Managing Diversity in Multicultural Projects †MyAssignmenthelp.com

Question: Talk about the Managing Diversity in Multicultural Projects. Answer: Presentation Universal Human Resource Management (IHRM) is demonstrative of the issues relating to HR corresponding to the global firms inside the ambit of outside auxiliaries. It for the most part discusses the connections in the middle of hierarchical exercises and that of outside condition in which the association works. It alludes to the work frameworks of the associations alongside that of business practice. It worries about the individual and aggregate angle corresponding to the administration of individuals. This paper talks about culture stun and the strategies that are utilized by universal human asset the executives to manage the various types of the executives issues. Culture stun is characteristic of the experience that an individual needs to confront when he moves to an alternate social condition from his own. This article expounds in extraordinary length with respect to the practices that are utilized by Coca Cola in dealing with the issue relating to culture stun. In case of the way of life stun not being overseen the correct way the work abilities of an individual endure. The way of life contrasts frequently makes it hard for the representatives to give successful execution to the group. It is discovered that in the event that the expat representative can't change with different associates in association, at that point he may lose the inspiration to work. The worker will experience work environment stress that will successfully diminish the estimation of that representative inside the organization. In case of an expat worker being socially mindful he would have the option to consider the social restrictions that exist past that of their own. Social preparing underscores the highlights of business culture inside the ambit of host nation (Vance and Paik, 2014). Correspondence styles alongside manners can be passed on with the assistance of social preparing. The relatives of expat can be acquainted in regards to way of life alongside that of nei ghborhood culture that can successfully help the expat in managing the issue of culture stun. The expat representative can appreciate an all the more satisfying life in the new nation on the off chance that he is granted with lessons relating to standard of conduct inside the ambit of host society (Cavusgil et al., 2014). The division of HR in an association ought to have the option to make the essential plans that can help the expat in working deftly alongside different nationalities of the group. The different sorts of the working styles that are existing in an association can effectively help an expat representative in the matter of change. National culture is seen as unique in relation to remote culture in the parts of correspondence conduct, self-arrangement and the manner in which data is uncovered to the individuals. The HR chief who is working at the universal level ought to be able to change in accordance with multifaceted relational abilities which can create social sympathy in the expat (Presbitero, 2016) Cultural compassion will end up being hugely valuable in keeping away from strife inside the association. It is the duty of the HR the board to appropriately present the expat staffs so they can work easily with that of the new individuals. Perfect measure of time ought to be allocated so it can help him in knowing others who might work with him before he begins the work. Coca Cola can be named as a global organization that has figured out how to make a particular situation of itself inside the world. Marking and keen showcasing is answerable for the accomplishment of the organization. Culture stun has been overseen by Coca Cola by the energy about culture of the individuals who have a place with the diverse culture. It is significant that the expat representative builds up the workforce of mindfulness and reflection so he can gai a profound viewpoint about the motivation behind why a few things are unique. The HR of Coca Cola is answerable for giving compassion to laborers with the goal that they can alter in the new condition (Naeem, Nadeem and Khan, 2015). The new sort of working style of the expat worker ought to be comprehended. The environment ought to be such inside the association that the representatives can assembled affinity with one another. This can assist the new representative with maintaining great connection with different workers of the association. The branch of that of HR enlists the workers in such a way who can conform to the new social standards. It very well may be said that submitting to that of the center hierarchical qualities can help representatives who are from the new culture to effectively acclimate to the new sort of workplace (Gunn, 2017). A reasoning can be made that societies are obtained and the administration laying accentuation on that of fundamental beliefs can be of extraordinary advantage for the representatives in changing in accordance with the new sort of workplace (Graen Grace, 2015). Vital advances are taken by Coca Cola so as to ensure that specific sort of data has been given to the representative before they go to work in the new spot. Welcome Pack that is worked alongside the line supervisor who is working at home can be of extraordinary shelter for the expat representatives (Cranston, 2016) It is the duty of branch of HR to give data corresponding to the progressions in administrative industry and the particular improvements relating to the authoritative culture that can help him in altering easily inside that of the new culture (Hiratsuka, Suzuki Pusina, 2016) It is frequently discovered that the representatives bring significant knowledge and that of direct understanding. A lot of time is spent on the new workers so they feel great in sharing their encounters by taking plan of action to which the entire association can learn. A heartfelt gathering in the middle of HR Representative and the new worker can help in making way for the ideal stage (Knies et al. , 2015) The expat workers can be associated with various parts of that of the authoritative life so they can change inside new condition. Social capacities can be gone to by the representative and his/her accomplice that can end up being of extraordinary assistance in expelling the boundaries comparable to culture stun (Zein, 2016). On the event of a representative inclination that they are a significant piece of the association it will be seen that they will have the option to convey predominant execution in the association. The desires relating to the association ought to be conveyed to the representatives at the beginning with the goal that they can work toward that path. HR Management should assume a crucial job in making such sort of life changes that can energize the representatives inside the association (Martin, 2014). The representatives being kept educated at all the various stages can help them in changing in accordance with the new sort of condition. Follow-up meeting can be of incredible assistance and they can be booked after certain months so it can support the association (Klppel, Pierce Snyder, 2017) Meeting can end up being of extraordinary assistance in uncovering the issues relating to various types of issues. National social distinction is liable for making strife in an association uncommonly inside the boundary of the globalized world. On its event being discovered that the workers can't acclimate to the basic qualities then it can offer ascent to struggle inside the boundary of the association. Individual association fit can be of vital significance for an association to be fruitful (Sayles, 2017) Helping the expat representatives in the field of language preparing can help them in the best possible comprehension of authoritative qualities. End: It is discovered that in the event that the way of life stun isn't overseen along the correct heading, at that point a representative can lose inspiration. Social preparing can help in featuring on the critical highlights according to hierarchical culture. Acclimation with that of the relatives can help the representatives in the matter of way of life and nearby culture. Open correspondence can be empowered in the middle of the workers that can help them in knowing in regards to the points of the association. References: Cavusgil, S. T., Knight, G., Riesenberger, J. R., Rammal, H. G., Rose, E. L. (2014).International business. Pearson Australia. Cranston, S. (2016). Creating transient experience: Learning to be a British ostracize in Singapore through the Global Mobility Industry.Environment and Planning D: Society and Space,34(4), 655-671. Graen, G., Grace, M. (2015). Positive modern and hierarchical brain science: Designing for technically knowledgeable, hopeful, and deliberate millennial experts organization cultures.Industrial and Organizational Psychology,8(3), 395-408. Gunn, S. (2017).Globalisation, training and culture stun. Taylor Francis. Hiratsuka, H., Suzuki, H., Pusina, A. (2016). Clarifying the viability of the Contrast Culture Method for overseeing relational associations across cultures.Journal of International Students,6(1), 73. Klppel, L. M., Pierce, L., Snyder, J. A. (2017). The profound verifiable foundations of association and procedure: awful stuns, culture, and institutions.Organizational Science. Knies, E., Boselie, P., Gould-Williams, J., Vandenabeele, W. (2015). Uncommon issue of International Journal of Human Resource Management: Strategic human asset the board and open part execution. Martin, G. C. (2014). The impacts of social decent variety in the workplace.Journal of Diversity Management (Online),9(2), 89. Naeem, A., Nadeem, A.B. furthermore, Khan, I.U., 2015. Culture Shock and Its consequences for Expatriates.Global Advanced Research Journal of Management and Business Studies,4(6), pp.248-258. Presbitero, A. (2016). Culture stun and turn around culture stun: The directing job of social knowledge in worldwide understudies adaptation.International Journal of Intercultural Relations,53, 28-38. Sayles, L. R. (2017).Managing huge frameworks:

