Lanco Hr Project

INDUSTRY PROFILE

One cannot simply think of economic development without the

growth of the Cement Industry. Cement one of the basic elements for

setting up storage and health infrastructure plays a crucial role in

economic development of a country.

Having more then a hundred and fifty years of history it had

been used extensively construction of anything from of building to

projects. As such cement consumption may be considered as one of

the yardsticks in scaling economy. It is core sector industry and a rise

in the price of cement is bound to have inflationary effects on other

industries with in the economy.

India is the second largest cement producing country after china.

The industry is characterized by a high degree of fragmentation that

has creator intense competitive pressure on price realizations. Spread

across length and breath of the country there are 120 large plants

belonging to 56 companies of around 135 Million Tones (MT) as March

2002.

The industry was totally decontrolled in March 1989 and deli

censed in July 1991 leading to a rapid increase in installed capacity

from 61.55 Million Tones per annum in 1989-90 to 105.25 Million Tones

per annum in 1996-97. Today cement ranks among the to five

industries in terms of their contribution to the union excise duty.

Cement manufacturing involves hating a mixture of limestone

and clay. Partial fusion occurs and lumps called clinkers are formed.

The clinker is mixed with little amount of gypsum to give Ordinary

Portland Portland_Cement (OPC), mixing this with blast furnace slag or

husk yields Portland Slag Cement (PSC) and Portland Pozzolonna

1

Cement (PPC). The producing capacities of are, PPC and PBFSC are 70,

18 and 11 percent respectively. The manufacturing process has also

changed from the inefficient wet process to the more efficient dry

process 87% of the total capacity is of dry process and 13% is not.

Cement consumption growth is highly correlated to the GDP

growth and serves ad a leading Indicator. More industrial activities and

greater purchasing power means more asset formation and thus more

consumption of cement.

INSUSTRY STRUCRURE:

The total world production of cement if to be around 1400 MT.

Asia is the largest consumer followed by Europe & the America. India’s

installed capacity and production for 1996-97 was 105.25 Million Tones

Per annum &76.22 including mini and white sector. With 3.8 MT more

already becoming operational this year and another 3 MT to be added,

there will be 57 large cement companies with 114 plants and an

installed capacity of 109 Million Tones per annum.

Before 1991 the Government uses to be the biggest consumer of

cement accounting for almost 40%-45%. Since then its share has been

coming down and now stands at about 30%. About 37% is estimated

taken up by the retail segment.

The cement sector is relatively insulated from International

Trade. Being a very bulky item, International Trade is very limited and

only between neighboring states. Although India has been consistently

exporting cement in the volume of exports took a beating after the

southern Asian crises. From a peak of 2.68MT 1998-98 cement exports

from India have slid down to 2.06 MT in 1998-99.

2

With the expected huge demand in the Asian countries the future

India being a convenient country for the export oriented activities and

with the cheaper labour there are many cement Companies entering

India.

Cement is preferred as building material in India. It is used

extensively in house hold and industrial construction. Earlier

government sector used to consume 50% of the cement sold in India,

but in the last decade it share has come down to 35% rural areas

consume less 23% of the total cement. Availability of cheaper building

material for the nonpermanent structure affects the rural demand.

The budget gave substantial incentives to private sector

construction companies. Ongoing liberalization will lead to an increase

in industrial activities and infrastructure development so it is hoped

that Indian cement industry shall boom again in near future. The

National highway Act to allow private toll collection and identified

projects, bridge, expressways for private construction.

MARKETING:

Cement being a commodity item has low margins and its bulky

nature ensures that the supply is determined by the economical

transportation distance, this led to the formation of regional markets,

Western, Northern, Southern and eastern. And the concentration of

limestone deposits in a few states has a led to the concentration of

limestone the formation of cement plant clusters at seven locations.

Having surpassed the period of shortage and achieving high growth

arte in capacity, implying springing up many plants, the industry is

getting competitive. Hence the necessary and need for coordinated

marketing efforts.

3

The surplus cement that emerged towards end of the 1980’s

necessitated the Indian cement industry to develop marketing

strategies and look for new areas of cement usage. On such are

identified was the coast of concrete roads.

Since 1988 the cement manufacturers association has

propagated the idea of concrete roads through a series of seminars,

workshops and deliberations at decision-making levels at both state

and central governments discussions with metropolitan authorities and

other involved in road building activities. As a result the Delhi-Matura

road is under construction. The city of Bombay has already completed

construction of one-third of its 350 km arterial roads with concrete.

More concrete roads and likely to be built in India both in the private

and government sectors including toll roads and express highways.

