Jacques Infant d a Study on Organisational Development With Srpcial Reference to Pankaja Mills,(Ntc),Coimbatore

7/31/2019 Jacques Infant d a Study on Organisational Development With Srpcial Reference to Pankaja Mills,(Ntc),Coimbatore

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A STUDY ON ORGANISATIONAL DEVELOPMENTWITH SPECIAL REFERENCE TO PANKAJA MILLS,

(NTC), COIMBATORE.

PROJECT REPORT

Submitted by

D. JACQUES INFANT

Register No : 088001158013

in partial fulfillment for the award of the degree

of

IN

MAY 2010

MASTER OF BUSINESS

RVS INSTITUTE OF MANAGEMENT

STUDIES


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A STUDY ON ORGANISATIONAL DEVELOPMENTWITH SPECIAL REFERENCE TO PANKAJA MILLS,

(NTC), COIMBATORE.

PROJECT REPORT

Submitted byD. JACQUES INFANT

Register No : 088001158013

in partial fulfillment for the award of the degree

of

MASTER OF BUSINESS ADMINISTRATIONIn

RVS INSTITUTE OF MANAGEMENT STUDIES

KANNAMPALAYAM, COIMBATORE 641 402

MAY 2010

Colleg

Emble

Anna

Universit

y


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RVS INSTITUTE OF MANAGEMENT STUDIESKANNAMPALAYAM,COIMBATORE 641 402

PROJECT WORK

MAY 2010

This is to certify that the project entitled A STUDY ON ORGANISATIONAL DEVELOPMENT WITH

SPECIAL REFERENCE TO PANKAJA MILLS, (NTC),

COIMBATORE.

is the bonafide record of project work done byD. JACQUES INFANT

Register No : 088001158013

of Master of Business Administration during the year 2009 2010.

----------------- -------------------Project Guide Head of the Department/Director

Submitted for the Project Viva-Voce examination held on________

----------------- -------------------Internal Examiner External Examiner


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RVS INSTITUTE OF MANAGEMNT STUDIESKANNAMPALAYAM,COIMBATORE 641 402

PROJECT WORK

MAY 2010

This is to certify that the project entitled

A STUDY ON ORGANISATIONAL DEVELOPMENT WITHSPECIAL REFERENCE TO PANKAJA MILLS (NTC)

COIMBATORE.

is the bonafide record of project work done by

D. JACQUES INFANT

Register No : 088001158013

Of Master of Business Administration during the year 2009 2010

--------------- ------------------------Project Guide Head of theDepartment/Director

Submitted for the Project Viva-Voce examination held on

__________

---------------------- --------------------------Internal Examiner External Examiner


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DECLARATION

I affirm that the project work titled. A STUDY ONORGANISATIONAL DEVELOPMENT WITH SPECIAL

REFERENCE TO PANKAJA MILLS (NTC) COIMBATORE.. beingsubmitted in partial fulfillment for the award of Master of Business

Administration is the original work carried out by me. It has not formed thepart of any other project work submitted for award of any degree ordiploma, either in this or any other University.

(Signature of the Candidate)

Name of the Cadidate

Register Number

I certify that the declaration made above by the candidate is true

Signature of the Guide,

With Name & Designation


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CONTENTS

CHAPTERS DESCRIPTION PAGE NO

LIST OF TABLES

LIST OF CHARTS

ABSTRACT

1 INTRODUCTION

1.1 ABOUT THE INDUSTRY

1.2 ABOUT THE COMPANY

1.3 ABOUT THE STUDY

1.3.1. OBJECTIVES OF THE STUDY

1.3.2. SCOPE OF THE STUDY

1.3.3. LIMITATIONS OF THE STUDY

2 REVIEW OF LITERATURE

3 RESEARCH METHODOLOGY

4 ANALYSIS & INTERPRETATION

5 FINDINGS AND INFERENCES

6 RECOMMENDATIONS

7 CONCLUSION

APPENDIX

BIBLIOGRAPHY

LIST OF TABLES


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Sl.No. List of Tables Page No.

1. Age composition of respondents

2. Respondents by sex

3. Marital status of respondents

4. Educational qualification of respondents

5. Salary of respondents

6. Employees opinion about goals and objectives

7Employees opinion about shared understanding related to theorganization

8. Employees opinion about roles and responsibilities

9. Employees opinion about reporting structures

10. Employees opinion about right skills to perform their job functions

11. Employees opinion about job satisfaction

12. Employees opinion about utilization of skills and abilities

13.Employees opinion about opportunities to develop their skills and

abilities

14. Employees opinion about challenge in their current job role

15. Employees opinion about sharing of knowledge and information

16. Employees opinion about prompt addressing of disagreements


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17. Employees opinion about being valued as an employee

18. Employees opinion about being a part of the organization

19. Employees opinion about the organization

20.Employees opinion about senior management which sets high

standard of excellence

21.Employees opinion about how productive the face to face meetings

are productive.

22. Employees opinion about adequate tools and technologies

23. Employees opinion about technology related to their job

24.Employees opinion about tools and technologies in completing their

work efficiently

25. Employees opinion about reliability in technology

26. Employees opinion about focus in delivering high quality products

27. Employees opinion about delivery of products on time


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LIST OF CHARTS

Sl.No. List of Charts Page No.

1. Age composition of respondents

2. Respondents by sex

3. Marital status of respondents

4. Educational qualification of respondents

5. Salary of respondents

6. Employees opinion about goals and objectives

7Employees opinion about shared understanding related to theorganization

8. Employees opinion about roles and responsibilities

9. Employees opinion about reporting structures

10. Employees opinion about right skills to perform their job functions


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ABSTRACT

The objective of OD is to improve the organization's capacity to handle its

internal and external functioning and relationships. This would include such things asimproved interpersonal and group processes, more effective communication, enhancedability to cope with organizational problems of all kinds, more effective decisionprocesses, more appropriate leadership style, improved skill in dealing with destructiveconflict, satisfying the customers and higher levels of trust and cooperation amongorganizational members. These objectives stem from a value system based on anoptimistic view of the nature of man that man in a supportive environment is capableof achieving higher levels of development and accomplishment. Essential toorganization development and effectiveness is the scientific method inquiry, arigorous search for causes, experimental testing of hypotheses, and review of results.


