YOU HAVE THE POTENTIAL TO BE A GOOD LEADER

Table 6.1.4 POTENTIAL TO BE A GOOD LEADER

SR No Response No. of Respondents Percentage (%)

1 YES 5 100%
2 NO 0 0.00%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

100.00%

100%
90%
80%
70%
60%
50%
40%
30%
20%
0.00%
10%
0%
YES NO

Chart 6.1.4 POTENTIAL TO BE A GOOD LEADER

ANALYSIS

74
According to above chart, it is shows that majority of the respondents i.e. 100% are agree with this
statement

INTERPRETATION

It is concluded that majority of managers thinks they have the potential to be a good leader

6.1.5 ENJOY SETTING GOALS FOR THE FUTURE

Table 6.1.5 ENJOY SETTING GOALS FOR THE FUTURE

SR No Response No. of Respondents Percentage (%)

1 YES 4 80%
2 NO 1 20%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

80%

70%

60%

50% 80%

40%

30%

20% 20%

10%

0%
YES NO

Chart 6.1.5 ENJOY SETTING GOALS FOR THE FUTURE

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 80% says Yes and 20%
says No

INTERPRETATION

75
It is concluded that majority of managers enjoy setting goals for the future

6.1.6 OPEN TO SUGGESTIONS FROM YOUR EMPLOYEES

Table 6.1.6 OPEN TO SUGGESTIONS FROM YOUR EMPLOYEES

SR No Response No. of Respondents Percentage (%)

1 YES 3 60%
2 NO 2 40%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

40%
NO

60%
YES

0% 10% 20% 30% 40% 50% 60%

Chart 6.1.6 OPENS TO SUGGESTIONS FROM YOUR EMPLOYEES

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 60% are says Yes and
40% says No

INTERPRETATION

76
It is concluded that majority of managers Are open to suggestions from their employees

6.1.7 WILLING TO TAKE THE BLAME FOR THE TEAM YOU LEAD, SHOULD
ANYTHING GO WRONG

Table 6.1.7 WILLING TO TAKE THE BLAME FOR THE TEAM YOU LEAD

SR No Response No. of Respondents Percentage (%)

1 YES 2 40%
2 NO 3 60%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

60%
NO

40%
YES

0% 10% 20% 30% 40% 50% 60%

`

Chart 6.1.7 WILLING TO TAKE THE BLAME FOR THE TEAM YOU LEAD

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 60% says No and 40%
says Yes

INTERPRETATION

77
 It is concluded that majority of managers Are not willing to take the blame for the team you lead,
should anything go wrong

6.1.8 FEEL THREATENED WHEN SOMEONE QUESTIONS YOUR DECISIONS

Table 6.1.8 THREATENED WHEN SOMEONE QUESTIONS YOUR DECISIONS

SR No Response No. of Respondents Percentage (%)

1 YES 0 0%
2 NO 5 100%
Total 5 100%
.
SOURCE: PRIMARY DATA (QUESTIONNAIRE)

100%
90%
80%
70%
60% 100%
50%
40%
30%
20%
10% 0%

0%
YES NO

Chart 6.1.8 THREATENED WHEN SOMEONE QUESTIONS YOUR DECISIONS

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 100% says No

INTERPRETATION

78
 It is concluded that majority of managers not feel threatened when someone questions on their
decisions

6.1.9 TRY TO UNDERSTAND THE ISSUES OF THE TEAM

Table 6.1.9 TRY TO UNDERSTAND THE ISSUES OF THE TEAM

SR No Response No. of Respondents Percentage (%)

1 YES 5 100%
2 NO 0 0%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

0%
NO

100%
YES

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Chart 6.1.9 TRIES TO UNDERSTAND THE ISSUES OF THE TEAM

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 100% are says agree

INTERPRETATION

79
It is concluded that majority of managers try to understand the issue of the teams

6.1.10 HOW IMPORTANT IS BUILDING TEAM MORALE TO YOU

Table 6.1.10 IMPORTANT IS BUILDING TEAM MORALE TO YOU

SR No Response No. of Respondents Percentage (%)

1 Not at all 0 0%
2 Slightly 0 0%
3 Moderately 0 0%
4 Very 1 20%
5 Extremely 4 80%
Total 5 100%
SOURCE: PRIMARY DATA (QUESTIONNAIRE)
80%
80%

70%

60%

50%

40%

30%
20%
20%

10%
0% 0% 0%
0%
Not at all Slightly Moderately Very Extremely

Chart 6.1.10 IMPORTANT IS BUILDING TEAM MORALE TO YOU

ANALYSIS

Above chart depicted that majority of the respondents 80% extremely agree with the statement and
20% very agree with statement

INTERPRETATION

80
It is concluded the respondents thinks it is important to building team morale

6.1.11 HOW GOOD ARE YOU AT TRYING TO UNDERSTAND YOUR SUBORDINATES

SR No Response No. of Respondents Percentage (%)

1 Not at all 0 0%
2 Slightly 0 0%
3 Moderately 0 0%
4 Very 2 40%
5 Extremely 3 60%
Total 5 100%
Table 6.1.11 IS YOU AT TRYING TO UNDERSTAND YOU’RE SUBORDINATES

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

60%

60%

50%
40%

40%

30%

20%

10%
0% 0% 0%
0%
Not at all Slightly Moderately Very Extremely

Chart 6.1.11 AT TRYING TO UNDERSTAND YOU’RE SUBORDINATES

ANALYSIS

Above chart depicted that majority of the respondents 60% extremely agree with the statement and
40% very agree with statement

INTERPRETATION

It is concluded the respondents thinks it is good trying to understand your subordinates