The government has recently asked for private participation including

foreign investment for the construction of toll roads, some which are

likely to be concrete.

The incentives offered to private builders include a guarantee of

minimum reasonable rate of return on their investments, increase debt

equity ratio up to 100% foreign equity participation development of

service and rest areas along the road. Expressways between Bombay-

Nasik, Bombay-Pune, Bangalore –Mysore and Bombay-Vadodara are

some of the roads identified.

4

Cement Production in India for the Period 1995-2004

Year Production

(In MT)

Growth in

production

1995-96 64.53 6.18

1996-97 69.98 5.45

1997-98 81.65 4.91

1998-99 85.35 3.70

1999-00 88.42 3.07

2000-01 88.42 3.07

2001-02 89.42 1.20

2002-03 90.70 1.08

2003-04 91.02 0.32

Source: Survey of Indian Industry.

PLANTS UNDER THE GROUP

The pig iron plant and Lanco Cement Plant are two plants,

which are presently under the name of M/s. Lanco Industries Ltd.,

and Lanco constructions Limited are the sister of concern of it.

ADMINISTRATION

The general administration of the company is carried out by

the Chairman, Managing Director, the Vice-President and General

Managers of Finance, Commercial operations and Administration.

They were assisted by Manager Immunization and some other

Managers.

The Chairman and Managing Director are holding overall

control on administration in all aspects, with the help of Vice-

President and other General Managers. The board consists of 5

5

members Directors, Vice-Chairman, a Managing Director and a

Company Secretary.

6

Gate Entrance

Security

Administration Block

Temple

Power Production

Physical / Chemical

Lab

Cement Production

Pig Iron

Plant layout

COMPANY PROFILE

ESTABLISHMENT:

Lanco group is a fast growing and leading Indian industrial group,

which has blazed a trial of success in Civil Engineering, Pig Iron,

cement, surface Transport, Shipping Services and other areas of

industrial activity. S.V. Contractors Seaways Shipping Services limited.

Kalahasti Castings Limited and Lanco Steels limited. Are all frontline

companies in their respective field of activity.

M/S Lanco Ferro Limited, producing Pig Iron, was established in

the year 1993 on June 9th at Rachagunneri (Vill), Srikalahasti (mandal),

Chittoor (district), A.P. It was renamed as M/s Lanco Industries Limited.

On the 1 September 1994, when the Management started the

production of cement. The Cement unit with state of the art vertical

shaft kiln well qualified personnel producing Portland Slag Cement. The

annual capacity of the cement plant is 90.000 tones.

Lanco Industries limited is presently at internal assessment

stage of ISO 9002 certification for its manufacturing process.

LOCATION OF THE PLANT:

Lanco Industries limited is located in between Tirupati and

Srikalahasti with 30km and 10km distance respectively.

Location of the plant at this place i.e., at Rachagunneri Village of

Chittoor District, A.P. having the following advantages.

Cheap availability of required land.

7

There are abundant water resources.

The distance between the harbor and present work site is

relatively less.

Proximity of raw materials.

Availability of financial subsidy.

Nearer to the railway siding.

Well connected with rail and road transport.

Availability of labor.

CURRENT OPERATIONS:-

Presently company is manufacturing 53 grades, Ordinary

Portland PortlandCement (OPC) with brand “LANCO”. The different

varieties of cement that are being manufactured at the factory are:

1. Ordinary Portland Cement (OPC)

2. Portland Slag Cement (PSC)

3. Portland Pozzolonna Cement (PPC)

At present company is manufacturing Lanco Cement 53 grade.

At present about 8000 tones of various grades of cement is

having daily manufactured at the factory.

SAILENT FEATURES OF LANCO CEMENT:-

1. High Strength &High Quality and great durability.

2. A very perceptible saving in cost (20%-25%) due to low

setting time.

3. Superior quality of the cement resulting in a better overall

finish.

4. Stronger bonding with aggregates.

5. Full strength had given to any construction (Pig iron)

LANCO CONSTRUCTIONS LIMITED

8

This group company was established in the year 1993 and

has executed most demanding and difficult projects in the field of

civil construction engineering on schedule essaying repute as a

world class construction company in a very short time span. The

company is mainly executing prestigious work in the fields of

irrigation, pipeline projects highways, housing and industrial

construction project an successfully compared several housing

complexes roads, irrigation canals, bridges and industrial

complexes at Lanco diverse dimensions of growth is achieved

through converging rays of vision rays of vision creating

dimensions.

