INTRODUCTION Organization study is a part of MBA programme which a student has to undergo duringtheir course of study. It narrows the gap between theoretical knowledge and practical situations.Training makes a knowledge man into an experienced one. The principal objective of the study isto inter-relate the theoretical aspects with practical things that are moving in industry, and studying the organization as a whole. No doubt that the necessary training will be imparted at the work place, but having a brief knowledge before entering an organization will certainly help the individual in learning about the organization quickly and to improve his performance for the betterment, as well as the betterment of the organization for the organization for which he is working. Objectives of the study To get the practical exposure in the corporate world. To have a proper balance between the theory and practical knowledge. To study origin, growth, vision, mission and status of the organization. To study the functional departments exist in the organization. To evaluate the effectiveness of the organization.
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INTRODUCTION
Organization study is a part of MBA programme which a student has to undergo
duringtheir course of study. It narrows the gap between theoretical knowledge and practical
situations.Training makes a knowledge man into an experienced one. The principal objective of
the study isto inter-relate the theoretical aspects with practical things that are moving in
industry, and studying the organization as a whole. No doubt that the necessary training will be
imparted at the work place, but having a brief knowledge before entering an organization will
certainly help the individual in learning about the organization quickly and to improve his
performance for the betterment, as well as the betterment of the organization for the organization
for which he is working.
Objectives of the study
To get the practical exposure in the corporate world.
To have a proper balance between the theory and practical knowledge.
To study origin, growth, vision, mission and status of the organization.
To study the functional departments exist in the organization.
To evaluate the effectiveness of the organization.
To study the problem areas in the organization.
To provide some valuable suggestion to improve the efficiency in theorganization
COMPANY PROFILE
History of the Karnataka Power Sector
The gears of enterprise in Karnataka powered nascent industrial activity as earlyas the year 1800,
when the first sugar unit was set up. In 1902, Karnataka recorded another “mega watt sized
project first” - Asia’s first Hydro Electric Power Station in Shivanasamudram,on the banks of
river Cauvery.
In fact, Karnataka’s pioneering spirit in the field of power has been translated into severalmajor
milestones. Karnataka was the first to embark on Alternating current, when BangaloreCity’s
lighting scheme was completed.
Karnataka had the longest transmission line in the world in 1902, from Shivanasamudram
toKGF, covering a distance of 147 km. and Karnataka was the first state in the country to
conceiveand set up a professionally managed Corporation to plan, construct, operate and
maintain power generation projects in the state. That’s the legacy that KPCL started with and
built on.
KPCL – an overview
For over three decades, the Karnataka Power Corporation has been a prime mover andcatalyst
behind key power sector reforms in the state - measures that have spiraled steady
growthwitnessed in both industrial and economic areas.
Right from the year of inception, in 1970, KPCL set its sights on “growth from
within”meeting growing industry needs and reaching out to touch the lives of the common man,
in more ways than one.
KPCL today has an installed capacity of 5509.82 MW of hydel, thermal and wind energy, with
4000 MW in the pipeline. The 1470 MW Raichur Thermal Power Station located in Raichur
distis accredited with ISO 14001-2004 certification for its environment protection measures.
Froman industry vantage point, KPCL has raised the bar on the quality of deliverables and
i s constantly working at lowering the cost per megawatt - a commendable cost-value equation
that has become a benchmark on the national grid. KPCL’s stock in trade is industry proven –
well established in frastructure & modern, progressive management concepts and a commitment
toexcel, helping it meet the challenges of the rising energy demands of Karnataka.
The leverage point of KPCL initiatives are its resource management strengths –
right across planning, financing and project engineering. KPCL also has a high
rating in terms of project completion and commissioning within the implementation calendar.
KPCL Mission & Objectives
KPCL seeks to touch higher vantage points in the world of power engineering. Our formula for
achieving this - start with a world class organization, build-in efficiency and costcontrol and
ensure that progress is in harmony with the environment.
• Exploring, identifying and developing opportunities in power generation.