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INTRODUCTION

Organization Development is the attempt to influence the members of an organizationto expand their candidness with each other about their views of the organization andtheir experience in it, and to take greater responsibility for their own actions as

organization members. The assumption behind OD is that when people pursue both ofthese objectives simultaneously, they are likely to discover new ways of workingtogether that they experience as more effective for achieving their own and their shared(organizational) goals. And that when this does not happen, such activity helps them tounderstand why and to make meaningful choices about what to do in light of thisunderstanding.

The research design was descriptive and Simple Random Sampling was used toselect a sample size of 120. The target group was Executives and staffs.

The data collected for the study were both primary and secondary in nature. The

primary data was collected through questionnaire. Secondary data was collected fromMagazines, Annual report and etc


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OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE:

To study the organizational development with special reference to Pankaja mills ltd.

SECONDARY OBJECTIVE:

To study the present condition of the organization/situation with reference to theorganization.To study the work environment and co-worker relations.

To study the change in technology and customer satisfaction.


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LIMITATION OF THE STUDY

Due to time constraint the sample size was restricted to 120, in consultation with

the management and project guide.

The findings are given based upon the employee's response in Pankaja mills Ltd

(NTC).

The suggestions are given by the researcher based upon the study which is

confirmed to Pankaja mills Ltd (NTC) and conclusion arrived cannot be

generalized with other organization.

Since the project is of qualitative nature there was the participant's bias in some

cases.


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SCOPE OF THE STUDY

Many studies have been conducted to validate the organizational developmentand identify and assess the factors that bearing on it.

Organizational development of employees represent a significant departure fromthe control model because of its dynamic opening up of job content.

OD is a long range effort to improve organization's problem solving and renewal

processes, particularly through more effective and collaborative management of

organizational culture, often with the assistance of a change agent or catalyst

and the use of the theory and technology of applied behavioral science.


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COMPANY PROFILE

THE MILLS

Pankaja mills, one of the oldest mills in the city of coimbatore, was incorporated in

the year 1933 with a commissioned capacity of 15000 spindles. The mill due to variousmanagerlal inefflclencles coupled with financial irregularltles ceased its operationsintermittently and was under closure from March 1968 to November. Thereafter, themanagement of the mill was takenover by the Tamilnadu textile corporation limitedunder the industries development and regulation act on 22/11/1972 and startedfunctioning again from 14/01/1973.

Subsequently, the mill was nationalised under sick textiles undertakings(nationalization) Act, 1974 with effect from 01/04/1974 and became a unit of nationaltextile corporation limited (Tamilnadu and pondicherry) limited, a subsidiary company ofnational textile corporation limited, new Delhi. Upon merger of subsidiary companies by

the holding company, the mill is now placed under the control of southern regional officeat Coimbatore.

The mill has been identified as one of the valuable unit of the corporation and hencea revival package has been worked out for this mill as at an outlay of Rs.17.69 crores.The package, inter alia, includes acquisition of new production machinery augmentingworking capital and comprehension for surplus workmen who would be retired undervoluntary retirement scheme of the corporation.

The commissioned capacity of the mills which is at present 30000 spindles would goup to 32000 spindles after modernization. The mill is capable of producing super fine

cotton combed yarn and medium /coarse polyester cotton and polyester viscoseblended yarn.

After modernization, the mill is projected to produce 26.25 Lakhs Kgs of yarnannually with a turnover of more than Rs 37crores. Taking advantage of thecomprehensive modernization of the production machinery, the mill is focusing onproduction of value added yarn for exports as well as domestic markets.

The mill, as a preclude to the export of yarn, has started implementing ISO9001:2000 Quality Management System and the certification process is completed bySeptember 2008.

MIXING: Cottons of different varieties, in different proportions, are hand opened andlaid into different layers according to the quality of cotton and depending on the enduse. (Yarn, quality requirement)

BLOW ROOM: The cotton is well opened and cleaned to remove the foreign mattersuch as seed bits, leaf bits, etc., and a thin uniform sheet of 40 width and rolled inlengths of about 40 meters , known as LAP.


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CARDING: The laps received from blow room is further oponed and cleaned and aclean rope like material, known as card silver is produced and stored in cans.

COMBING: It is an optional special process to remove short fibers, neps etc., from thecard silver to improve the quality of yarn, in order to produce combed yarn.

DRAWING: The card silvers or combed silvers ( 6 to 8 notes) are passed thro thismachine, to make the fibers in the silver in parallel and more even, in order to improvethe quality of final yarn.

SIMPLEX: The drawing silver is thinned and made to a stand of required size, knownas rove and wound into bobbins of 1 to 1.5 weight. The thinning process of material isknown as drafting.

RING SPINNING: The roving bobbins received from simplex, is fed in ring spinningframes, where the material is further thinned down. Twisted and yarn is formed which is

wound on small cops of 50 to 60 gms.

CONE WINDING: The yarn in small cops is wound into bigger packages known ascones, of required weight (1.25 kg) after cleaning the impurities from ring spinning yarn.

CONE PACKING: The yarn is packed in pre-stitched polywoven bags, with 40 cones of1.25 kg, to produce 50 KG BAGS or according to market requirement, in order todispatch to various market centres / depots for sale.


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INDUSTY PROFILE

National textile corporation (NTC) is the single largest textile central public sector.

Enterprise under ministry of textiles. NTC, with its headquarters at New Delhi, wasncorporated in 1968 with the main objectives of managing the affairs of 16 sick textilemills taken over by the government. NTC took over more sick textiles mills under 3nationalization IDA Acts. (1974, 1986 and 1995), raising its number up t 125 mills in1995. The operations of the mills were managed through 9 subsidiary companiesspread all over india. In the year 2002 BIFR / GOI approved revival of 53 viable millsand closure of 66 unviable mills. 65 unvianble mills have so far been closed under theact. 2 mills (one viable and one unviable) located in the state of Pondicherry have beentransferred to the state government of pondycherry.