KALAHASTI CASINGS LIMITED

Establish in 1997 and strategically located in alone

proximity to the mini blast furnace of the pig iron plants it has a

clear economics mileage over other castings sites .The molten

metal from the blast cone is directly loosed as basic raw material

to produce graded castings .Cast iron span pipes and iron spun

gradually expanded further to meet the scaring demand of the

products. The UPS to the pipe plant will be met through 10MW

capture power plant.

LANCO PIG-IRON DIVISION

It is located at Rachagunneri. The pig iron is commissioned

in a record time of eleven months, drawing on the group's

expertise in Civil Engineering and Industrial construction.

Highlights:

State of art mini blast furnace

9

Strategic location with easy access

One of the few plants with its own railway siding

High quality is from the neighboring Donimalai deposits

Access to best grade coke from China

90,00 tpa capacity

Proximity to end-users

Manufacturing all grades of Pig iron with the highest rating

quality

CEMENT DIVISION

The slag from pig-iron plant is used for producing 90,000

tpa cement, reflecting an approach that transforms the by-

product into productive inputs, in value added finish product.

High quality port land slag cement in various grades of

universal application

Quality consistent composition, competitive pricing

10

ORGANIZATIONAL HIERARCHY LANCO INDUSTRIES

LIMITED

11

Managing Director

Vice President

General Manager

FinancePig Iron Division

Cement Division

Personal & Administratio

Commercial

General Manager

Senior Manager

Marketing Chief Executive B.F

Deputy Manager - CD

Assistant Manager

Prod-uction

Mech-

anicaEle-ctric

al

Instr-

ume

Quality Control

Production Mechanic

alElectric

alPP

SrMgr

Adm Mgr

SrMgr

Dy Mgr

Sr Chemi

st

Mgr

SrMgr

SrEngr

Dy Mgr

Sr Chemi

st

CD PID

LITERATURE REVIEWAlthough the superior-subordinate relationship is complex, it is filled with many

opportunities for both to make the relationship meaningful and productive. Superiors'

examination of their beliefs about subordinates as well as subordinates' determination of

the bases of their assumptions about superiors address fundamental aspects of the

relationship. Both the superior's and the subordinate's understanding of the complexity of

authority lays the groundwork for reflective inquiry by superiors and risk taking by

subordinates. In this competitive environment, without both good superiors and good

subordinates organizations will suffer immensely. Acknowledging that the relationship

requires careful management is the first step in making it mutually successful.

who's in charge

"In a superior-subordinate relationship, the person with the most authority is not

necessarily the person in command. Personality factors often carry more weight than

official positions. Understanding how various personality types interact with one

another will help you assess your own situation"

Many managers believe that the power to direct others is conferred by a person's

official position in an organization. In reality, a strong personality will often prevail

over assigned authority. Determining who is really in charge in a specific situation or

how effective a particular superior-subordinate relationship will be requires an analysis of

the types of personalities involved.

Types of Personalities

The power-related behavior of every manager and subordinate can be

characterized as passive, assertive, or aggressive. How a superior and subordinate match

up on this passive-aggressive continuum provides a useful index for predicting how a

superior-subordinate pair will behave toward each other -- whether they will have a

successful working relationship or one that is marked by conflict and dissension.

12

Passiveness is displayed by someone who is typically withdrawn, tries to be a nice

guy, wants to be liked, doesn't like to compete, and feels inadequate when responding to

power challenges. Charlie Brown of cartoon fame is a good example of this type of

person.

Assertiveness can be defined as standing up for oneself. The assertive person

usually gets what he wants without either running roughshod over others or waiting for

permission to pursue his rightful objectives. Assertiveness is a competitive attitude.

Assertive people like to win, and they know that the main ingredient in an organizational

environment is power, whether it involves implementing a change or gaining acceptance

of a new idea.

Aggressiveness refers to the chronic use and abuse of others for one's own ends,

with little or no concern for the harm inflicted on their careers or lives. It is a no-holds-

barred attitude that is usually less a case of competition than of destructiveness. The

aggressive person isn't so much interested in winning as he is in seeing his adversary

lose.

Patterns of Power

In using the passive-aggressive scale, it should be understood that no one is purely

passive, assertive, or aggressive; everyone is a mixture of all three. However, one of

these personality tendencies almost always dominates. Determining the dominant

personality tendencies of the people involved in a specific organizational situation is the

key of assessing the relationship of power that exists between them.

The three basic personality types yield nine patterns of power in superior

subordinate relationships.

