KREENA

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JSPMS

JAYAWANT INSTITUTE OF

MANAGEMENT STUDIES

S.No 82/2, Pune-Mumbai Bypass Highway,

TathawadePune 411033

LIVE

PROJECT

CONFLICTMANAGEMENT

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Company Name: Infosys Technologies

ACKNOWLEDGEMENT

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I would like to express my sinceregratitude to my faculty guide Mrs.P.V.L.Ramanafor her kind cooperation and guidance in thislive project and for her helping support andvaluable suggestions at every stage of this live

project. This will surely help in boosting mycareer in future and will certainly stand in good

position in my future academic pursuits.

Last but not the least I would like tothanks INC for supporting me to complete my

project successfully.

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CONTENTS

1. COMPANY PROFILE

2. INTRODUCTION

3. CONFLICT MANAGEMENT

4. STRATEGIES FOR CONFLICT

MANAGEMENT

5. THE CONFLICT MANAGEMENT PROCESS

6. ROLE CONFLICT Impact on organizations

commitment

7. APPROACH TO HANDLE EMPLOYEE

CONFLICT MANAGEMENT8. DOS AND DONTS

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Company Profile

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by sevenpeople with US$ 250. Today, Infosys is a global leader in the "nextgeneration" of IT and consulting with revenues of over US$ 4 billion.Infosys defines, designs and delivers technology-enabled business solutionsthat help Global 2000 companies win in a Flat World. Infosys also providesa complete range of services by leveraging there domain and businessexpertise and strategic alliances with leading technology providers.

Infosys' service offerings spanbusiness and technology consulting,application services, systems integration,product engineering, customsoftware development, maintenance, re-engineering, independent testing andvalidation services, IT infrastructure services andbusiness processoutsourcing.Infosys pioneered the Global Delivery Model (GDM), which emerged as adisruptive force in the industry leading to the rise of offshore outsourcing.

The GDM is based on the principle of taking work to the location where thebest talent is available, where it makes the best economic sense, with theleast amount of acceptable risk.Infosys has a global footprint with over 40 offices and development centersin India, China, Australia, the Czech Republic, Poland, the UK, Canada andJapan. Infosys has over 91,000 employees.Infosys takes pride in building strategic long-term client relationships. Over97% of there revenues come from existing customers.

History of Infosys

1981: Founded.

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1983: Moved its headquarters to Bangalore, the capital ofKarnataka 1987: Got its first foreign client, Data Basics Corporation from the

United States 1992: Opened its first overseas sales office in Boston. 1993: Became a public limited company in India with an initial public

offering of Rs. 13 crores. 1996: First office in Europe in Milton Keynes, UK 1997: Office in Toronto, Canada 1999: Listed on Nasdaq. 1999: Attained a SEI-CMM Level 5 ranking and became the first

Indian company to be listed onNASDAQ 2000: Opened offices in France and Hong Kong 2001: Opened offices in United Arab Emirates and Argentina 2002: Opened new offices inNetherlands, Singapore and Switzerland. 2002: Business World named Infosys "India's Most Respected

Company".[6] 2002: Started Progeon, its BPO (business process outsourcing)

subsidiary[7] 2003: Acquired 100% equity of Expert Information Services Pty

Limited, Australia (Expert) and changed the name to Infosys AustraliaPty Limited.

2004: Set up Infosys Consulting Inc., U.S. consulting subsidiary inCalifornia, U.S.

2006: Became the first Indian company to ring the NASDAQ StockMarket Opening Bell

2006: August 20, N. R. Narayana Murthy retired from his position asthe executive chairman[8]

2006: Acquired the 23% stake Citibankhad in its BPO offshootProgeon, making it a wholly owned subsidiary of Infosys and changedthe name to Infosys BPO Ltd.[9]

2006: December, became the first Indian company to make it toNasdaq-100[10]

2007: April 13, Nandan Nilekani stepped down as CEO and made

way for Kris Gopalakrishnan to occupy his chair effective June 2007 2007: July 25, Infosys bags multi-million dollar outsourcing contract

with Royal Philips Electronics in the area Finance & Accountingservices strengthening its European operations.

2007: September, Infosys establishes a wholly-owned Latin Americansubsidiary, Infosys Technologies S. de R. L. de C. V., and opens its

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first software development center in Latin America in the city ofMonterrey, Mexico.

2008: Agreed to buy British consultancy Axon Group Plc for 407million pounds ($753 million) [11]

Conflict Management

Definition

A team is a small group of people with complementary skills who arecommitted to a common purpose, performance goals, and approach forwhich they hold themselves mutually accountable.1 Although studentteams may not satisfy all the requirements of the definition, the degree to

which they do often determines their effectiveness.

Rationale"Students do not come to school with all the social skills they need tocollaborate effectively with others. Therefore, teachers need to teach theappropriate communication, leadership, trust, decision making, and conflictmanagement skills to students and provide the motivation to use these skillsin order for groups to function effectively."2 Faculty must take responsibilityto help students develop their skills to participate on and lead teams.

Conflict is an inevitable occurrence in projects as in life. The reallyimportant question is how we choose to address conflicts as they arise.Historically, perhaps even innately, most people immediately interpretconflict as negatively weighted as bad. Many people also find that theyinstinctively hesitate to engage in conflict, often searching for a path toavoidance. Over the last 30 years or so, much research has been donearound the topic of conflict, and in that time, much of our view has shiftedaway from conflict as innately negative toward a more neutral view, inwhich the impact of the conflict becomes the defining factor in any

judgment of good or bad.

Introduction

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Students bring different ideas, goals, values, beliefs and needs to their teamsand these differences are a primary strength of teams. These samedifferences inevitably lead to conflict, even if the level of conflict is low.Since conflict is inevitable, one of the ways in which faculty members canhelp students improve their abilities to function on multidisciplinary teams isto work with them to develop their understanding of conflict and theircapabilities to manage and resolve conflict.

What is conflict and conflict management?

Why learn more about conflict and conflict management?

How do people respond to conflict?

What modes do people use to address conflict?

What factors can affect our conflict modes?

How might you select your conflict management style?

How might you apply this information?

What is conflict?

Defintions vary, depending on the source of the definition. Psychologistsdefine conflict in the perspective of intra-mind differences. Sociologiststend to define conflict as differences between the interests of people orgroups, and so it goes. When we examine the common elements in almost

all of these various definitions, we find that a definition of conflict can bereduced to: Conflict occurs when there are two or more competingresponses to a single event. (Cummings, Long, and Lewis 1983) This sortof impact-neutral definition allows us to focus on the context and sources ofconflict rather than exclusively on the result or impact of the conflict.

Cummings, Long, and Lewis, in their 1983 book, Managing Communicationin Organizations, suggest six contexts for conflict.

1. Intrapersonal - the internal, mental struggle to select from amongalternatives.

2. Interpersonal - differences between individuals3. Intragroup - differences between members of a group pursuing a

similar corporate goal4. Intergroup - differences between groups with competing goals5. Intraorganizational - generalized differences in goals or perceptions of

various factions within an organization

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6. Interorganizational - differences between organizations (companies orgovernments) competing for a similar goal or to advance competingideologies

Hans Thaimhain and David Wilemon studied and identified seven potentialsources of conflicts in projects, which they went on to correlate with thevarious phases of the project life cycle (nitiation, planning, execution, andclosure). The seven sources of conflict include (in order of intensity):

Schedule conflict Conflict of priorities Resource conflict Technical conflict Conflict over administration

Personality conflict Cost conflict

What is conflict management?