Prepare a Report Essay Example

Set up a Report Essay Instructions to Write a Project Report 1. For what reason is the report significant? In the event that you wish to make sure about a decent imprint for your task, it is significant that you compose a decent report. It is the report which is stamped, not the program or whatever else you may have developed during the venture time frame. Regardless of how huge your accomplishments, on the off chance that you don't review your work, and review it well, you will get a poor imprint. It is fundamental to comprehend that the report will be perused and set apart by various inspectors (ordinarily 2 4), just one of whom your director will have any recognition with the work which the report portrays. Analysts are wouldn't fret perusers, and can't give acknowledgment for work which you have done however excluded from the report. 2. What are the analysts searching for? Each venture report is stamped at first by two inspectors, one of whom is the chief. Every inspector fills in an onlineâ mark structure, giving imprints for different parts of the report and a general imprint. Contemplating the imprint sheet will give you a smart thought of what parts of the report are significant. The notes to inspectors which go with the imprint sheet utilize the terms great, very great, horrifying, etc to depict the traits of a specific numerical imprint (e. . 5 is good). There is a different archive which broadly expounds on what unequivocally palatable methods specifically settings, however Im not certain that these definitions are generally utilized: most analysts accept that they have an exact and target comprehension of what is agreeable. Note that directors may determine on the imprint shee t that a specific part of the undertaking is to be evaluated for instance, a survey of the venture territory regardless of whether that zone isn't canvassed in the task report. We will compose a custom exposition test on Prepare a Report explicitly for you for just $16.38 $13.9/page Request now We will compose a custom article test on Prepare a Report explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer We will compose a custom exposition test on Prepare a Report explicitly for you FOR ONLY $16.38 $13.9/page Recruit Writer Choices on what is to be evaluated are the managers duty, however you ought to know about the standard headings, think cautiously about what you present (or don't present) under each, and examine and concur it with your chief. Recollect that your report is a scholarly paper, not a well known article or business proposition. For instance, as opposed to depicting just a progression of occasions and a last item, attempt to build up standards, present contentions, infer standards, offer and answer conversation starters, measure achievement, break down choices nd so on. Where a task has been embraced with modern help, the essentialness of that help for the venture, and the pertinence of the undertaking to the supporting business, ought to be talked about. 3. The mechanics of composing The difficult you need to understand is this: to move your own encounters of doing the venture, and the information you have picked up, from your mind onto paper in an intelligent, consistent and right struc ture. There are a few different ways of accomplishing this. Various creators have various procedures. My own technique, which I believe is very regular among specialized writers, is to compose as fast as could be expected under the circumstances, without respect for coherency, structure or request, until I have recorded (or rather, composed in) all the focuses I can consider. On the off chance that my mind is running quicker than my fingers and an idea flies into my head which has a place in another piece of the record, I jump as far as possible of the page and supplement a couple of words there to remind me to grow that point later, at that point continue where I was. The point is to move however much significant material from mind to paper as fast as could reasonably be expected. This technique has been known as the cerebrum dump. It is drilled, I think, by certain journalists of fiction just as by specialized creators. Following three hours of mind dumping I may have four or five pages of complicated content. I at that point go through maybe six hours placing the content into request and taking care of the writing, after which I may have three pages of good-quality exposition. This technique for composing is an iterative procedure, with times of mind dumping rotating with times of cleaning up. At the pace of three pages of cleaned message at regular intervals, a run of the mill 60-page PR3 venture report will take you around a month to finish, working all day. You should permit time to set up the supplements (e. g. program postings) and outlines. Great quality outlines, specifically, set aside a long effort to get ready. You ought to along these lines permit at leastâ six weeksâ to compose the report. In the event that you kept a note pad during the venture time frame, you will discover the reviewing procedure a lot simpler. 4. The most effective method to compose well Many understudies show up not to acknowledge that it is so hard to compose well. Any sort of composing (aside from maybe publicizing duplicate) is troublesome, however specialized composing is especially hard. There are numerous books which address the subject of good specialized composition. By a long shot the best among those which I have seen is Scientists Must Writeâ by Robert Barrass (1982). In spite of the fact that distributed more than twenty years back, this great little book is still in print. There are a few duplicates in the J. B. Morrell library, yet since it costs just ? 11. 19 (from the Internet Bookshop), you would be very much encouraged to purchase a duplicate and to peruse it from spread to cover. 4. 1. Accuracy You should endeavor first to be totally exact. At the point when you compose, it isn't adequate thatâ youâ know what you mean; nor is it adequate that your composing concedes to the importance which you plan: it must concede to no other significance. What you compose must not be equipped for error. Take extraordinary consideration to pick the correct word for the event. Don't, for instance, compose ideal on the off chance that you mean great. Surmised implies close, so inexact methods extremely close which isn't what numerous individuals assume it implies. 4. 2. Energy Precision recorded as a hard copy is for the most part a matter of taking adequate consideration. Great composing isn't just exact, in any case, it isâ vigorous, and that is a lot harder to accomplish. It helps in the event that you have perused generally, particularly books. Here are a few indications which may assist you with writing strongly and energetically. Lean toward short sentences to long sentences. Incline toward short words to long words, given that the short word has the importance you need. Briskness is an extraordinary goodness in specialized composition. (Be that as it may, dont go excessively far; recall Horaces perception: Brevis esse laboro, obscurus fio. ) Avoid circumlocutions. In practically all parts of the figuring commercial center can be supplanted in many settings by all over the place. The topic of whether to utilize the aloof voice in specialized composing is a prickly one. Most more seasoned essayists despite everything compose a program was composed as opposed to I composed a program . A large number of your inspectors may share this inclination for, or bias for, the detached voice, however this style is dropping of favor in all specialized composition, and I encourage you not to utilize it. Whatever you do, don't utilize the regal (we composed a program when you mean I composed a program). There is general unde rstanding that Latin expressions are best stayed away from in specialized composition (yet the periodic Latin citation may loan a misleading demeanor of knowledge! ) Nevertheless, numerous cautious essayists have their own preferred Latin expressions which find periodic use. The best standard is that a Latin expression is worthy in the event that it contracts a circumlocutionary English expression. Mutatis mutandis, for instance, one of my own top choices, is allowable instead of rolling out the suitable improvements, since any English shine is by all accounts monstrous and cumbersome. I. e. (note the roman text style and accentuation) is frequently helpful instead of as it were or that is, and is broadly comprehended. Regularly, be that as it may, X, I. e. , Y can be supplanted by Y, on the grounds that the essayist acknowledged while writing X that Y said the equivalent, just better. E. g. is abused and best utilized sparingly; incline toward for example or for instance. 4. 3. Spelling and language You should take remarkable consideration to spell accurately. Poor spelling is an interruption to the capable peruser. Much of the time there is next to no reason these days for spelling blunders; there are numerous phenomenal spell-checker program s which make a great job of finding the mistakes for you, and superb (paper) word references which will mention to you what the right spelling is. Be particularly cautious with words whose regular incorrect spelling is a right spelling of an alternate word, specifically the accompanying sets: lead/drove; free/lose; influence/impact. It is hazardous to permit the spell-checker to address an incorrect spelling without anyone else; numerous such diverting revisions have been accounted for, for instance as of late in New Scientist. Accept the spell-checker. A lot of individuals, for instance, on finding that the spell-checker addresses idiosyncracy [sic], state to themselves it must be absent from the word reference document, and disregard the word. It is for a valid justification. In the event that you have an ailment which makes it hard for you to spell accurately, ensure that your chief thinks about it, with the goal that it very well may be considered by the analysts. On the off chance that poor spelling is an interruption which hinders understanding, poor syntax is all the more so. There are such a significant number of potential linguistic solecisms that it is unseemly to endeavor to show them here. Peruse Fowlers Modern English Usageâ for direction. This book has been reexamined a few times since its first distribution in 1926. The latest (1998) version is presumably the best to utilize, not on the grounds that its proposals are progressively lenient or cutting-edge, but since it causes to notice traps which it would not have happened to Fowler in 1926 that anybody could fall into. The first 1926 release is celebrated for its overwhelming, red hot language, which has been progressively watered down in later modifications. Take care with punctuations. Truly, t

Alpha Phi Omega

Alpha Phi Omega Professor Leeb, my 6.131 Professor, notices if were late. So I tend to walk rush from my 6.336 lecture in 10-250 to the 6.131 lecture in 34-101. I was moving quickly down the hall last Thursday, not paying attention to much around me, when suddenly someone said, Hey, Kim! Want a roll? And there was Xavier 11, with a bag of Bertuccis rolls. (Bertuccis is a common source of pizza and rolls at MIT.) And that made my day. Xavier and I know each other because Im his Mommy, and now were Brothers too. Which might sound confusing, if you didnt know about APO. APO, or Alpha Phi Omega, is a co-ed service fraternity on campus (Jessie 07 has mentioned it before in her blog). Last spring I was the Membership Vice President, or more colloquially, the Mommy. As Mommy, I was in charge of recruiting new pledges and helping them go through the process of becoming Brothers in the fraternity. Xavier was one of my pledges, and he was really involved last semester during his pledge term, doing service and participating in meetings and social gatherings. So now hes been elevated to Brotherhood, and I can be both his Mommy and his Brother. Most people join APO because theyre interested in doing community service. And indeed, this is a fine reason to join. There are all sorts of projects, and if they arent enough for you or right for you, its easy to start your own. Some past projects that I can think of off the top of my head: pruning trees along the Charles River, building an amphitheater at a Boy Scout Camp, sending books to prisoners, performing a variety show at a nursing home, working with the National Braille Press, running the Ugliest Man on Campus charity competition, running a Book Exchange for students at the beginning of the semester, A large part of the requirements to join, and to continue as a brother, are to participate in and run service projects. But theres more to APO than just Service. APO is based around 3 values: Leadership, Friendship, and Service. The Leadership part is fairly obvious, since people serve as Officers each semester, and people need to be leaders to lead service projects well. And the Service is central to the organization. But sometimes we forget about the third one. We might be too busy to go to APO study breaks, or hang out with each other. But even if thats true sometimes, APO is still a community, and were reminded of it in unexpected ways, like another brother giving us a random roll between classes :) Just another great group at MIT Post Tagged #Alpha Phi Omega

Analysis of Remarke´s All Quiet on the Western Front

A major reiterated theme of Remarque’s novel All Quiet on the Western Front focuses on BÃ"“umer, the narrator, and his comrade’s accurate view of World War I and how greatly it contrasts to the ideas of the older generation who persuaded the youth to join the war for defending Germany. An analysis of BÃ"“umer’s attitude toward the war reveals that the world of his former authority no longer exists. His first encounters on the front shatter his trust and belief in the views and teachings of the generation that should have been their mentors, directing this inexperienced â€Å"Iron Youth† (18) into the world and preparing him for what would have been his future life. Now, BÃ"“umer realizes that, if he survives the war, he can never return to ideas or desires of his youth nor ever truly re-enter into the lives that the generations before and after him belong. The older generations, consisting of BÃ"“umer’s parents and teachers, receive the war with a joyous enthusiasm of a chance to display German might and honor, though no one had an idea of what the soldiers, their children, would have to endure. They, especially BÃ"“umer’s teacher Kantorek, took every possibility to persuasively impress this patriotic idea upon the younger generation: â€Å"that duty to one’s country is the greatest thing† (13). This generation, the ones who were to equip and direct the younger so that they may survive in this world, was basically sending their sons in blindly and completely unprepared for the true horrors of

Innovative Technologies And Software For Higher Education...

Introduction This dissertation is based on the use of innovative technologies and software in higher education system and evaluation of its effectiveness and upgrading the quality of education. This study is basically focused to help higher education institutions understand how IT governance impacts technology innovation and to identify the key factors that can lead to an IT governance process that supports innovation. It is almost similar to my topic in which I am going to evaluate the innovative software which can upgrade the level of services and its accountability by the government. (a) Quality Review The paper highlights the use of innovative software and technologies in higher education system to improve the quality of education across US universities. This paper cites several related references, which would be beneficial for me as well. In addition to that, it focuses only on innovation related papers but it lacks in those paper which analyzes the public procurement of innovative products. It focuses only on the use of innovative technologies in higher education. Its evaluation methodology is good, as around six universities are interviewed on the subject and the results are compared with the data analysis of the data collected through secondary resources. Since the paper is completely based on a theoretical framework, so no theorems and proofs are present throughout the paper, while the arguments are effective and convincing as per the analysis and cross checkShow MoreRelatedEssay on ORGANIZATION AND LEADER ANALYSIS4707 Words   |  19 Pagesoverview†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...4-5 The Objectives†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..5-6 Leadership Practice†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦....6-8 Leadership effect on culture†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..8-9 SWOT analysis †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..9-13 Leadership Evaluation †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...14-17 Best Practices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦...17-18 Reference †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..19-20 Abstract The purpose of this paper is to provide the reader with an insight of the Palm Beach CountyRead MoreManagement communication and knowledge Essay7218 Words   |  29 PagesCommunications, Knowledge and Information Group Executive Summary The purpose of this report was to have a clear understanding on how communications, knowledge and information can be improved within an organization including making better use of IT systems. 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Formal Lab Report Free Essays

