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Chapter 1

INTRODUCTION AND THEORETICAL

BACKGROUND

1.0 Overview

There is no best way to design an organization; it depends on the situations in

which the design takes place. (Lawrence; 2001)

Organizational study begins with the understanding the concept of

organization, its features, organizational structure and the effectiveness of a

good business structure, the different types and the theoretical background of

the study based on training need identification through job description,

importance of training.

1.1 Organisation

According to Mooney and Reily, Organization is the form of every human

association for the attainment of common goals that is organization is a set up

where people work together for achieving common goals.

Organisation is a social unit of people, systematically arranged and

managed to meet collective prediploma engineering traineeermined goals

continuously. All organizations will have a structured management. It is an

establishment of authority relationships with the provision for coordination

between them in the enterprise structure, is the basic essence of an

organisation.

1.1.1 Features of Organisation

Some of the major features of organisation are as follows:

i. Composition of interrelated individuals

Organisation is a composition of interrelated individuals. It is a number of

individuals collected at random but they are not interrelated. These

individuals diploma engineering traineeermine the boundary of the

organisation. It shows the organisation as a separate entity from the other

elements in its environment.

ii. Deliberate and conscious creation and recreation

Organisation is a social unit which is constructed or reconstructed. It is a

system of coordinated activities of two or more persons. These features

differentiate the organisation from the other social units. Members enter into

the organisation through a contract and can be shunted out also if their

performance is not satisfactory. Thus the relationship is purely of a

contractual nature. Recreation of groups can be made by the organisation

through promotion, demotions or transfers of people in the organisation.

iii. Achievement of common objectives

An organisation is a purposive creation. It aims at the achievement of

common enterprise objectives or goal of the organization. The objectives of

various segments lead to the achievement of major business objectives. The

organizational structure should build around common and clear cut

objectives. This will help in the proper accomplishment of objectives.

iv. Division of work

Another major feature of an organization is breaking up the entire work into

different segments. Different segments of work are then assigned to different

persons for their efficient accomplishment. This brings in division of labour.

It is not that one person cannot carry out many functions but specialization in

different activities is necessary to improve one’s efficiency. Organisation

helps in dividing the work into related activities so that they are assigned to

different individuals.

v. Coordination

Coordination of various activities is as essential as division of work. It helps

in integrating and harmonizing various activities. Coordination also avoids

duplications and delays. In fact, various functions in an organisation depend

upon one another and the performance of one influences the other. Unless all

of them are properly coordinated, the performance of all segments is

adversely affected.

vi. Co-operative relationship

An organisation creates cooperative relationship among various members of

the group. An organisation cannot be constituted by one person. It requires at

least two or more persons. Organisation is a system which helps in creating

meaningful relationships among people. The relationship should be both

vertical and horizontal among members of various departments. The structure

should be designed in such a way that it motivates people to perform their

part of work together.

vii. Well defined authority responsibility relationship

An organisation consists of various positions arranged in a hierarchy with

well defined authority and responsibility. There is always a central authority

from which a chain of authority relationship stretches throughout the

organisation. The hierarchy of positions defines the lines of communication

and pattern of relationships.

viii. Group behavior

An organisation is a composition of people. The success of an organisation

depends upon the behavior of the people and the group. Individual groups

and structures are the basis of group behavior. Formal and informal

organizations help in developing proper behavior in a group. Group behavior

has given birth to team work which has been accepted as the most effective

form of organizational behavior. Groups in an organisation have more

effective behavior. They can achieve something more together than what they

can achieve individually.

ix. Performance

The organization’s main aim is to achieve the goals and objectives through

effective performance which is possible with human resource development.

Organizational development programs maximize work motivations and

creativity. Job enlargement, job enrichment and job satisfaction also come

under organizational performance. Specialization in particular helps in the

effective performance of the job.

x. Rationality

Every organization has some specific standards. The desirable behavior is

rewarded and undesirable is penalized. To ensure rationality in behavior

provides for substitution of its members.

The above features of the organisation make it different from other social

units. In modern organizations, which are large and complex in nature, these

features are very important from the point of view of management.

1.2 Organisation Structure

Organisation structure is the established pattern of relationships among

components or parts of the organisation. It prescribes the relationships among

the various positions and activities in business. Since various positions are

held by persons so structure creates relationship among them. The

organisation structure provides a framework which holds the various

functions together in accordance with the pattern diploma engineering

traineeermined by managers. A planned structure outlines the required

functions, correlates the functions in a systematic manner and assigned

authority and responsibility.

1.2.1 Need of a Good Organizational Structure

i. Competitors

Though there may be no direct access to competitor’s plans and strategies, a

guess about their structure can be made looking at their reporting line

structures, procurement, production, marketing, and management systems. If

there is enough financial capability, consider commissioning a market

research agency to study the business organization structure of the main

competitors. Also visit to competitor’s websites to see if they have published

their structures will help.

ii. To the Industry

Certain types of industries demand specific organizational structure while

other types can be set up flexible organizational structure. For example,

automobile manufacturers usually set up regionally. Their head office will

have the responsibility of setting global goals and standards, but each

regional unit operates as an independent entity. On the other hand, a

department store or supermarket chain may also set up regionally, but they

might also set up by department or by product.

iii. Compliance or Legal Requirements

Some industries are regulated, and as such require certain elements to be

incorporated into their business organization structure even industries which

are not regulated may need to comply if they employ a certain number of

employees. And of course, every business needs to ensure salaries, wages and

benefits are paid, and all remittances are made, such as withholding taxes,

social insurance.

iv. Goals

Organization structure should enable to achieve business goals, and each

person within the structure plays an important role.

v. Investors and Lending Sources

Having a business organization structure helps the potential investors and

funding institutions to understand how to organize business operations and it

also helps to know the obligations of the company, shareholders or partners

have and how each of them will interact. An organizational structure also lets

investors and lenders know what kind of talent is needed to employ for

effective management.

The business plan should outline the key positions of organization and

diploma engineering traineeail the responsibilities and experience required

for each. If already there are prospects and commitments made for any of

these positions, there should be a brief profile for each.

1.2.2 Organizational Types

The classification of organizational structure is based on the various activities

that are grouped together in order to create departments and units, prescribing

their relationships within the organization. The seven types of organization

are listed below:

i. Line organizational structure

Line organizational structure is also known as scalar, military, vertical

organization. Line organization can be designed in two ways:

Pure organizational structure: Under this form, similar activities are

performed at a particular level. Each group of activities is self contained units

and is able to perform the assigned activities without the assistance of others.