81
Table 6.1.12 WHICH OF THE FOLLOWING STATEMENT STYLES SUITS YOU
BEST

SR Response No. of Respondents Percentage

No
1 When I give an order, I expect people to 1 20%
follow it
2 I would like to give advice and guide people 4 80%
rather than give orders
Tota 5 100%
l

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

80%

80%

70%

60%

50%

40%

30% 20%

20%

10%

0%
When I give an order, I expect people to I would like to give advice and guide
follow it people rather than give orders

Chart 6.1.12

ANALYSIS

Above chart depicted that majority of the respondents 80% are say they would like to give advice
and guide people rather than give orders and 20% say When they give an order, they expect people
to follow it

INTERPRETATION

It is concluded the respondents thinks they would like to give advice and guide people rather than
give order

82
Table 6.1.13 WHICH STATEMENT DESCRIBES YOU

SR No Response No. of Respondents Percentage

1 I want my employees to check in with me only if they 3 20%

have a problem or have achieved their targets
2 I like to check in with my employees often, to see 2 80%
how the project is coming along
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

80%

80%
70%
60%
50%
40%
20%
30%
20%
10%
0%
I want my employees to check in I like to check in with my
with me only if they have a prob- employees often, to see how
lem problem or have achieved the project is coming along
their targets

Chart 6.1.13

ANALYSIS

Above chart depicted that majority of the respondents 80% are say they like to check in with my
employees often, to see how the project is coming along and 20% they want my employees to
check in with me only if they have a problem or have achieved their targets

INTERPRETATION

It is concluded the respondents thinks they like to check in with my employees often, to see how
the project is coming alone

83
6.1.14 A GOOD LEADER NEEDS TO BE OPEN-MINDED.

Table 6.1.14 A GOOD LEADER NEEDS TO BE OPEN-MINDED.

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 3 60%
4 agree 2 40.00%
3 neutral 0 0%
2 disagree 0 0% 4.6
1 strongly disagree 0 0%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

40.00%

strongly agree
agree
neutral
60.00%
disgaree
strongly disagree

Chart 6.1.14 GOOD LEADER NEEDS TO BE OPEN-MINDED

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement a good leader
needs to be open-minded 60% respondents are strongly agree with this statement and 40% are agree

INTERPRETATION

It is concluded the respondents strongly agreed with the statement a good leader needs to be open-
minded.

84
6.1.15 WELCOME SUGGESTIONS GIVEN BY EMPLOYEES

Table 6.1.15 WELCOME SUGGESTIONS GIVEN BY EMPLOYEES

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 1 20%
4 agree 2 40.00%
3 neutral 2 40%
2 disagree 0 0% 3.8
1 strongly disagree 0 0%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

40.00%
40% 40.00%

35%
30%
25% 20.00%
20%
15%
10%
5%
0%
0.00%
strongly agree 0.00%
agree
neutral
disgaree
strongly
disagree

Chart 6.1.15 WELCOME SUGGESTIONS GIVEN BY EMPLOYEES

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement it is necessary to
welcome suggestions given by employees 40% respondents are agree with this statement and 40%
are neutral and also 20 % are strongly agree .

INTERPRETATION

As mean value 3.8 shows more inclination towards Agree with the statement welcome suggestions
given by employees

85
6.1.16 BIASES AND GRUDGES SHOULD NOT INFLUENCE A LEADER'S
DECISION

Table 6.1.16 BIASES AND GRUDGES SHOULD NOT INFLUENCE A LEADER'S

DECISION

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 0 0%
4 agree 0 0.00%
3 neutral 0 0%
2 disagree 4 80% 1.8
1 strongly disagree 1 20%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

80.00%
80%

70%

60%

50%

40%

30%
20.00%
20%

10%
0.00% 0.00% 0.00%
0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.1.16 BIASES AND GRUDGES SHOULD NOT INFLUENCE A LEADER’S

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement biases and
grudges should not influence a leader's decision 80% respondents are disagree with this statement
20 % are strongly disagree .

INTERPRETATION

As mean value 1.8 shows more inclination towards Disagree with the statement biases and grudges
should not influence a leader's decision

86
6.1.17 A LEADER NEED NOT GET TO KNOW THEIR EMPLOYEES

Table 6.1.17 A LEADER NEED NOT GET TO KNOW THEIR EMPLOYEES

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 0 0%
4 agree 0 0.00%
3 neutral 0 0%
2 disagree 3 60% 1.6
1 strongly disagree 2 40%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

strongly agree
40.00% agree
neutral
disgaree
strongly disagree
60.00%

Chart 6.1.17 A LEADER NEED NOT GET TO KNOW THEIR EMPLOYEES

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement a leader need not
get to know their employees 60% respondents are disagree with this statement and 40% strongly
disagree .

INTERPRETATION

As mean value 1.6 shows more inclination towards Disagree with the statement a leader need not
get to know their employees

87
6.1.18 A LEADER NEED NOT LEAD BY EXAMPLE

Table 6.1.18 A LEADER NEED NOT LEAD BY EXAMPLE

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 0 0%
4 agree 2 40.00%
3 neutral 2 40%
2 disagree 1 20% 3.2
1 strongly disagree 0 0%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

40.00% 40.00%

40%

35%

30%

25% 20.00%

20%

15%

10%

5%
0.00% 0.00%
0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.1.18 A LEADER NEED NOT LEAD BY EXAMPLE

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement a leader need not
lead by example 40% respondents are agree and neutral with this statement and 20% are disagree .