Conflict may be defined as a struggle or contest between people withopposing needs, ideas, beliefs, values, or goals. Conflict on teams isinevitable; however, the results of conflict are not predetermined. Conflictmight escalate and lead to nonproductive results, or conflict can be

beneficially resolved and lead to quality final products. Therefore, learningto manage conflict is integral to a high-performance team. Although very

few people go looking for conflict, more often than not, conflict resultsbecause of miscommunication between people with regard to their needs,ideas, beliefs, goals, or values. Conflict management is the principle thatall conflicts cannot necessarily be resolved, but learning how to manageconflicts can decrease the odds of nonproductive escalation. Conflictmanagement involves acquiring skills related to conflict resolution, self-

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awareness about conflict modes, conflict communication skills, andestablishing a structure for management of conflict in your environment.

How do people respond to conflict? Fight or flight?

Physiologically we respond to conflict in one of two wayswe want to getaway from the conflict or we are ready to take on anyone who comes ourway. Think for a moment about when you are in conflict. Do you want toleave or do you want to fight when a conflict presents itself? Neither

physiological response is good or badits personal response. What isimportant to learn, regardless of our initial physiological response toconflict, is that we should intentionally choose our response to conflict.Whether we feel like we want to fight or flee when a conflict arises, we candeliberately choose a conflict mode. By consciously choosing a conflict

mode instead of to conflict, we are more likely to productively contribute tosolving the problem at hand.

STRATEGIES FOR CONFLICT MANAGEMENT

As we begin to consider specific strategies for managing conflict, it isappropriate and useful to revisit the decision-making process model. In his

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book, Effective Project Management, Third Edition, Robert Wysockidescribes six phases in decision-making. First is Situation Definition inwhich the situation is investigated and clarified. Next, there is SituationDecision Generation where the team identifies and accumulates alternatives.The Ideas to Action phase is next, when the team defines and agrees oncriteria for evaluating and selecting among the alternatives. Following theIdeas to Action phase is the Decision Action Plan phase in which the teamdetermines how and when to implement the selected alternative. Next,Decision Evaluation Planning phase provides a learning opportunity for theteam through the examination of lessons learned relative to the executeddecision and its results. Decision Evaluation Planning also involves thedevelopment of plans for improvement in the future. Finally, Evaluation ofOutcome and Process looks at quality of decision outcomes. This decision

process model provides an excellent foundation for any strategy of conflict

management.The most common elements in any conflict management strategy are theearly recognition of the conflict and keeping attention focused between theconflicted parties. Both of these elements are important for the managementof either functional or dysfunctional conflict. Clifford Gray and GaryLarson, in their book, Project Management: The Managerial Process, SecondEdition, observe that, The demarcation between functional anddysfunctional conflict is neither clear nor precise. The distinguishingcriterion is how the conflict affects project performance, not how individualsfeel, as long as the disagreement furthers the objectives of the project. Thenthe conflict is functional. On this basis then, all approaches to conflictmanagement must seek early identification of the conflict, early evaluationof the impact of the conflict on the project, and specific plans forencouraging functional conflict or managing dysfunctional conflict.Larson and Grays list of five strategies for managing dysfunctional conflict

provides a good summary of approaches.

Mediation. Based on a search for common ground, this strategyprovides an opportunity for negotiation between the parties in conflict.

The goal is to identify multiple possible alternatives and to mutuallyselect one that is acceptable to all involved parties and in the interestof project objectives. This strategy is based on the confrontationapproach described earlier.

Arbitration. This strategy requires the project manager to provide asafe and productive opportunity for the conflicted parties to air theirdisagreements. After careful attention and fully listening to each

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party, the project manager should formulate, define, and provide asolution to the parties. This strategy is based on the forcing approachto conflict described earlier. Arbitration can often be effectively

combined with mediation by forcing an initial conflict solution andthen allowing the parties to negotiate to a more mutually acceptablealternative.

Control. Based on the smoothing approach described earlier, thisstrategy seeks to bring tension and emotions down to a level at which

productive discussion and negotiation can

occur. Humor is often an effective tool, as well as the use oftemporary breaks or time-outs in the discussions between conflicted

parties. Acceptance. The decision can be made that the conflict consequences

are negligible relative to project objectives and, therefore, require noaction. This strategy carries significant risk of later escalation andshould be combined with specific plans for monitoring the situation toensure that the conflict remains at an acceptable level. (This strategyis obviously similar to the PMBOK Guide risk management strategyof active acceptance.)

Elimination. Finally, the elimination strategy is reserved for thoseconflicts that have become so dysfunctional that the project can nolonger tolerate any impacts from them. Often a last resort, eliminationinvolves the removal of the conflicted parties from involvement withthe project.

What factors can affect our conflict modes?

Some factors that can impact how we respond to conflict are listed below with explanations of how these factors might affect us.

Gender Some of us were socialized to use particular conflict modes

because of our gender. For example, some males, because they aremale, were taught always stand up to someone, and, if you have tofight, then fight. If one was socialized this way he will be morelikely to use assertive conflict modes versus using cooperative modes.

Self-concept How we think and feel about ourselves affect how weapproach conflict. Do we think our thoughts, feelings, and opinionsare worth being heard by the person with whom we are in conflict?

Expectations Do we believe the other person or our team wants toresolve the conflict?

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Situation Where is the conflict occurring, do we know the person weare in conflict with, and is the conflict personal or professional?

Position (Power) What is our power status relationship, (that is, equal,more, or less) with the person with whom we are in conflict?

Practice Practice involves being able to use all five conflict modeseffectively, being able to determine what conflict mode would be most

effective to resolve the conflict, and the ability to change modes asnecessary while engaged in conflict.

Determining the best mode Through knowledge about conflict andthrough practice we develop a conflict management understandingand can, with ease and limited energy, determine what conflict mode touse with the particular person with whom we are in conflict.

Communication skills The essence of conflict resolution andconflict management is the ability to communicate effectively. Peoplewho have and use effective communication will resolve their conflictswith greater ease and success.

Life experiences As mentioned earlier, we often practice the conflict

modes we saw our primary caretaker(s) use unless we have made a

conscious choice as adults to change or adapt our conflict styles. Some ofus had great role models teach us to manage our conflicts and others of us

had less-than-great role models. Our life experiences,

both personal and professional, have taught us to frame conflict as either

something positive that can be worked through or something negative

to be avoided and ignored at all costs.

THE CONFLICT MANAGEMENT PROCESS

The process of conflict consists of five stages.

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Ways People Deal With Conflict

There is no one best way to deal with conflict. It depends on the current

situation. Here are the major ways that people use to deal with conflict.1. Avoid it. Pretend it is not there or ignore it.a. Use it when it simply is not worth the effort to argue. Usually thisapproach tendsto worsen the conflict over time.2. Accommodate it. Give in to others, sometimes to the extent that youcompromise yourself.a. Use this approach very sparingly and infrequently, for example, insituationswhen you know that you will have another more useful approach in the verynear future. Usually this approach tends to worsen the conflict over time,andcauses conflicts within yourself.3. Competing. Work to get your way, rather than clarifying and addressingthe issue. Competitors love accommodators.a. Use when you have a very strong conviction about your position.4. Compromising. Mutual give-and-take.a. Use when the goal is to get past the issue and move on.