NTC, with a view to modernize its 22 mills by itself, has drawn a schedule of

implementation plan. Simultanesouly these mills are carrying out renovation of oldmachineries proposed to be retained and have also under taken necessary civil,electrical and other preparatory works for new machineries so that the machines arecommissioned within the scheduled time-frame. NTC expects to completemodernization of its 22 mills by march 2008. After modernization NTC is projected toproduce 600 laks kgs. Of yarn and 250 lakhs mtrs of cloth annually with a turnover ofmore than Rs.931 crores in the year 2009 -10.

BIFR has approved merger of its nine subsidiary with NTC holding company. A newcorporate plan/ strategy has been formulated for growth / respositioning of theorganization. Two regional officers, viz., southern regional office with headquarters at

Coimbatore and northern regional office with headquarters at Mumbai have beenestablished for ensuring smooth operations of the mills.

NTC Research Briefs Introduction

To contact any principal investigator, see their bio following each Research Brief fortheir email address, phone, websiteaddress and NTC project numbers. Bios for all principal investigators who everparticipated in an NTC project

Intelligent Textiles with Environmentally Responsive FibersWe are designing "smart" textiles that sense and actively self-regulate their immediateenvironmental surrounding through the electro-active response of fibers. (Foulger)

Bio-Active FabricsWe are developing fabrics that contain genetically engineered cells that will enable themto generate and replenishchemical coatings and chemically active components.(Fowler)


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Nanocomposite FibersWe are developing biphasic fibers intimately blended with nanosized rigid particles,such as clay, silica,graphite and carbon nanotubes, to produce vastly enhanced fiberproperties. (Kim)

Fluoropolymer Optical Fibers, Fiber Amplifiers, Lasers for Smart TextilesWe are developing fluoropolymer optical fibers, fiber amplifiers and lasers that enablethe reliable reception,routing and secured broadcasting of information for use in smarttextiles. (Ballato)

Surface Modification of Fibers with Hybrid Polymer NanolayersWe are developing ways to create multifunctional responsive/adaptive "smart" fibers bymodifying their surfacewith hybrid polymer nanolayers. (Luzinov)Dynamic Chameleon Fiber SystemsWe are designing fibers that can quickly change their color, hue, depth of shade or

optical transparency byapplication of an electrical or magnetic field. (Gregory)

Biodegradable Hydrogel-Textile Hybrid for Tissue EngineeringUsing biodegradable hydrogel technologies and non-woven fabrics, we are developingtextile-based scaffoldbiomaterials for engineering new tissues and organs for humanbody repair. (Chu)

Predicting Chemical Penetration Through Nonwoven Protective ClothingUsing a synthetic membrane system as an appropriate model for human skin, we foundthat textile absorbencygreatly reduces transport of pesticide from contaminated clothingthrough skin. (Obendorf)High Modulus, High Tenacity Melt Spun FibersWe are developing techniques to describe the morphology of high tenacity/highmodulus fibers to levels notpreviously possible. (Michielsen)

Fiber Structure Evolution During SpinningWe are investigating strain induced morphology development in fibers to understand theevolution of structureduring the fiber formation process. (Jacob)

Electrostatic Spinning and Properties of Ultrafine FibersWe are developing the fundamental understanding of electrospinning and thetechnology to controllably produce


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Transport in Fibrous Substrates: Liquid and Solid InteractionsFrom microscopic liquid and solid interactions, we are developing stochastic models topredict liquid transportbehavior in fibrous substrates. (Pan with Cornell)

Immobilization of Biomolecules on Fibers

We are developing processes to chemically activate the surface of fibrous materials forthe recovery of biomolecules,such as specialtyenzymes,byencapsulation/immobolization. (Hsieh with Natick)

Biomimetic Manufacturing of Fibers: Materials DevelopmentWe are exploiting recombinant DNA and plant transgenic technologies to create andproduce novel proteinpolymers in significant quantities for fiber spinning. (Ellison)

Photonic Crystal-Based Optical Fibers with Active TunabilityWe are developing ways to produce polymeric, photonic crystal-based, optical fibersthat exhibit extremelylow-loss light transmission for communications and sensing

applications. (Brown)

Nano Engineered Fire Resistant Composite FibersWe are developing a fundamental understanding of the thermal insulation of heat andfire resistant polymericcomposite fibers when embedded with nanoparticle fillers. (Patrawith Auburn)

Polymers Processed with Cyclodextrin Inclusion CompoundsWe are developing a fundamental understanding of how cyclodextrin inclusioncompounds deliver properties,such as flame retardancy, antibacterial, color, etc., to polymers during processing.(Tonelli)

FabricationResearch in the design, development, manufacture and measurement of fiberproducts, including process control.Substrate-Coating Interaction in Coated FabricsWe are developing models to predict interactions between a deforming fiber and itscoating to optimize structuralconfigurations of coated fabrics under complex loadingconditions. (Chen)Experimental values of elastic axial tensile recovery of hybrid braided fabrics, such asused for athletic wearand biomimetic devices, are in good agreement with ourtheoretical model. (Pastore)

Magnetic Ring-Spinning for Increased SpeedsBy replacing the traveler in ring spinning with a disc that rotates in a magnetic field, wehope to maintain thehigh quality of ring spun yarn, but at much higher speeds. (Abdel-Hady)


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Nonlinear Dynamics of High Speed Transport in Non-Uniform YarnsWe are re-examining and seeking experimental validation of some of the time-honoredassumptions in theequations describing unwinding. (Goswami)

"Green" Composites from Cellulose Fabrics & Soy Protein Resin

Using short and continuous plant-based fibers and soy protein polymer, we havedeveloped fully degradablecomposites with sufficient mechanical properties. (Netravali)One Step Carding-SpinningWe are developing the knowledge base that can lead to better carding and spinningprocesses, and fewer stepsto convert fiber into yarn. (Wang)

Micromachines in Fabric FormationWe are developing mechanisms that combine micro-electro-mechanical systems(MEMS) and robotic devicesto automatically repair broken warp ends, thus leading to

fully automated weaving. (Seyam)