INTERPRETATION

As mean value 3.2 shows more inclination towards Agree with the statement a leader need not lead
by example

88
6.1.19 EMPLOYEES MUST CARRY OUT ORDERS, NO QUESTIONS ASKED

Table 6.1.19 EMPLOYEES MUST CARRY OUT ORDERS, NO QUESTIONS ASKED

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 0 0%
4 agree 0 0.00%
3 neutral 1 20%
2 disagree 2 40% 1.8
1 strongly disagree 2 40%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

40.00% 40.00%
40%

35%

30%

25% 20.00%
20%

15%

10%

5% 0.00% 0.00%
0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.1.19 EMPLOYEES MUST CARRY OUT ORDERS, NO QUESTIONS ASKED

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement Employees must
carry out orders, no questions asked 40% respondents are disagree and strongly disagree with this
statement and 20% are neutral

INTERPRETATION

As mean value 1.6 shows more inclination towards Disagree with the statement employees must
carry out orders, no questions asked

89
6.1.20 A LEADER NEEDS TO BE REASONABLE

Table 6.1.20 A LEADER NEEDS TO BE REASONABLE

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 4 80%
4 agree 1 20.00%
3 neutral 0 0%
2 disagree 0 0% 4.8
1 strongly disagree 0 0%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

80.00%
80%

70%

60%

50%

40%

30%
20.00%
20%

10%
0.00% 0.00% 0.00%
0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.1.20 A LEADER NEEDS TO BE REASONABLE

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement a leader needs to
be reasonable 80% respondents are strongly agree with this statement and 20 % are agree .

INTERPRETATION

As mean value 4.8 shows more inclination towards Strongly Agree with the statement a leader
needs to be reasonable

90
6.1.21 BEING CORRECT IS MORE IMPORTANT THAN BEING NICE

Table 6.1.21 BEING CORRECT IS MORE IMPORTANT THAN BEING NICE

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 2 40%
4 agree 3 60.00%
3 neutral 0 0%
4.4
2 disagree 0 0%
1 strongly disagree 0 0%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

60.00%

60%

50%
40.00%

40%

30%

20%

10%
0.00% 0.00% 0.00%
0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.1.21 CORRECT IS MORE IMPORTANT THAN BEING NICE

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement being correct is
more important than being nice 60% respondents are agree with this statement and 40% agree .

INTERPRETATION

As mean value 4.4 shows more inclination towards Strongly Agree with the statement being
correct is more important than being nice

91
6.1.22 A GOOD LEADER HELPS HIS/HER TEAM IN TOUGH TIMES

Table 6.1.22 A GOOD LEADER HELPS HIS/HER TEAM IN TOUGH TIMES

Rank Response No. of Respondents Percentage (%) Mean

5 strongly agree 3 60%
4 agree 1 20.00%
3 neutral 1 20%
4.4
2 disagree 0 0%
1 strongly disagree 0 0%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

60.00%
60%

50%

40%

30%
20.00% 20.00%
20%

10%
0.00% 0.00%
0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.1.22 GOOD LEADER HELPS HIS/HER TEAM IN TOUGH TIMES

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement a good leader
helps his/her team in tough times 60% respondents are strongly agree with this statement and 20%
are neutral and also 20 % are agree .

INTERPRETATION

As mean value 4.4 shows more inclination towards Strongly Agree with the statement a good
leader helps his/her team in tough times

92
6.1.23 SATISFIED ACTIVITY TAKEN IN ORGANASTION

Table 6.1.23 SATISFIED ACTIVITY TAKEN IN ORGANASTION

Sr. No Response No. of Respondents Percentage (%)

1 YES 4 80%
2 NO 1 20%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

20%

YES
NO

80%

Chart 6.1.23 SATISFIED ACTIVITY TAKEN IN ORGANASTION

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 80% says

Yes and 20% says no

INTERPRETATION

It is concluded that majority of manager’s satisfied with activity taken in organization

93
6.1.24 ACTIVITES REALLY HELPS FOR GROWTH

Table 6.1.24 ACTIVITES REALLY HELPS FOR GROWTH

Sr. No Response No. of Respondents Percentage (%)

1 YES 4 80%
2 NO 1 20%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

20%

YES
NO

80%

Chart 6.1.24 ACTIVITES REALLY HELPS FOR GROWTH

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 80% says

Yes and 20% says no

INTERPRETATION

It is concluded that majority of manager’s thinks actives really helps to growth

6.1.25 WHICH TYPE OF GROWTH USING ACTIVITY

94
Table 6.1.25 WHICH TYPE OF GROWTH USING ACTIVITY

Sr.No Response No. of Respondents Percentage (%)

1 Personal 1 20%
2 Organization 3 60%
3 Both 1 20%
Total 5 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

60%

60%

50%

40%

30% 20% 20%

20%

10%

0%
Personal Organstional Both

Chart 6.1.25 TYPE OF GROWTH USING ACTIVITY

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 60% says organisational
growth and 20% says personal and both

INTERPRETATION

It is concluded that manager’s thinks actives helps organizational growth

6.2 SAMPLE ANALYSIS (SECTION 2)

95
6.2.1 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE

Table 6.2.1 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF AGE

SR No Age Group No. of Respondents Percentage (%)

1 below -25 47 47%
2 25 -40 36 36.00%
3 above 40 17 17%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

47.00%
50%
45%
36.00%
40%
35%
30%
25%
17.00%
20%
15%
10%
5%
0%
below -25 25 -40 above 40

Chart 6.2.1 RESPONDENTS ON THE BASIS OF AGE

ANALYSIS

From the above table and figure it is found that 17% are above 40 years where as 36% belongs to
25 – 40 years are and rest of 47% are below 25 years.