5. Collaborating. Focus on working together.a. Use when the goal is to meet as many current needs as possible by usingmutualresources. This approach sometimes raises new mutual needs.

b. Use when the goal is to cultivate ownership and commitment.

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ROLE CONFLICT IMPACT ON ORGANISATIONAL

COMMITMENT

Conflict affects employee behaviors, work outcomes, reduce creativeness

and innovation and organizational commitment. Intraindividual conflicts are

(role conflict, goal conflict and frustration) significantly related to

commitment, and that the higher the levels of role conflict, goal conflict and

frustration, the lower the levels of commitment.

Role conflict (work. family and society) is the most important factor of

intra-individual conflict in influencing employees commitment. When the

employee feels a mismatch between his/her formal work role, family role

and society role, he/she is likely to be depressed, because he/she is not able

to meet the needs and expectations of all these parties at the same time. The

level of depression will increase as the gap between different parties needs

and expectation increases. Therefore, he/she tends to show lower levels of

commitment toward the organization, which is one of the parties that

causing the conflict.

Role conflict is significantly and negatively related to affective commitment,

while being significantly and positively related to continuance commitment.

Simply, the greater the role conflict reduces employees job satisfaction &

organizational commitment.

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Goal conflict puts pressure on an employee, because he/she has to select

between two mutually exclusive alternatives. If the employee often

experiences this pressure in his/her work, he is likely to be stressed and

anxious; therefore, he/she may show lower commitment levels toward the

organization.

That is the higher the goal conflict, the lower the organizational

commitment.

Frustration has a significant and negative relationship with organizational

commitment. When the employee is prevented from achieving a certain

objective, or satisfying a certain need, he/she is likely to be depressed,

demotivated and unsatisfied. Accordingly, he/she tends to show lower level

of organizational commitment, as he/she gets frustrated.

COMMUNICATION SYSTEM IN ORGANISATIONS LEADS TO

CONFLICT

Communication system between manager and employee can lead to conflict.

The manager can counter conflict in supervisor-subordinate relationship, in

peer or intergroup relationship, and in relationship with senior management.

The way in which theses people related through communication system can

lead to conflict. There are:

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a) Vertical conflict occurs between hierarchical levels, and commonly

involves supervisors-subordinate disagreements over resources, goals,

deadlines or performance results.

b) Horizontal conflict occurs between people or groups at the same

hierarchical level, and commonly involves goal incompatibilities, resource

scarcities or purely interpersonal factors.

c) Line staff conflict occurs between line and staff representatives, and

commonly involves disagreements over who has authority and control over

certain matters, such as personnel selection and termination practices.

The more is clear the communication system the less conflict exists which

leads to higher the organizational commitment. Less communication

between employees and managers can

lead to three factors of intraindividual conflicts. This will lead to low

performance, job dissatisfaction and reduce organizational commitment.

APPRACH TO HANDLE EMPLOYEE CONFLICTMANAGEMENT

Managers should:

*Listen carefully to employees to prevent misunderstanding.

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*Monitor employees work to assist them to understand and coordinatetheir actions.

*Encourage employees to approach you when they cannot solvedifficulties with co-workers on their own.

*Clear the air with regular meetings that give employees a chance todiscuss their grievances.

*Provide a suggestion box, check it frequently, and personally reply to allsinged suggestions.

Offer as mach information as possible about decisions to minimizeconfusion and resentment.

*Use employee surveys to identify potential conflicts that have not yetsurfaced.

Some do's and don'ts

If youre faced with a situation in which an employee seemsimplacably opposed to everything youre trying to accomplish, youmight be asking, "What can I do?" Here are some suggestions. Ofcourse, each situation is different, so you have to devise a strategy ona case-by-case basis.

Don't ignore the situation for too long

While its sometimes wise to let a person blow off steam and sulk for

a couple of days, dont let things get out of hand. Once youvedecided an employee is not just temporarily upset about a decisionthat didnt go his or her way, you need to act.

Do confront the employee, politely

Being direct can be very effective. You might start the conversation

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along these lines: Judging from your behavior the past couple ofweeks, youre really angry at me. Tell me about it. Then shut up andlisten. You have to maintain your poiseresist the urge to get in a tit-for-tat debate on the persons grievances.

Don't overcompensate

Overcompensation can take two forms. First, you could spend all yourtime apologizing for things that werent your fault, acting unnaturallychummy and trying to bribe the employee by agreeing to his or herwishes, whether or not they make business sense.

The second type of overcompensating comes in when you decide toreturn hostility with hostility and exclude the employee from projectdiscussions or the best assignments.

Do ask the employee about his or her reaction

A long time ago, I was promoted to a job that four of my new directreports had also interviewed for. Three of them wished me luck andworked hard to make me (and the team) successful. One guy,however, just couldnt get past being passed over. When I

Asked him about it, he said, Its nothing personal, but Im nevergoing to stop thinking that I should have had your job. In reply, Isaid, Well, Im not going anywhere, so what are you going to do?He ended up transferring to another group and getting on with hiscareer.

Remember that, at some level, this is the employees problem. Dontlet that person off the hook. After all, no one has the right to demandthat they only work for people they like.

Don't forget to look at your role in this

Up to this point, weve been assuming that the employee has somegroundless reason for not liking you: You didnt approve a fundingrequest, or you turned down a pet project. However, what if youre theone whos been acting like a jerk, and the employee is just respondingto your behavior? In that case, the employee could be doing you afavor by warning you of the consequences of continuing to act in sucha fashion.

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2) Documental skills: MicrosoftofficeEXPERIENCE:

EXTRACURRICAL ACTIVITIES:

Participated as a model for fashion show at TIMR Participated in management committee in college cultural department.

LANGUAGES KNOWN: English, Hindi, and Marathi

SIGNATURE.

Date:

CONTENTS

CHAPTER

NO.

TITLE OF CHAPTER PAGE NO.

Contents

List of Tables

List of Graphs

List of Figures

1 Introduction

2 Job Satisfaction

2.1 Definitions

2.2 History

2.3 Importance

2.4 Importance to worker and organization Factors

2.5 Workers role in job satisfaction reasons

2.6 Factors

2.7 Reasons of low job satisfaction2.8 Effects Of Low Job Satisfaction

2.9 Influences

3 Models of job satisfaction

3.1Model of facet of job satisfaction

3.2 Affect theory(Edwin A. Locke 1976)

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3.3 Dispositional Theory( Timothy A. Judge 1988)

3.4 Two-Factor Theory (Motivator-Hygiene Theory)

3.5 Job Characteristics Model (Hackman & Oldham)

3.6 Modern method of measuring job satisfaction

3.7 Rating scale

3.8 Personal interviews

3.9 action tendencies

3.10 Job enlargement

3.11 Job rotation

3.12 Change of pace

3.13 Scheduled rest periods4 Research methodology

4.1 Introduction

4.2 Drafting Of Questionnaire

4.3 Sampling

4.4 Research objectives

4.5 Data Collection

4.6 Relevance And Limitation Of Study

4.7 Chapterisation

5 Organizational profile

5.1 Background & History

5.2 Bright Features

5.3 Customers Preference

5.4 Maruti Suzuki Today

5.5 Wide Range Of Cars

5.6 Maruti Suzuki & Motor Sports

6 Data presentation, Analysis and Interpretation

7 Conclusions And Suggestions

Appendices

Appendices A

Questionnaire

Bibliography

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LIST OF TABLES

6.11 Responses regarding whether the respondents are satisfiedwith the opportunities of promotions

6.12 Responses regarding whether the respondents are satisfiedwith the payment of salary on time

6.13 Responses regarding whether the respondents are satisfiedwith the quality of formal training and induction program

6.14 Responses regarding whether the respondents are satisfiedwith the quality of in-house training

6.15 Responses regarding whether the respondents are satisfiedwith the period of training

6.16 Responses regarding whether the respondents are satisfiedwith the proper and proactive HR division Responsesregarding whether the respondents are satisfied with the

performance appraisal system6.17 Responses regarding whether the respondents are satisfied

with the performance appraisal system

6.18 Responses regarding whether the respondents are satisfiedwith the performance appraisal system

6.19 Responses regarding whether the respondents are satisfiedwith the celebration of employees birthday

6.20 Responses regarding whether the respondents are satisfiedwith forum for face to face communication

6.21 Responses regarding whether the respondents are satisfiedwith encouragement to employees suggestions

6.22 Responses regarding whether the respondents are satisfied

TABLE

NO.