Douglas Mitchell Biology 111 Laboratory Report 18 FEB 2013 The Scientific Method Introduction In life, both human and animal, reaction time can mean the difference between life and death. Reaction time is defined as â€Å"the time it takes to react to a stimuli (Norman, 2011). † In humans, hand dominance (left-handed vs. We will write a custom essay sample on Formal Lab Report or any similar topic only for you Order Now right-handed) can further impact this reaction time. In this case a simple study of reaction time and hand dominance is being used to illustrate the practical application of the scientific method in the laboratory. Observation Human reaction times vary person to person and often increase with age. This change in reaction time can have little impact on a person’s daily life, such as when answering a ringing telephone. But this change can also have a dramatic impact when driving, working in dangerous environments, and negotiating busy streets and sidewalks. Literature Search â€Å"Reaction time has been used as a psychological test since the mid-19th century (Deary, 1). † Several studies have been conducted dealing with reaction time and the factors that can affect it. In their study titled â€Å"Validation of reaction time as a measure of cognitive function and quality of life in healthy subjects and patients†, Jakobsen, Sorensen, et al studied and reported findings regarding diminished reaction times and the effect that poor health had on those times. Findings were conclusive that the healthier the individual, the better their responses. Hypothesis Individual’s reaction time with their dominant hand is faster than those with their non-dominant hand. Conversely, there may be no statistically valid difference in the reaction time from one hand to the other. Experiment To test the variance in reaction time from dominant hand to non-dominant hand we set up an experiment using a simple reaction time test found in the free marketplace on an Android telephone. This application required the user to touch one of four colored stars that match the color of an identified star in the upper right hand corner. The subject was asked to repeat this response 20 times and the total time was scored as the reaction time. If a subject made an incorrect â€Å"touch† then their time would continue until the correctly touched 20 stars. The subject would then be ask to repeat this test with their non-dominant hand. To standardize the testing instructions were provided by my team mates and it was decided that the subject would place the device on a flat surface in front of them and use the index finger on first their dominant hand and then their non-dominant hand. Data was collected for 30 random subjects and analysis performed. Data Analysis Data collected from the 30 random subjects was input and the following summary statistics were produced. Dominant Hand Mean Reaction Time (D)| | | 18. 865 sec. | Median Reaction Time (D)| | | 17. 264 sec. | Variance (D)| | | 28. 235 sec. | Standard Deviation (D)| | | 5. 314 sec. | Non-dominant Hand Mean Reaction Time (N)| | | 17. 734 sec. | Median Reaction Time (N)| | 16. 412 sec. | Variance (N)| | | 16. 130 sec. | Standard Deviation (N)| | | 4. 016 sec. | The graphs below illustrate the mean for each hand as well as error with in plus or minus one standard deviation. Conclusion After conducting this experiment and reviewing the data, a few things became clear. One is that age of the subject had a significant impact on results with both hands. This is presumed to be the result of the interaction with a new technology. Younger subjects seemed to grasp the concept of what they were expected to do more quickly. Second, in this case, familiarity did not breed contempt, but it did breed faster reaction times. As subjects became more comfortable with the application they were using, their response times decreased. The later of these two factors had a more global effect on our outcomes, thus disproving our hypothesis in this case. I do not believe these results to be conclusive or authoritative and simply put, more research is needed. References Deary, I. J. , Liewald, D. Nissan, J. (2011) A free, easy-to-use, computer-based simple and four-choice reaction time programme: The dearly-liewald reaction time task. Behavior Research Methods (Online), 43(1), 258-268. Retrieved from http://search. proquest. com/docview/920259801? accountid=39001 Jakobsen, L. H. , Sorensen, J. M. , Rask, I. K. , Jensen, B. S. , Kondrup, J. (2011). Validation of reaction time as a measure of cognitive function and quality of life in healthy subjects and patients. Nutrition, 27(5), 561-570. Doi: http://dx. doi. org/10. 1016/j. nut. 2010. 08. 003 Norman, Celia (2011). General Biology 111: Laboratory Manual. Denver, CO: Department of Biology, Arapahoe Community College. How to cite Formal Lab Report, Essay examples