Passive superior and passive subordinate: This pair might well be characterized as the

losers in the world of organizations. In an environment where competition is the rule,

these people - if they have a friendly relationship will usually complain about the

inconsiderate and blatant "political" behavior of those who are more assertive and

13

aggressive than they. In their feeling of powerlessness, they are apt to have many

excuses for efforts that don't pan out. Most of their ideas and suggestions are never

implemented because of their inability to transcend organizational constraints and to take

charge of situations where power-oriented actions are called for. Ignoring or bypassing

difficult problems is much easier for them than tackling them head-on. This defeatist

posture protects their limited interpersonal capacities from the confusion that would be

created by failing to succeed in matters with which they are not equipped to cope.

If they are less than friendly with each other, they are apt to complain to their

associates about the other's persistent inaction. Often the superior will make the passive

subordinate the scapegoat for his own limitations. Their relationship with each other is

often either alienated or hostile, or fearful and guilt-ridden. In essence, neither of these

two types will be in charge of his work situation: Thus someone else will determine their

goals and outcomes.

Passive superior and assertive subordinate: This relationship usually defined by the

subordinate who, if he is a loyal type of person, will cover up for the superior and

accomplish the things the superior should be doing on his own. For example, it is often

found that a loyal, assertive staff member will carry the load for a weak, passive manager,

and be able to prop him up for years by making many of his decisions for him in a subtle

way. If the subordinate is ambitious, he will look for away to get out of the situation and

find a new superior who is likely to do more for his career aspirations.

Passive superior and aggressive subordinate: This combination is usually disastrous

for the superior, irrespective of whether the subordinate tends to be overt or covert in his

aggressive behavior. If the subordinate has no qualms about expressing himself, he is

likely to show open disdain for his superior. He is apt to be angry, testy, and vocal in

complaining about a great many of the things the superior says or does. On the other

hand, he could be very sly, gossiping behind the superior's back and planting doubt about

his capabilities in the minds of others, thereby undermining what little authority the

superior may enjoy because of his position.

14

The power relationship between superior and subordinate plays a pivotal role in

determining how effective a manager can be. Once examined for their basic power

patterns, the various personality combinations can help to predict whether a superior-

subordinate relationship will be good or poor, as well as how competitive or cooperative

they will be toward each other.

When the relationship between superior and subordinate is best (for example, both

are assertive), the work progresses well and the results desired are achieved. When the

relationship is worst (for example, the superior is passive and the subordinate is

aggressive), difficulties will mount and results will be poor.

The ideal manager or subordinate is a flexible, almost chameleon-like individual

who can be passive, assertive, or aggressive, depending on the situation. This individual

knows when it is proper to back down, when it is propitious to move ahead with vigor

and determination, and when there is no other choice but to thoroughly trounce an

opponent. This type of manager is the one who is really in charge, and this type of

subordinate is, as a rule, the most effective and promotable.

Managing the superior/subordinate relationship.

Building on research and writing in the fields of career management and mentor

relationships, Baird and Kram analyze the superior-subordinate relationship as an

exchange to which each party brings different needs and resources. They point out that

this relationship can be productive and satisfying--both for the parties concerned and for

the organization--when the needs of one party match the resources of the other. The

article includes a checklist for analyzing how the superior-subordinate relationship

operates as an exchange and how the resources of the parties mesh or fail to mesh. They

do on to show how the superior-subordinate relationship and the needs of the parties

change as each moves through individual career and life cycles. What was once a

productive relationship may, in time, become unproductive, or vice versa. In any event,

its dynamic nature requires that it be managed. Baird and Kram suggest five steps for

managing the relationship as it moves through these changes:

15

(1) Recognizing that the relationship is an exchange;

(2) identifying clearly one's own as well as the other party's needs;

(3) understanding how the subordinate's and boss's needs fit together and

recognizing that the relationship is likely to change;

(4) understanding the constraints under which the boss operates;

(5) establishing a feedback and evaluation process for continuously assessing the

relationship.

16

NEED FOR THE STUDY

Management is not only getting things done by others but also helping ordinary

people to produce extra ordinary results, productivity of men’s capacity is more

important than plant capacity. So for that the relationship between superior and

subordinate should be strong.

Effective relationship results in high employee productivity and job satisfaction.

So this study has been undertaken to know the communication among the employees.

17

OBJECTIVES OF THE STUDY

1. To know the relationship among the peers, superiors and subordinates.

2. To know the problems in relationship and barriers in communication among

employees.

RESEARCH METHODOLOGY

18

Types of Sampling: Convenience Sampling

Sample Size : 84

Data Collection : Primary Data and Secondary Data

Primary Data : Through Questionnaire

Secondary Data : Through Company records and websites.