TITLE OF TABLE PAGE

NO.

6.1 Responses regarding whether the respondents are satisfiedwith the workplace

6.2 Responses regarding whether the respondents are satisfiedwith the infrastructure of organization

6.3 Responses regarding whether the respondents are satisfiedwith the canteen facility provided by organization.

6.4 Responses regarding whether the respondents are satisfiedwith the implementation of rules and responsibilities.

6.5 Responses regarding whether the respondents are satisfiedwith the freedom given at work.

6.6 Responses regarding whether the respondents are satisfiedwith the team spirit in organization

6.7 Responses regarding whether the respondents are satisfiedwith convenient working hours

6.8 Responses regarding whether the respondents are satisfiedwith Job security

6.9 Responses regarding whether the respondents are satisfiedwith the targets achievable.

6.10 Responses regarding whether the respondents are satisfiedwith the targets achievable

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6.11 Responses regarding whether the respondents are satisfiedwith the opportunities of promotions

6.12 4.12. Responses regarding whether the respondents aresatisfied with the payment of salary on time

6.13 Responses regarding whether the respondents are satisfiedwith the quality of formal training and induction program

6.14 Responses regarding whether the respondents are satisfiedwith the quality of in-house training

6.15 4.15. Responses regarding whether the respondents aresatisfied with the period of training

6.16 Responses regarding whether the respondents are satisfiedwith the proper and proactive HR division Responses

regarding whether the respondents are satisfied with theperformance appraisal system

6.17 Responses regarding whether the respondents are satisfiedwith the performance appraisal system

6.18 Responses regarding whether the respondents are satisfiedwith the performance appraisal system

6.19 Responses regarding whether the respondents are satisfiedwith the celebration of employees birthday

6.20 Responses regarding whether the respondents are satisfiedwith forum for face to face communication

6.21 Responses regarding whether the respondents are satisfiedwith encouragement to employees suggestions

6.22 Responses regarding whether the respondents are satisfiedwith positive acceptance of employees suggestions

6.23 Responses regarding whether the respondents are satisfiedwith management keeps promises.

GRAPHS

NO.

TITLE OF GRAPH PAGE

NO.

6.1 Responses regarding whether the respondents are satisfiedwith the workplace

6.2 Responses regarding whether the respondents are satisfied

with the infrastructure of organization6.3 Responses regarding whether the respondents are satisfied

with the canteen facility provided by organization.

6.4 Responses regarding whether the respondents are satisfiedwith the implementation of rules and responsibilities.

6.5 Responses regarding whether the respondents are satisfiedwith the freedom given at work.

6.6 Responses regarding whether the respondents are satisfiedwith the team spirit in organization

6.7 Responses regarding whether the respondents are satisfiedwith convenient working hours

6.8 Responses regarding whether the respondents are satisfiedwith Job security

6.9 Responses regarding whether the respondents are satisfied

with the targets achievable.

6.10 Responses regarding whether the respondents are satisfiedwith the targets achievable

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LIST OF FIGURES

FIGURE

NO.

NAME OF FIGURES PAGE

NO.

1 Curve showing relationship between job satisfaction andrate of turn over and absenteeism

2 Model of determinant of facet of job satisfaction

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CHAPTER NO.1

INTRODUCTION

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INTRODUCTION

Job satisfaction in regards to ones feeling or state of mind regarding nature of their work.

Job can be influenced by variety of factors like quality of ones relationship with their

supervisor, quality of physical environment in which they work, degree of fulfillment in

their work, etc.

Positive attitude towards job are equivalent to job satisfaction where as negative attitude

towards job has been defined variously from time to time. In short job satisfaction is a

persons attitude towards job.

Job satisfaction is an attitude which results from balancing & summation of many

specific likes and dislikes experienced in connection with the job- their evaluation may

rest largely upon ones success or failure in the achievement of personal objective and

upon perceived combination of the job and combination towards these ends.

According to pestonejee, Job satisfaction can be taken as a summation of employees

feelings in four important areas. These are:

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1. Job-nature of work (dull, dangerous, interesting), hours of work, fellow workers,

opportunities on the job for promotion and advancement (prospects), overtime

regulations, interest in work, physical environment, and machines and tools.

2. Management- supervisory treatment, participation, rewards and punishments,

praises and blames, leaves policy and favoritism.

3. Social relations- friends and associates, neighbors, attitudes towards people in

community, participation in social activity socialibility and caste barrier.

4. Personal adjustment-health and emotionality.

Job satisfaction is an important indicator of how employees feel about their job and a

predictor of work behavior such as organizational citizenship, Absenteeism, Turnover.

Job satisfaction benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and

worker morale. Job satisfaction is also linked with a healthier work force and has been

found to be a good indicator of longevity.

Job satisfaction is not synonyms with organizational morale, which the possessions of

feeling have being accepted by and belonging to a group of employees through adherence

to common goals and confidence in desirability of these goals.

Morale is the by-product of the group, while job satisfaction is more an individual state

of mind.

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CHAPTER NO. 2

JOB SATISFACTION

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2.1 DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken

from the book of D.M. Pestonjee Motivation and Job Satisfaction which are given

below:

Job satisfaction is defined as a pleasurable, emotional, state resulting from appraisal of

ones job. An effective reaction to ones job.

Weiss

Job satisfaction is general attitude, which is the result of many specific attitudes in three

areas namely:

Specific job factors

Individual characteristics

Group relationship outside the job

Blum and Naylor

Job satisfaction is defined, as it is result of various attitudes the person hold towards the

job, towards the related factors and towards the life in general.

Glimmer

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Job satisfaction is defined as any contribution, psychological, physical, and

environmental circumstances that cause a person truthfully say, I am satisfied with my

job.

Job satisfaction is defined, as employees judgment of how well his job on a whole is

satisfying his various needs Mr. Smith

Job satisfaction is defined as a pleasurable or positive state of mind resulting from

appraisal of ones job or job experiences.

Locke

2.2 HISTORY OF JOB SATISFACTION

The term job satisfaction was brought to lime light by hoppock (1935). He revived 35

studies on job satisfaction conducted prior to 1933 and observes that Job satisfaction is

combination of psychological, physiological and environmental circumstances. That

causes a person to say. I m satisfied with my job. Such a description indicate the

variety of variables that influence the satisfaction of the individual but tell us nothing

about the nature of Job satisfaction.