Modeling Thermal Protection of ApparelWe are developing a model to predict heat and moisture transport in firefighterprotective clothing duringflash fire exposures. (Barker)

Compressive Behavior of Fiber AssembliesWe are characterizing compressive behavior of fiber assemblies (e.g. carpets,nonwovens, pillows) with modeling and experimental techniques. (Jacob)

Layered Fiber-based MicrotubesWe are exploring the technological potential of submicron diameter tubing ofelectroactive polymeric materials for applications in sensing and actuation. (Ghosh)

Virtual 3D Draping of ApparelWe are developing methods for an accurate, virtual 3-D draping of apparel on adigitized model of the human body considering variations in fabric mechanicalproperties. (May-Plumlee with TC2)

ChemistryResearch in chemical applications to, and modifications of, fibers andfiber substrates, including waste reduction.Abrasion Resistance of Durable Press CottonWe are developing a fundamental understanding for the loss of abrasion resistance indurable press cottonfabric. (Lickfield)

Quantum Dots as Dyes and Optical Brighteners for FibersWe are varying the size of semiconductor nanocrystals to color fibers over the entirevisible range of the electromagnetic spectrum. (Srinivasarao)


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Business-to- Business (B2B) Collaboration in a Softgoods E-Supply ChainWe are providing models and prototype tools to support collaborative efforts in thebusiness-to-business (B2B) environment. (King)

Emerging Apparel Supply Chain ConfigurationsWe are developing a model that not only can optimally schedule a process, but link theapparel production processes together and form a supply chain with distinct operatingcharacteristics. (King)

3-D Imaging of Fabrics from On-Line Yarn DataWe are developing a control system for electronically imaging the quality attributes offabric directly from on-line yarn data. (Suh)

On-Line Weight and Shrinkage Control of Cotton KnitsTo improve dimensional control during knitting, we are using image technology to

design a system that measures the spatial characteristics of a knitted loop before andafter relaxation. (Abou-iiana)

Fuzzy Forecasting Model for Apparel SalesWe are developing models to forecast apparel sales based on fuzzy logic, and shallthen use those models to develop a comprehensive forecasting software package.(Frank)

Optimal Investment Strategies for Enhanced ProductivityTo increase our textile industry's market share, we are defining investment strategiesthat maximize manufacturing productivity while satisfying dynamic consumer needs.(Christoffersen)

Modeling Consumer Behavior in On-line EnvironmentsWe are developing a model to predict on-line adoption of consumer search andpurchase behaviors for textile and apparel products. (Forsythe)

Strategic Model for Functional Protective ClothingWe are developing a model, based on existing technologies, that optimizes multi-protective functions in professional uniforms for firefighters, police, military, medicalworkers, etc. (Sun)

Optimizing the Textile Complex Value ChainBy measuring buyer and sellerperceptions of value of competing purchase options from country to country,we are developing value chain models for the textiles complex. (Rucker)


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REVIEW OF LITERATURE

Organization development (OD) is a planned, organization-wide effort to increase anorganization's effectiveness and viability. Warren Bennis, has referred to OD as aresponse to change, a complex educational strategy intended to change the beliefs,

attitudes, values, and structure of organization so that they can better adapt to newtechnologies, marketing and challenges, and the dizzying rate of change itself. OD isneither "anything done to better an organization" nor is it "the training function of theorganization"; it is a particular kind of change process designed to bring about aparticular kind of end result. OD can involve interventions in the organization's"processes," using behavioural science knowledge

[1]as well as organizational reflection,

system improvement, planning, and self-analysis. Organization development (OD) isoften defined as a planned, top-down, organization-wide effort to increase theorganization's effectiveness

Overview

At the core of OD is the concept of organization, defined as two or more people workingtogether toward one or more shared goal(s). Development in this context is the notionthat an organization may become more effective over time at achieving its goals.

OD is a long range effort to improve organization's problem solving and renewalprocesses, particularly through more effective and collaborative management oforganizational culture, often with the assistance of a change agent or catalyst and theuse of the theory and technology of applied behavioral science. Although behavioralscience has provided the basic foundation for the study and practice of organizationaldevelopment, new and emerging fields of study have made their presence known.

Experts in systems thinking, leadership studies, organizational leadership, andorganizational learning (to name a few) whose perspective is not steeped in just thebehavioral sciences, but a much more multi-disciplinary and inter-disciplinary approachhave emerged as OD catalysts. These emergent expert perspectives see theorganization as the holistic interplay of a number of systems that impact the processand outputs of the entire organization. More importantly, the term change agent orcatalyst is synonymous with the notion of a leader who is engaged in doing leadership,a transformative or effectiveness process as opposed to management, a moreincremental or efficiency based change methodology.

Organization development is a "contractual relationshipbetween a change agentand asponsoring organizationentered into for the purpose ofusing applied behavioralscience and or other organizational change perspectivesin a systems contexttoimprove organizational performanceand the capacity of the organization to improveitself".


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Early development

Kurt Lewin played a key role in the evolution of organization development as it is knowntoday. As early as World War II, Lewin experimented with a collaborative changeprocess (involving himself as consultant and a client group) based on a three-step

process of planning, taking action, and measuring results. This was the forerunner ofaction research, an important element of OD, which will be discussed later. Lewin thenparticipated in the beginnings of laboratory training, or T-groups, and, after his death in1947, his close associates helped to develop survey-research methods at the Universityof Michigan. These procedures became important parts of OD as developments in thisfield continued at the National Training Laboratories and in growing numbers ofuniversities and private consulting firms across the country.

The staff arranged the problems in the following priorities

Role conflicts between certain members of the medical staff were creating tensions that

interfered with the necessity for cooperation in handling patients. The leadership style ofthe medical director resulted in his putting off decisions on important operating matters.This led to confusion and sometimes to inaction on the part of the medical andadministrative staffs. Communication between the administrative, medical, and outreach(social worker) staffs on mutual problems tended to be avoided. Open conflicts overpolicies and procedures were thus held in check, but suppressed feelings clearly had anegative influence on interpersonal and intergroup behavior.