LIMITATIONS

19

Though the study aims at achieving the objectives it may be hampered due to

certain limitations. They are

1. The sample size for survey is limited to 84.

2. Getting accurate responses from the employees is difficult due to their busy

schedule.

DATA ANALYSIS AND INTERPRETATION

20

The focus of this study was to investigate the association of managerial

performance with the interactive effect of superior-subordinate relationship (SSR). The

participants in the study were 42 employees working in LANCO at rachaganneri.

Questionnaires were used to collect the data

This questionnaire contains 5 sessions. The first session contains relationship

among peers and the second session contains relationship between superiors and third

session contains relationship between departments and forth section contain relationship

between subordinates and the fifth section contains overall relationship in the

organisations.

I. RELATIONSHIP AMONG PEERS:

21

1. INTERPRETATION FOR COOPERATION BETWEENCOLLEAGUES:

Among 84 respondents 22 of them said that the cooperation with peers is very

good and 62 said it is good. The weighted average percentage is falls in 8.52. So through

the observation the relationship among the peers in the organisation is good.

S.NO Attributes No. of

Respondents

Weighted

average

1 Very good 22

8.522 Good 62

3 Average --

4 Low --

5 Very low --

2. INTERPRETATION FOR COMMUNICATION WITH COLLEAGUES:

22

Among the 84 respondents 20 of them said that daily the communication with

their colleagues is very good and 64of them said that it is good. The weighted average

percentage is falls in 8.46. So through the observation the relationship among the peers in

the organisation is good.

S.NO Attributes No. of

Respondents

Weighted

average

1 Very good 20

8.462 Good 64

3 Average --

4 Low --

5 Very low --

23

3. INTERPRETATION FOR COMMUNICATION TYPE WITH

COLLEAGUES:

The below table shows that both formal and informal communication is very

good when comparing with formal and informal communication among peers so it is

good for the organisation.

S.No Attributes No. of

Respondents

Percentage

1 Formal 4 4.76

2 Informal 20 23.8

3 Both 60 71.8

24

INTERPRETATION FOR NUMBER OF COLLEAGUES THAT THEY MOVE

Among 84 respondents 24 of them said that they move very good numbers with

peers and 48 said it is good. 12 said that it is average the weighted average percentage is

falls in 4.14. So through the observation most of them move with good number.

Type of communication among

Colleagues

420

60

4.76

23.8

71.4

0

20

40

60

80

Formal Informal Both

No. of.Respondents

Percentage ofRespondents

25

4. INTERPRETATION FOR SHARING PERSONAL FEELINGS

The below table shows that most of them share their personal feelings with

some extent few of them say yes according to this the relationship is good among the

peers

S.No Attributes No.of

Respondents

Percentage

1 Yes 16 19.04

2 No 0 0

3 Some Extent 68 80.45

26

INTERPRETATION FOR SHARING PERSONAL FEELINGS

The above graph shows that most of them share their personal feelings with


peers

Sharing personal feelings with colleagues

160

6819.04

0

80.95

0

20

40

60

80

100

yes no someextent

no. of.Respondents

percentage ofrespondents

27

II. RELATIONSHIP WITH SUPERIORS

5. INTERPRETATION FOR GETTING PERMISION FROM SUPERIORS

The below table 8.57% of them said that they can permission from superiors

easily and 71.42% said that in some extent only we can get permission easily.


Respondents

Percentage

1 Yes 24 28.57

2 No 0 0


28

INTERPRETATION FOR GETTING PERMISION FROM SUPERIORS

The above graph shows that 28.57% of them said that they can permission from

superiors easily and 71.42% said that in some extent only we can get permission easily.

Getting permission from superiors

24

0

6028.57

0

71.42

01020304050607080

yes no someextent

no. of.Respondents


29

6. INTERPRETATION FOR ENCOURAGE MENT FROM SUPERIORS

The below table shows that 23.8% of the respondents said that superiors

encourages them when they are in depression ,28.57% of the respondents said that they

do not encourage and 47.63% of them said that in some extent they encourage


Respondents

Percentage

1 Yes 20 23.8

2 No 24 28.57


30

INTERPRETATION FOR ENCOURAGE MENT FROM SUPERIORS

The above graph shows that 23.8% of the respondents said that superiors

encourages them when they are in depression ,28.57% of the respondents said that they

do not encourage and 47.63% of them said that in some extent they encourage

Encourages from superiors

20 244023.8

28.57

47.63

0102030405060

yes no someextent

no. of.Respondents


31


The below table shows that 19.05% of them sharing their personal feelings with

supoerionrs,57.14% of them say no and 23.8% of them said in some extent we share the

personal feelings in free times .