Departmental line organizational structure: Under this form entire activities

are divided into departments on the basis of similarity of activities. Each

department is placed under one department head. All persons in the

department are subject to control by department head. The basic objective is

uniform control, authority and responsibility.

ii. Line and staff organizational structure

Line and staff organizational structure refers to the pattern in which staff

specialist advice managers to perform their duties. When the work of an

executive increases, its performance requires specialist which one person

cannot do all by oneself. Such help is provided to line managers by staff

personnel who are generally specialist in their field. The position of the staff

is purely advisory in nature, they have the right to recommend but have no

authority to enforce preference over the department.

iii. Functional organizational structure

Functional structure is created by grouping the activities on the basis of

functions required for the achievement of organizational objectives. All the

functions required are classified into major, secondary and supporting

functions according to the nature and importance.

iv. Divisional organizational structure

The growth through expansion in same line of business forces a small

organization to organize on functional basis which leads to divisional

structure. Divisional structure is also known as decentralization. It divides the

organization into smaller organization since each small organization is not

completely independent. Each unit is not a separate legal entity but a part of

the organization.

v. Project organizational structure

Project organization appears like divisional structure, various divisions are

created on permanent basis. When a particular project is completed, the

division may disappear.

vi. Matrix organizational structure

Matrix organization is essentially a violation of unity of command. This

structure originates directly from two dimensions of authority. It employs

support mechanism and organizational culture and behavior. It is applied

when the organization have large number of smaller project so that when one

is completed its resources are directed to other projects.

vii. Team based organization

Team based organization has a number of self managing teams and

coordinating teams among these teams.

1.3 Organizational Study

.

1.4 Theoretical background

1.4.1 Importance of training

Training is concerned with imparting and developing specific skills

for a particular purpose. Training can be defined as “the act of increasing the

skills of an employee for doing a particular job” (Edwin B.Flippo, Personnel

Management, New York: McGraw-Hill, 1984). Thus training is a process of

learning a sequence of programmed behaviour. This behaviour is relevant to a

specific phenomenon that is a job.

In earlier practise, training programmes focused more on preparation

for improved performance in a particular job. Most of the trainees used to be

from operative levels like mechanics, machine operators and other kinds of

skilled workers. When the problems of supervision increased the steps were

taken to train supervisors for better supervision. Gradually the problems

increased in other areas like Human Relations, similar problems were

experienced in management groups too. This required a total change in

utilising the concept of training beyond operative levels to supervisory and

management groups. However utilisation of training methods for managers

did not have the same objective, that is providing training to managers to

perform a specific job but it extended to multiskill training so that the

managers may be able to handle a variety of jobs in the organization .People

in the management group has to perform more varied jobs because of their

vertical and horizontal movement in the organization. Therefore, the

managers should be trained and developed to handle a variety of jobs. Thus

the old concept of training does not suit the development of managerial

personnel and it was replaced by executive development or simply

development without any prefix.

1.4.2 Role of Training and Development

No organization has a choice of whether to train its employees or not, the

only choice is that of the methods. The primary concern of an organisation is

its viability, and hence its efficiency. There is a continuous environmental

pressure for efficiency, and if the organization does not respond to this

pressure, it may find itself loosing the market share it has. Training imparts

skills and knowledge to its employees in order that they contribute to the

organization’s efficiency and able to cope up with the changing business

environment. Thus, training can play the following role in an organization:

i. Increase in efficiency

Training increases the skills in doing a job in a better way. Though an

employee can learn a lot of things while he is put on a job, he can do much

better if h learns how to do the job. This becomes more important especially

in context of changing technology.

ii. Increase in morale of employees

Training improves the morale of the employees. Morale is the mental

condition of an individual or a group which diploma engineering

traineeermines the willingness to corporate. High morale is evidenced by

employee enthusiasm, voluntary confirmation with regulations and

willingness to corporate with others to achieve organizational goals. Training

helps in increasing the morale by relating their skills with the requirements.

iii. Better Human Relations

Training attempts to increase the quality of human relations in the

organization. Growing complexities in an organization has led to various

human problems, like alienation, interpersonal and intergroup problems.

Many of these problems can be overcome by suitable human relations

training. Many techniques can be developed through which people can be

trained and developed to tackle many problems of social and psychological in

nature.

iv. Reduced Supervision

Trained employees require less supervision and can be given more freedom

and autonomy to handle their jobs without supervision. With reduced

supervision a manager can increase his span of management. This may result

in reduced levels of intermediate levels in the organization which can save

cost and time.

v. Increased organizational viability and Flexibility

Viability relates to survival of organization during bad days and flexibility

relates to sustain its effectiveness despite the loss of his key personnel and

making short-term adjustments with existing personnel. There is no greater

organizational asset than trained and motivated personnel, because these

personals can turn the other assets into productive whole.

1.4.2 Identification of Training Needs

The basic aim of training is to induce a suitable change in the individual

concerned. It can be useful in improving the transformation process that takes

place in the organization in terms of processing of inputs and outputs.

Therefore training needs have to be related both in terms of organization’s

demand and that of individuals. There are various methods in identifying the

training needs of the employees some of them are as follows:

i. Organizational Analysis

It is the first factor for identifying training needs. It is a systematic effort to

understand where training effort should be emphasised in the organization. It

involves a diploma engineering traineeailed analysis of organizations

structure, objectives, human resource and future plans. An in-depth analysis

of these factors would facilitate an understanding of deficiencies that need to

be rectified.

ii. Task Analysis

Task Analysis entails diploma engineering traineeailed examination of the

job, its various operations, and the conditions under which it has to be

performed. Job Analysis will provide Job Description and job specification.

The organization will be able to know the kind of jobs that are t be performed

and the type of people that are required to perform the job.

iii. Man Analysis

The focus of man analysis is on individual employee, his abilities, his skills,

and the inputs required for job performance or individual growth and

developments in terms of career planning. It helps to analyse whether the

individual employee require training. Training need of an individual can be

identified according to his group behaviour. Some of the major sources of

information for man analysis may be observation at work place, interviews

with the superiors and peers, personal records, various tests, etc. These

sources will provide the gap between the existing skills and attitudes of

employees. Thus the difference between these two can be overcome through

training.