Through the use of role analysis and other techniques suggested by the consultant, theclinic staff and the medical director were able to explore the role conflict and leadershipproblems and to devise effective ways of coping with them. Exercises designed to

improve communication skills and a workshop session on dealing with conflict led toprogress in developing more openness and trust throughout the clinic. An importantresult of this first workshop was the creation of an action plan that set forth specificsteps to be applied to clinic problems by clinic personnel during the ensuing period. Theconsultant agreed to monitor these efforts and to assist in any way he could. Additionaldiscussions and team development sessions were held with the director and themedical and administrative staffs.

A second workshop attended by the entire clinic staff took place about two months afterthe first. At the second workshop, the clinic staff continued to work together on theproblems of dealing with conflict and interpersonal communication. During the last half-day of the meeting, the staff developed a revised action plan covering improvementactivities to be undertaken in the following weeks and months to improve the workingrelationships of the clinic.

A notable additional benefit of this OD program was that the clinic staff learned newways of monitoring the clinic's performance as an organization and of coping with someof its other problems. Six months later, when the consultant did a follow-up check on theorganization, the staff confirmed that interpersonal problems were now under better


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control and that some of the techniques learned at the two workshops associated withthe OD programs were still being used.

Organizational Development is a system-wide application and transfer of behavioralscience knowledge to the planned development, improvement, and reinforcement of the

strategies, structure, and process that lead to organization effectiveness. (Abdul Basit -NUST - SEECS)

Customer relationship management is a broadly recognized, widely-implementedstrategy for managing and nurturing a companys interactions with clients and salesprospects. It involves using technology to organize, automate, and synchronizebusiness processesprincipally sales activities, but also those for marketing, customerservice, and technical support. The overall goals are to find, attract, and win new clients,nurture and retain those the company already has, entice former clients back into thefold, and reduce the costs of marketing and client service. [1] Once simply a label for acategory of software tools, today, it generally denotes a company-wide business

strategy embracing all client-facing departments and even beyond. When animplementation is effective, people, processes, and technology work in synergy toincrease profitability, and reduce operational costs.

Benefits

These tools have been shown to help companies attain these objectives:

Streamlined sales and marketing processes

Higher sales productivity Added cross-selling and up-selling opportunities Improved service, loyalty, and retention Increased call center efficiency Higher close rates Better profiling and targeting Reduced expenses Increased market share Higher overall profitability Marginal costing

Customer Service and Support

Recognizing that service is an important differentiator, organizations are increasinglyturning to technology platforms to help them improve their clients experience whileaiming to increase efficiency and minimize costs.

[4]Even so, a 2009 study revealed that

only 39% of corporate executives believe their employees have the right tools andauthority to solve client problems..[5] The core for these applications has been and still


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is comprehensive call center solutions, including such features as intelligent call routing,computer telephone integration (CTI), and escalation capabilities.

Employee Relationship Management (ERM)

The term "Employee Relationship Management" (acronym ERM), translate as"management of the relationship with the employees" refers to the use of technologiesin the management of human resources. This concept is based on client relationshipmanagement, with the employee at its center.

This involves implementing a dedicated information system for the management ofhuman resources (generally referred to as HRIS), which makes it possible to cover allproblems that are related with the relationship between a company and its employees,in particular:

Training, i.e. the preparation of an overall training plan of the company which

makes it possible to handle a catalog of compulsory or optional internships,requests by employees, and tracking of training actions; Pay, to prepare a statement of payments and mailing of salary bulletins; Recruiting, in particular follow-up on recruiting interviews and new recruits; Competence and career management, consisting in the implementation of a

competence reference standard which permits improved management of jobswithin the enterprise and in-house transfers. The goal is to value human assetsby prioritizing the competences, knowledge, and know-how of the employees;

Time management, i.e. the management and quantification of the activity of theemployees of the company, in particular with a view to compliance with existinglaws (reduction of working hours, payment of overtime, accounting of vacation,

work breaks and absences); Internal communication, which permits sensitization and transversal

information, which makes it possible to break the isolation of the different sectorsof the enterprise.

Organization development (OD) is often defined as a planned, top-down, organization-wide effort to increase the organization's effectiveness and ...

Organization Development is an effort planned, organization-wide, and managed fromthe top, to increase organization effectiveness and health through planned interventionsin the organization's 'processes,' using behavioral-science knowledge. -- Beckhard.

New Definition of OD

Today's organizations operate in a rapidly changing environment. Consequently, one ofthe most important assets for an organization is the ability to manage change -- and forpeople to remain healthy and authentic. Consider the following definition of OD:


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Experts might agree that the following definitions of OD represent the major focus andthrust of many of today's OD practitioners.

"Organization development is a system-wide application of behavioral scienceknowledge to the planned development and reinforcement of organizational strategies,

structures, and processes for improving an organization's effectiveness."-- Cummings and Worley, "Organization Development and Change", Sixth Edition,South-Western Publishing, 1997.

"Organization Development is a body of knowledge and practice that enhancesorganizational performance and individual development, viewing the organization as acomplex system of systems that exist within a larger system, each of which has its ownattributes and degrees of alignment. OD interventions in these systems are inclusivemethodologies and approaches to strategic planning, organization design, leadershipdevelopment, change management, performance management, coaching, diversity, andwork/life balance."

-- Matt Minahan, MM & Associates, Silver Spring.

Maturation of the Field

The topic of organizational change has received a great deal of attention over the pastseveral decades, as organizations face new and complex challenges like never before.Correspondingly, the field of Organization Development is receiving a great deal ofattention now, too. As the field has grown, so has the diversity of perspectives on thefield. The question "What is OD?" is now quite common in discussions among thoseinterested in the field.

OD does not have a standard code of ethics or universal accrediting body. Thus, manyassert that OD is a field, rather than a profession. The OD Institute admirably doessuggest levels of certification for OD practitioners, (see the next section, SuggestedCompetencies for OD Practitioners), but these do not appear to have become standardfor practitioners who consider themselves to be OD professionals. The OD Institute hasalso suggested an International Organization Development Code of Ethics. TheOrganization Development Network is a large organization that also focuses ondeveloping the field and serving its members, many of whom are OD practitioners.