Respondents

Percentage

1 Yes 16 19.05

2 No 48 57.14


32


The above graph shows that 19.05% of them sharing their personal feelings

with supoerionrs,57.14% of them say no and 23.8% of them said in some extent we

share the personal feelings in free times .

16

48

2019.05

57.14

23.8

0

10

20

30

40

50

60

Yes No SomeExtent

No.ofRespondents

Percentage

33

8. INTERPRETATION FOR COMMUNICATION WITH SUPERIORS IN

OUTSIDE OF THE ORGANIZATION

The below table shows that 9.52% of them said that there have communication

with their superiors , 52.38% said that no and 23.8% of them said that in some extent they

have out side of the organization


Respondents

Percentage

1 Yes 8 9.52

2 No 44 52.38


34

Communication with superiors in outside of the organization

8

44

209.52

52.38

23.6

0

20

40

60

Yes No Some Extent

Series1

Series2

INTERPRETATION FOR COMMUNICATION WITH SUPERIORS IN

OUTSIDE OF THE ORGANIZATION

The above graph shows that 9.52% of them said that there have communication

with their superiors , 52.38% said that no and 23.8% of them said that in some extent they

have out side of the organization

35

9. INTERPRETATION FOR TELECOMMUNICATION WITH SUPERIORS

The below table shows that 57.14% of them said that they have phone calls from

superiors, 9.52% of them said that they do not have no phone calls and 33.33% of them

said that in some extent they have phone calls from superiors.


Respondents

Percentage

1 Yes 48 57.14

2 No 8 9.52


36

Telecommunication with superiors

48

8

4857.14

9.52

33.33

0102030405060

Yes No Some Extent

Series1

Series2

INTERPRETATION FOR TELECOMMUNICATION WITH SUPERIORS

The above graph shows that 57.14% of them said that they have phone calls from

superiors, 9.52% of them said that they do not have no phone calls and 33.33% of them

said that in some extent they have phone calls from superiors.

37

10. INTERPRETATION FOR EXPECTATIONS OF SUBARDINATES ON

SUPERIOR’S COORDINATION

The below table shows that 28.57% of them said that they expect that their

superiors are move with them, 19.05% of them said that they did not expected and

52.38%of them said that in some extent they expect that their superiors are move with

them.


Respondents

Percentage

1 Yes 24 28.57

2 No 26 19.05


38

Expectation of subordinates on superior coordination

24 26

44

28.5719.05

52.38

0

20

40

60

Yes No Some Extent

Series1

Series2

INTERPRETATION FOR EXPECTATIONS OF SUBARDINATES ON

SUPERIOR’S COORDINATION

The above graph shows that 28.57% of them said that they expect that their

superiors are move with them, 19.05% of them said that they did not expected and

52.38%of them said that in some extent they expect that their superiors are move with

them.

39

III. RELATIONSHIP WITH DEPARTMENTS

11. INTERPRETATION FOR RELATION SHIP WITH DEPARTMENTS

The below table shows that 26.19% of the respondent said that relation ship

between departments is good and 73.81% of them said that is average.


Respondents

Percentage

1 Very good 0 0

2 Good 22 26.19

3 Average 62 73.81

4 Low 0 0

5. Very Low 0 0

40

Relationship with departments

0

22

62

0 00

26.19

73.81

0 00

20

40

60

80

Verygood

Good Average Low VeryLow

Series1

Series2

INTERPRETATION FOR RELATION SHIP WITH DEPARTMENTS

The above graph shows that 26.19% of the respondent said that relation ship

between departments is good and 73.81% of them said that is average

41

12. .INTERPRETATION FOR COMMUNICATION WITH DEPARTMENTS

The below table shows that 19.05% of them said that other departments can share

their feeling with them, 57.14% of them said that no and 23.08% of them said that in

some extent only , they can share their feelings with them


Respondents

Percentage

1 Yes 16 19.05

2 No 48 57.14


42

Communication with departments

16

48

2019.05

57.14

23.08

0102030405060

Yes No SomeExtent

No.ofRespondents

Percentage

INTERPRETATION FOR COMMUNICATION WITH DEPARTMENTS

The above graph shows that 19.05% of them said that other departments can

share their feeling with them, 57.14% of them said that no and 23.08% of them said that

in some extent only , they can share their feelings with them

43

IV REALTIONSHIP WITH SUBORDINATES


The below table shows that most of them share their personal feelings with


peers

S.No Attributes No.of.Respondents Percentage

1 Very good 8 9.52

2 Good 40 47.62

3 Average 36 42.86

4 Low 0 0

5 Very low 0 0

44

Realtionship with subordinates

8

4036

0 0

9.52

47.6242.86

0 00

10

20

30

40

50

60

Verygood

Good Average Low Verylow

Series1

Series2


The above graph shows that most of them share their personal feelings with


peers

45

14. INTERPRETATION FOR COMMUNICATION AT THE OF LUNCH

The below table shows that 9.52%of them said that there is communication at the

time of lunch,57.14%of them said that no and 33.33%of them said that in some extent

only there is communication at the time of lunch..