Developing Management Capabilities Groups and Teams

Question: Discuss about theDeveloping Management Capabilitiesfor Groups and Teams. Answer: Introduction In this article the technique of developing capabilities for monitoring people who are in a team or a group has been highlighted. Various theories concerning the groups and teams have also been outlined in this document; which provides insight into preferences and capabilities, tools such as ESCI, Thomas Kilmann Conflict questionnaire and Johari windows have been utilised to serve this purpose. Weakness and strengths of managing kills are identified by comparing much literature with the results of the diagnostic tests. After that, the development of a realistic plan is carried out basing on the outcome of diagnostic tools and the literature review. The plan is the used to boost the skills and knowledge of persons in the group. Such a scheme is suitable to be applied for six months or even more basing on its suitability in the group (Hinds, 2015, p. 212). Literature Review Groups and teams analysis is done based on the relevant topics selected to be studied. From the analysis of literature groups and teams; they are shown to have different meaning and with various concepts. Therefore, it means that for a person in charge of a group or a team to be successful in team or group management, he or she should have a clear understating of the different features within the group and those within a team. There are however similar properties and processes in both groups and teams in that both aim at achieving uniformity and collaboration of the individuals involved in any particular group or team. Various researches which have been carried out by different scholars show; that there are distinct dissimilarities between a group and a team (Goold Luchs, 2013). These researchers showed through their analysis that teams have the same focus; which is to ensure that they attain or meet the target of the company or organisation goals. On the other hand, however, groups are not necessary to aim to achieve a common purpose or meet some specific objectives. Meaning that an individual in charge of a team and a group or both should be considerate on this properties so that the intended purpose for the formation of a group and a team is attained and not confused for the other. While managing a team, the principal focus should be to encourage all the members subscribed to that team to put together their energy with the aim of achieving a specific goal within their organisation which will ultimately benefit them all. A differentiated approach is required however when it comes to the management of a group since they have distinctive targets and goals to ensure that it is successful (Hinds, 2015, p. 244). The features possessed by both groups and teams and the quality of these features determine the nature of the group or the team concerned and the likeliness of successful activities to be accomplished within them. Efficient management of teams of groups, in that case, will determine the quality of the features existing within a given team or group. Interconnectedness factor, for instance, is one of the most important features within a team as members are required to work together to meet the same target. Groups, however, lack the interconnectivity feature; meaning those managing groups should ensure factors such as these are functional among their team members while those operating groups do not need to pay attention to this feature among the group members. Many organisations nowadays have put more emphasis on the teams existing within them and even encourage the formation of teams in departments. Mostly, teams have been formed because it has been realised that they have a great impa ct on ensuring various targets and goals are met within the companies. It has also been found that they help different institutions to achieve a competitive advantage (Proehl, 2013, p. 76). Managers or those in charge of the various teams withinan agency do not require having some specific skills or capabilities for them to manage the members of their groups successfully. It is because the team leader comes with a preset target on which they have to meet as a group, they sit, discuss the possible limitations and obstacles likely to be encountered and come up with possible solutions or means on which they are going to use for them to succeed in meeting the intended goal. Each person is after that encouraged to use his or her skills to ensure that they succeed in their mission. The managers will only serve to guide and to remind the individuals in the team of their intended goal and thus to focus their energy and skills in ensuring that they are approaching the goal set at the beginning of their mission. Managing groups in their hand is a little bit challenging as the group members do not work with the effort of meeting the same goal. However, each person in a group has a goal in which he or she intended to achieve which usually result in lack of corporation compared with a team (Goold Luchs, 2013). A group leader has a duty of getting to know the focus or goal of each member and thus monitor each by his or her focus through setting various target for them. Managers are therefore required to have abilities to control various duties and task and harmonise them within the groups they are in charge of controlling. In this case, it means that those intending to be managers of groups should be prepared to use more skills in monitoring them compared to those managing teams. High coordination is realized within a team because the members are provided with the same mission on which they all collectively work towards achieving that target. Those who are active or more capable help those who are weak and are not skilled in the task they are performing.In this way, the members of the same team can guide each other even in the absentia of their leader and achieve their set goal quickly (Goold Luchs, 2013). When it comes to groups, relationship with group members depends on the tasks or the focus of the members of that group. If there are individuals who are working in a similar job within the groups, then such persons are likely to relate more compared with those who are operating on different functions within the same group. When each member of the group has different interest, then interactions in the group could be minimal or may even not exist at all. Close relationship and communication in a team is a regular feature in all teams while this could consid er to be informal in groups because it does not exist in all groups and also keeps changing. You may visit a group and see a sense of interactions of the members concerned and come back a few days and find that relationship does not exist anymore. Having an understanding of such aspects is very crucial to the managers as it allows them to manage the teams and groups concerned well (Hinds, 2015, p. 212). The Significance of Groups and Teams According to Models and Theories There is an existing literature which is important when it comes to management and carrying out development pertaining teams and groups. One of these theories is the Tuckman team approach. It is one of the most critical principles when it comes to team management. It gives the four points which a leader in charge of a team can follow to ensure that his or her team is successful in carrying out the tasks they set themselves to achieve. According to Tuckman theory, the stages include the formation of the team, storming, norming and performance of the work (Murray-Webster Hillson, 2012). A leader who is not well conversant with the creation and management of teams can follow this model and will manage the team created quickly. The model present by Tuckman theory can be used to within organisation to ensure that the goals to achieve within the body concerned are successfully carried out. Also, when such an approach is used, it ensures that teams are formed whose members have the positiv e mindset and that good relationship among the members is seen from the point of formation of such a team. Meeting the targets and goals set by team members is such team is usually achieved (Mannix, Neale Overbeck, 2014). Apart from this theory, another practice which can be embraced by group leaders is the mutual aid model. This model encourages correlation of the team members while undertaking the task they have embarked on. The model recognises that different people have different skills and capabilities and thus when such people work together, they boost each other by the areas of their strengths (Hinds, 2015, p. 212). Application of Diagnostic Tools ESCI When it comes to management of employees operating within teams or groups in the organisation, ESCI is a valuable tool. The tool helps in identifying the average leaders and those who have adequate leadership skills. The model can, therefore, be used by directors of the organisation in promoting leaders and selecting those who are capable of being leaders within teams and groups (Chen, 2016). Furthermore, the tool helps in the creation of competitive advantage in the organisation since the leaders chosen to be in charge of various departments is appointed based on merit and their capabilities (Belbin, 2011). When this application is adopted in a firm, a collection of feedback is efficient, and there is arise in awareness among the employees. Emotional intelligence is also measured and monitored easily in the organisation leaders. It also helps in nurturing the young employees to ensure that they become good professionals in their area of specialisation (YU, and LIU, 2014, p. 56). Thomas Kilmann Conflict Questionnaire This is one of the tools that are used widely in managing conflicts that arise among the members of a team or group. The tool helps the managers to ensure that there is no under use or over the utilisation of the models used in identifying and managing conflicts. These models include accommodating, avoiding, compromising, collaborating and competing (Gibson Fisher, 2012). If the managers have a good understanding of this tool, it will help them greatly in ensuring that the conflicts which arise within the team tackled and subdued before it causes harm on the team itself. It also helps the leaders to make as ound decision after listening to those involved in the conflict. This, in turn,assists in proving quality leadership for both groups and teams (Riasi, and Asadzadeh, 2015, p.147). Johari Window It ia tool that is used if you want to understand better relationship within a team or a group which you are a member or a different team. Due to the relation which exists among the team members and which is crucial for the members to achieve their targets, it is necessary that the team managers should understand the applicability of this tool to ensure that a good relationship among the members of the team is natured and maintained (Coghlan, 2013). The tool further explains the kind of relationship as understood by the members of the group. It can be an open arena which means each person understand the task which they are to accomplish. Hidden faade;meaning that not all members of the team know what they are intended to do (Ottlieb, 2013). Blind which means that the subject in the team is not conversant with what is going on in the team, yet there are those who understand what is going on in the team. Finally unknown meaning; no single individual knows what they intended to do in th e team or how to they supposed to relate which other (Williams, 2014).The managers can apply the strategies indicated in the Johari window to help them to manage the groups or teams they are monitoring to make sure that they are operating as required. The persons who are in a team should also be taught about the Johari window to ensure they have an understanding of their capabilities and who they can correlate with their fellow workers to improve their skills (Saxena, P., 2015, p. 213). Eight Months Plan Development Plan For Improving Skills and Knowledge Groups and teams require considerable attention when it comes to major areas on tasks which are delicate or risk to the safety of the employees or to the organisation itself. For a leader to have proper skills in the management of teams and groups in the agency, he or she ought to focus his or attention in areas where it helps him or her as a leader to improve the skills they pose as leaders or acquire new skills and capabilities of handling people in the group (Schwartz, Gimbel, 2014). For a leader to be successful in his or her career, he or she should ensure that he learn to manage small groups and teams are well before allowing himself to be in charge of bigger groups or teams which have entrusted with tasks which are complicated and have limited time. A leader ought to learn to provide quality leadership and learn to relate well with other members of the team. It is necessary as other people in the team will imitate his or her action and will also start correlating well with th eir fellow team members (West Turner, 2012). With the four months policy, a leader will have enough time to mingle with team members and thus develop a good relationship in the workplace. He or she will have to get enough time to learn about the various models and tools which are crucial in providing efficient and proper management for the teams and groups. Such a leader will learn better these models as he or she will be practising the concepts taught in the design with the team he or is leading. Furthermore, such leaders will acquire additional skills in the management of employees (Ezazi Jahromi, 2014, p. 321). From the analysis shown above Thomas Kilmann model appears to be the best model to be utilized when it comes to the management of conflict which arises in the groups or within the organisation. The skills for managing conflict is critical especially within groups and teams as these are the most potential areas where conflicts are likely to be experienced (Neely, 2012). It is, therefore, important for the leaders to undertake the practices which will enable them to apply the model when it comes to conflict resolution. When learning to put into practice models such as this it also necessary to work with small groups so that it does not strain leaders who will only make fatigue and thus fail to learn the application of this skills well. ESCI model is another important model which is to be applied by leaders during the six-month plan as it helps in boosting the performance of the team members (Riasi, and Asadzadeh, 2015, p.147). Conclusion For proper management of people or employees, a significant difference between a group and a team should be known by the group and team managers. There is excellent coordination in a team compared groups because for the case of a team all members work with the same focus on achieving a specific target or goal (Griffin, Phillips, Gully, 2016). Groups, however, do have a different discussion as colleagues of the group may have different interest. It makes the correlation weak compared to a team. Due to these reasons, the leaders ought to have this in mind when handling groups and teams (Prichard Stanton, 2014, p. 22). The three diagnostic models can be applied positively in the organisation as this help to achieve and maintain a competitive advantage in the body, giving it the power to compete well with other enterprises or companies operating with similar products or services (Ezazi, and Jahromi, 2014, p. 321). References Ezazi, M.E. Jahromi, A.T., 2014. Reviewing useful factors on theefficiency of ECSI model to respect customers. Asian Journal of Research in Business Economics and Management, 4(7), pp.379-387. Hinds, P., 2015. Teams and groups. Wiley Encyclopedia of Management. Proehl, R.A., 2013. Enhancing the effectiveness of cross?functional teams. Team Performance Management: An International Journal. Riasi, A. Asadzadeh, N., 2015. The relationship between principals reward power and their conflict management styles based on ThomasKilmann conflict mode instrument.Management Science Letters, 5(6), pp.611-618. Saxena, P., 2015. JOHARI WINDOW: An Effective Model for Improving Interpersonal Communication and Managerial Effectiveness. SIT Journal of Management, 5(2), pp.134-146. YU, P. LIU, X.H., 2014. Analysis of Hierarchical ESCI Model Based on Shuanghui Merger Smithfield. Value Engineering, 26, p.009. Prichard, JS Stanton, NA. 2014. Testing Belbins team role theory of effective groups, Journalof Management Development, vol. 18, no. 8 pp. 652-665 Griffin, R W, Phillips, J M Gully, S M. 2016. Organizational Behavior: Managing People and Organizations,12thedn, Cengage Learning. Neely, A 2012. Business Performance Measurement: Theory and Practice, Cambridge University Press. West, R Turner, L.H. 2012,Understanding Interpersonal Communication: Making Choices in Changing Times,Cengage Learning. Schwartz, M. K., Gimbel, K. G. 2014. Leadership Resources: A Guide to Training and Development Tools,Center for Creative Leadership. Belbin, R. M. 2011. Management Teams: Why They Succeed or Fail, 3rd edn, Human Resource. Management International Digest, vol. 19, no. 3. Coghlan, D. 2013. Managing Organizational Change through Teams and Groups, Leadership OrganizationDevelopment Journal, vol. 15, no. 2, pp. 18 23. Ottlieb, M. R.. 2013.Managing group process. Westport, Conn, Praeger. Williams, H. 2014.The essence of managing groups and teams. London, Prentice Hall. Gibson, V., Fisher, D. 2012.Managing small groups: a how-to guide. New York, Macmillan/McGraw-Hill. Mannix, E. A., Neale, M. A., Overbeck, J. R. 2014.Negotiation and groups. Bingley, U.K., Emerald. https://public.eblib.com/choice/publicfullrecord.aspx?p=730834. Chen, Y.-R. 2016.National culture and groups. Amsterdam, Elsevier JAI. Murray-Webster, R., Hillson, D. 2012.Managing group risk attitude. Aldershot, England, Gower. https://public.eblib.com/choice/publicfullrecord.aspx?p=438410. Goold, M., Luchs, K. S. 2013.Diversification and corporate-level strategy: strategic issues for multibusiness companies. London, Routledge.

alexander the great was not worthy of his title essays

alexander the great was not worthy of his title essays Alexander the Great did not deserve his title. Alexander the Great ruled from 356-323 BC. During this time he conquered a huge area of territory, amassing for himself a large land empire. However he was also responsible for the death of thousands of his own men. Although being one of the greatest generals of all time, he was in reality a selfish, drunk who used one of the most powerful armies of his time, for his own self-glorification. Alexander the Great did not deserve his title. Alexander was born in Pella, Macedonia. His father was the famous general Phillip the second, his mother was Queen Olympias, princess of Eupirus. At the age of thirteen Alexanders father employed the greatest mind of the time, Aristotle, to be his tutor. Aristotle educated Alexander in the ways of life as well as about literature, science, medicine and philosophy. He introduced the Illiad to Alexander, which he then learnt off by heart and kept a copy of it with him when he went on expeditions. Alexander first gained military power when his father was making an expedition against Byzantium Alexander, although he was only 16 and 9 months old he left behind as regent of Macedonia. (Plutarch, 1973. P260). At this time he was an acting commander of his fathers army. In 336BC at the young age of 20 he inherited the powerful empire of Macedonia. With this inheritance he gained control of its army which consisted of 40 000 infantry and 7 000 cavalry. This was said to be the best trained standing army of the time. Alexander wanted to be glorified as the greatest general; the only way he knew how to do this was by conquering other cities, so he did. Within ten years he had defeated the Persians, defeated Egypt, India, Iran and even Afghanistan. With this he was said to be one of the greatest generals. On the basis of writing in Roman times, who measured success by the number of body-bags used, they deemed him great. ( Dup ...