Concurrently, there seems to be strong focus on "soft" skills in OD, for example,coaching, leadership development, facilitation, conflict management, processconsulting, etc. However, many would assert that the "hard" skills, such as BalancedScorecard, quality management initiatives (TQM, Six Sigma, etc.), strategic analysis,etc., should also be a focus in OD. The following article gives more information aboutthese perspectivesConcurrent to these diverse views, there seems to be strongagreement that the phrase "organizational change and development" describes the corepurpose and practice of what OD practitioners do -- so much that the phrase"organizational development" is often used interchangeably to refer to the field itself.


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RESEARCH METHODOLOGY

Research is a careful investigation or inquiry especially through search for new

fact in any branch of knowledge and is an important part of any scientific study.

Research refers to the systematic method consisting of enunciating the problem,

collecting the facts or data analyzing facts and reaching certain conclusions either in the

form of solutions towards the concerned problem or in certain generations for some

theoretical formulation. The main aim of research is to find out the truth hidden.

Title of the study :

To study the organizational development with special reference to Pankaja millsltd. Coimbatore-641045.

Research Design :

A research design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with economy

in procedure.

The study is carried out on the organizational development of Business Process

at Pankaja mills Ltd. The study is made with special reference to Pankaja mills . It holds

descriptive research design.

Sampling procedure:

The focus of researcher was Pankaja mills ltd. Coimbatore-641045.The sample selected for the study is 120 by using simple random sampling.


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Selection of Area :

The researcher selected Pankaja mills ltd. Coimbatore-641045.

Tools used for data collection

The researcher used questionnaire to collect data which contain personal data

such as age, sex, education qualification, employer employee relationship, marital

status of respondents .

Data Collection :

1 The data was collected using questionnaire by the researcher from the

respondents.

2 The data was collected in Pankaja mills ltd. Coimbatore-641045. during 10.00

am 5.00 pm.

3 Through the effort of the researcher the secondary data has been collected

from various books , journal and materials.

Analysis of Data :

Computer was used to analyze the data collection through questionnaire Statistic

tool consist of cross tabulation, percentage analyzing, chi-square test and interpretation.

The researcher had collected data during the month of April-May 2010.

.


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ANALYSIS AND INTERPRETATION

TABLE 1

Table showing age composition of respondents.

S.No. Age group in years No.of respondents Percentage

1. 30 - 39 35 29.5

2. Below 30 20 17

3. 40 49 40 33.5

4. 50 and above 25 20

INFERENCE:

It is found from the above table that 29.5 % of respondents are in the age group of

30 39 and 17 % are below the age 30 and 33.5 % of respondents are in the age group

of 40 49 and 20% of respondents are between the age group of 50 and above.

Thus it is concluded from the above table 1 that a maximum of 33.5 % of

respondents are in the age group of 40 49.


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CHART-1.1

0

5

10

15

20

25

30

35

40

AGE

No.of respondents Percentage

CHART SHOWING AGE COMPOSITION OFRESPONDENTS

30 - 39

Below 30

40 49

50 and above


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TABLE 2

Table showing respondents by sex

S.No.

Sex No.of respondents Percentage

1. Male 90 75

2. Female 30 25

INFERENCE:

It is found from the above table that 75 % of respondents are male and 25 % of

respondents are female.

Thus it is concluded from the above table 2 that a majority of 75 % of respondents

are male.


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CHART-2.1

0

20

40

60

80

100

SEX


CHART SHOWING SEX COMPOSITION OFRESPONDENTS

Male

Female


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TABLE 3

Table showing marital status of respondents

S.No.

Marital Status No.of respondents Percentage

1. Married 100 83.33

2. Unmarried 20 16.67

INFERENCE:

It is found from the above table that 83.33 % of respondents are married and

16.67% of respondents are unmarried.

Thus it is concluded from the above table 2 that a majority of 83.33 % of

respondents are married.


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CHART-3.1

0

20

40

60

80

100


CHART SHOWING MARITAL STATUS OFRESPONDENTS

Married

Unmarried


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TABLE 4

Table showing educational qualification of respondents

Sl.No

.Educational qualification No.of respondents Percentage

1. Post graduate 15 12.5

2. Graduate 25 20.83

3. Diploma 30 25

4. Others 50 41.67

INFERENCE:

It is found from the above table that 12.5 % of respondents are post graduates,

20.83 % of respondents are graduates and 25 % of respondents are diploma holders

and 41.67% of respondents fall under the category others.

Thus it is concluded from the above table 4 that a maximum of 41.% of

respondents fall under the category others of educational qualification.


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CHART-4.1

0

10

20

30

40

50


CHART SHOWING EDUCATIONAL QUALIFICATION OFRESPONDENTS

Post graduate

Graduate

Diploma

Others


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TABLE 5

Table showing salary of respondents

Sl.No

.Salary No.of respondents Percentage

1. Below 1500 0 0

2. 1500 3000 50 41.6

3. 3000 5000 30 25

4. Above 5000 40 33.33

INFERENCE:

It is found from the above table that 41.6 % of respondents are earning between

Rs.1500-3000 and 25 % respondents are earning between Rs.3000-5000 and 33.33 %

of respondents are earning above Rs.5000.


respondents are earning between Rs.1500-3000.


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CHART-5.1

0

10

20

30

40

50


CHART SHOWING SALARY OF RESPONDENTS

Below 1500

1500 3000

3000 5000

Above 5000


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TABLE 6

Table showing employees opinion about goals and objectives

SI.NoEmployees opinion about

goals and objectivesNo.of respondents Percentage

1. Strongly agree 20 16.67

2. Agree 95 79.17

3. Neither agree nor disagree 5 4.17

4. Disagree 0 0

5. Strongly disagree 0 0

It is found from the above table that 16.67 % of respondents strongly agree, 79.17

% of respondents agree, 4.17 % of respondents neither agree nor disagree, 0% of

respondents disagree and 0 % of respondents strongly disagree.


respondents agree about knowing their goals and objectives.