S.No Attributes No.of Respondents Percentage

1 Yes 8 9.52

2 No 48 57.14


46

Communication at the time of lunch

8

48

28

9.52

57.14

33.33

0

10

20

30

40

50

60

Yes No Some Extent

Series1

Series2

INTERPRETATION FOR COMMUNICATION AT THE OF LUNCH

The above graph shows that 9.52%of them said that there is communication at

the time of lunch,57.14%of them said that no and 33.33%of them said that in some extent

only there is communication at the time of lunch..

47

15. INTERPRETATION FOR PERSONAL RELATIONSHIP WITH

SUBORDINATES.

The below table shows that 9.52% of them said that there is personal relationship

with their subordinates, 61.9% of them said that no and 28.5% of them said that is some

extent only they have personal relationship with subordinates.


Respondents

Percentage

1 Yes 8 9.52

2 No 52 61.9


48

Personal relationship with subordinate

8

52

24

9.52

61.9

28.5

0

10

20

30

40

50

60

70

Yes No Some Extent

Series1

Series2

INTERPRETATION FOR PERSONAL RELATIONSHIP WITH

SUBORDINATES.

The below table shows that 9.52% of them said that there is personal relationship

with their subordinates, 61.9% of them said that no and 28.5% of them said that is some

extent only they have personal relationship with subordinates.

49

16. INTERPRETATION FOR CO-OPERATION FROM HIGH LEVEL

MANAGEMENT

The below table shows that 73.81% of the respondents said that the co operation

from high level management is good 26.19%of them said that average co operation from

high level management.


1 Very good 8 9.52

2 Good 40 47.62

3 Average 36 42.86

4 Low 0 0

5 Very low 0 0

50

co operation with high level management

8

4036

0 0

9.52

47.6242.86

0 00

10

20

30

40

50

60

Verygood


Series1

Series2

INTERPRETATION FOR CO-OPERATION FROM HIGH LEVEL MANAGEMENT

The below table shows that 73.81% of the respondents said that the co operation

from high level management is good 26.19%of them said that average co operation from

high level management.

51

17. INTERPRETATION FOR COMLMUNICATION FROM TOP LEVEL TO

BOTTOM LEVEL

The below table shows that 80.95% of them said that the communication

from top level to bottom level is good and remaining said that it is average.


1 Very good 0 0

2 Good 68 80.95

3 Average 16 19.05

4 Low 0 0

5 Very low 0 0

52

communiltion from top level to bottom level

0

68

16

0 00

80.95

19.05

0 00

102030405060708090

Verygood


Series1

Series2

INTERPRETATION FOR COMLMUNICATION FROM TOP LEVEL TO

BOTTOM LEVEL

The above graph shows that 80.95% of them said that the communication from

top level to bottom level is good and remaining said that it is average.

53

18. INTERPRETATION FOR COMMUNICATION FROM BOTTOM LEVEL

TO TOP LEVEL

The below table shows that 71.34% of them said that the communication from

bottom level to top level is good level is good and remaining said that it is average.


1 Very good 0 0

2 Good 60 71.43

3 Average 24 28.57

4 Low 0 0

5 Very low 0 0

54

personal relationship with superior

16

48

20

0 0

19.05

57.14

23.81

0 00

10

20

30

40

50

60

Verygood


Series1

Series2

INTERPRETATION FOR PERSONAL RELATIONSHIP WITH SUPERIORS

The above graph shows that 19.05% of them said that the personal relationship

with their superiors is very good , 57.14% of them said that good and 23.81% of them

said that the personal relationship with superiors is average.

55

20. INTERPRETATION FOR CONFLICT BETWEEN SUPERIOR AND

SUBORDINATE

The below table shows that 11.91% of them said that the conflicts are high,

59.52% said that average and 28.57% of them said that conflicts are low.