• Devising innovative ways of setting up and operating power plants.
• Investing in a resource base of technical competence, systems, processes and capability.
• Empowering people, work teams and the support network to achieve these objectives.
KPCL Vision
“Ensuring energy security for Karnataka through diversified energy portfolio”.
Social Responsibility
• The corporation made a total contribution of Rs. 1.5 Crs to chief Minister’s Relies fund
during the year 2004-2005.
• Enhancement of knowledge and skill of employees through training.
• Voluntary implementation of best practices having regard to the regulatory tariff regime.
• High priority in compliance to environment laws, regulation and norms.
INDUSTRY PROFILE
The power sector has registered significant progress since process of planned development of the
economy began in 1950. Hydro-power and cost based thermal power has been the main sources
of generating electricity. Nuclear power development is at slower pace,which was introduced, in
late sixties. The concept of operating power systems on a regional basiscrossing the political
boundaries of state was introduced in the early sixties. In spite of the over all development that has
taken place, the power supply industry has been under constant pressure to bridge the gap
between supply and demand.
HISTORY
Although electricity had been known to be produced as a result of the chemical reactionsthat take
place in an electrolytic cell since Alessandro Volta developed the voltaic pile in 1800,its
production by this means was, and still is, expensive. In 1831, Michael Faraday devised
amachine that generated electricity from rotary motion, but it took almost 50 years for
thetechnology to reach a commercially viable stage. In 1878, in the US, Thomas Edison
developedand sold a commercially viable replacement for gas lighting and heating using locally
generatedand distributed direct current electricity.
The world's first public electricity supply was provided in late 1881, when the streets of the
Surrey town of Godalming in the UK were lit with electric light. This system was poweredfrom a
water wheel on the River Way, which drove a Siemens alternatr that supplied a number of arc
lamps within the town. This supply scheme also provided electricity to a number of shopsand
premises.
Coinciding with this, in early 1882, Edison opened the world’s first steam-poweredelectricity
generating station at Holborn Viaduct in London, where he had entered into anagreement with
the City Corporation for a period of three months to provide street lighting. Intime he had
supplied a number of local consumers with electric light. The method of supply wasdirect current
(DC).
It was later on in the year in September 1882 that Edison opened the Pearl Street
Power Station in New York City and again it was a DC supply. It was for this reason that the
generationwas close to or on the consumer's premises as Edison had no means of voltage
conversion. Thevoltage chosen for any electrical system is a compromise. Increasing
the voltage reduces thecurrent and therefore reduces resistive losses in the cable.
Unfortunately it increases the danger from direct contact and also increases the required
insulation thickness. Furthermore some loadtypes were difficult or impossible to make for higher
voltages.Additionally, Robert Hammond, in December 1881, demonstrated the new electric
lightin the Sussex town of Brighton in the UK for a trial period. The ensuing success of this installation
enabled Hammond to put this venture on both a commercial and legal footing, as anumber of
shop owners wanted to use the new electric light. Thus the Hammond ElectricitySupply Co. was
launched. Whilst the Godalming and Holborn Viaduct Schemes closed after afew years the
Brighton Scheme continued on, and supply was in 1887 made available for 24hours per day.
Nikola Tesla, who had worked for Edison for a short time and appreciated the electricaltheory in
a way that Edison did not, devised an alternative system using alternating current. Teslarealised
that while doubling the voltage would halve the current and reduce losses by three-quarters, only
an alternating current system allowed the transformation between voltage levels indifferent parts
of the system. This allowed efficient high voltages for distribution where their risks could easily
be mitigated by good design while still allowing fairly safe voltages to besupplied to the loads.
He went on to develop the overall theory of his system, devising theoreticaland practical
alternatives for all of the direct current appliances then in use, and patented hisnovel ideas in
1887, in thirty separate patents.
In 1888, Tesla's work came to the attention of George Westinghouse, who owned a patentfor a
type of transformer that could deal with high power and was easy to make.