1.4.3 Training Method

Today, training programmes offer something for everyone – some pre-

employment preparation for the first job to pre-retirement courses for those

who are due to retire soon. The range of training methods is such that they

can provide opportunity to the unskilled to become skilled; people for

promotion at various levels of the organization. Training methods are means

of attaining the desired objectives in a learning situation. Some of the most

common methods are as follows:

i. On-the-job Training

The most frequently used method in smaller organizations is on-the-job

training. This method uses skilled and experienced managers or supervisors

to give training to less skilled and inexperienced employees. This type of

training often takes place at the work place in informal manner.

ii. Demonstration

This method is a visual display of how something works or how to do

something. In order to be more effective, demonstration method should be

accompanied by the discussion or lecture method. To carry out an effective

demonstration, a trainer first prepares the lesson plan by breaking the task to

be performed into smaller modules, easily learned parts. Then, the trainer

sequentially organizes those modules and prepares an explanation for why

that part is required.

iii. Job Instruction Training

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Step by step structured form of on-the-job training method in which a trainer

prepares a trainee with an overview of the job, its purpose, and the results

desired, demonstrates the task and allows the trainee to mimic the

demonstration on his or her own, and follows up to provide feedback and

help.

iv. Vestibule Training

Vestibule training is a type of instruction using a vestibule, a small area away

from the actual worksite, consisting of training equipment exactly duplicating

the materials and equipment used on the job (Cascio, 1991). The purpose of

vestibule training is to reproduce an actual work setting and place it under the

trainer's control to allow for immediate and constructive feedback. Training

vestibules are useful because they allow trainees to practice while avoiding

personal injury and damage to expensive equipment without affecting

production.

v. Apprenticeship

Apprenticeship is one of the most successful methods one can use to develop

new skills, especially in a highly technical craft. It generally includes full-

time, on-the-job experience. One can learn to do job while performing the

required tasks. The employee is placed under the oversight of a skilled trainer

or journey-worker. Benefit of apprenticeship is having a stipend during

training. At the same time the employee can also receive diploma engineering

traineeailed training by taking specific, technical classes that are directly

related to the new job position. By focusing heavily on hands-on work

experience and diploma engineering traineeailed classroom study, long term

success is the usual result for anyone truly dedicated to their work.

Apprenticeship programs create some of the most highly-skilled, highly-paid

individuals.

vi. Job Rotation

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An organized and helpful way to develop talent for the management or

executive level of the organization is job rotation. It is the process of

preparing employees at a lower level to replace someone at the next higher

level. It is generally done for the designations that are crucial for the effective

and efficient functioning of the organization

CHAPTER 3

OGANAIZATIONAL STRUCTURE AND

PRODUCT PROFILE

3.0 Overview

Neo Structo Construction Ltd. is one of the premium mechanical construction

company based in Surat and has presence all over India. The company is

certified by ISO 9001-2000 specifications and has thirty two years of

construction experience. This chapter looks into the structure of the company,

the department wise diploma engineering traineeails, and charts of overall

organization, individual departments and the process flow between the

organizations.

3.1 The structure of the company

The structure of the company is as follows:

Figure 3.1: Structure of the company

The Organogram begins with the company head Chairman Managing

Director and under him are the Directors of the company handling the various

departments. The Construction department is handled by Dir. Construction

who is also responsible for the Contracts and Material department mainly

dealing with the purchase of materials, procurement, handling, signing new

contracts and deals etc. The Director for commercial manages all the

activities relating to Finance and Commercial, all the employees under both

the department’s report to the director. All the activities relating to the human

resource department is managed by the Dir. human resource who handles the

administration and the Training and Development departments under him.

Director for Project Infrastructure manages the QHSE and Operation and

Equipments department.

A well organized structure where in the chairman and managing director

aware about all the activities taking place within the organization. The

management of information system department makes the task even easier.

Meetings are conducted on a day to day basis in the departments whenever

necessary facilitating the managers a complete control over the sub ordinates.

3.1.1 Organizational Composition

The asset of any organization is its staff. In Neo Structo Constructions Ltd.

there are mainly eight important departments and these include Project

department consisting of five employees, Contracts department with seven,

Execution department with one hundred and seventy human resource

employees, Planning department with twenty nine, Quality control and

Assurance with one hundred and thirteen employees, Finance and accounts

department with twenty four, Human Resource department with six and I.T

department is managed with four employees.

3.2 Department Details

The company has 8 functional departments:

i. Information Technology

ii. Human Resource

iii. Finance and Accounts

iv. Quality control and Assurance

v. Planning

vi. Execution

vii. Contracts

viii. Projects

3.2.1 Information Technology Department

The department is handled by I.T Engineer who reports and is supervised by

the senior vice president. The engineer manages less than five employees

under him and manages the overall activities related to I.T in the company.

The decisions relating to his department is taken by the engineer with regards

to the subordinates under him. The engineer is involved in the employee

selection, career development.

Figure 3.2: I.T Department

3.2.2 Human Resource Department

Neo Structo Construction Ltd. is basically a human resource oriented

company, Human resource is one the most important departments of the

company. The department deals with:

i. Selecting the most suitable employee to the vacant post,

ii. Recruitment

iii. Training the employees on the basis of leadership, motivational,

behavioral, team building skills

iv. Monitoring the work of the employees

v. Catering to the needs of the other departments

Figure 3.3: Human Resource Department

The deputy general manager handles all the matters regarding the human

resource department. The major functions of a manger are:

i. Proper planning and implementation of human resource strategies

ii. Smooth running of the human resource development measuring systems

iii. Ensure activities meet with and integrate with organizational requirements for

quality management, health and safety, legal stipulations, environmental

policies and general duty of care.

iv. Serves as an effective link between employees and management

The executives to the deputy general manager executes all work, the main functions

are: Coordinates, negotiates and liaises with employment and advertising

agents, advertisement recruitment and interview schedules .Conducts human

resource interviews & arranges interviews for management levels. Prepares

Letter of Offer to selected candidates and Letter of Rejection to unsuccessful

candidates. Conducts exit interview .Transfer of staff.

The Human resource Assistant mostly regards to administrative work and

keeps employee records up-to-date by processing employee status changes in a

timely manner. Ensure all Workers’ Compensation claims documentation is

completed and provided to insurer; assist with the administrative duties of the

appraisal and salary review process. Maintains leave records of the employees.