Perfomance Management System in Ntpc Essays

Perfomance Management System in Ntpc Essays Perfomance Management System in Ntpc Essay Perfomance Management System in Ntpc Essay ACKNOWLEDGEMENT This project would not have been possible without the help of many people who have contributed their efforts in this project. Firstly, I would like to convey my profound indebtness to my project guide at NTPC ltd. , MR. TANMOY DUTTA, HR dept. , for his invaluable advice, guidance and time that he has offered in the completion of this project. This project would not have been possible without his guidance and support. I would also like to thank Mr. BADRUDDIN ANSARI, NTPC ltd. who also helped me in the fulfillment of this project. Not to forget, the employees of NTPC, the project would not have been completed if they not helped me with filling up the questionnaires. Finally, I would like to thank our Mentor â€Å"Miss tejbir kaur† for her valuable guidance and suggestions in the making and improvement of this project report MOUMITA BOSE EXECUTIVE SUMMARY PACE is the performance management system for the executive employees at NTPC. This system was implemented in the year 2004 in NTPC. Earlier the performance appraisal system was more of a subjective type of system i. e. , earlier there weren’t any set targets or key performance areas for the employees, it was just the performance they made and the feedback on it was given to the employees on a yearly basis. Now the PACE has become more objective and behavior based, i. e. , there are set KPA’s for the employees and scores for the core values exhibited in the work behavior. The key performance areas include; Technical knowledge, Business attitude, Strategic thinking, Resource management, Communication skills, System thinking, Interpersonal competencies, Employment skills There is a basic question that would come to anyone’s mind that why is PACE only for the executive employees and why not for the non-executive employees as well. It is so because the employees at the non-executive levels may not be able to understand the whole PMS system as some of them at different levels may not be that educated to understand the system; i. . , they might not be well-versed with the system, and therefore will not be able to work according to the system and therefore they have a different appraisal system. NTPC has been striving to meet the objective of developing performance culture through this system called â€Å"Performance And Competence for Excellence† i. e. â€Å"PACE†. This report concentrates on the study of the â€Å"Performance and Comp etence for Excellence† system at NTPC and to check its effectiveness and further to suggest and recommend any possible ways to improve and strengthen its PMS. To check the effectiveness of this system a survey with a help of questionnaires had been conducted. Around 60 executive employees had filled up the questionnaire with the help of which analysis had been done. OBJECTIVES OF THE STUDY The objective of the study is basically to know about the effectiveness of performance management system – PACE at NTPC. This objective has been further divided into the following key areas; * To carry out an assessment on the performance appraisal of the company and what kind of performance management system has been implemented in the company. To examine the gap between the required performance and the actual performance. * To determine the key places in the performance management system of the company which are supposed to be enhanced. * To forecast the performance management system at NTPC. * To find out the effectiveness of performance management system on NTPC. * To find out key points in satisfaction and improve the ways of satisfying the e mployees. * To provide an overall sketch of how effective the performance management system has been. SCOPE OF THE STUDY The present study is confined to the Executive employees of NTPC Ltd. wherein all the executives of different sections of NTPC come under the purview of this study. All the major aspects that affect the assessment of performance appraisal needs in an organization fall under the purview of the study. CONTENTS: S. NO| TOPIC| PAGE NO. | 1. | Acknowledgement| | 2. | Executive summary| | 3. | Objective of the study| | 4. | Scope of the study| | 5. | Chapter 1 COMPANY PROFILE| | | 1. 1 A brief introduction of the organization| | | 1. 2 Vision and mission of the organization| | | 1. 3 The core values| | | 1. 4 Corporate objectives| | | 1. 5 List of awards| | | 1. HR vision| | | | | | | | 6. | Chapter 2 | | | 2. 1 Research topic(Introduction)| | | 2. 2 PMS at NTPC (PACE)| | | | | 7. | Chapter 3 LITERATURE REVIEW| | | | | 8. | Chapter 4 RESEARCH METHODOLOGY| | | 4. 1 Sampl ing Design| | | 4. 2 Data used in study| | | 4. 3 Tool and Techniques used| | | | | 9. | Chapter 5 DATA ANALYSIS AND MAJOR FINDINGS| | | 5. 1 Question wise analysis and interpretation| | | 5. 2 Grade wise analysis and interpretation| | | 5. 3 TEST(SPSS)| | | 5. 4 Major Findings| | | 5. 5 Limitations| | | | | 10. | Chapter 5 SUGGESTIONS AND CONCLUSION| | 11. | BIBLIOGRAPHY| | CHAPTER 1 INTRODUCTION STUDY OF ORGANIZATION’S HISTORY ORGANISATION CULTURE Overview of Organization: It was started in1975, NTPC the largest power company and it has been consistently powering the growth of India. With an installed capacity of the company is 32,694 MW with 15 coal based and 7 gas based stations, located across the country . NTPC today contributes 28. 36 % of the nations power generation with only 18. 09 % of Indias total installed capacity. An ISO certified company, it is second most efficient in capacity utilization and world’s 6th largest thermal power generator. It is expected that by 2017, the power generation portfolio have a diversified fuel mix with coal based capacity of around 53000 MW, 10000 MW through gas, 9000 MW through Hydro generation, about 2000 MW from nuclear sources and around 1000 MW from Renewable Energy Sources (RES). The corporation recorded a generation of 218. 84 billion units (Bus) in 2009 10,through 15 coal based ,7 gas based power plant and joint venture projects spread all over the country. Although the company has 18. 09% of the total national capacity it contributes 28. 6% of total power generation because its focus is on high efficiency. NTPC has been awarded as one of the top most â€Å"Best employer â€Å"of the country for the year 2003, 2004,2005. In 2008 NTPC has been rated no. 1 best workplace among other large organization in India . In NTPC culture the concept of Corporate Social Responsibility(CSR) is deeply ingrained. NTPC try to develop mutual trust with the communities that surround its power stat ions. These achievements have been made possible by the 24955 strong and motivated work force who with their dedication are ever willing to take NTPC to greater heights. Profile of the Company: In 1975, after the 4th five year plan, the company power generating capacity that is available in the country was around 17000 MW too less to meet the requirement for country’s industrial development. To top it all, a bad become worse cost crunch was faced due to commissioning delays and still become worse by inefficient functioning of installed unit and thus bold strategic measures were called for acce. NTPC thus became a company listed with Government holding 89. 5% of the equity share capital and rest held by Institutional Investors and Public. NTPC is among the largest five companies in India in terms of market capitalization At present, Government of India holds 84. 5% of the total equity shares of the company and the balance 15. 5% is held by FIIs, Domestic Banks, Public and others. Within a span of 30 years, NTPC Ltd. In 2007 NTPC was the world 2000 largest company which occupies 411th place in Forbes list. It has also been awarded as one of the â€Å"Best Companies to Work for in India† by Mercer Consulting – Business Today Survey 2004. NTPC have come a long way since that day in spite of facing a severe liquidity crunch in 1991-1992. NTPC’s first 200 MW power plant was commissioned in Singrauli within 48 months of starting. NTPC, true to the expectation, played a key role in the development of the sector and has emerged as the power utility, lighting every third bulb in the country. Powering the growth of the country was the prime motto and the vision had been to make available power in plenty. The growth of the organization had been phenomenal and with the passage of time the batons of leadership started changing to new hands at different level of organization. Therefore as it happens in large families there is need for continuous reminder of the values and tradition so that the performance culture remain unaffected and all the member of the organization share the values and vision and live the same for realizing the vision of the company. As a part of HR-business strategy organization focused on evolving a codified vision and values statement to be the guiding compass for all the employees. The first exercise was made in 1995-96 and the same were widely shared with all the sections of employees. Vision of NTPC: â€Å"To be the world’s largest and best power producer, powering India’s growth. Mission of NTPC: â€Å"Develop and provide reliable power, related products and services at competitive prices, integrating multiple energy sources with innovative and eco – friendly technologies and contribute to society† The Core Values (BE-COMITTED): B| -| Business Ethics| E| -| Environmentally Economically Sustainable| C| -| Customer Focus| O| -| Organisational Professional Pride| M| -| Mutual Respect Trust| M| -| Motivating Self Others| I| -| Innovation Speed| T| -| Total Quality for Excellence| T| -| Transparent Respected Organisation| E| -| Enterprising | D| -| Devoted| Corporate Objectives: In pursuance of the Vision and Mission, the following are the Corporate Objectives of NTPC: To realize the vision and mission, eight key corporate objectives have been identified. These objectives would provide the link between the defined mission and the functional strategies. * Business Portfolio Growth * To further consolidate NTPC’s position as the leading thermal power generation company in India and establish a presence in Hydro power segment. * To broad base the generation mix by evaluating conventional and non – conventional sources of energy to ensure long run competitiveness and mitigate fuel risk. To diversify across the power value chain in India by considering backward and forward integration into areas such as power trading, transmission, distribution, coal mining, coal beneficiation, etc. * To establish a strong services brand in the domestic and international markets. * Customer Focus * To foster a collaborative style of working wit h customers, growing to be a preferred brand for supply of quality power. * To expand the relationship with existing customers by offering a bouquet of services in addition to supply of power e. g. trading, energy consulting, distribution consulting, management practices. To expand the future customer portfolio through profitable diversification into downstream businesses, inter alia retail distribution and direct supply. * Ensure rapid commercial decision making, using customer specific information, with adequate concern for the interests of the customer. * Performance Leadership * To continuously improve on project execution time and cost in order to sustain long run competitiveness in generation. * To operate and maintain NTPC stations at par with the best run utilities in the world with respect to availability, reliability, efficiency, productivity and costs. To effectively leverage information technology to drive process efficiencies. * To aim for performance excellence in th e diversification businesses. * To embed quality in all systems and processes. * Human Resource Development * To enhance organizational performance by institutionalizing an objective and open performance management system. * To align individual and organizational needs and develop business leaders by implementing a career development system. * To enhance commitment of employees by recognizing and rewarding high performance. To build and sustain a learning organization of competent world – class professionals. * To institutionalize core values and create a culture of team – building, empowerment, equity, innovation, and openness which would motivate employees and enable achievement of strategic objectives. * Sustainable Power Development * To contribute to sustainable power development by discharging corporate social responsibilities. * To lead the sector in the areas of resettlement and rehabilitation and environment protection including effective ash – mutilati on, peripheral development and energy conservation practices. To lead development efforts in the Indian power sector through efforts at policy advocacy, assisting customers in reform, disseminating best practices in the operations and management of power plants etc. * Research and Development * To pioneer the adoption of reliable, efficient and cost – effective technologies by carrying out fundamental and applied research in alternate fuels and technologies. * To carry out research and development of breakthrough techniques in power plant construction and operation that can lead to more efficient, reliable and environment friendly operation of power plants in the country. To disseminate the technologies to other players in the sector and in the long run generating revenue through proprietary technologies. TOTAL CAPACITY TOTAL GENERATION NTPC 28840 MW All India 130558 MW NTPC 552. 