Job satisfaction has been most aptly defined by pestonjee (1973) as a job, management,

personal adjustment & social requirement. Morse (1953) considers Job satisfaction as

dependent upon job content, identification with the co., financial & job status & priding

group cohesiveness

One of the biggest preludes to the study of job satisfaction was the Hawthorne study.

These studies (1924-1933), primarily credited to Elton Mayo of the Harvard Business

School, sought to find the effects of various conditions (most notably illumination) on

workers productivity.

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These studies ultimately showed that novel changes in work conditions temporarily

increase productivity (called the Hawthorne Effect). It was later found that this increase

resulted, not from the new conditions, but from the knowledge of being observed.

This finding provided strong evidence that people work for purposes other than pay,

which paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job

satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific

Management, argued that there was a single best way to perform any given work task.

This book contributed to a change in industrial production philosophies, causing a shift

from skilled labor and piecework towards the more modern approach ofassembly lines

andhourly wages.

The initial use of scientific management by industries greatly increased productivity

because workers were forced to work at a faster pace. However, workers became

exhausted and dissatisfied, thus leaving researchers with new questions to answer

regarding job satisfaction.

It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo

Munsterbergset the tone for Taylors work.

Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the

foundation for job satisfaction theory. This theory explains that people seek to satisfy five

specific needs in life physiological needs, safety needs, social needs, self-esteem needs,

and self-actualization. This model served as a good basis from which early researchers

could develop job satisfaction theories.

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It gives clear evidence that dissatisfied employees skip work more often and more

like to resign and satisfied worker likely to work longer with the organization.

2.4 IMPORTANCE TO WORKER AND ORGANIZATION

Job satisfaction and occupational success are major factors in personal satisfaction, self-

respect, self-esteem, and self-development. To the worker, job satisfaction brings a

pleasurable emotional state that can often leads to a positive work attitude. A satisfied

worker is more likely to be creative, flexible, innovative, and loyal.For the organization, job satisfaction of its workers means a work force that is

motivated and committed to high quality performance. Increased productivity- the

quantity and quality of output per hour worked- seems to be a byproduct of improved

quality of working life. It is important to note that the literature on the relationship

between job satisfaction and productivity is neither conclusive nor consistent.

However, studies dating back to Herzbergs (1957) have shown at least low

correlation between high morale and high productivity and it does seem logical that more

satisfied workers will tend to add more value to an organization.

Unhappy employees, who are motivated by fear of loss of job, will not give 100

percent of their effort for very long. Though fear is a powerful motivator, it is also a

temporary one, and also as soon as the threat is lifted performance will decline.

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Job satisfaction benefits the organization includes reduction in complaints and

grievances, absenteeism, turnover, and termination; as well as improved punctuality and

worker morale. Job satisfaction is also linked with a healthier work force and has been

found to be a good indicator of longevity.

Although only little correlation has been found between job satisfaction and

productivity, Brown (1996) notes that some employers have found that satisfying or

delighting employees is a prerequisite to satisfying or delighting customers, thus

protecting the bottom line.

2.5 WORKERS ROLE IN JOB SATISFACTION

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his

or her own satisfaction and well being on the job. The following suggestions can help a

worker find personal job satisfaction: Seek opportunities to demonstrate skills and talents.

This often leads to more challenging work and greater responsibilities, with attendant

increases in pay and other recognition.

Develop excellent communication skills. Employers value and rewards excellent

reading, listening, writing and speaking skills.

Know more. Acquire new job related knowledge that helps you to perform tasks more

efficiently and effectively. This will relive boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most

organizations and often results in recognition as well as in increased responsibilities and

rewards.

Develop teamwork and people skills. A large part of job success is the ability to work

well with others to get the job done.

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Accept the diversity in people. Accept people with their differences and their

imperfections and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to

satisfaction with the work itself. This help to give meaning to ones existence, thus

playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burn out by developing healthy stress management

techniques.

2.6 FACTORS OF JOB SATISFACTION

Hoppock, the earliest investigator in this field, in 1935 suggested that there are six major

components of job satisfaction. These are as under:

The way the individual reacts to unpleasant situations,

The facility with which he adjusted himself with other person

The relative status in the social and economic group with which he identifies

himself

The nature of work in relation to abilities, interest and preparation of worker

Security

Loyalty

Herberg, mausaer, Peterson and capwell in 1957 reviewed more than 150 studies and

listed various job factors of job satisfaction. These are briefly defined one by one as

follows:

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1. Intrinsic aspect of job

It includes all of the many aspects of the work, which would tend to be constant for

the work regardless of where the work was performed.

2. Supervision

This aspect of job satisfaction pertains to relationship of worker with his immediate

superiors. Supervision, as a factor, generally influences job satisfaction.

3. Working conditions

This includes those physical aspects of environment which are not necessary a part of

the work. Hours are included this factor because it is primarily a function of

organization, affecting the individuals comfort and convenience in much the same

way as other physical working conditions.

4. Wage and salaries

This factor includes all aspect of job involving present monitory remuneration for

work done.

5. Opportunities for advancement

It includes all aspect of job which individual sees as potential sources of betterment of

economic position, organizational status or professional experience.

6. Security

It is defined to include that feature of job situation, which leads to assurance for

continued employment, either within the same company or within same type of work

profession.

7. Company & management

It includes the aspect of workers immediate situation, which is a function of

organizational administration and policy. It also involves the relationship of employee

with all company superiors above level of immediate supervision.

8. Social aspect of job

It includes relationship of worker with the employees specially those employees at

same or nearly same level within the organization.

9. Communication

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2.8 EFFECTS OF LOW JOB SATISFACTION

1. HIGH ABSENTEEISM

Absenteeism means it is a habitual pattern of absence from duty or obligation.

If there will be low job satisfaction among the employees the rate of absenteeism

will definitely increase and it also affects on productivity of organization.

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In the above diagram line AB shows inverse relationship between job satisfaction and

rate of turn over and rate of absenteesm.

As th job satisfaction is high the rate of both turn over and absentiseesm is low and vise a

versa.

2.HIGH TURNOVER

In human resource refers to characteristics of a given company or industry relative to the

rate at which an employer gains and losses the staff.

If the employer is said to be have a high turnover of employees of that company

have shorter tenure than those of other companies.

3.TRAINING COST INCREASES

High

low

low High

Job

satisfactin

Rate of turn over and absences

A

B

Fig.no. 1 Curve showing relationship between job satisfaction and rate of turn overand absenteeism.

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As employees leaves organization due to lack of job satisfaction. Then Human resource

manager has to recruit new employees. So that the training expenditure will increases.

2.9 INFLUENCES ON JOB SATISFACTION

There are no. of factors that influence job satisfaction. For example, one recent study

even found that if college students majors coinsided with their job , this relationship will

predicted subsequent job satisfaction. However, the main influences can be summerised

along with the dimentions identified above.

The work itself

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The concept of work itself is a major source of satisfaction. For example, research related

to the job charactoristics approach to job design, shows that feedback from job itself and

autonomy are two of the major job related motivational factors. Some of the most

important ingridents of a satisfying job uncovered by survey include intersting and

challenging work, work that is not boring, and the job that provides status.

Pay

Wages and salaries are recognised to be a significant, but complex, multidimentional

factor in job satisfaction. Money not only helps people attain their basic needs butevel

need satisfaction. Employees often see pay as a reflection of how managemnet view their

conrtibution to the organization. Fringe benefits are also important.