3.2.3 Finance and Accounts Department

There are about 24 employees who work under this department. It deals with

all the activities relating to the finance and accounts department such as

graduate engineering trainee and expenditures, variance, reporting, and

recommendations. Setup processes and guidelines for smooth functioning of

the department and its internal control. Matters relating to audit and its

statutory compliance. Financial approval from the Board, timely highlighting

financial issues to the Board. Perform general accounting functions, including

operation of the general ledger system, journal entries, and month-end close

work. Support and assistance to the management for corpus fund planning

including investments, monitoring, aligning with graduate engineering

trainees, tax issues. With help of external consultants, oversee human

resource activities and labour law compliance.

Figure 3.4: Finance and accounts department

The financial manager reports to and is supervised by the senior vice

president. The assistants come under the manger. The manager handles all the

activities relating to the subordinates, monitor and effectively graduate

engineering trainee the work done through assistants.

3.2.4 Quality Control and Assurance Department

The department frame out the Project Quality Plan fully in compliance with

the organization’s quality management system as well as the customer’s

project-related requirements. Develop and maintain an effective project

documentation system including preparation, preservation, compilation,

retention and submission of inspection and test reports and also internal

reports including ISO documentation. Primarily responsible to ensure that all

products supplied and/or services provided to customers meet their

requirements, statutory or regulatory requirements and any other

requirements considered necessary by the organization. Overall responsible

for inspection, welding and functions for the particular project and also for

ensuring conformity of the purchased project materials/product to project

requirements. To maintain all required Codes, Standards, Specifications,

Procedures and other documents at the project site. Interact with Customer’s

Quality Representatives, Third Party Inspection Agencies (TPIA) and the

organization’s Corporate Quality Department to discuss and resolve quality

related issues as required. To prepare for and represent the organization

during all internal, customer and third party quality system audits.

Figure 3.5: Quality control and Assurance Department

The senior. Manager is the head of the quality department, he supervises the

Senior. Engineer, Engineer, Junior. Engineer graduate engineering trainee

and diploma engineering trainee. Purpose is to implement the organization’s

Quality Management System (quality management system) in project sites

where more than one projects may be executed for one or more clients

simultaneously. As the Field Quality Manager, guide and oversee the

functions of various Project Quality Managers/In charges of different

projects/jobs in the particular site. Responsible for ensuring that the Project

Quality Plan is prepared and implemented in full compliance with the

organization’s quality management system as well as the customer’s project-

related requirements. Responsible for ensuring preparation, review and,

where required, approval of project quality documents including welding and

Non Destructive Examination (NDE) procedures, job procedures, quality

plans, work instructions or any other quality related documents. Develop and

maintain an effective project documentation system including preparation,

preservation, compilation, retention and submission of inspection and test

reports and also internal reports including ISO documentation. Primarily

responsible to ensure that all products supplied and/or services provided to

customers in all projects meet expressed or implied requirements, statutory or

regulatory requirements and any other requirements considered necessary by

the organization. Overall responsible for inspection, welding and NDE

functions carried out at different project sites and also for ensuring

conformity of the purchased project materials/product to project

requirements. To make available and maintain all required Codes, Standards,

Specifications, Procedures and other documents at the project site. Interact

with Customer’s Quality Representatives, Third Party Inspection Agencies

(TPIA) and the organization’s Corporate Quality Department to discuss and

resolve quality related issues as required. To prepare for and represent the

organization during all internal, customer and third party quality system

3.2.5 Planning Department

The department is responsible for the preparation of dynamic project

schedule for creating clear and attainable project objectives, building the

project requirement, managing the triple constraints for projects, which is

cost, time and scope, development and analysis of project schedules, time

impact and delay analysis and review of periodic schedule updates. It also

looks into the preparation of projected cash flows and evaluation of actual

cash flows vs. graduate engineering trainees. Co-ordination between different

project disciplines, client, sub-contractors, vendors etc. Providing trouble

shooting support and guidance to the planners whenever required are some of

the purpose of the planning department.

Figure 3.6: Planning Department

The Deputy Manager, engineer, senior. Engineer reports to the senior.

Manager. The engineer coordinates between different project disciplines,

client, sub-contractors, vendors etc. He is responsible for the overall

planning, development and monitoring of a small/medium sized project.

Junior engineer is responsible for the planning documentation work,

preparation of plan from master project schedule and to record and assess the

effects of project schedule changes. He is responsible in monitoring the

performance of Sub Contractors and production analyst and assists in

preparation of job invoices and reconciliation for closure of project, also

responsible for the overall planning, development and monitoring of a small

sized project.

Trainee Engineer is responsible for the entire documentation work and in

assisting in preparation of Work Plan, Bill of Quantities and work front

availability, he prepares daily/weekly/monthly progress report based on the

production.

The deputy manager supervises the engineer, junior Engineer, trainee

engineer and the senior engineer. He is responsible for the preparation of

dynamic project schedule, tracking and monitoring the schedules and

analyzing the variance. Estimation of resources and allocation of cost for

each activity and managing the project graduate engineering trainee,

preparation of projected cash flows and evaluation of actual cash flows vs.

graduate engineering trainees he is responsible for the preparation of project

planning documents like progress “S” curve, Gantt chart etc required for the

project. Co-ordination between different project disciplines, client, sub-

contractors, vendors etc. Providing trouble shooting support and guidance to

the planners where required. The manager facilitates all the necessary

requirements of his seniors.

3.2.6 Execution Department

The Execution department is the biggest department of the company

employing one hundred seventy three employees. The department plans and

manages all activities of project execution running all over India and after

sale services with quality, time saving within minimum cost. Modification of

tools, to fulfill requirements of junior employees and coordinate with

directors, clients, vendors and participates in contract structuring and

negotiations and organize cross-functional activities, ensuring completion of

the project (i.e. product on schedule and within graduate engineering trainee

constraints). The department serves as an in-house project consultant from

evaluating needs and vendors to planning and directing implementation

efforts.

Figure 3.7: Execution Department

The complete control of the department is taken up by the Senior Manager

under who is the senior. Engineer and Deputy Manager. The senior engineer

has junior engineers and diploma engineer trainees and graduate engineer

trainees under him. The deputy manager handles his duties with the help of

Assistant Managers under him.

3.2.7 Contracts Department

Contracts Department consists of seven employees. The main functions of

this department are contract formulation, contracts administration,

amendments & variations, procurement experience, tendering, purchasing,

negotiation, commercial evaluation, expediting, inspection & logistics

coordination, tax-exemption, documentation, invoice processing & claims,

tender plan. The department also looks into developing strategic plans, cost

saving initiatives, business process improvements, procurement procedures,

tender plans, technical & commercial clarifications, evaluation report,

commercial bid evaluations and award recommendations.