INTERPRETATION

It is conclude that respondents are in below 25 years.

6.2.2 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF

QUALIFICATION

96
Table 6.2.2 CLASSIFICATION OF RESPONDENTS ON THE BASIS OF
QUALIFICATION

SR No Qualification No. of Respondents Percentage (%)

1 graduation 68 68%
2 post-graduation 0 0%
3 other 32 32%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

68%
70%

60%

50%

40% 32%

30%

20%

10%
0%

0%
graduation post graduation other

Chart 6.2.2 RESPONDENTS ON THE BASIS OF QUALIFICATION

ANALYSIS

From the above table and figure it is depicted that majority of respondents i.e. 68% are Graduation
and 32% others.

INTERPRETATION

Thus it can be concluded that majority of the respondents are Concerned Graduation and other
Qualifications.

6.2.3 YEARS ARE YOU WORKING WITH SEVEN HILLS BEVERAGES

97
Table 6.2.3 YEARS ARE YOU WORKING WITH SEVEN HILLS BEVERAGES

SR no experience year Respondents Percentage

1 0-1 year 21 21%
2 1-5 years 42 42%
3 5-10 years 26 26%
4 <10 years 11 11%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

45%
40%
35%
30%
25%
42%
20%
15% 26%
21%
10%
11%
5%
0%
0-1 year 1-5 years 5-10 years <10 years

Chart 6.2.3 YEARS ARE YOU WORKING

ANALYSIS

From the above analysis it is found that11% respondent have been working for more than 10 years whereas
26% respondent have said that they have 5-10 year and 42% respondent are in age between and 1-5 year of
experience and 21% respondent are fresher’s from 0-1 year.

INTERPRETION

It is conclude respondents have said that they have been working for 1-5 Year.

QUESTIONNAIRE FOR WORKERS

98
6.2.4 MANAGER CARE ABOUT YOUR DEVELOPMENT

Table 6.2.4 MANAGER CARE ABOUT YOUR DEVELOPMENT

SR No Response No. of Respondents Percentage (%)

1 YES 61 61%
2 NO 39 39%
Total 100 100%
.
SOURCE: PRIMARY DATA (QUESTIONNAIRE)

39%

YES
NO

61%

Chart 6.2.4 CARE ABOUT YOUR DEVELOPMENT

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 61% are says yes and
39% says no

INTERPRETATION

It is concluded that manager’s care about employee development

6.2.5 YOUR MANGER CARES ABOUT YOU AS A PERSON

99
Table 6.2.5 YOUR MANGER CARES ABOUT YOU AS A PERSON

SR No Response No. of Respondents Percentage (%)

1 YES 73 73%
2 NO 27 27%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

27%

YES
NO

73%

Chart 6.2.5 MANGER CARES ABOUT YOU AS A PERSON

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 73% are says yes and
27% says no

INTERPRETATION

It is concluded that manager’s care about as a person

6.2.6 MANGER CREATE A TRUSTING AND OPEN ENVIRONMENT

100
 Table 6.2.6 MANGER CREATES A TRUSTING AND OPEN ENVIRONMENT

SR No Response No. of Respondents Percentage (%)

1 YES 57 57%
2 NO 43 43%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

43%
YES
NO
57%

Chart 6.2.6 A TRUSTING AND OPEN ENVIRONMENT

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 57% says yes and 43%
says no

INTERPRETATION

It is concluded that manager’s are trust and giving open environment

6.2.7 YOUR MANGER TREAT EVERYONE ON THE TEAM FAIRLY

101
Table 6.2.7 YOUR MANGER TREAT EVERYONE ON THE TEAM FAIRLY

SR No Response No. of Respondents Percentage (%)

1 YES 68 68%
2 NO 32 32%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

32%

YES
NO

68%

Chart 6.2.7 MANGER TREAT EVERYONE ON THE TEAM FAIRLY

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 68% are says yes and
32% says no

INTERPRETATION

It is concluded that manager’s treat everyone on the team fairly

6.2.8 RESPONSIVE TO YOUR IDEAS, REQUESTS, AND SUGGESTIONS

102
Table 6.2.8 RESPONSIVE TO YOUR IDEAS, REQUESTS, AND SUGGESTIONS

SR No Response No. of Respondents Percentage (%)

1 YES 42 42%
2 NO 58 58%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

42%
YES
NO
58%

Chart 6.2.8 RESPONSIVE TO YOUR IDEAS, REQUESTS, AND SUGGESTIONS

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 58% are says yes and
42% says yes

INTERPRETATION

It is concluded that manager’s are not responsive to your ideas, requests, and suggestions

6.2.9 FEEDBACK FROM YOUR MANAGER

103
Table 6.2.9 FEEDBACK FROM YOUR MANAGER

SR No Response No. of Respondents Percentage (%)

1 YES 47 47%
2 NO 53 53%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

47%

53% YES
NO

Chart 6.2.9 FEEDBACK FROM YOUR MANAGER

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 53%are says no and
47%says no

INTERPRETATION

It is concluded that f manager’s are not regularly receive constructive performance feedback from
your manager

6.2.10 MANAGER CLEARLY COMMUNICATE EXPECTATIONS

104
Table 6.2.10 MANAGER CLEARLY COMMUNICATE EXPECTATIONS

SR No Response No. of Respondents Percentage (%)

1 YES 82 82%
2 NO 18 18%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

18%

YES
NO

82%

Chart 6.2.10 MANAGER CLEARLY COMMUNICATE EXPECTATIONS

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 82% says yes and 18%
says no