If the employees are allowed some flexibility in choosing the type of benefits they prefer

within a total package, called a flexible benefit plan, there is a significant increase in

both benefit satisfaction and overall job satisfaction.

Promotions

Promotional opportunities are seem to be have avarying effect on job satisfaction. This

is because of promotion take number of different forms.

WHAT IS THE IMPACT OF JOB SATISFACTION?

Many managers subscribe to the belief that a satisfied worker is necessarily good

worker. In other words, if management could keep the entire workers happy, good

performance would automatically fallow. There are two propositions concerning the

satisfaction performance relation ship. The first proposition, which is based on

traditional view, is that satisfaction is the effect rather than the cause of performance.

This proposition says that efforts in a job leads to rewards, which results in a certain

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dependence on performance. The result of high job satisfaction is increased commitment

to the organization, which may or may not result in better performance.

A wide range of factors affects an individuals level of satisfaction. While organizational

rewards can and do have an impact, job satisfaction is primarily determine by factors that

are usually not directly controlled by the organization. a high level of job satisfaction lead

to organizational commitment, while a low level, or dissatisfaction, result in a behavior

detrimental to the organization. For example, employee who like their jobs, supervisors,

and the factors related to the job will probably be loyal and devoted. People will work

harder and derive satisfaction if they are given the freedom to make their own decisions.

CHAPTER NO. 3

MODELS OF JOB SATISFACTION

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Dispositional Theory( Timothy A. Judge 1988)

Two-Factor Theory (Motivator-Hygiene Theory) (Frederick Herzbergs)

Job Characteristics Model (Hackman & Oldham)

Rating scale

Personal interviews

action tendencies

Job enlargement

Job rotation

Change of pace

Scheduled rest periods

3.1 MODEL OF FACET OF JOB SATISFACTION

Skill

ExperienceTrainingEffortsAgeSeniorityEducationCo loyaltyPastperformance

Perceived personaljob inputs

Perceived inputs& outcomes ofreferent others

Perceivedamount thatshould bereceived (a)

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satisfaction is more greatly impacted both positively (when expectations are met) and

negatively (when expectations are not met), compared to one who doesnt value that

facet. To illustrate, if Employee A values autonomy in the workplace and Employee B is

indifferent about autonomy, then Employee A would be more satisfied in a position that

offers a high degree of autonomy and less satisfied in a position with little or no

autonomy compared to Employee B. This theory also states that too much of a particular

facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

3.3 DISPOSITIONAL THEORY

Another well-known job satisfaction theory is the Dispositional Theory it is a very

general theory that suggests that people have innate dispositions that cause them to have

tendencies toward a certain level of satisfaction, regardless of ones job. This approach

became a notable explanation of job satisfaction in light of evidence that job satisfaction

tends to be stable over time and across careers and jobs. Research also indicates that

identical twins have similar levels of job satisfaction.

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A significant model that narrowed the scope of the Dispositional Theory was the Core

Self-evaluations Model, proposed by Timothy A. Judge in 1998. Judge argued that there

are four Core Self-evaluations that determine ones disposition towards job satisfaction:

self-esteem, general self-efficacy, locus of control, and neuroticism. This model states

that higher levels of self-esteem (the value one places on his self) and general self-

efficacy (the belief in ones own competence) lead to higher work satisfaction. Having an

internal locus of control (believing one has control over her\his own life, as opposed to

outside forces having control) leads to higher job satisfaction. Finally, lower levels of

neuroticism lead to higher job satisfaction

3.4 TWO-FACTOR THEORY (MOTIVATOR-HYGIENE THEORY)

Frederick Hertzbergs Two-factor theory (also known as Motivator Hygiene Theory)

attempts to explain satisfaction and motivation in the workplace. This theory states that

satisfaction and dissatisfaction are driven by different factors motivation and hygiene

factors, respectively. Motivating factors are those aspects of the job that make people

want to perform, and provide people with satisfaction. These motivating factors are

considered to be intrinsic to the job, or the work carried out.Motivating factors include

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aspects of the working environment such as pay, company policies, supervisory practices,

and other working conditions.

While Hertzberg's model has stimulated much research, researchers have been unable to

reliably empirically prove the model, with Hackman & Oldham suggesting that

Hertzberg's original formulation of the model may have been a methodological

artifactFurthermore, the theory does not consider individual differences, conversely

predicting all employees will react in an identical manner to changes in

motivating/hygiene factors.. Finally, the model has been criticised in that it does not

specify how motivating/hygiene factors are to be measured]

3.5 JOB CHARACTERISTICS MODEL

Hackman & Oldham proposed the Job Characteristics Model, which is widely used as a

framework to study how particular job characteristics impact on job outcomes, including

job satisfaction.

The model states that there are five core job characteristics (skill variety, task identity,

task significance, autonomy, and feedback) which impact three critical psychological

states (experienced meaningfulness, experienced responsibility for outcomes, and

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knowledge of the actual results), in turn influencing work outcomes (job satisfaction,

absenteeism, work motivation, etc.).

The five core job characteristics can be combined to form a motivating potential score

(MPS) for a job, which can be used as an index of how likely a job is to affect an

employee's attitudes and behaviors.

A meta-analysis of studies that assess the framework of the model provides some support

for the validity of the JCM.

3.6 MODERN METHOD OF MEASURING JOB SATISFACTION

In this method of measuring job satisfaction the comparision between various

orgnizational terms and conditions at managerial level and also the orgnization at a large.

SATISFACTION WITH HUMAN RESOURCES MANAGEMENT POLICIES OF

THE ORGANIZATION:

1. Management has a clear path for employees advancement

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2. Decisions are made keeping in mind the good of the employees

3. Management is extremely fair in personal policies

4. Physical working conditions are supportive in attaining targets

5. I nnovativeness is encouraged to meet business problems.

SATISFACTION WITH SUPERVISION

1. I feel I can trust what my supervisor tells me

2. My supervisor treats me fairly and with respect

3. My supervisor handles my work-related issues satisfactorily

4. I get frequent appreciation of work done from supervisors

5. I get enough support from the supervisor

6.Individual initiative is encouraged

SATISFACTION WITH COMPENSATION LEVELS

1. Overall I am satisfied with the companys compensation package

2. I am satisfied with the medical benefits

3. I am satisfied with the conveyance allowance

4. I am satisfied with the retirement benefits

5. I am satisfied with the reimbursement of the expenses as per the eligibility

6. I am satisfied with the holiday (vacation) eligibilities

SATISFACTION WITH TASK CLARITY

1. Management decisions are Ad Hoc and lack professionalism (reverse scaled)

2. Rules and procedures are followed uncompromisingly3. My job responsibilities are well defined and clear

SATISFACTION WITH CAREER DEVELOPMENT

1. I have adequate opportunities to learn and grow

2. I get opportunities to handle greater responsibilities

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By this method, Job satisfaction can be measured by asking questions and gathering

information on how they feel like behaving with respect to certain aspects of their

jobs. This method provides employees more opportunity to express their in-depth

feeling.

In his study on American employees, hoppock identified six factors that contributed

to job satisfaction among them. These are as follows:

1. The way individual reacts to unpleasant situations.

2. The facilities with which he adjust himself to other persons.

3. His relatives status in the social & economic group with which he identifies

himself.

4. The nature of work in relation to the abilities, interest & preparation of the

workers.

5. Security.

6. Loyalty.

Because human resource manager often serve as intermediaries between employees &

management in conflct.they are concern with Job satisfaction or general job attitudes with

the employees.