Westinghousehad been operating an alternating current lighting plant in Grea Barrington,
Massachusetts since1886. While Westinghouse's system could use Edison's lights and had
heaters, it did not have amo to r . With Tesla and his patents, Westinghouse built a power system
for a gold mine i n Telluride, Colorado in 1891, with a water driven 100 horsepower (75 kW)
generator powering a100 horsepower (75 kW) motor over a 2.5-mile (4 km) power line.
Almarian Decker finallyinvented the whole system of three-phase power generating in Redlands,
California in 1893.Then, in a deal with General Electric, which Edison had been forced to sell,
Westinghouse'scompany went on to construct a power station at the Niagara Falls, with three
5,000 horsepower (3.7 MW) Tesla generators supplying electricity to an aluminium smelter at
Niagara and thetown of Buffalo 22 miles (35 km) away. The Niagara power station commenced
operation onApril 20, 1895. Tesla's alternating current system remains the primary means of
delivering electrical energy to consumers throughout the world. While high-voltage direct
current (HVDC) is increasingly being used to transmit large quantities of electricity over long
distances or toconnect adjacent asynchronous power systems, the bulk of electricity generation,
transmission,distribution and retailing takes place using alternating current.
Growth of Indian power sector
Power developmentis the key to the economic development. The power sector has been receiving
adequate priority ever since the process of planned development began in 1959.The power sector
has been getting 18-20% of the total public sector outlay in initial plan periods.Remarkable
growth and progress have led to extensive use of electricity in all the sectors of economy in the
successive five years plans. Over the years (since 1950) the installed capacity of power plants
(utilities) has increased to 109092 MW (2004-05) from 1713 MW in 1959,registering a 63 fold
increase in 54 years. Similarly, the electricity generation increased from about 5.1 billion to 440
billion units –86 fold increases. The per capita consumption of electricityin the county also
increased from 15 KWH in 1950 to about 395 KWH in 2004-05, which isabout 26 times. In the
field of rural electrification and pump set energization, country has made atremendous progress,
88% of the village have been electrified except far flung areas in NorthEaster states, where it is
difficult to extend the grid supply.
Generation mix
The share if hydel generation in the total generating capacity of the country
hasdeclined from 34% at the end of the sixth plan to 29% at the end of the seventh plan and
further to 25.5 percent at the end of eighth plan. The share is likely to decline ever further unless
suitablecorrective measures are initiated immediately. Hydel power projects, with
storage facilities, provide peak time support to the power system. Inadequate hydel support in
some of the regionsi s adversely affecting the performance of the thermal power plants. In
western and Easternregions, peaking power provided by thermal plants, some of which have to
back down during off peak hours.
Emergence regional power systems
In order to optimally utilise the dispersed sources for power generation it was decided right at
the beginning of the 1960’s that the country would be divided into 5 regions andthe planning
process would aim at achieving regional self sufficiency. The planning was so far based on a
region as a unit for planning and accordingly the power systems have been developedand
operated on regional basis, strong integrated grids exist in all the five regions of the countryand
the energy resources developed are widely utilised within the regional grids.Presently, theEastern
and North-Eastern regions are operating in parallel. With the proposed inter-regionallinks
being developed it is estimated that it would be possible for power to flow any where in
thecountry with the concept of National Grid becoming a reality during 12Th plan period.
Private Sectors
The initial response of the domestic and foreign investors to the policy of private participation in
power sector has been extremely encouraging. However, many projects haveencountered
unforeseen delays. There have been delays relating to finalisation of power
purchasea greements, guarantees and counter guarantees, Environmental clearances,
matching transmission networks and legally enforceable contracts for fuel supplies. The shortfall
in the private sector was due to the emergence of a number of constraints, which were not
anticipatedat the time the policy was formulated. The most important is that leaders are not
willing tofinance large independent power projects, selling power to a monopoly buyer such as
SEB’sdonot pay for electricity. Uncertainties about fuel supply arrangements and the difficulty
i n negotiating arrangements with public sector fuel suppliers, which concern penalties for
non- performance, is another area of potential difficulty. This important to resolve these
difficultiesand revolve a framework of policy which can ensure a reasonable distribution of risks
whichmake power sector projects financially attractive. The capacity addition programmed
for the 9th plan envisaged around 17588MW to be added by private generating companies. In
order toachieve the targeted private sector capacity addition during the 9th plan, the following
additionalfacilitating measures have recently been suggested by the promoters. Most of these
have beenaccepted while some of them are under the consideration of the government.