INTERPRETATION

It is concluded that manager’s are clearly communicate expectations

6.2.11 TRONG AND DECISIVE LEADERSHIP WHEN EQUIRED

105
Table 6.2.11 TRONG AND DECISIVE LEADERSHIP WHEN EQUIRED

SR No Response No. of Respondents Percentage (%)

1 YES 69 69%
2 NO 31 31%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

31%

YES
NO

69%

Chart 6.2.11 STRONG AND DECISIVE LEADERSHIP WHEN EQUIRED

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 69% says yes and 31%
says no

INTERPRETATION

It is concluded that manager’s are provide strong and decisive leadership when required

6.2.12 YOUR MANAGER GIVES RESPECT AND CONSIDERATION TO YOU

106
Table 6.2.12 YOUR MANAGER GIVES RESPECT AND CONSIDERATION TO YOU

SR No Response No. of Respondents Percentage (%)

1 YES 73 73%
2 NO 27 27%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

27%

YES
NO

73%

Chart 6.2.12 MANAGER GIVES RESPECT AND CONSIDERATION

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 73% are says yes and
27% says no

INTERPRETATION

It is concluded that manager’s are gives respect and consideration to worker

6.2.13 CELEBRATE SUCCESS AND GOOD WORK

107
Table 6.2.13 CELEBRATE SUCCESS AND GOOD WORK

SR No Response No. of Respondents Percentage (%)

1 Always 22 22%
2 Sometime 71 71.00%
3 Never 7 7%
TOTAL 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

71.00%
80%

70%

60%

50%

40%
22.00%
30%

20% 7.00%

10%

0%
Always Sometime Never

Chart 6.2.13 CELEBRATE SUCCESS AND GOOD WORK

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 71% says sometime
22%says always and 7% says never

INTERPRETATION

It is concluded that manager’s are sometime recognizes and celebrate success and good work

6.2.14 MOTIVATES AND INSPIRES ME AND THE TEAM I WORK WITH

108
Table 6.2.14 MOTIVATES AND INSPIRES ME AND THE TEAM I WORK WITH

SR No Response No. of Respondents Percentage (%)

1 Always 38 38%
2 Sometime 48 48.00%
3 Never 14 14%
TOTAL 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

48.00%
50%
45% 38.00%
40%
35%
30%
25%
20% 14.00%
15%
10%
5%
0%
Always Sometime Never

Chart 6.2.14 MOTIVATES AND INSPIRES ME AND THE TEAM

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 48% says sometime 38%
always and 14% says never

INTERPRETATION

It is concluded that manager’s are sometime motivate and inspires team I work with

6.2.15 ENSURE THAT I HAVE AN APPRAISAL AT LEAST ONCE IN YEAR

Table 6.2.15 ENSURE THAT I HAVE AN APPRAISAL AT LEAST ONCE IN YEAR

109
 SR No Response No. of Respondents Percentage (%)
1 Always 22 22%
2 Sometime 47 47.00%
3 Never 32 32%
TOTAL 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

Never 32.00%

Sometime 47.00%

Always 22.00%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Chart 6.2.15 APPRAISAL AT LEAST ONCE IN YEAR

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 47% says sometime

32%says never and 22% always

INTERPRETATION

It is concluded that manager’s are sometime gives an appraisal at least once in year

6.2.16 ACTS AS GOOD ROLE MODEL

Table 6.2.16 ACTS AS GOOD ROLE MODEL

SR No Response No. of Respondents Percentage (%)

110
 1 Always 58 58%
2 Sometime 29 29.00%
3 Never 13 13%
TOTAL 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

13.00%
Never

29.00%
Sometime

58.00%
Always

0% 10% 20% 30% 40% 50% 60%

Chart 6.2.16 ACTS AS GOOD ROLE MODEL

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 58% says always 29%
says sometime and 13% says never

INTERPRETATION

It is concluded that manager’s are always acts as good role model

6.2.17 EFFICTIVELY COMMUNICATE THE INFORMATION

Table 6.2.17 EFFICTIVELY COMMUNICATE THE INFORMATION

Rank Response No. of Respondents Percentage (%) Mean

111
 5 strongly agree 30 30%
4 agree 49 49.00%
3 neutral 12 12%
2 disagree 9 9% 4
1 strongly disagree 0 0%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

strongly disagree 0.00%

9.00%
disgaree

12.00%
neutral

49.00%
agree

30.00%
strongly agree

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Chart 6.2.17 EFFICTIVELY COMMUNICATE THE INFORMATION

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement effectively
communicate the information 49% respondents are s agree with this statement and 30% are strongly
agree 12% are neutral

INTERPRETATION

As mean value 4 shows more inclination towards Agree with the statement effectively
communicate the information

6.2.18 EXPLAIN HOW THE ORGANIZTION’S FUTURE PLANS AFFECT

Table 6.2.18 EXPLAIN HOW THE ORGANIZTION’S FUTURE PLANS AFFECT

112
 Rank Response No. of Respondents Percentage (%) Mean
5 strongly agree 16 16%
4 agree 61 61.00%
3 neutral 11 11% 3.78
2 disagree 9 9%
1 strongly disagree 3 3%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

strongly disagree 3.00%

disgaree 9.00%

neutral 11.00%

agree 61.00%

strongly agree 16.00%

0% 10% 20% 30% 40% 50% 60% 70%

Chart 6.2.18 THE ORGANIZTION’S FUTURE PLANS AFFECT

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement explain how the
organization’s future plans affect 61% respondents are agree with this statement and 16% are
strongly agree 11% are neutral

INTERPRETATION

As mean value 3.78 shows more inclination towards Agree with the statement the organization’s
future plans affect