Figure 3.8: Contracts Department

The department is handled by Senior Engineer and under him the Engineers,

junior engineer and graduate engineer trainees.

3.2.8 Projects Department

A department consisting of five employees. Senior Engineer being the head

of the department and under him is the engineers, junior engineers, diploma

graduate engineer.

Figure 3.9: Projects Department

CHAPTER 4

RESEARCH METHODOLOGY

4.0 Overview

This chapter looks into the problem identified in the study conducted by the

researcher and also looking into the literature review regarding the topic of

study thereby understanding the significance, scope and objective of the

study. An insight into the methodology used by the researcher is also dealt

with in this chapter.

4.1 Statement of the Problem

To study and understand the organizational structure, various departments,

their functions. The study also included finding out the gap between the

required skills of the employees and the actual skills possessed by them, this

gap was identified to be filled with appropriate training since there was no

specific method that was followed for training of the employees there aroused

a problem.

4.2 Literature Review

In a mechanical construction company with relatively large human

resource base the quality of employees and their development through

training and education are major factors in determining long-term

profitability. In the study conducted by Iranian health managers titled

“Training Evaluation” by Maye Omar, Nancy Gerein, Ehsanullah Tarin,

Christopher Butcher, Stephen Pearson and Gholamreza Heidari in 2009 has

clearly given that training process should start with the assessment of the

skills and knowledge needed to achieve organizational objectives. Also

mentions that if training is appropriate, the selection of the most suitable

participants is the next essential stage in the process. After clarifying the

organizational purpose, suitability and audience, the objectives of the training

program can be developed and the most appropriate way to evaluate training

outcomes can be selected.

It is an essential need for every organization to have well trained

manpower to perform various activities hence training is essential even if the

employees fully meet the job demands, in the study conducted by Col. VRK

Prasad, had mentioned in an article of HRM Review, August 2007 that due to

constantly changing business models and technological advancements is the

key reason which necessitate possession of different skills set by the

employees this has made the jobs increasingly complex.

The role of various training programs in human resources has gained

prime importance these days in a study by AK Mukherjee mentioned in an

article of HRM Review, August 2007 from the time of conception of any

organization there is a need for training and development of manpower. With

more & more outsourcing of jobs the role of training and development is

getting extended. Many skills are becoming obsolete and therefore training &

development has taken the complex form of total knowledge management of

manpower at various levels of operation.

In an article written by Kerka Sandra (1997) “Adult Education for

Social Change” ERIC Digest No. 185 mentions that knowledge and skill can

be improved by attending training, referring journals. In his study he found

out that the scientists believed that working in specialization would certainly

enhance the knowledge and skills of the employees. The scientists identified

that many constraints such as not working in specialization, frequent

transfers, attending more administrative work, intersection transfers and no

recognition for the work, which prevents them in up-dating their research

knowledge and skills.

Vivekan and had stated in an article of HRM Review, July 2007 that the

term ‘induction’ or ‘welcome on board’ is used to describe the process

whereby the new hires are introduced to their jobs and inducted into the

working environment. Generally all organizations large or small tend to have

some form of an induction program that takes care of on boarding issues of

their new hire. Induction is the formal way of introducing a new employee to

the organization & its ways of functioning. On the whole the induction

process is a critical activity from the organization’s point of view & should

be handled with care to build the right impression about the organization &

the job that the new incumbents would be taking up.

4.3 Significance of the Study

Organizational study helps in understanding various aspects of the working of

organization. It helps in learning about the structure of organization and the

line of command present in the organization. It makes the duties and role of

each level of management. In organizational study the product profile,

departments and functions of the departments are also studied. Skills

enhancement and appropriate training would help in setting up of a

competent work force, provide sense of satisfaction, and help in increasing an

employer commitment to Neo Structo Constructions Ltd. Training programs

increases communication between different levels of an organization. Any

deficiency in processes and jobs are eliminated and those close to production

processes become involve in the management.

4.4 Scope of the Study

In the future the study has immense scope as from the results of this study,

the present condition can be clearly understood by the management and in

future when some training programs or plans come the management can use

the recommendations from the study and can formulate the best possible

training program to fill the gap between the needed skills and possessed skills

by the employees which in turn increases their efficiency and finally benefits

the organization in the long run.

4.5Objective of the Study

To study about the mechanical construction industry and to understand the

organizational structure and project of Neo Structo Construction Ltd.

To find and understand the existing skills of the employees, suggest an

alternative method for skill enhancement of the employees and understand

the job requirement according to the job description thereby measure the gap

between standard set and existing skills of the employees in Neo Structo

Constructions Ltd.

4.6Nature of the research

The study based on the analysis of existing skills of the employees for skill

enhancement is descriptive in nature.

4.6.1 Descriptive research

Descriptive study is a fact-finding investigation with adequate interpretation.

It is the simplest type of research. In this study the facts are investigated with

the help of two sets of structured questionnaire. One questionnaire is indented

for the workers on the shop floors who carry out the production function and

the next questionnaire is intended for the loading workers. A sample of

workers is chosen and each one of the sample are interviewed and their

responses are noted or recorded using the questionnaire. Then this data

recorded in the questionnaires are analyzed using the statistical tools to reach

at conclusions and findings.

4.6.2 Research approach

There are two approaches to research namely quantitative approach and

qualitative approach. In the quantitative approach, the research is based on

measurable quantities. Therefore, the data, in this approach can further be

classified in to inferential, experimental and simulation approaches. In this

approach a sample is selected from the population and it is studied to

determine the characteristics.

In the qualitative approach, the research is based on subjective assessment of

attitudes, opinions, and behaviours. Research in such situation is a function of

researcher’s insight and impressions. Such an approach to researches

generates results either in non qualitative form. In this study a quantitative

research is done as qualitative research takes very long time span to

complete.

4.7Population

In the shop floor of Neo Structo Construction Ltd. there are 500 employees

spread over various departments such as execution with the highest number

of workers 173, contracts department with 7, planning with 29, quality

control and assurance having 113, human resource consist of 6, finance with

10, information technology with 6 and the rest with the management

information systems department.

4.8 Sampling

Out of the five hundred workers on the shop floor of all the eight departments, a

sample size of 50 employees was selected. This sample included twenty one workers

from execution department, six from finance and accounts department, four and five

from information technology and contracts, three from quality control and assurance

department and eleven from the planning department.

4.8Sources of Data

The main sources of the data are primary data, secondary data and questionnaires.