712BUs All India 218. 84 BUs STATIONS -WISE GENERATION 2009-10| STATIONS| FUEL TYPE| CAPACITY(MW) | GEN. (MU)GROSS| NORTHERN REGION| | 5490| 45515| Singrauli| Coal| 2000| 16264| Rihand| Coal| 2000| 16743| Unchahar| Coal| 1050| 8952| Tanda| Coal| 440| 3555| National capital region 4347 29285| Badarpur| Coal| 705| 5108| Dadri| Coal| 1330| 7829| Anta| Gas| 413| 3002| Auraiya| Gas| 652| 4528| Dadri| Gas| 817| 5607| Faridabad| Gas| 430| 3212| Western Region 7653 62532| Korba| Coal| 2100| 17955| Vindhayachal| Coal| 3260| 27586| Sipat| Coal| 1000| 8175| Kawas| Gas| 645| 4327| Jhanor gandhar| Gas| 648| 4488| Eastern region 7400 48974| Farakka| Coal| 1600| 10239| Kahalgaon| Coal| 2340| 11314| Talcher-Kaniha| Coal| 3000| 23759| Talcher-Thermal| Coal| 460| 3662| Southern Region 3950 32533| Ramagundan| Coal| 2600| 21595| Simhadri| Coal| 1000| 8521| Rajiv Gandhi CCP| Liquid Fuel| 350| 2418| TOTAL 28840 218840| NTPC PLF Vs Average PLF Of other Generators in India Growth in Generation NTPC vs Rest of India FINANCING OF NEW PROJECTS The capacity addition programs shall be financed with a debt to equity ratio of 70:30. Directors of NTPC believe that internal accruals of the company would be sufficient to finance the equity component for the new projects. Given its low gearing and strong credit ratings, your company is well positioned to raise the required borrowings. NTPC is exploring domestic as well as international borrowing options including overseas development assistance provided by bilateral agencies to mobilize the debt required for the planned capacity expansion program. During the year 2009-10, NTPC has tied up loans of Rs. 168,190 million including a large ticket loan of Rs. 85,000 million with State Bank of India and Rs. 7,500 million with Canara Bank for part funding of debt requirement in respect of cap ex for next 3 years. In addition, loans amounting to Rs. 55,690 million have also been tied with other banks to fulfill the debt requirement for next three years. Bonds amounting to Rs. 15,000 million were raised from domestic market for financing the capital expenditure and refinancin g of the loans. FIXED DEPOSITS The cumulative deposits received by NTPC from 277 depositors as at march 31st, 20210 stood at 13. 39 million. Further, an amount of Rs 4 million has not been claimed on maturity by 33 depositors as on that date. FUEL SECURITY coal supplies NTPC has signed Long Term Model Coal Supply Agreement ( CSA) with Coal India Limited ( CIL) on May 29, 2009 for supply of coal to its stations for 20 years. Based on the revised model CSA, coal agreements have been signed with the various subsidiary coal companies of CIL by coal based stations except Farakka and Kahalgaon. Additional 7. 35 MMT of coal has been tied up with CIL and singareni collieries Co. Ltd for Farakka, Kahalgaon and other projects. This include 0. 55 MMT of coal procured through E- auction. During the year 2009-10 NTPC has received 136. million tonnes of coal consisting of domestic coal of 129. 9 million tonnes ( about 4. 5% higher than the coal received in previous year) in imported coal to the tune 6. 3 million tonnes, at the stations. During 2009-10, NTPC has entered into agreement with MMTC for supply of about 12. 5 MMT of imported coal which is highest ever in NTPC till date. Further, in order to bridge the short fall in coal suppl y, Central Electricity Authority advised the power utilities to set target for import of coal during 2010-11 NTPC has been advised by CEA to place the orders for import of coal aggregating to 13. 0 Mts during 2010-11. GAS SUPPLIES During the year 2009-10 NTPC received 13. 8 MMSCMD of gas/RLNG as against 10. 75 MMSCMD received during 2008-09 registering an increase of 29. 12%. the gas off take in 2009-10 includes 9. 08 MMSCMD APM/PMT gas, 4. 45 MMSCMD RLNG and 0. 35 MMSCMD of KG D6 basin gas. NTPC renewed APM gas agreement up to the year 2021 PMT gas agreements up to the year 2019 for its gas station. NTPC has also signed long term contract for supply of RLNG of 2. 0 MMSCMD on firm basis and 0. MMSCMD on fall back basis with GAIL for a period of 10 years for NCR gas station viz Anta, Auraiya, Dadri and Faridabad. Further, Government Of India allocated additional gas 4. 46 MMNSCMD form KG-D6 basin. Out of this quantity, 1. 81 MMSCMD has already been tied up and the balance would be ti ed up during the year 2010-11. NTPC has arranged for tying up of spot RLNG on reasonable endeavour basis based on requirement. Also, NTPC has fallback RLNG supply agreements at pooled price with GAIL, AIOCL, BPCL and GSPCL. DEVELPOMENT OF COAL OF MINING PROJECT Coal mining being integral to NTPCs fuel strategies, is being developed in project mode all notifications for mining area land acquistion have been completed for Pakri Barwadih, Chatti-Barriyatu, Keredari and Talipalli coal blocks. Rehabilitation action plans were approved by board for Pakri Barwadih, Chatti- Barriyatu and Keredari coal blocks and disbursement of land plant compensation commenced with approval of mining plan for Dulanga (7MTPA) and Talaipalli (18MTPA) by ministry of coal this year, mining plan approval total 53 MTPA was recived. Enviornmental clearance was accorded for Pakri- Barwadih, Chatti- Barriyatu and Keredari coal blocks. Stage-l forest clearance for Pakri barwadih coal block was accorded by MOEF. NTPC has tied up with NESCD for permanent power arrangement for coal mining project. With completion of detailed exploration in two coal blocks that is Talaipalli which was unexplored and Dulanga which was partly explored, Geographical Reports are available for all coal blocks. NTPC has taken a no. Of CSR measures for the benefit of the people around its coal mining sites. Under community development activities, it is planned to set up an ITI at Barkagaon district Hazaribag, Jharkhand and also to adopt and upgrade another ITI at Pussore district Raighar, Chattisghar besides undertaking other community development activities. OTHER INITIATIVES FOR SECURING COAL SUPPLIES To leverage the strength of established players in mining and related areas, NTPC has formed following joint venture companies . Name of the company| J V Partners| Purpose| CIL NTPC Urja Private Limited (incorporated on 27. 04. 010)| Coal India Limited| For Undertaking the Development, OM of Brahmini and Chichro Patsimal coal blocks and integrated power projects| NTPC SCCL Global Ventures pvt Ltd, (incorporated on 31. 07. 2007)| The Singareni Collieries company Ltd. | For undertaking development and OM of coal blocks in India and abroad| International Coal Ventures Pvt. Ltd. (incorporated on 20. 05. 2009)| SAIL, CIL, RINL and NMDC| For exploring various opportunities in Australia, Mozamb ique, Canada , Indonesia and USA, etc for acquisition of stake in coal mining and thermal coal mines. | Exploration Activities Under NEPL 7,company has been allotted one block at combay basin as a sole operator and three blocks out of which two blocks are in KG basin and another in Andaman, as a member of consortium led by ONGC with 10% participating interest in each block. Renovation Modernization(R M) NTPC undertakes RM under project mode with focus on feasible and cost effective technology upgrade,efficiency improvement to bring the latest design to old vintage unit . It gi ves an opportunity to leverage the technological advancement which has taken place in power industry so as to continue economical power generation. It may also help to reduce emission to green house gases and avail clean Development Mechanism benefits apart from life extension of plants.. Apart from the above ,Company is providing consultancy services for RM of old units of state electricity boards through a department â€Å"ARDP-RM†. Vigilance Company is striving to bring more transparency to its business processes and as a step in this direction has signed a memorandum of understanding with Transparency International India December 2008 . The Integrity Pact is being implemented for all contracts having value exceeding Rs 100 millions. Two independent External Monitors have been nominated by the Commission for all contracts values exceeding Rs 1000 million. Human Resource Management Company takes pride in its highly motivated and competent human resource that has contributed its best to bring the company to its present heights. The productivity of employees is reflected in the consistent improvement of MAN- MW ratio of the year. The overall Man MW ratio for the year 2009-10 excluding JV / subsidiaries capacity is 0. 82 and 0. 80 including capacity of JV /subsidiary. Generation per employee has increased to 9. 22 MUs registering an increase of 5. 37 % over the last year. The total employee strength of the company stood that 24,955 as on 31. 3. 2010 against 24,713 as on 31st march 2009. The attrition rate executives during the year reduced to 1% from 1. 88% from the previous year. | Fiscal 2010| Fiscal 2009| NTPC| Number of employees| 23743| 23639| Subsidiaries Joint Ventures| Employees of NTPC in subsidiaries Joint Ventures| 1212| 1074| Total employees| 24955| 24713| EMPLOYEE RELATION During the year employees relation scenario in the company continued to be conducive marked by industrial harmony and mutual trust. Regular interactions takes place amongst the management and apex forums of workmen called National Bipartite committee and with the executive forum named NTPC Executive Federation of India. Employees participation in management has been boosting morale of employees. The process of pay revision of wage and benefits structure for employees in executive category and workmen category was completed on 16. 09. 2009 and 7. 07. 