6.2.19 EXPLAIN THE REASONS BEHAIND DECISION MADE

Table 6.2.19 EXPLAIN THE REASONS BEHAIND DECISION MADE

113
 Rank Response No. of Respondents Percentage (%) Mean
5 strongly agree 8 8%
4 agree 38 38.00%
3 neutral 32 32% 3.25
2 disagree 15 15%
1 strongly disagree 7 7%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

strongly disagree 7.00%

disgaree 15.00%

neutral 32.00%

agree 38.00%

strongly agree 8.00%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Chart 6.2.19 THE REASONS BEHAIND DECISION MADE

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement explain the
reasons behind decision made 38% respondents are s agree with this statement and 15% are
disagree 30% are neutral

INTERPRETATION

As mean value 3.25 shows more inclination towards Neutral with the statement the reasons behind
decision made

6.2.20 THE EXPERTISE AND ABILITY TO HEPL YOU AND YOUR TEAM

Table 6.2.20 THE EXPERTISE AND ABILITY TO HEPL YOU AND YOUR TEAM

114
 Rank Response No. of Respondents Percentage (%) Mean
5 strongly agree 28 28%
4 agree 52 52.00%
3 neutral 12 12% 4
2 disagree 8 8%
1 strongly disagree 0 0%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

60%
52.00%

50%

40%
28.00%
30%

20%
12.00%
8.00%
10%
0.00%
0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.2.20 EXPERTISE AND ABILITY TO HEPL YOU AND YOUR TEAM

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement the expertise and
ability to help you and your team 52% respondents are agree with this statement and 28% are
strongly agree 12% are neutral

INTERPRETATION

As mean value 4 shows more inclination towards Strongly Agree with the statement expertise and
ability to help you and your team

6.2.21 OVERALL EFFECTIVNESS OF YOUR IMMEDIATE MANAGER

Table 6.2.21 OVERALL EFFECTIVNESS OF YOUR IMMEDIATE MANAGER

115
 Rate Response No. of Respondents Percentage (%) Mean
5 strongly agree 12 12%
4 agree 38 38.00%
3 neutral 27 27% 3.33
2 disagree 17 17%
1 strongly disagree 6 6%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

38.00%
40%

35%
27.00%
30%

25%
17.00%
20%
12.00%
15%

10% 6.00%

5%

0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.2.21 OVERALL EFFECTIVNESS OF YOUR IMMEDIATE MANAGER

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement confidant in the
overall effectiveness of your immediate manager 38% respondents are agree with this statement
and 17% are disagree 27% are neutral

INTERPRETATION

As mean value 3.33 shows more inclination towards Agree with the statement overall effectiveness
of your immediate manager

6.2.22 IMPORTANCE OF YOUR PERSONAL AND FAMILY LIFE

Table 6.2.22 IMPORTANCE OF YOUR PERSONAL AND FAMILY LIFE

116
 Rate Response No. of Respondents Percentage (%) Mean
5 strongly agree 19 19%
4 agree 43 43.00%
3 neutral 22 22% 3.61
2 disagree 12 12%
1 strongly disagree 4 4%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

43.00%
45%

40%

35%

30%

25% 22.00%
19.00%
20%

15% 12.00%

10%
4.00%
5%

0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.2.22 IMPORTANCE OF YOUR PERSONAL AND FAMILY LIFE

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement recognize the
importance of your personal and family life 43% respondents are agree with this statement and 19%
are strongly agree 22% are neutral

INTERPRETATION

As mean value 3.61 shows more inclination towards Agree with the statement importance of your
personal and family life

6.2.23 HANDLE DISAGREEMENT PROFESSIONALLY

Table 6.2.23 HANDLE DISAGREEMENT PROFESSIONALLY

117
 Rate Response No. of Respondents Percentage (%) Mean
5 strongly agree 26 26%
4 agree 53 53.00%
3 neutral 9 9%
2 disagree 10 10% 3.92
1 strongly disagree 2 2%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE).

60% 53.00%

50%

40%

26.00%
30%

20%
9.00% 10.00%
10%
2.00%

0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.2.23 HANDLE DISAGREEMENT PROFESSIONALLY

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement handle
disagreement professionally 53% respondents are agree with this statement and 26% are strongly
agree 10% are disagree

INTERPRETATION

As mean value 3.92 shows more inclination towards Agree with the statement handle disagreement
professionally

6.2.24 DISCUSS YOUR CAREER WITHIN THIS ORGANIZATION

Table 6.2.24 DISCUSS YOUR CAREER WITHIN THIS ORGANIZATION

118
 Rate Response No. of Respondents Percentage (%) Mean
5 strongly agree 19 19%
4 agree 42 42.00%
3 neutral 13 13%
2 disagree 21 21% 3.49
1 strongly disagree 5 5%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE).

45%
42.00%
40%

35%

30%

25%
21.00%
20% 19.00%

15% 13.00%

10%
5.00%
5%

0%
strongly agree agree neutral disgaree strongly disagree

Chart 6.2.24 DISCUSS YOUR CAREER WITHIN THIS ORGANIZATION

ANALYSIS

Above chart depicted that majority of the respondents satisfied with the statement discuss your
career within this organization 42% respondents are agree with this statement and 21% are
disagree 13% are neutral

INTERPRETATION

As mean value 3.49 shows more inclination towards Neutral with the statement the discuss your
career within this organization

6.2.25 ACTIVIES HELPS FOR DEVLOPMENT

Table 6.2.25 ACTIVIES HELPS FOR DEVLOPMENT

119
 Sr.No Response No. of Respondents Percentage (%)
1 YES 58 58%
2 NO 42 42%
Total 100 100%
.
SOURCE: PRIMARY DATA (QUESTIONNAIRE)