4.8.1 Primary data

Primary data is collected by interview of employees and by a structured

questionnaire.

4.8.2 Secondary data

Secondary data is documents from the company such as the brochure of the

company and details acquired by interviewing the managers and supervisors.

Tool used for analysis and interpretation is MS Excel.

4.9Data Collection

4.9.1Questionnaires

In this method a questionnaire is sent to the head of the department concerned

with a request to answer the questions and return the questionnaire. A

questionnaire consists of a number of questions printed or typed in a definite

order on a form or set of forms.

4.10 Data Analysis and Interpretation

Method of sampling

The sampling technique used is simple random sampling. A simple random

sampling is a sample generated by a process that guarantees, in the long run, that

every possible sample of a given size will be selected with known and equal

probability.

Tools Applied

Classified and Tabulated data have been presented using various diagrams like bar

charts, pie charts.

i. Percentage Analysis

Percentages are often used in data representation for they simplify numbers reducing

all of them to a 0 to 100 range. Through the use of percentages the data are reduced

in the standard form with the base equal to 100 which in part facilitates relative

comparison.

ii. Composite Indices

Composite index has been applied for ranking questions. Composite indices are

calculated by assigning value according to the rank difference in opinion of the

respondents.

Once the values are assigned for each skill the score is taken. The process is required

for each opinion. Composite index is derived at, by totaling the scores.

The opinion with the highest composite index is said to be the most important one

and hence is ranked one and with the least composite index is said to be the least

important and secures the lowest rank.

4.11 Limitations of the study

i. Information collection was limited to some extent due to the work load of

certain departments

ii. Employees may not respond truly due to fear of management.

iii. Inadequacy of time

iv. Confidential nature of information

v. Certain response were biased

vi. Few responses were reluctant to give answers

CHAPTER 5

ANALYSIS AND INTERPRETATION

5.0 Overview

This chapter is an analysis of data collected from the respondents. By analysis and

interpretation of the data the researcher gets insights into the information regarding the skills

that an employee posses and scope for training required to develop and sharpen the skills in

order to match the job description. Analysis of the data and interpretation is the most

important event in every dissertation. For this purpose the data is analyzed by assigning

weights to the most important skills that are required to carry on the department effectively

on a five point scale. The most important skill in any department is Leadership skill so it is

weighted 5. Personality of employee is very important in order to create good working

condition; therefore Personality Building is ranked 4. The barrier in delegation is

communication and other corporate skills that are required for the job title, hence

Communication and Corporate Skills are given a weight age of 3. The success of an

organization lies in proper coordination of all the departments and lead together as a team to

achieve the organizational goals, thus Team building is weighted 2 and Behavioural and

Motivational skills are weighted 1.

5.1 Assessment of the distribution of the respondents

Being a mechanical construction company the main departments are Finance and Accounts,

Information technology department, Contracts Department, Quality control and Assurance

Department, Execution Department and Planning department. The following table gives the

number of respondents chosen as sample.

Table 5.1: Assessment of the distribution of the respondents

SI.No. Departments No. Of Respondents Percentage (%)

1. Finance and Accounts 6 12

2. Information Technology 4 8

3. Contracts 5 10

4. Quality Control and Assurance 3 6

5. Execution 21 42

6. Planning 11 22

TOTAL 50 100

Figure 5.1

Assessment of the distribution of the respondents

Interpretation:

From the assessment of distribution of respondents reveals that 42% of the respondents fall

under the execution department followed by planning department with 22% ,12% of

respondents are from the Finance and Accounts department,8% fall under the I.T department,

10% Contracts department, least number of respondents consisting of 6% under the Quality

Control and Quality Assurance department. This shows that execution department is the

largest and one of the most important departments in a mechanical construction company.

5.2 Total Assessment Matrix based on Job Description of Finance Department

The required assessment matrix is found out by multiplying the weights that are assigned to

each skill and 1 is considered as the maximum score for the skill possessed by the employee.

A gap is found out by comparing the total assessment matrix table to existing skills table and

missing skills table.

Table 5.2

Total Assessment Matrix based on Job Description of Finance Department

Required Skills Weights Max. Score Assessment Matrix

1. Manage people 5 1 5

2. Motivational skills 1 1 1

3. Convincing people 5 1 5

4. Leadership skills 5 1 5

5. Good listener 2 1 2

6. Basic computer skills 3 1 3

7. Good communication skills 3 1 3

8. Adaptable 4 1 4

9. Calm minded 4 1 4

10. Foresightedness 5 1 5

11. General awareness and updated 3 1 3

Total 11 40

Figure 5.2

Total Assessment Matrix based on Job Description of Finance Department

Interpretation

In the figure x-axis measures the different skills that are required to be possessed by the employees of finance department. 5 represents the leadership skills, 4 represents personality building skills of the employees, 3 communication and corporate skills, 2 team building and 1 behavioural and motivational skill. The figure shows the total required skills of an employee according to the job description of finance department.

5.2.1 Existing Skills assessment table of finance department

Out of the total assessment matrix, the existing skills of finance department are computed below in order to understand the gap between existing skills required and the missing skills.

Table 5.2.1

Existing Skills assessment table of finance department

Existing Skills Weights Max. Score Assessment Matrix

1. Manage people 5 1 5

2. Motivational skills 1 1 1

3. Convincing people 5 1 5


5. Good listener 2 1 2

6. Foresightedness 5 1 5

Total 6 23

Table 5.2.1

Existing Skills assessment table of finance department

Interpretation

In the figure the existing skills possessed by the employees are shown. 22% of the employees possess management skills, leadership skills, foresightedness, convincing skills, and 8 % listening skills, 4% motivational skills.

The total maximum score is 6 and assessment matrix total is 23. By comparing table 5.2 and 5.2.1 a gap is identified between the actual skills and existing skills.

Gap = Expected score – Actual score

Or

Gap = Expected Assessment Matrix – Actual assessment matrix

Gap: (11-6) =5 and 40-23 = 17

Table 5.2.2

Missing skills assessment table

Missing Skills Weights Max. Score Assessment Matrix

1. General awareness and updated 3 1 3

2. Good communication skill 3 1 3

3. Adaptable 4 1 4

3 10

Figure 5.2.2

Missing skills assessment table

Interpretation:

The figure shows the missing skills of finance department are adaptable skills,

communication skills, and general awareness. 4 represent the personality building skills and 3

communication and corporate skills.