Philip apple white has listed the five major components of Job satisfaction .as

1. Attitude towards work group.

2. General working conditions.

3. Attitude towards company.

4. Monitory benefits &

5. Attitude towards supervision

Other components that should be added to this five are individuals state of mind about

the work itself and about the life in general .the individuals health, age, level of

aspiration. Social status and political & social activities can all contribute to the Job

satisfaction. A persons attitude toward his or her job may be positive or negative.

3.11 JOB ENLARGEMENT

The concept of job enlargement originated after World War II. It is simply the organizing

of the work so as to relate the contents of the job to the capacity, actual and potential, of

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workers. Job enlargement is oblivious forerunner of the concept and philosophy of job

design. Stephan offers three basic assumptions behind the concept of job enlargement.

Output will increase if

1. Workers abilities are fully utilized

2. Worker has more control over the work

3. Workers interest in work and workplace is stimulated.

Job enlargement is a generic term that broadly means adding more and different tasks to

a specialized job. It may widen the number of task the employee must do that is, add

variety. When additional simple task are added to a job, the process is called horizontal

job enlargement. This also presumably adds interest to the work and reduces monotony

and boredom.

To check harmful effects of specialization, the engineering factors involved in each

individual job must be carefully analyzed. Perhaps, the assembly lines can be shortened

so that there will be more lines and fewer workers on each line. Moreover, instead of

assigning one man to each job and then allowed to decide for himself how to organize the

work. Such changes permit more social contacts and greater control over the work

process.

3.12 JOB ROTATION

Job rotation involves periodic assignments of an employee to completely different sets of

job activities. One way to tackle work routine is to use the job rotation. When an activity

is no longer challenging, the employee is rotated to another job, at the same level that has

similar skill requirements.

Many companies are seeking a solution to on-the-job boredom through systematically

moving workers from one job to another. This practice provides more varieties and gives

employees a chance to learn additional skills. The company also benefits since the

workers are qualified to perform a number of different jobs in the event of an emergency.

3.13 CHANGE OF PACE

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Anything that will give the worker a chance to change his pace when he wishes will lend

variety to his work. Further if workers are permitted to change their pace that would give

them a sense of accomplishment.

3.14 SCHEDULED REST PERIODS

Extensive research on the impact of rest periods indicates that they may increase both

morale and productivity. Scheduled rest periods bring many advantages:

They counteract physical fatigue

They provide variety and relieve monotony

They are something to look forward to- getting a break gives a sense of achievement.

They provide opportunities for social contacts.

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RESEARCH METHODOLOGY

4.1 INTRODUCTION

CHAPTER NO. 4

RESEARCH METHODOLOGY

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Research refers to a search for knowledge. It is a systematic method of collecting and

recording the facts in the form of numerical data relevant to the formulated problem and

arriving at certain conclusions over the problem based on collected data.

Thus formulation of the problem is the first and foremost step in the research process

followed by the collection, recording, tabulation and analysis and drawing the

conclusions. The problem formulation starts with defining the problem or number of

problems in the functional area. To detect the functional area and locate the exact

problem is most important part of any research as the whole research is based on the

problem.

According to Clifford Woody research comprises defining and redefining problems,

formulating hypothesis or suggested solutions: collecting, organizing and evaluating data:

making deductions and reaching conclusions: and at last carefully testing the conclusions

to determine whether they fit the formulating hypothesis.

Research can be defined as the manipulation of things, concepts or symbols for

the purpose of generalizing to extend, correct or verify knowledge, whether that

knowledge aids in construction of theory or in the practice of an art

In short, the search for knowledge through objective and systematic method of

finding solution to a problem is research.

4.2 DRAFTING QUESTIONNAIRE

The questionnaire is considered as the most important thing in a survey operation. Hence

it should be carefully constructed. Structured questionnaire consist of only fixed

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alternative questions. Such type of questionnaire is inexpensive to analysis and easy to

administer. All questions are closed ended.

4.3SAMPLING

It was divided into following parts:

Sampling universe

All the employees are the sampling universe for the research.

Sampling technique

Judgmental sampling

Sample was taken on judgmental basis. The advantage of sampling are that it is much less

costly, quicker and analysis will become easier. Sample size taken was 100 employees.

4.4 RESEARCH OBJECTIVES

The research has been undertaken with following objectives.

To study the level of job satisfaction among the employees of SEVA Automotive

Pvt. Ltd. if any.

To study the methods of measuring job satisfaction of SEVA Automotive Pvt.

Ltd.

4.5 DATA COLLECTION

The task of data collection begins after the research problem has been defined and

research design chalked out. While deciding the method of data collection to be used for

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the study, the researcher should keep in mind two types of data viz. Primary and

secondary data.

Primary Data: -

The primary data are those, which are collected afresh and for the first time and

thus happen to be original in character. The primary data were collected through well-

designed and structured questionnaires based on the objectives.

Secondary Data:

The secondary data are those, which have already been collected by someone else

and passed through statistical process. The secondary data required of the research was

collected through various newspapers, and Internet etc.

4.6 RELEVANCE AND LIMITATIONS OF STUDY

The study was thoughtful for knowing the existing job satisfaction level of the

employees of SEVA Automotive private limited, Nagpur.

Limitation for the study, the study was restricted to SEVA Automotive private limited,

Nagpur only and other being the time as constraint.

4.7 CHAPTERISATION

1. Introduction

2. Research methodology

3. Organizational profile

4. Data presentation, analysis and interpretation

5. Conclusions and suggestions

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ORGNIZATION PROFILE

CHAPTER NO. 5

ORGNIZATION PROFILE

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SEVA AUTOMOTIVE PVT. LTD., NAGPUR

5.1 BACK GROUND AND HISTORY

SEVA, Made its debut way back in 1985 at DWARKA, NASHIK. It was played a

major role in revolution brought about Maruti, specifically when Suzuki had launched

Maruti800 in 1983, which was specifically designed for Indian roads. SEVA further

expanded its horizons by setting up new facilities at MIDC Ambad in 1990. SEVA

extended its root in Nanded in the year 1990, Nagpur in the year 1993 and then in Dhulein early 2004.

SEVA strongly believe in providing a healthy & quality working environment, as

only a satisfied internal work force can provide excellent services to the customer base.

This is one of the reasons why thousands of esteem customers returning to SEVA. The

unmatched performance and uncompromising attitudes in sales and after sales services

leaves customer fully satisfied every time. The incomparable faith revealed by customer

has made SEVA the king in Maruti car sales and services which earned SEVA the best

dealer of Maruti, among the best 15 in India.

SEVA Nagpur is also the best in city, which provides best of services and offers

to the fun loving people of Nagpur. The chivalrous staff at SEVA is courteous and

amiable. SEVA is serving Nagpur 15 years; it is the second name for precision and

exclusivity.

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5.2 BRIGHT FEATURES OF SEVA AUTOMOTIVE LTD, NAGPUR

TRUE VALUE

Maruti true value, a special scheme launched for selling and buying used Maruti

cars, which values the sellers car at the best price they are looking for and gives

multifaceted benefits to the sellers. Maruti Suzuki certifies pre-owned cars and 3 free

services are provided. The damaged parts are replaced and the car is furnished which

gives as good as new look to the car.

INSURANCE

Another service which can be trusted blindly. Whether it is renewal of insurance

or issuing fresh policy, it is at safe hands only at SEVA MARUTI, as hassle free

insurance option are provided, costless repairs to make you more comfortable at rainy

times.