1 Very good 0 0

2 Good 10 11.91

3 Average 50 59.52

4 Low 24 28.57

5 Very low 0 0

56

conflict between superior & subordinate

0

10

50

24

00

11.91

59.52

28.57

00

10

20

30

40

50

60

70

Verygood


Series1

Series2

INTERPRETATION FOR CONFLICT BETWEEN SUPERIOR AND

SUBORDINATE

The above graph shows that 11.91% of them said that the conflicts are high,

59.52% said that average and 28.57% of them said that conflicts are low.

57

21. INTERPRETATION FOR SUPRERIOR AND SUBORDINATE

RELATIONSHIP

The below table shows that 90.48% of them said that the relationship between

superior and subordinate is good and remaining said that it is average.


1 Very good 0 0

2 Good 76 90.48

3 Average 8 9.52

4 Low 0 0

5 Very low 0 0

58

superior and subodinate relationship

0

76

80 00

90.48

9.520 0

0102030405060708090

100

Verygood


Series1

Series2

INTERPRETATION FOR SUPRERIOR AND SUBORDINATE RELATIONSHIP

The above graph shows that 90.48% of them said that the relationship between

superior and subordinate is good and remaining said that it is average.

59

FINDINGS

1. RELATIONSHIP AMONG PEERS:

85% of the employees said that they share their feelings and they are very

cooperative and satisfied.

2. RELATIONSHIP WITH SUPERIORS:

42% of the employees have a good relation ship with their superiors.

3. RELATIONSHIP WITH DEPATMENTS

35% of the employees have a good relationship with their departments.

4. RELATIONSHIP WITH SUBORDINATES:

35% of the employees have a good relationship with the their subordinates.

5. 80% of the employees said that the cooperation from high-level management is

good.

6. 70% of the employees said that communication from top level to bottom level is

good.

7. 65% of the employees said they conflict between the superior and a subordinate is

average.

60

SUGGESTIONS

For increasing relationship among peers, superiors, subordinates and

departments conduct some activities like

1. provide recreation facilities

Through this the communication due to informal relationship will develop among

the employees and as well as it is very much useful for reducing mental tensions

and provide good health.

2. Conduct management games.

3. Because of conducting management games the employees can mingle with each

other very easily.

4. Provide common lunchroom

Through common lunch room the employees can talk with each other and the

time will be utilized in better way.

5. Conduct HR workshops.

6. At least for a couple of months at once plan for a tour.

Through this the relationship between superiors and subordinates will develop.

7. Celebrate the functions in the organizations for occasions.

61

QUESTIONNAIRE

SUPERIOR & SUBORDINATE RELATIONSHIP IN LANCE

I. RELATIONSHIP AMONG PEERS.

1. Your colleagues are co-operative in what way?

a. Very good b. Good C. Low d. Very low.

2. Daily the communication with your colleagues is?

a. Very good b. Good C. Low d. Very low.

3. Which type of communication did you have your colleagues?

a. formal b. informal c. both

4. Do you share your personal feelings with your colleagues?

a. yes b. no c. Some extent.

II RELATIONSHIP WITH SUPERIORS

5. Are you able to permission from your superiors easily when you need?

a. yes b.no c. Some extent

6. Do you feel that your superiors are encourages you, when you are in depression?

a. yes b. no. c. some extent

7. Are you able to share your personal feelings with your superiors in free times?

a. yes b.no c. some extent.

62

8. When you are outside the organization. The communication that you have with your

superiors is?

a. yes b.no c. some extent

9. Did you have phone calls with your superiors?


10. According to your expectations your supe4riors are move with you?

a.yes b. no c. some extent.

III RELATIONSHIP WITH DEPARTMENTS

11. In your organization the relation the relationship with the other department are?


12. The other departments can share their views with you>


IV. RELATIONSHIP WITH SUBORDINATES

13.what’s your opinion that the relationship with your subordinates?

a. very good b. good c. low d. very low

14. Did you take lunch with your subordinates?

a. yes b. no c. some extent

15. Is there any personal relationship with your subordinates?


63

BIBLIOGRAPHY

1. Dr. C.B. Mamoria – Personnel Management – Himalaya publishing house,

2004.

2. P. Subbarao – essentials of human resource management & industrial relations –

Himalaya publishing house, 2003.

3. C.R. Kothari Viswa Prakasam – research methodology methodsd & techniques

– New Delhi, 1990.

4. S.P. Gupta – Business statistics, Sulthan Chand 7 sons, new Delhi, 1997.

Websites:

www.lancoindustries.com

swww.google.com

64

http://www.google.com/

http://www.lancoindustries.com/

Documents

Lanco Hr Project