Table 5.2.3

Distribution of Training Requirement of Finance Department

Particulars No. of Respondents Percentage

YES(1) 18 72

NO(0) 7 28

25 100

Figure 5.2

Distribution of Training Requirement of Finance

Interpretation

The figure reveals that out of 25 respondents 72% requires training and the rest that is 28 %

do not need training.

Table 5.3: Total Assessment matrix based on job description of Information technology Department





Table 5.3

Total Assessment matrix based on job description of Information Technology Department

Skills Required Weights Max. Score Assessment

Matrix

1.Basic electronics Knowledge 3 1 3

2.Awareness of systems 3 1 3

3.Excellent communication skills 3 1 3

4.Coordinate complaints regarding the

system

2 1 2

5.Maintenance of the system 3 1 3

6.Experience 3 1 3

Total 6 17

Figure 5.3

Total Assessment matrix based on job description of I.T Department

Interpretation

In the figure x-axis measures the different skills that are required to be possessed by the employees of information technology department. 3 represents communication and corporate skills and 2 team building. The figure shows the total required skills of an employee according to the job description of information technology.

5.3.1 Existing Skills assessment table of information technology department

Out of the total assessment matrix, the existing skills of information technology department are computed below in order to understand the gap between existing skills required and the missing skills.

Table 5.3.1

Existing skills assessment table of Information technology Department

Existing Skills Weights Max. Score Assessment

Matrix

1.Basic electronics Knowledge 3 1 3

2.Awareness of systems 3 1 3

3.Experience 3 1 3

Total 3 9

Figure 5.3.1

Existing skills assessment table of Information technology Department

Interpretation

In the figure the existing skills possessed by the employees are shown. 33 % of the employees possess awareness of systems and experience and 34 % possess basic electronic knowledge.

The total maximum score is 3 and assessment matrix total is 9. By comparing table 5.3 and 5.3.1 a gap is identified between the total skills required and existing skills.

The figure shows the existing skills possessed by the employees. The total maximum score is 3 and assessment matrix total is 9. By comparing table 5.3 and 5.3.1 a gap is identified.


Or


Gap: (6-3) =3 and (17-9) = 8

Table 5.3.2

Missing Skills assessment table of I.T Department

Missing Skills Weights Max. Score Assessment Matrix

1.Maintenance of the system 3 1 3

2.Good communication skills 3 1 3

3.Coordinate complaints regarding the systems

2 1 2

Total 3 8

Figure 5.3.2

Missing Skills assessment table of Information technology department

Interpretation

The figure shows the missing skills of information technology department are coordinate

complaints regarding the system, good communication skills and maintenance of the system.

3 represent the personality building skills and 2 team building.

Table 5.3.3

Distribution of Training Requirement of Information Technology Department


YES(1) 13 72

NO(0) 5 28

18 100

Figure 5.3.3

Distribution of Training Requirement of Information Technology Department

Interpretation

The above table reveals that out of 18 respondents that is72% requires training and the rest

28% do not require training.

Table 5.4: Total assessmant matrix based on job description of Contracts Department





Table 5.4

Total assessmant matrix based on job description of Contracts Department

Skills Required Weight Max. Score Assessment Matrix

1. Ability to handle Contract correspondence

2 1 2

2.Team player and self-independent 2 1 2


4.Basic IT skills 3 1 3

6. Ability to handle disputes 5 1 5

7.Team player 2 1 2

8. Self-motivated 1 1 1

Total 7 18

Figure 5.4

Total assessmant matrix based on job description of Contracts Department

Interpretation

In the figure x-axis measures the different skills that are required to be possessed by the employees of information technology department. 1 represents behavioural and motivational skills, 2 team building, 3 represents communication and corporate skills and 5 leadership skills. The figure shows the total required skills of an employee according to the job description of contracts department.

Table 5.4.1

Existing skill assessment table for Contracts Department

Existing Skills Weight Max. Score Assessment Matrix

1. Ability to handle Contract correspondence

2 1 2


4.Self-Motivated 1 1 1

Total 3 7

Figure 5.4.1

Existing skill assessment for Contracts Department

Interpretation

In the figure the existing skills possessed by the employees are shown. 33 % of the employees possess ability to handle contract correspondence, 50% with basic Information technology skills, 17% are self-motivated.

The total maximum score is 3 and assessment matrix total is 7. By comparing table 5.4 and 5.4.1 a gap is identified between the total skills required and existing skills.


Or


Gap: (8-4) =4 and (20-9) = 11

Table 5.4.2

Missing Skills assessment table of Contracts Department

Skills Required Weight Max. Score Assessment Matrix

1.Team player and self-independent 2 1 2


3. Ability to handle disputes 5 1 5

4.Team player 2 1 2


Total 5 13

Figure 5.4.2

Missing Skills assessment of Contracts Department

Interpretation

The figure shows the missing skills of contracts department are team player and self

independent skills, good communication skills, ability to handle disputes, self motivated. 3

represent the personality building skills and 2 team building,1 behavioural and motivational

skills,5 for leadership skills.

Table 5.4.3

Distribution of Training Requirement of Contracts Department


YES(1) 16 64

NO(0) 9 36

25 100

Figure 5.4

Distribution of Training Requirement in Contracts Department

Interpretation

The above figure reveals that out of 25 respondents 64% requires training and 36% do not

require training.

Table 5.5: Total assessmant matrix based on job description of Quality control and

Assurance department





Table 5.5

Total assessmant matrix based on job description of Quality control and Assurance

department

Skills Required Weight Max score Assessment

matrix

1. Excellent Interpersonal and Negotiation

Skills.

4 1 4

2.Team player 2 1 2

3.Self-motivated 1 1 1



Total 5 13

Figure 5.5

Total assessmant matrix based on job description of Quality control and Assurance

department

Interpretation

In the figure shows the different skills that are required to be possessed by the employees of Quality control and Assurance department. 1 represents behavioural and motivational skills, 2 team building, 3 represents communication and corporate skills. The figure shows the total required skills of an employee according to the job description of the department.

Table 5.5.1

Existing Skill assessment table of Quality control and Assurance Department

Existing skills Required Weight Max score Assessment matrix

1.Good communication skills(3) 3 1 3

2.Basic IT skills(3) 3 1 3

Total 2 6

Figure 5.5.1

Existing Skill assessment table of Quality control and Assurance Department

Interpretation

In the figure the existing skills possessed by the employees are shown.50 % of the employees possess basic IT skills, 50% with good communication skills.

The above table shows the existing skills possessed by the employees. The total maximum score is 2 and assessment matrix total is 6. By comparing table 5.5 and 5.5.1 a gap is identified.