2010 respectively TRAINING AND DEVELOPMENT Inline with its long term objectives of being a learning organization company has policy of continuously investing in training and development of not only its own employee but also of its professionals of the power sectors. The imparts training at its sites as well as at the corporate level in diverse areas including general management,power station operations and maintenance,project constructions,erection and commissioning and information technology. Training imparted is always in tune with new emerging needs in diverse areas like nuclear ,coal mining,hydro power,super critical technology,power trading etc. Growth of NTPC: NTPC has set new benchmarks for the power industry both in the area of power plants construction and operations. It is providing power at the cheapest average tariffs in the country. With its experience and expertise in the power sector, NTPC is extending Consultancy services to various organizations in the power businesses. NTPC is committed to the environment generating power at minimal environment cost and preserving the ecology in the vicinity of the plants. NTPC has undertaken massive afforestation in the vicinity of its plants. Plantations have increased forest area and reduced barren land. The massive afforestation of NTPC in and around its Ramakundam power station (2100 MW) has contributed in reducing the surrounding area temperature by about 3 degree c. NTPC has also undertaken proactive steps for ash utilization. In 1991, it set up ash utilization Division to manage efficient use of the ash produced at its coal stations. This quality of ash produced is ideal for use in cement, concrete, cellular, building material. â€Å"centre for power efficiency and environment protection (CENPEEP)† has been established in NTPC with the assistance of United states Agency for International Development. (USAID). Company is efficiency oriented, eco-friendly and eco-nurturing initiative a symbol of NTPCs concern towards environment protection and continued commitment to sustainable power development in India. As a responsible corporate citizen, NTPC is making constant efforts to improve the socio-economic status of the people affected by its projects. Through its Rehabilitation and Resettlement program the company endeavors to improve the overall socio-economic status of project affected population. NTPC was among the first Public sector enterprises to enter into a Memorandum of understanding (MOU) with the Government in 1987-88. NTPC has been placed under the Excellent category (the best category) every year since the MOU system became operative. Recognizing the excellent performance and vast potential, Government of the India has identified NTPC as one of the jewels of Public sector Maharatnas- a potential global giant. Inspired by its glorious past and vibrant, NTPC is well on its way to realize its vision of being â€Å"one of the worlds largest and best power utilities, powering Indias growth†. NTPC registered yet another impressive performance and has earned a provisional profit of 8826. 6 crore in financial year 2010-11 as compared to 8728. 2 crore last year. The highest ever capacity addition of 2490 MW (including 500 MW in JV) and the operational excellence is achieved during the financial year. There are sixteen coal based stations of NTPC which has achieved a plant load factor of more then 88. 29%. Overview- Installed capacity Growth in Capacity: Installed capacity reaches 34,194 MW ( inclu ding 3364 MW under Jvs) Highest ever capacity addition of 2490 MW (including 500 MW IN JV) 14,748 MW is under construction at 15 locations. Projects| No. f projects| Commissioned capacity (MW)| Coal | 15| 24395| Gas/ liquid fuel| 7| 3955| Total| 22| 28350| Owned by JVCs Coal and gas | 4| 2294| Grand Total| 26| 30644| Regional Spread of generating Facilities: Region | Coal| Gas| Total| Northern| 7035| 2312| 9347| Western| 6360| 1293| 7653| Southern| 3600| 350| 3950| Eastern| 7400| -| 7400| JVs| 814| 1480| 2294| Total| 25209| 5435| 30644| SL No. | Coal based (owned by NTPC)| State| Commissioned Capacity (MW)| 1| Singrauli| Uttar Pradesh| 2000| 2| Korba| Chhattisgarh| 2100| 3| Ramakundam| Andhra Pradesh| 2600| | Farakka| West Bengal| 1600| 5| Vindhyachal| Madhya Pradesh| 3260| 6| Rihand| Uttar Pradesh| 2000| 7| Kahalgaon| Bihar| 2340| 8| Dadri| Uttar Pradesh| 840| 9| Talcher Kaniha| Orissa| 3000| 10| Unchahar| Uttar Pradesh| 1050| 11| Talcher Thermal| Orissa| 460| 12| Simhadri| Andhr a Pradesh| 1000| 13| Tanda| Uttar Pradesh| 440| 14| Badarpur| Delhi| 705| 15| Sipat- II| Chhattisgarh| 1000| Total| 24,395| Coal based Joint Ventures: SL No. | Coal Based (owned by JVs)| State| Commissioned Capacity| 1| Durgapur| West Bengal| 120| 2| Rourkela| Orissa| 120| | Bhilai| Chhattisgarh| 574| Total| 814| Hydro based Power Projects (Under Implementation): NTPC has increased thrust on hydro development for a balanced portfolio for long term sustainability. The first step in this direction was taken by initiating investment in Koldam Hydroelectric Power Project located on Satluj river in Bilaspur district of Himachal pradesh. Two other hydro projects construction are Tapovan Vishnugad and Loharinag Pala. On all these projects construction activities are in full swing. SL No. | Hydro Based| State| Approved Capacity (MW)| | Koldam (HEPP)| Himachal Pradesh| 800| 2| Loharinag Pala| Uttarakhand| 600| 3| Tapovan Vishnugad (HEPP)| Uttarakhand| 520| Total| 1920| Gas /Liquid Fuel Base d Power Stations: NTPC Ltd. has a combined gas based commissioned capacity of 3955 MW. NTPC caters to the peeking demand of power. SL No. | Gas Based (owned by NTPC)| State| Commissioned Capacity (MW)| 1| Anta| Rajasthan| 413| 2| Auriya| Uttar Pradesh| 652| 3| Kawas| Gujarat| 645| 4| Dadri| Uttar Pradesh| 817| 5| Jhanor-Gandhar| Gujarat| 648| 6| Rajiv Gandhi CCPP Kayamkulam| Kerala| 350| | Faridabad| Haryana| 430| Total| 3955| Gas based joint ventures: SL No. | Coal Based (owned by JVs)| State| Commissioned Capacity| 1| RGPPL| Maharashtra| 1480| Total| 1480| The energy conservation parameters like specific oil consumption and auxiliary power consumption have also shown considerable improvement over the years. Renewable Distributed Generation: Renewable Energy: Renewable energy (RE) is being perceived as an alternative source of energy for â€Å"Energy Security† and subsequently â€Å"Energy Independence† by 2020. Renewable energy technologies provide not only electricity but offer an environmentally clean and low noise source of power. Objectives: NTPC plans to broad base generation mix by evaluating conventional and non-conventional sources of energy to ensure long run competitiveness and mitigate fuel risks Portfolio of Renewable Power: NTPC has also formulated its businesses plan of capacity addition of about 1,000 MW through renewable resources. SL No. | Renewable Energy Sources| Capacity| 1| Wind Energy Farms| 650 MW| 2| Small Hydro Project| 300 MW| | Solar Power Project| 704 MW| 4| Biomass Power Project| 15 MW| 5| Geothermal Power Project| 30 MW| Total| 1010 MW| Long Term Growth Plans: NTPC has prepared a corporate plan setting a targer of becoming a 1,28,000 MW company by 2032 with 28% capacity from non-fossil sources. NTPC is working on a basket of new projects of more then 45,000 MW for implementation. Government of India has approved allocation of 50% power to the home states from f ourteen power projects of NTPC, with total capacity of 35,680 MW. Sustaining Market Leadership: Highest ever generation of 220. 4 BU from NTPC units as against 218. 84 BU in 2009-2010. NTPCs share in countrys generation was 27. 4% in 2010-11, with 17. 75% of the national capacity. World class capacity utilization: Seven NTPC coal stations figure among the top 10 stations in the country in terms of PLF (Plant Load Factor). It has achieved PLF of 88. 29% during 2010-11 (National PLF 75. 07%). Three coal stations achieved PLF of over 95%, seven other stations achieved more than 90% PLF. Robust Financials: 100% realization of the billing is there for the eighth consecutive year. Provisional and unaudited net sales of Rs. 4,488 crore in Q4 2010-11 as against Rs. 12,305 crore (unaudited) in Q4 2009-1, registering an increase of 17. 74%. Provisional and unaudited Gross revenue of Rs. 15,106 crore in Q4 2010-11 as against Rs. 12,981 crore (unaudited) in Q4 2009-10, registering an increase o f 16. 37%. Sustaining Market Leadership: Total electricity available in the country| 811. 104 BUs| Electricity import from Bhutan| 5. 61 BUs| Total electricity generation in the country| 805. 494 BUs| Total generation from NTPC| 220. 54 BUs| NTPCs share in total electricity generation in the country| 27. 40%| Financial Performance: Capital expenditure of Rs. 12,817. 61 crore during 2010-11, an increase of 22. 46% over the last years figure of rs. 10,467. 13 crore. NTPC Groups Capital Expenditure was rs. 16,326. 58 crore as against Rs. 14,334. 54 crore over the last year, an increase of 14%. It has declared an interim dividend of Rs. 3 per equity share having face value of rs. 10 being 30% of paid-up capital translating into a dividend payout of Rs. 2,473. 64 crore. New loans aggregating to Rs. 3,479 crore tied up with domestic Banks and other Financials institutions during 2010-11 including Rs. 000 crore from HUDCO and Rs. 1000 crore from HDFC Bank. Cumulative loans of Rs. 52,787. 35 crore tied up so far. Five series of bonds on Private Placements Basis issued to eligible institutions aggregating Rs. 720 crore. Out of the five series of Bonds issued during the year, four series of Bonds aggregating to Rs. 420 crore have been issued to Army Group Insurance Fund (AGIF) under the funding lin e extended by AGIF for Rs. 1,200 crore. Outstanding amounts of Bonds as on 31. 03. 2011 is Rs. 9. 570 crore as against total amount of Rs. 14,755. 35 crore raised so far. NTPC PAKRI-BARWADIHS ORGANIZATIONAL PROFILE The NTPC Ltd, the sixty largest company of the world in thermal power generation has taken up Pakri-Barwadih Coal Mining Project as a basket mine for all its projects located in eastern and northern regions. The project is going to affect 19 villages including 16 from Barkagaon block and 3 from Keradari block in the district of Hazaribag, Jharkhand. In the wake of the setting up of the project, large acres of residential and agriculture lands will be acquired, besides the acquisition of government and forest land. The Pakri-Barwadih Coal Mining block is the NTPCs first mining venture located at North Karanpura coalfields of Hazaribagh district in Jharkhand state. It is bounded by longitudes 85? 10 to 85? 15E and latitude 23 ? 5130† to 23 ? 5530†. In 2004-05, the ministry of coal, Government of India has allocated the 43. 27sq. km Pakri-Barwadih block to national thermal power corporation now NTPC Ltd. For captive mining for supply of coal to their super thermal power stations. The entire block of Pakri-PBarwadih blocks falls in the Hazaribagh district. The Hazaribagh -Khelar-Ranchi state highway passes through the eastern part of the block touching Barkagaon and Tandwa villages. The nearest township is Hazaribag located at a distance of 25km from Barkagaon in the southern part of the block. The nearest rail stations are Ranchi Road and chitarpur on the Gomoh-Barkahana-Dehri-on sone loop lines of SE Railway both around 70-75 km from the block. Ranchi, The state capital, is around 120-130 km from the block. The mine is planned for annual production capacity of 15 million tones (MT) The geological reserves of the coal block are estimated at 1436MT. Project Highlights Salient Features of Pakri Barwadih Coal Mining Project Total project area : 3319. 42 hectare Production : 15 Million tons per year Mineable Reserves : 519. 35 M. Te (? 300 m Depth Five coal seams, Avg. thickness : 2-3 m D to G grade coal Method of Work : Mechanized open-cast mining Life of mine : 39 years Environment clearance obtained : On 19. 05. 09 Forest clearance(stage-II) obtained : On 17. 09. 10 The Project: The Pakri-Barwadih Coal Mining Project is going to acquire about 8787 acres of land of which about 62% is private land including residential and agricultural land and the rest is government land. NTPC and Coal Mining: To broad -base its businesses and also to ensure growth, diversification in the areas related to NTPCs core businesses of power generation such as hydro power, distribution, trading, Coal Mining , LNG, etc. ave been identified as priority areas. The power majors foray into cal mining is aimed at ensuring timely availability of fuel for its stations and at controlling fuel costs. â€Å"NTPC has eight blocks in all. It has been allotted two coal blocks-Brahmini and Chicharao Patsimal both in Jharkhand where coal would be extracted through a 50:50 joint ventures with CIL. The centre has also allotted five more blocks to NTPC. These are Kerandari and chatti Baria tu in North Karanpura, Chhatrasal in Singrauli, Dulanga in the ib valley and Talaipalli in Chhattisgarh. â€Å"All the eight block, including the Pakri-Barwadih block that was allotted earlier, have a total mineable reserves of about 5. 7 billion Tonnes of coal. † Production is expected by 2008 in Pakri Barwadih block. NTPC is all set to emerge as a coal mining major with production capacities of at least 60 MT in the next eight years. Mine developer and Operator for Pakri-Barwadih Coal Mining Block (311. 7 Million MT over 27 years). NTPCs objectives for foraying into Coal mining: 1) To have fuel security. 2) To secure assured Quality and Quantity of coal supply. 