42%
YES
NO
58%

Chart 6.2.25 ACTIVIES HELPS FOR DEVLOPMENT

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 58% are says yes and
42%says no

INTERPRETATION

It is concluded that actives taken in organizations which helps to the development

6.2.26 WHICH TYPE OF GROWTH USING ACTIVITY

Table 6.2.26 WHICH TYPE OF GROWTH USING ACTIVITY

120
 Sr.No Response No. of Respondents Percentage (%)
1 Personal 36 36%
2 Organization 43 43%
3 Both 21 21%
Total 100 100%

SOURCE: PRIMARY DATA (QUESTIONNAIRE)

21%
36%

Personal
Organstional
Both

43%

Chart 6.2.26 GROWTH USING ACTIVITY

ANALYSIS

According to above chart, it is shows that majority of the respondents i.e. 43% thinks organizational
growth 36% thinks organisational growth and 21%thinks both

INTERPRETATION

It is concluded that majority of employee thinks actives helps organizational growth

6.2.27 WHAT IS YOUR RESPONSE ABOUT LEADERSHIP STYLE IN THE

ORGANAZTION

121
Sr.No Responses

1 In the past few months, the organization’s leaders provided an honourable

approach to relaying sensitive information. I can honestly say, that every concern
has been properly addressed.
2 I think that the leaders of the organization are doing well in keeping us on track
with our goals

3 The leaders of this organization demonstrate integrity and are committed to

making this a great place to work.
4 There is great communication between leadership and employees. As
employees, we get a lot of encouragement; it really feels like leadership wants
us to succeed on a personal level as well as a professional one.
5 The praise we receive from direct managers and district leaders for the work we
do is above-and-beyond my expectations.

6 This is definitely a Best Places to Work. Though we are in a stressful and

demanding industry, the leadership goes out of its way to keep the office
environment positive and uplifting.
7 My supervisors don't micro-manage, but they are always available for questions
and will help guide me through things I haven't done before.

8 It really demonstrates that the leadership team trusts us to get our work done.
The freedom to choose to commit to my work makes my commitment to this
company even stronger.
9 I enjoyed working and learning from my previous boss and feel the same with
my current boss. I think that goes to show that this company does a great job of
hiring great leaders.
10 The updates at the All Employee Meeting are great. It’s great to hear from the
leadership team every month with an update on our progress

122
 CHAPTER VII
CONCLUSION AND SUGGESATION, FINDING

7.1 FINDINGS
After analysis and interpretation of “MANAGER” data these are followings findings were
emerged

123
 20% are above 40 years where as 60% belongs to 25 – 40 years are and rest of 20 % are below
25 years
 40% are related to high and low background that means other areas, where as 20% are
Graduation and 40% are Post Graduate
 100% are agree with this statement managers thinks they have the potential to be a good leader
 80% are agree with this statement managers enjoy setting goals for the future
 60% are agree with this statement managers are open to suggestions from their employees
 60% are not agree with this statement managers are not willing to take the blame for the team
you lead, should anything go wrong
 100% are not agree with this statement managers not feel threatened when someone questions on
their decisions
 100% are agree with this statement managers try to understand the issue of the teams
 80% i.e. it is important to building team morale
 60% i.e. it is good trying to understand your subordinates
 80% are agreeing with statement give advice and guide people rather than give orders
 80% are agree with statement check in with my employees often, to see how the project is
coming alone
 satisfied with the statement a good leader needs to be open-minded 60% respondents are
strongly agree with this statement and 40% are agree
 it is necessary to welcome suggestions given by employees 40% respondents are agree with this
statement and 40% are neutral and also 20 % are strongly agree .
 t biases and grudges should not influence a leader's decision 80% respondents are disagree with
this statement 20 % are strongly disagree
 a leader need not get to know their employees 60% respondents are disagree with this statement
and 40% strongly disagree
 a leader need not lead by example 40% respondents are agree and neutral with this statement
and 20% are disagree
 Employees must carry out orders, no questions asked 40% respondents are disagree and strongly
disagree with this statement and 20% are neutral
 a leader needs to be reasonable 80% respondents are strongly agree with this statement and 20 %
are agree

124
 being correct is more important than being nice 60% respondents are agree with this statement
and 40% agree
 a good leader helps his/her team in tough times 60% respondents are strongly agree with this
statement and 20% are neutral and also 20 % are agree

After analysis and interpretation of “WORKER” data these are followings findings were
emerged

 17% are above 40 years where as 36% belongs to 25 – 40 years are and rest of 47% are below 25
years
 . 32% are related to high and low background that means other areas, where as 68% are
graduation and 0% are post graduate
 . 61% are agree with this statement manager’s care about employee development
 73% are agree with this statement manager’s care about as a person
 57% are agree with this statement manager’s are trusting and giving open environment
 68% are agree with this statement manager’s treat everyone on the team fairly
 58% are not agree with this statement manager’s are not responsive to your ideas, requests, and
suggestions
 53% are not agree with this statement manager’s are not regularly receive constructive
performance feedback from your manager
 82% are agree with this statement manager clearly communicate expectations
 69% are agree with this statement manager’s are provide strong and decisive leadership when
required
 73% are agree with this statement manager gives respect and consideration to you
 71% are agree with statement manager’s are sometime recognizes and celebrate success and
good work
 48% are agree with statement manager’s are sometime motivate and inspires team I work with
 47% are agree with statement manager’s are sometime gives an appraisal at least once in year
 58% are agree with statement manager’s are always acts as good role model
 effectively communicate the information 49% respondents are s agree with this statement and
30% are strongly agree 12% are neutral
 how the organization’s future plans affect 61% respondents are agree with this statement and
16% are strongly agree 11% are neutral