Or


Gap: (5-2) = 3 and (13-6) = 7

Table 5.5.2

Missing Skills assessment table of Quality Control and Assurance Department

Missing Skills Weight Max .Score Assessment matrix

1.Team player 2 1 2

2.Self-motivated 1 1 1


Total 3 6

Figure 5.5.2

Missing Skills assessment table of Quality Control and Assurance Department

Interpretation

The figure shows the missing skills of quality control and assurance department are team

player and self motivated, good communication skills. Here 3 represent the personality

building skills and 2 team building,1 behavioural and motivational skills.

Table 5.5.3

Distribution of Training Requirement of Quality Control and Assurance Department


YES(1) 8 53.3

NO(0) 7 46.6

15 100

Table 5.5.3

Distribution of Training Requirement of Quality Control and Assurance Department

Interpretation

The above table reveals that out of 15 respondents 53.3% requires training and 47% do not

require training.

Table 5.5: Total assessmant matrix based on job description of Execution Department





Table 5.5

Total assessmant matrix based on job description of Execution Department

Skills Required Weight Max. Score Assessment Sore

1. Strategic Management skills 5 1 5

2. Civil experience managing multiple projects 3 1 3

3. Strong team-building and managerial skills 2 1 2


5. Good computer skills 3 1 3

6. Excellent Interpersonal and Negotiation Skills 5 1 5

7. Reliable, trustworthy and professional person 1 1 1


9. Flexible 2 1 2

10. Strong team-building and managerial skills 2 1 2

11. Knowledge of the technical vocabulary common to the discipline

3 1 3

12. Knowledge of conformity standards in use in area of expertise

3 1 3

13. Ability to apply project-handling concepts in use in area of expertise.

3 1 3

Total 13 36

Figure 5.5

Total assessmant matrix based on job description of Execution Department

Interpretation:

The x-axis shows the different skills that are required to be possessed by the employees of

executin department. 1 represents behavioural and motivational skills, 2 team building, 3

represents communication and corporate skills and 5 leadership skills. The figure shows the

total required skills of an employee according to the job description of execution department.

Table 5.5.1

Exixting skill assessment table for Execution Department

Existing skills Weight Max. Score Assessment Sore

1. Civil experience managing multiple projects

3 1 3


3. Flexible 2 1 2

4. Knowledge of the technical vocabulary common to the discipline

3 1 3

5. Knowledge of conformity standards in use in area of expertise

3 1 3

Total 5 14

Figure 5.5.1

Exixting skill assessment table for Execution Department

Interpretation

In the figure the existing skills possessed by the employees are shown. Most of the employees equally possess Civil experience managing multiple projects, Good computer skills, Knowledge of the technical vocabulary common to the discipline, Knowledge of conformity standards in use in area of expertise, flexibility. 3 represent communication and corporate skills, 2 for team building.

The total maximum score is 5 and assessment matrix total is 14. By comparing table 5.6 and 5.6.1 a gap is identified.


Or


Gap: (13-5) = 8 and (36-14) = 22

Table 5.5.2

Missing Skill assessment table for Execution Department

Missing Skills Weight Max. Score Assessment Sore

1. Strategic Management skills 5 1 5

2. Strong team-building and managerial skills

2 1 2



5. Excellent Interpersonal and Negotiation Skills

5 1 5

6. Reliable, trustworthy and professional person

1 1 1


8. Project Handlings skills 2 1 2

Total 8 22

Figure 5.5.2

Missing Skill assessment table for Execution Department

Interpretation

The figure shows the missing skills of Execution department are strategic management skills,

team building skills, computer skills, interpersonal skills, trustworthiness, project handling

skills, self motivated and good communication skills. Here 5 represents leadership skills, 3

represent the personality building skills, 2 team building and 1 behavioural and motivational

skill.

Table 5.5.3

Distribution of Training Requirement of Execution Department


YES(1) 57 56.4

NO(0) 44 43.5

101 100

Figure 5.5.3

Distribution of Training Requirement of Execution Department

Interpretation

The above figure reveals that out of 101 respondents 56.4% require training and 43.5% do

not require training.

Table 5.6: Total assessmant matrix based on job description of Planning Department





Table 5.6

Total assessmant matrix based on job description Planning Department

Skills Required Weight Max. Score Assessment

Score

1. Well organized 4 1 4



4. Team player 2 1 2

5. Excellent Interpersonal and Negotiation

Skills.

5 1 5

6. Reliable, trustworthy and professional

person

1 1 1


Total 7 21

Figure 5.6.1

Total assessmant matrix based on job description

Interpretation

The figure shows the different skills that are required to be possessed by the employees of

executin department. 1 represents behavioural and motivational skills, 2 team building, 3

represents communication and corporate skills, 4 personality building and 5 leadership skills.

The figure shows the total required skills of an employee according to the job description of

execution department.

Table 5.6.1

Existing Skill assessment table for Planning Department

Existing Skills Weight Max. Score Assessment Score


2. Excellent Interpersonal and Negotiation Skills.

5 1 5

3.Reliable, trustworthy and professional person

1 1 1

Total 3 9

Figure 5.6.1

Existing Skill assessment table for Planning Department

Interpretation

In the figure the existing skills possessed by the employees are shown. Most of the employees possess excellent communication skills, interpersonal skills and trustworthiness.

The total maximum score is 3 and assessment matrix total is 9. By comparing table 5.6 and 5.6.1 a gap is identified.


Or


Gap: (7-3) = 4 and (21-9) = 12

Table 5.6.2

Missing skills assessment table for Planning Department

Missing Skills Weight Max. Score Assessment Score

Well Organized 4 1 5

Leadership Skills 5 1 5

Team player 2 1 2

Self Motivated 1 1 1

Total 4 13

Table 5.6.2

Missing skills assessment table for Planning Department

Interpretation

The figure shows the missing skills of planning department are leadership skills, team

building skills, self motivated skills and organizing skills. Here 5 represents leadership skills,

2 team building and 1 behavioural and motivational skill.

Table 5.6.3

Distribution of Training Requirement of Planning Department


YES(1) 30 57.6

NO(0) 22 42.3

52 100

Table 5.6.3

Distribution of Training Requirement of Planning Department

Interpretation

The above figure reveals that out of 52 respondents 57.6% requires training and 42.3% do not

require training.

chp1

Documents

recreation organisation

major features of organisation

different segments of

objectives of various

division of work

different activities

different individuals

various members