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CHART-6.1

0

20

40

60

80

100

No.ofrespondents

Percentage

CHART SHOWING EMPLOYEES OPINION ABOUT GOALS

AND OBJECTIVES

Strongly agree

Agree

Neither agreenor disagreeDisagree

Stronglydisagree


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TABLE 7

Table showing employees opinion about shared understanding related to the

organization

SI.No

Employees opinion about

shared understanding

related to the

organization



2. Agree 100 83.33

3. Neither agree nor disagree 0 0

4. Disagree 0 0


It is found from the above table that 16.67 % of respondents strongly agree,

83.33 % of respondents agree, 0 % of respondents neither agree nor disagree, 0 % of

disagree and % of respondents strongly disagree.


respondents agree about shared understanding related to the organization.


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CHART-7.1

0

20

40

60

80

100


CHART SHOWING EMPLOYEES OPINION ABOUTSHARED UNDERSTANDING RELATED TO THE

ORGANIZATION

Strongly agree

Agree

Neither agree nordisagree

Disagree

Strongly disagree


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TABLE 8

Table showing employees opinion about roles and responsibilities


roles and responsibilitiesNo.of respondents Percentage


2. Agree 100 83.33


4. Disagree 0 0






respondents agree about knowledge of roles and responsibilities .


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CHART-8.1

0

20

40

60

80

100


CHART SHOWING EMPLOYEES OPINION ABOUTROLES AND RESPONSIBILITIES

Strongly agree

Agree


Disagree

Strongly disagree


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CHART-9.1

0

20

40

60

80

100


CHART SHOWING EMPLOYEES OPINION ABOUTREPORTING STRUCTURES

Strongly agree

Agree


Disagree

Strongly disagree


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TABLE 10

Table showing employees opinion about right skills to perform their job functions

SI.No


right skills to perform

their job functions


1. Strongly agree 18 15

2. Agree 98 81.67


4. Disagree 0 0


It is found from the above table that 15 % of respondents strongly agree, 81.67

% of respondents agree, 3.33 % of respondents neither agree nor disagree, 0% of



respondents agree about right skills to perform their job functions.


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CHART-10.1

0

20

40

60

80

100

No.ofrespondents

Percentage

CHART SHOWING EMPLOYEES RIGHT SKILLSTO PERFORM THEIR JOB FUNCTIONS

Strongly agree

Agree

Neither agreenor disagree

Disagree

Stronglydisagree


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TABLE 11

Table showing employees opinion about job satisfaction


job satisfactionNo.of respondents Percentage


2. Agree 85 70


4. Disagree 10 8.33


It is found from the above table that 12.50 % of respondents strongly agree, 70

% of respondents agree, 8.33 % of respondents neither agree nor disagree, 8.33 % of

respondents disagree and % of respondents strongly disagree.

Thus it is concluded from the above table 11 that a majority of 70 % of

respondents agree about job satisfaction.


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TABLE 12

Table showing employees opinion about utilization of skills and abilities

SI.No


utilization of skills and

abilities



2. Agree 38 31.67


4. Disagree 0 0


It is found from the above table that 66.67% of respondents strongly

agree, 31.67 % of respondents agree, 1.67 % of respondents neither agree nor

disagree, 0 % of respondents disagree and 0 % of respondents strongly disagree.

Thus it is concluded from the above table 12 that a majority of 66.67% of respondents

strongly agree about utilization of skills and abilities.


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TABLE 14

Table showing employees opinion about challenge in their current job role

SI.No


challenge in their current

job role



2. Agree 50 41.67


4. Disagree 10 8.33



41.67 % of respondents agree, 33.33 % of respondents neither agree nor disagree,

8.33 % of respondents disagree and 0 % of respondents strongly disagree.


respondents agree about challenge in their current job role.


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TABLE 15

Table showing employees opinion about sharing of knowledge and information

SI.No


sharing of knowledge

and information



2. Agree 80 66.67


4. Disagree 2 1.67


It is found from the above table that 23.33 % of respondents strongly

agree, 66.67 % of respondents agree, 8.33 % of respondents neither agree nor

disagree, 1.67 % of respondents disagree and 0 % of respondents strongly disagree.


respondents agree about sharing of knowledge and information.


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TABLE 16

Table showing employees opinion about prompt addressing of disagreements

SI.No


prompt addressing of

disagreements



2. Agree 85 70.83


4. Disagree 4 3.33



70.83 % of respondents agree, 13.33 % of respondents neither agree nor disagree,

3.33 % of respondents disagree and 0 % of respondents strongly disagree.


respondents agree about prompt addressing of disagreements.


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TABLE 17

Table showing employees opinion about being valued as an employee

SI.No


being valued as an

employee



2. Agree 90 75


4. Disagree 4 3.33


It is found from the above table that 20.83 % of respondents strongly agree, 75

% of respondents agree, 0.83 % of respondents neither agree nor disagree, 3.33 % of



respondents agree about being valued as an employee.


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TABLE 18

Table showing employees opinion about being a part of the organization

SI.No


being a part of the

organization



2. Agree 100 83.33


4. Disagree 1 0.83



83.33 % of respondents agree, 1.67% of respondents neither agree nor disagree, 0.83

% of respondents disagree and 0 % of respondents strongly disagree.


respondents agree about being a part of the organization.


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TABLE 19

Table showing employees opinion about the organization


the organizationNo.of respondents Percentage


2. Agree 98 81.67


4. Disagree 2 1.67



81.67 % of respondents agree, 3.33 % of respondents neither agree nor disagree, 1.67

% of respondents disagree and 0 % of respondents strongly disagree.


respondents agree opinion about the organization.


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TABLE 20

Table showing employees opinion about senior management which sets high standard

of excellence

SI.No


senior management

which sets high standard

of excellence



2. Agree 105 87.5


4. Disagree 0 0



% of respondents agree, 0 % of respondents neither agree nor disagree, 0 % of



respondents agree about senior management which sets high standard of excellence.