125
 the reasons behind decision made 38% respondents are s agree with this statement and 15% are
disagree 30% are neutral
 the expertise and ability to help you and your team 52% respondents are agree with this
statement and 28% are strongly agree 12% are neutral
 confidant in the overall effectiveness of your immediate manager 38% respondents are agree
with this statement and 17% are disagree 27% are neutral
 recognize the importance of your personal and family life 43% respondents are agree with this
statement and 19% are strongly agree 22% are neutral
 handle disagreement professionally 53% respondents are agree with this statement and 26% are
strongly agree 10% are disagree
 discuss your career within this organization 42% respondents are agree with this statement and
21% are disagree 13% are neutral

7.2 CONCLUSION
 It is concluded that managers enjoy setting goals for the future
 It is concluded that managers Are open to suggestions from their employees

126
 It is concluded that managers Are not willing to take the blame for the team you lead, should
anything go wrong
 It is concluded that managers not feel threatened when someone questions on their decisions
 It is concluded that managers try to understand the issue of the teams
 the respondents thinks it is important to building team morale
 the respondents thinks it is good trying to understand your subordinates
 the respondents thinks they would like to give advice and guide people rather than give orders
 the respondents thinks they like to check in with my employees often, to see how the project is
coming alone
 the respondents strongly agreed with the statement a good leader needs to be open-minded
 the respondents agreed and neutral with the statement it is necessary to welcome suggestions
given by employees
 the respondents disagreed with the statement biases and grudges should not influence a leader's
decision
 the respondents disagreed with the statement a leader need not get to know their employees
 the respondents disagree the statement employees must carry out all orders given to them, no
questions asked
 the respondents agreed and neutral with the statement a leader need not lead by example
 the respondents strongly disagreed with the statement employees must carry out orders, no
questions ask
 the respondents strongly agreed with the statement a leader needs to be reasonable
 the respondents agreed with the statement being correct is more important than being nice
 the respondents strongly agreed statement a good leader helps his/her team in tough times
 It is concluded that manager’s care about employee development
 It is concluded that manager’s care about as a person
 It is concluded that manager’s are trust and giving open environment
 It is concluded that manager’s treat everyone on the team fairly
 It is concluded that manager’s are not responsive to your ideas, requests, and suggestions
 It is concluded that manager’s are not regularly receive constructive performance feedback
from your manager
 It is concluded that manager’s are clearly communicate expectations
 It is concluded that manager’s are provide strong and decisive leadership when required
 It is concluded that manager’s are gives respect and consideration to worker

127
 It is concluded that manager’s are sometime recognizes and celebrate success and good work
 It is concluded that manager’s are sometime motivate and inspires team I work with
 It is concluded that manager’s are sometime gives an appraisal at least once in year
 It is concluded that manager’s are always acts as good role model
 the respondents agreed with the statement i.e. manager effectively communicate the information
 the respondents agreed with the statement i.e. manager explain how the organization’s future
plans affect
 the respondents agreed with the statement i.e. manager explain the reasons behind decision made
 the respondents agreed with the statement i.e. manager the expertise and ability to help you and
your team
 the respondents agreed with the statement i.e. confidant in the overall effectiveness of your
immediate manager
 the respondents agreed with the statement i.e. manager recognize the importance of your
personal and family life
 the respondents agreed with the statement i.e. manager handle disagreement professionally

 the respondents agreed with the statement i.e. manager discuss your career within this
organization

7.3 SUGGESTION

 Conduct more social events in organisation ex Ganesh festival, blood camp etc its helps to
better communication between managers and employees
 Taken more activities for situational leadership style
 Organization should give more attestation towards personal growth of employee

128
 Include more effective performance appraisal system and take appraisal at list in year
 Take more care about how to increase motivation and morale in employee
 Make more innovation in products
 Leaders need to show, not just tell. If you want your employees to be punctual, make sure
you’re there on time -- or even early
 Even the kindest, most caring leader has limits. Set your boundaries and stick to them. Knowing
what you will not tolerate can save everyone in the office a lot of frustration, and keeping
boundaries clear means there’s no confusion.

BIBLIOGRAPHY

Sr.No. Name Of Author Title Of Book Edition Year Publication

1 P. Subbarao Essential Of Human Fifth 2007 Himalaya

Resource

129
 Management.

2 S.P. Jain Industrial And

Labour Law

3 C. R. Kothari Research Second 2004 Vishwa

Methodology

RESEARCH ARTICLES

Sr. Authors Name Title Year

No

1 Bernard M. Bass The Future of Leadership in Learning September

Organizations 2000

2 Dr. Rashad How Effective Leadership can Facilitate May 2001

Yazdanifard Change in Organizations through
Improvement and Innovation

3 Ebrahim Hasan Al Impact of Leadership Styles on Organizational Oct 2004

Khajeh Performance

4 Diana L. Strom Leadership styles in workforce April 2008

5 Dr.D.G.Khan Leadership styles in organisation May 2010

6 Swamy D. R Leadership style March 2011

7 Imran Asghar The Role of Leadership in Organizational Jan 2013

Change

8 Shruti D Naik Leadership Styles in India- An empirical Study Feb 2015

of Indian Leaders

9 Dr. Shakti Mehrotra An Analysis of Leadership Styles in Indian April 2017

Organizations

10 Rakesh Role of Leadership in Building an June 2017

Rayiramkandath Organizational Culture and Effectiveness

Website:-

130
www.linkedin.in
www.wikipedia.com
www.google.com
www.citehr.com

131