Objectives of the power sector
To provide reliable and quality power at a economic price.
To make the sector commercially sound and self-sustaining.
To achieve environmentally sustainable power development.
High performance levels to reduce cost and ensure reliable power supply.
PRODUCT/SERVICE PROFILE:
The study is conducted in “Karnataka Power Corporation limited”, which has generatingthe
power as its product. The firm is providing the service of power with out which lightening isnot
possible. Now a day’s power is very essential in all the activity of life of human beings.
KPCL is a monopoly producer of power in Karnataka state. The corporation is generatingthe
power by Hydro, wind and coal. It is really very expensive to generate power. Because
itneeds constructed dam for Hydal power generation, generators, plants, which incur hugeinvest
ment, it also costly in the case of wind and coal. At present KPCL producing at 70%through
hydro, 20% by coal and 10% by wind.
The power generated by KPCL is sold KPTCL (Karnataka Power TransmissionCorporation
Limited). As per data collected the corporations is generating power capacity is19713 million
units. The generated power can not be saved and sold some days later, it should besold out while
generating. Power is sold with the help of the gridlines, transforms & other power supply tools.
At present KPCL is using modern techniques of power generation. In addition to this
thecorporation is training their employees regarding the power generation
techniques. The KPCL has more than 20 projects.
HYDRO ELECTRIC POWER GENERATION
This is one of the cheapest ways to electricity, the kinetic and potential energy of runningwater
being harnessed to drive generators. However, it is limited to mountainous region wherefast
rivers flow. A fairly large difference in height is required to produce enough force in heflowing
water to turn the water wheels to which the generators are connected.
Early installation had vertical water turning the machinery. Modern plants use verticalgenerators
mounted on horizontal water wheels. These generators of the synchronous salient pose type are
of very large diameter (30 to 40) feet and have a large number of poles (up to 60)depending on
the speed of rotation (usually from 100 to 600rpm). The required head of water obtained by
constructing a dam across the river, usually at its steepest point to make maximumuse of height.
A reservoir forms behind the dam, so that a constant head of water is obtained.This water form
the reservoir is carried through underground ducts and they directed against thegenerators are
usually mounted in the range 6.6 to 15 KV. The exciter set on top of the maingenerator provides
the low voltage, high current D.C required to set up the magnitude field in themin generator.
Transformers situated just outside the powerhouse raise the voltage to the longdistance
transmission level of 275 to 400KV.
These plants are cheap to run, for this only a small staffs is required. However, the initialcapital
is enormous since dam construction is a major civil engineering feat. Suitable sites for hydro
electricity transmission lines must be added. However, these stations have a long life up to5
years.
THERMAL POWER STATION
Thermal power stations were the best energy, which is converted in to electric energy
and provide the majority power generation at present. The main is advantage is that they can be
sitedwhere needed thus saving on the cost of the transmission lines. However, high cost of fuel
(coal,oil or gas) is incurred.
In operation, fuel is burnt to heat the water in the boiler, which then produces steam atvery high
pressure (up to 5000 Ib/sqare Inc) and temperature (1100 f). This steam is directed onto blades of
high-speed turban, which is connected to the generator. The steam is condensed thenthe water is
return to the boiler, thus forming a closed cycle. This condensed is required largecooling tower
of external water (15 million gales/hour for a 300 MW station) or large coolingtower. These sites
must be chosen near the river or where the unsightly cooling tower will notdetract from the
surrounding. The generation are of 2 cycles pole construction rotating at 3000rph again the
voltage output varies between 6.6 to 33KV, the machine rating the higher thevoltage used. The
excited set is again amounted on the shaft. Large amounts of heat are produced is important fans
mounted each end of he rotor circulate air or hydrogen gas. Hydrogen is better cooling medium
then air and also only and fourteenth is its densities. Thus less power is required to circulate.