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TABLE 21

Table showing employees opinion about how productive the face to face meetings are

SI.No


how productive the face

to face meetings are



2. Agree 100 91.67


4. Disagree 0 0






respondents agree productive the face to face meetings are.


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TABLE 22

Table showing employees opinion about adequate tools and technologies

SI.No


adequate tools and

technologies


1. Strongly agree 12 10

2. Agree 108 90


4. Disagree 0 0


It is found from the above table that 10 % of respondents strongly agree, 90 %

of respondents agree, 0 % of respondents neither agree nor disagree, 0 % of



respondents agree about adequate tools and technologies.


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TABLE 23

Table showing employees opinion about technology related to their job

SI.No


technology related to

their job



2. Agree 100 83.33


4. Disagree 0 0






respondents agree about technology is related to their job


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TABLE 24

Table showing employees opinion about tools and technologies in completing their work

efficiently

SI.No


tools and technologies in

completing their work

efficiently



2. Agree 99 82.5


4. Disagree 0 0


It is found from the above table that 17.5% of respondents strongly agree, 82.5




respondents agree about tools and technologies in completing their work efficiently.


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TABLE 25

Table showing employees opinion about reliability in technology


reliability in technologyNo.of respondents Percentage


2. Agree 95 79.17


4. Disagree 0 0






respondents agree about reliability in technology.


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TABLE 26

Table showing employees opinion about focus in delivering high quality products

SI.No


focus in delivering high

quality products



2. Agree 110 91.67


4. Disagree 0 0






respondents agree about focus in delivering high quality products.


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TABLE 27

Table showing employees opinion

SI.No


delivery of products on

time



2. Agree 110 83.33


4. Disagree 0 0






respondents agree about delivery of products on time.


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FINDINGS AND INFERENCES

1. Thus it is concluded from the above table 1 that a maximum of 33.5 % of

respondents are in the age group of 40 49.

2. Thus it is concluded from the above table 2 that a majority of 75 % of

respondents are male.

3. Thus it is concluded from the above table 2 that a majority of 83.33 % of

respondents are married.

4. Thus it is concluded from the above table 4 that a maximum of 41.% of

respondents fall under the category others of educational qualification.

5. Thus it is concluded from the above table 5 that a maximum of 41.6 % ofrespondents are earning between Rs.1500-3000.


respondents agree about knowing their goals and objectives.


respondents agree about shared understanding related to the organization.


respondents agree about knowledge of roles and responsibilities .


respondents agree about clear reporting structures.

10.Thus it is concluded from the above table 10 that a majority of 81.67 % of

respondents agree about right skills to perform their job functions.

11.Thus it is concluded from the above table 11 that a majority of 70 % of

respondents agree about job satisfaction.

12.Thus it is concluded from the above table 12 that a majority of 66.67% of

respondents strongly agree about utilization of skills and abilities.


respondents agree about opportunities to develop their skills and abilities.

14.Thus it is concluded from the above table 14 that a maximum of 41.67 % of

respondents agree about challenge in their current job role.


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respondents agree about sharing of knowledge and information.


respondents agree about prompt addressing of disagreements.


respondents agree about being valued as an employee.


respondents agree about being a part of the organization.


respondents agree opinion about the organization.


respondents agree about senior management which sets high standard of

excellence.


respondents agree productive the face to face meetings are.


respondents agree about adequate tools and technologies.


respondents agree about technology is related to their job


respondents agree about tools and technologies in completing their work

efficiently.


respondents agree about reliability in technology.


respondents agree about focus in delivering high quality products.


respondents agree about delivery of products on time.


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RECOMMENDATIONS

1. There should be good relationships with the co-workers in the company which will

enable organization development to a good extent.

2. Increase in monetary benefits such as increase in salary and other non monetary

benefits will enable organization development in a good manner.

3. Grievance should be reduced for the employees to work satisfactorily for the

benefit of the company and the employees.

4. For stress, the management may introduce counselor to study psychological need

of the employees .

5. Improved technologies should be implemented in the organization.

6. The customers should be satisfied properly.


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QUESTIONNAIRE

NAME :

1. AGE :a)21-25 [ ]b)25-30 [ ]c)30-50 [ ]d)50 & above [ ]

2. SEX :a) Male [ ]b) Female [ ]

3. MARITAL STATUS :

a) Married [ ]b) Unmarried [ ]

4. EDUCATIONAL QUALIFICATION :a) Post Graduate [ ]b) Graduate [ ]c) Diploma [ ]d) Others [ ]

5. The organizational goals and objectives are clear to me.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]

d) Disagree [ ] e) Strongly disagree [ ]

6. The employees have a shared understanding of what theorganization is supposed to do.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

7. Roles and responsibilities within the group are understood.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

8. Clear reporting structures have been established.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

9. Employees at this organization have the right skill sets to perform their jobfunctions.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]


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10. I gain satisfaction from my current job responsibilities.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

11. My skills and abilities are fully utilized in my current job.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

12. I have the opportunity to further develop my skills and abilities.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

13. I find that I am challenged in my current job role.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

14. Knowledge and information sharing is a group norm across the organization.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]15. When disagreements occur they are addressed promptly in order to resolve them.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

16.I feel valued as an employee.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

17. I enjoy being a part of this organization.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]18. Employees speak highly about this organization.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

19. Senior management sets high standards of excellence.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

20. Our face-to-face meetings are productive.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]


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21. My department has adequate tools and technologies to perform our work.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

22. The technology we use helps me get my job done.

a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

23. The tools and technologies that I use help me to be efficient in completing my work.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

24. Our technology is reliable and works when we need it to work.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

25. We understand these specific needs of our customers.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

26. We are focused on delivering high-quality products/services.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]

27. We deliver our products/services on-time.a) Agree [ ] b) Strongly agree [ ] c) Neither agree or disagree [ ]d) Disagree [ ] e) Strongly disagree [ ]


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BIBLIOGRAPHY

W. Edwards Deming

Chris Argyris

Richard Beckhard

Robert R. Blake

Peter Block

John D. Carter

Louis Carter

Documents

Jacques Infant d a Study on Organisational Development With Srpcial Reference to Pankaja Mills,(Ntc),Coimbatore