PAINT BOOTH

In case of accidents, the car damages are by us, which makes the car as before.

For the painting, latest computer paint-matching machine is used which gives perfect

shades and results.

FOREVER YOURS

An offer of abiding relation, maintained only at SEVA MARUTI which provides

extended warranty of additional one or two years. Loans for purchase of extended

warranty policy are provided by SEVA.

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5.3 WHY CUSTOMER PREFERS SEVA MARUTI?

SEVA is best 15th car sales and services centre in India.

It has satisfied work force.

It provides best customer satisfaction service.

SEVA is no. one in sales and customer satisfaction, thats why it got Customer

Satisfaction Award 2005.

It also awarded by Best Customer Care Award.

It also got the TRUE VALUE AWARD.

Its market share is 57%.

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5.5 WIDE RANGE OF CARS

Maruti Suzuki offers 10 models ranging from people's car Maruti 800 to stylish

hatchback Swift, SX4 sedan and luxury Sports Utility vehicle Grand Vitara

THE MARUTI DNA

Maruti Suzuki was born as a government company, with Suzuki as a minor partner, tomake a people's car for middle class India. Over the years, our product range has

widened, ownership has changed hands and the customer has evolved. What remains

unchanged, then and now, is our mission to motorize India.

Our parent company, Suzuki Motor Corporation, has been a global leader in mini and

compact cars for three decades. Suzuki's technical superiority lies in its ability to pack

power and performance into a compact, lightweight engine that is clean and fuel-

efficient. The same characteristics make our cars extremely relevant to Indian customers

and Indian conditions. Product quality, safety and cost consciousness are embedded into

our manufacturing process, which we have inherited from its parent company.

Right from inception, Maruti brought to India, a very simple yet powerful Japanese

philosophy 'smaller, fewer lighter, shorter and neater'

From the Japanese work culture it imbibed simple practices like an open office, a

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common uniform and common canteen for everyone from the Managing Director to the

workman, daily morning exercise, and quality circle teams.

From the Japanese work culture Maruti imbibed simple practices like an open office, a

common uniform and common canteen for everyone from the CEO to the workman, daily

morning exercise, and quality circle teams.

CARS FOR A NEW INDIA

As lifestyles change, we have tried to keep pace with the changing lifestyle of our

customers by bringing models high on 'style and design quotient'. Some of our recent

offerings like Swift, Zen Estilo (Spanish for Style) and SX4 have become popular choices

because customers find them relevant.

BUILDING THROUGH PARTNERSHIPS

Our business relies substantially on our partners. We depend on a national network of

suppliers, sales outlets and workshops, managed by independent entrepreneurs, to

manufacture car components and look after our customers.

We are the "employer of choice" for automotive engineers and young managers from

across the country. Nearly 75,000 people are employed directly by Maruti and our

partners. Within the company, we strive always to keep the culture open and

participative.

Incorporated

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February 1981

Joint Venture Agreement

October 1982

Equity Structure

54.2% Suzuki, Japan, balance with Other Financial Institution and Public

5.6 MARUTI SUZUKI & MOTOR SPORTS

Be it a motor sport enthusiast, an amateur or a professional, Maruti Suzuki offers the

thrill and joy of motor sport to all of them.

The Maruti Suzuki motor sport calendar is packed with exciting motoring events. For

families, there are events like Women's Fun Drive and Treasure Hunt throughout the

year, across cities. The Maruti Suzuki Autocross brings action for amateurs and

professionals, together.

But what makes the Maruti Suzuki motor sport calendar an attraction in India (and

internationally too) are Maruti-Suzuki Raid-de-Himalaya, Maruti Suzuki Rally Desert

Storm and Maruti Suzuki Monsoon Car Rally of Kerala.

MARUTI SUZUKI RAID-DE-HIMALAYA

Maruti Suzuki Raid-de-Himalaya is India's longest and most demanding motorsport

rally.

It is open to both, car and bike enthusiasts. Maruti Suzuki provides opportunity toprofessional as well as amateur motor sport lovers to participate in the Maruti Suzuki

Raid Raid-de-Himalaya.

The participants drive through some of the world's highest motor able roads and passes in

the Himalayas like Jalori Pass, Rohtang Pass, Kunzum La, Baralacha La, Tanglang La &

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Khardung La, through the inhospitable terrains in the Lahual and Spiti valleys in the

Ladakh region. Most of the drive is through boulders, snow capped peaks, gushing

streams and at times, temperature below -20 degree Celsius. On an average, a participant

covers a distance of 300 kms every day in this approximately 2000-kilometre and week-

long motoring event.

Every year, more and more people are coming for the Maruti Suzuki Raid-de-Himalaya,

many of them from abroad. In 2007, as many as 145 teams participated in car and bike

categories.

Raid de Himalaya is the only Indian motor sport event listed on the off-road rallies

calendar of FIM (Federation International Motorcycles), Geneva, Switzerland. Only 12

international motoring events worldwide are listed in this calendar.

The Maruti Suzuki Raid-de-Himalaya is held around October, just before the onset of

winters in the Himalayan region.

For Maruti Suzuki and our partner, the Himalayan Motor sport Association, organizing

the Maruti Suzuki Raid-de-Himalaya means over six months of hard work and

preparations. But the spirit of motoring enthusiasts and Maruti Suzuki's commitment to

promote motor sport in India has kept it going - year after year.

In 2008 Maruti Suzuki Raid-de-Himalaya will enter its 10th year of continued motoring

thrill.

MARUTI SUZUKI RALLY DESERT STORM

The Maruti Suzuki Rally Desert Storm is an annual eventrunningon the Cross Country

Regulations of the FIA.

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Organized by the Delhi based Northern Motor sport Association, the Rally is inscribed on

the Cross Country Calendar of the FIA and is sanctioned by the Motor sports Association

of India and the Federation of Motor sports Clubs of India.

The Rally is open for participation to all 4 & 2 wheeler vehicles conforming to the FIM

and the FIA T1 & T2 regulations. The event consists of several cups and challenges,

some of which are open to specific makes.

The 2007 Rally Desert Storm will be flagged off from the National Stadium, New Delhi

on the 15th February 2007 by the Hon. Chief Guest and Mr. Jagdish Khattar, the

Managing Director of Maruti Udyog Ltd.

Traversing a distance of over 2,500 kms over 4 days the rally covers the most scenic and

picturesque parts of remote Rajasthan. The night halts are at Heritage properties at

Bikaner, Jaisalmer, and Pushkar & Jaipur.

The endurance event will culminate on the 18th February 2007 at Jaipur and a gala party

will follow the prize distribution ceremony.

The event is growing in popularity and stature every year and is attracting the best drivers

and teams from across India and in 2007 for the first time from the Asia Pacific region of

the Far East and Australia. For 2007, entries in the PRO part of the event are strictly

limited to 25 out of which 5 entries are reserved for the Armed Forces. The event also

features a fun and navigation rally run concurrently with the main event. Entries in this

NAV are open to all makes and models of 4 wheelers.

The event has always run with the highest safety standards conforming with the

international specifications of the International Automobile Federation (FIA) and enjoys

a perfect safety record over the last four years. Two life-saving ambulances with trauma

specialist medical teams accompany the event.

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CHAPTER NO. 6

DATA ANALYSIS ANDINTERPRETATION

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DATA A