Recently liquid cooling is using oil or water as being adopted. Liquid are far superior to gases for
cooling, water being 50 times better then the air. Thermal stations are not particularly
efficient, the overall figure about 38% of the thermal power being put into plant fromthe fuel is
available as electric energy. The main limitation is the boiler design, the generators being
up to 90% efficient.
WIND POWER STATION
It is also one type of power generation where KPCL produce power by using the
wind.This form of power generation contributes only 1% of total power generation.
Ex:- Kappatagudda wind farm
DIESEL POWER STATION
A diesel generator is the combination of a diesel engine with an electrical generator (often called
an alternator) to generate electric energy. Diesel generating sets are used in placeswithout
connection to the power grid or as emergency power-supply if the grid fails.KPCL has 6 units
and 21.32 capacity in MW, total installed capacity is 127.92. this typeof power generation is very
costly, it costs nearly Rs.10 per unit and used only for emergency purpose. KPCL’s Diesel power
station is situated in Yelahanka.
Ex:- Yelahanka Diesel Generating station.
ORGANIZATIONAL STRUCTURE
Grouping of activities is an essential step in designing an organizational structure.Grouping of
activities into departments or other homogeneous units is known asdepartmentation.
Departmentation is the process of grouping tasks into job’s the combining of jobs into effective
work groups into identifiable segment or departments.In Prateeks activities are grouped into
different functional units. Each major functionof the enterprise is grouped into different
department. This can also be studied as a separatefunction. Departmentation based on functions
is a simple form of organizing the activities.Specialization of department promotes the
excellence in performance. It lead to improve planning and control of key functions and ensure
economy.
Board of director???????????org
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Powers of the Board
• To authorize the corporation for undertaking of work of a capital nature.
• To pay and change to the capital amount of the company and any interest law full payable.
• To act on behalf of the company in all matters relating to bankrupts and insolvents.
• To open any account or accounts with such banks as the board of directors may select
or appoint.
• To appoint or remove or suspend such managers, secretaries, supervisors, clerks, agents and
servants or permanent or temporary as they fit.
• To establish any board or agency for managing any of the affairs of the company in any locality
in India or elsewhere.
• To appoint any person to be the attorney’s of the company.
• No member shall be entitled to visit or inspect works of the company without permission of
directors in the nature of trade secrets, trade mystery and secret process.
Introduction
The functional areas of Karnataka power Corporation Ltd are divided into categories. They are
Production department, Human Resource department, Finance department, Marketing
department, Environment department and, Computer department Finance is the main
source of every business.
Finance department of Karnataka Power Corporation ltd involves managerial activities
concerned with procurement at low cost and utilization of funds for business purposes the
financial manager deals with planning, organizing, directing and controlling financialactivities of
the enterprise Production is also an important work in every manufacturing unit. Karnataka
Power Corporation ltd have latest technological machineries so that the
production process can be done easily. The HRD department of the company is well
structured and employees are getting good benefits and this is one strategy of the company to
increasethe productivity. Lastly, Marketing department of the company is helping the organizatio
n inincreasing the dealers and customers through their marketing strategies and campaigns
and promotional activities. This is all about functional departments. Let us know each
department in depth.
To know the all the Departments detailed information.
To carry out the easy work.
To know how the company process is taken place.
To forecast the future needs of the each Department.
To provide timely services to each department.
FINANCE DEPARTMENT
FINANCE CHART
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Finance department is very essential for any organization to be set up. It is the backbone of any
organization. Similarly the finance department plays a vital role in the set up and running of
KPCL.
Chief accountant manager and chief finance manager works under the direct control
of finance Director at KPCL. Other top executive in the finance department are executive