3) To attain price competitiveness on the delivered coal. Key Thrust Area: To develop and operate the mine in and efficient manner, using latest technology. So as to produce coal of required quantity and of desired quality parameters , in a cost effective and environment friendly manner, with due regard to safety and compliance of all legal aspects. Impoverishment Risk Assessment: In mining-induced displacement and resettlement projects, eight categories of risks are identified that the PAPs are likely to suffer from. They are: a) Landlessness b) Joblessness c) Homelessness d) Marginalization e) Increased Morbidity f) Loss of access to common property resources g) Food insecurity ) Community disarticulation HR- Employee Benefits (EB)-(Establishment): This section of the HR department looks after the employees and their benefits right from joining the company till the retirement. It deals with the following: Employee Development Centre-Training Section: The training section shall cover all regular employees of the company nominated for train ing. It shall be endeavor of the company to provide seven man days of training in a training year to every employee. Employees shall make full use of the training systems to support this endeavor to create a learning organization. It has following objectives: Public Relation Section: Legal Section: Industrial Engineering Department: Employee services (General Administration): NTPC LIST OF AWARDS FOR EXCELLENCE IN PERFORMANCE: NTPC Limited has been ranked top awarded for MoU Award for Excellence in Performance, instituted by DPE, consecutively for two years, 2004-05 and 2005-06 with Excellent rating. Dr. Manmohan Singh, Honble Prime Minister of India presented the MoU Awards to Shri T. Sankaralingam, CMD, NTPC Ltd. * NTPC-AN EMPLOYER OF CHOICE: NTPC has been ranked fifth among the top ten â€Å"Best companies to work for in India† by Mercer HR Consulting-Business Today Survey 2005. CONSULTANCY: NTPC provides consultancy in all its aspects of power plant construction and management right from concept of commissioning and beyond. Combining the technical, managerial and financial skills, it provides the holistic solutions to power businesses all over the world, * NTPC DISTRIBUTED GENERATION: NTPC Limited has initiated the concept of el ectrification of remote villages by setting up Distributed Generation projects and demonstrating a sustainable business model leading to integrated growth of villages for achieving the goal of Electricity for all. ENVIRONMENT-GREEN POWER: NTPC delivers power at minimal environment cost, and achieves it. Right from the stage of its project conceptualization, technology selection to operations, care is taken to preserve the natural ecology and minimize environmental impact. * CENPEEP: (The Center for Power Efficiency ; Environmental Protection) , resource center for state of art technologies for performance optimization, continues to strive for performance optimization of power plants. NTPC Limited has been presented Scope Meritorious Award for Best Practices in Human Resource Management – Shri presented 2004-05 for Innovative Human Resource Management Practices well integrated with the business requirements of the Company. Sontosh Mohan Dev, Hon’ble Minister of Heavy Industries and Public Enterprises to Shri T. Sankaralingam, CMD, NTPC Limited in New Delhi, on 8th November 2006. Shri Chandan Roy, Director (Operations), NTPC Limited has been conferred with Eminent Engineer Award by the Institution of Engineers (India), for his distinguished services in Engineering Sector during the year 2006 in the area of NCT of Delhi. On the occasion of Power Line magazine’s Tenth Anniversary celebrations, on 11th October, 2006 in New Delhi, Mr. Sushi Kumar Shinde, and Union Minister of Power presented â€Å"Expert Choice Awards† to honor the leading achievers in the power sector. NTPC was recognized as the Best Organization in Central Sector. NTPC WINS GOLDEN PEACOCK AWARD FOR CORPORATE SOCIAL RESPONSIBILITY NTPC has been bestowed with Golden Peacock Award for Corporate Social Responsibility (CSR) 2012 constituted by Institute of Directors (IOD), New Delhi. Shri Arup Roy Choudhury, CMD, NTPC figures at # 56 in the listing of India Incs 100 Most Powerful CEOs, 2012 by the Economics Times, Indias leading business newspaper. He is at # 2 among the CEOs of the State Owned Enterprises (SOEs) * NTPC Limited has been ranked 7th overall in ‘India’s Best Companies to Work for 2010’, a study by The Great Places to Work In stitute India and The Economic Times. The Company is also ranked 1st among large organizations’ with over 10,000 employees, 1st in the Public Sector Enterprises segment and 1st in the Manufacturing and Production Industry segment. Shri R K Rustagi, Executive Director (HR ; PMI), Shri N N Misra, Executive Director (HR ; ER), Shri A K Bhatnagar, GM (HR ; Corporate Communications) NTPC received the awards from Mr Prasenjit Bhattacharya of Great Places to Work Institute, India. * Study conducted by Great Place to Work Institute, India in collaboration with The Economic Times. NTPC, New Delhi has been ranked 7th in the Top 10 Great Places to Work (GPTW) and has the distinction of being only PSU in the Top 10 Best Companies to Work For. NTPC also has the distinction of being a part of the Best Workplaces List continuously for the last six studies. This years Top 50 list has emerged from 427 organizations belonging to 17 different industries with employee strength in the range of 100 to 33,000. HR VISION â€Å"To enable our people to be a family of committed world class professionals, making NTPC a learning organization†. Research Topic – PACE THE PERFORMANCE MANAGEMENT SYSTEM @ NTPC PERFORMANCE MANAGEMENT SYSTEM: AN INTRODUCTION The role of HR in the present scenario has undergone a sea change and its focus is on evolving such functional strategies which enable successful implementation of the major corporate strategies. In a way, HR and corporate strategies function in alignment. Today, HR works towards facilitating and improving the performance of the employees by building a conducive work environment and providing maximum opportunities to the employees for participating in organizational planning and decision making process. Today, all the major activities of HR are driven towards development of high performance leaders and fostering employee motivation. So, it can be interpreted that the role of HR has evolved from merely an appraiser to a facilitator and an enabler. Performance management is the current buzzword and is the need in the current times of cut throat competition and the organizational battle for leadership. Performance management is a much broader and a complicated function of HR, as it encompasses activities such as joint goal setting, continuous progress review and frequent communication, feedback and coaching for improved performance, implementation of employee development programmes and rewarding achievements. The process of performance management starts with the joining of a new incumbent in a system and ends when an employee quits the organization. Performance management can be regarded as a systematic process by which the overall performance of an organization can be improved by improving the performance of individuals within a team framework. It is a means for promoting superior performance by communicating expectations, defining roles within a required competence framework and establishing achievable benchmarks. Objectives: To accomplish organizational goals through a system of performance assessment linked to company’s objectives. * To facilitate fulfillment of individual aspirations and promotion of professional excellence. * To encourage a two – way communication process between the appraise and the reporting officer for binging objectivity in performance appraisal system. * To evaluate the potential of the executive to assume higher responsibilities along the hierarc hy. * To involve the appraise through various stages of performance management, thereby reducing the performance gaps. To map competencies and potential of executives for enabling the organization to source the talent generally from within the company for meeting organizational growth. * To involve the executive to share the responsibility and become accountable for efficient management of the business for result oriented performance through mutual involvement. * To provide a transparent system to help each executive to evaluate his own performance and develop himself with the help of reporting officer. * To provide for removal of differences, if any, in performance appraisal through intervention of the reviewing officer. To conclude, performance management can be regarded as a proactive system of managing employee performance for driving the individuals and the organizations towards desired performance and results. It’s about striking a harmonious alignment between individual and organizational objectives for accomplishment of excellence in performance ESTABLISHING PERFORMANCE STANDARDS PROCESS OF PERFORMANCE APPRAISAL COMMUNICATING STANDARDS AND EXPECTATIONS MEASURING THE ACTUAL PERFORMANCE COMPARING WITH STANDARDS DISCUSSING RESULTS (PROVIDING FEEDBACK) DECISION MAKING – TAKING CORRECTIVE ACTIONS Focus of Performance Management: * The focus of the performance management system for senior executives is to appraise them on different components of managerial responsibilities, consisting of performance, generic managerial competencies, values and potential, totaling to 100 marks. * The performance component as identified and measures evolved would have 50% wieghtage in total appraisal. * The company’s concern for actualization of organizational core values is reflected in the performance management . Generic Managerial competencies exhibited by an Appraise while discharging duties have been given . * The Company’s concern for actualization of organizational Core Values is reflected in the Performance Management . * The Performance Management System brings to focus important managerial attributes and strikes a balance between ‘Performance’ and other aspects of managerial talents/skills. Executives will h ave a set of Key Performance Areas to be identified through discussion and achieve them during the performance period. The system is to develop the competencies by involving the executive in setting targets and identifying Key Performance Areas. * To utilize the Performance Management System for facilitating individual career development and bring organization wide HR intervention at senior levels to bridge competency gaps. PERIODICITY: * The Performance Appraisal Period would run concurrent with the financial year i. e. from 1st April to 31st March. * The System provides for setting up of Key Performance Areas (KPAs) and reviewing the same in two half-yearly periods. The first half year is from 1st April to 30th September and the second half- year is from 1st Oct. to 31st March. * While reviewing the KPAs of the first half-year, the targets for Key Performance Areas for the second half year are evolved. * While reviewing the KPAs of the first half year, the targets for Key Perform ance Areas for the second half year are evolved. * At the end of the Performance Appraisal year, the review for the second half of the year is undertaken. The review would also involve annual appraisal of KPAs, Competencies, Values and Potential Appraisal. COMPONENTS OF PERFORMANCE REVIEW: * The Performance Management System, consisting of the following components is implemented through ‘Performance Appraisal Form’. * PART I – PERFORMANCE * Part IA: first half year performance * Part IB: second year performance Review of KPA’s for 2nd half year * Part IC: annual performance * Part ID: comments on performance * PART II – competencies * PART III – values * PART IV – potential appraisal * PART V – performance and potential profile PART I-PERFORMANCE: Part IA: FIRST HALFYEAR PERFROMANCE The System provides for the Reporting Officer (Appraiser) and the executive (Appraise) to identify through discussion and agree upon a set of Key Performance Areas (KPAs) in brief at the beginning of the first half-year. * While identifying KPAs, actual ‘Measures’ for each KPA is to be defined and written. The Measure could have Quantitative Targets, Time Schedule for achieving KPAs fully/p artially, Qualitative Improvements etc. , based on the nature of the KPA item * The KPA Targets may be having different weightings and limited to 8 Key Performance Areas only. The idea is to enable the executive to focus on given deliverables and not miss important critical areas. The KPAs should be more focused, concrete and measureable. They should be more than the â€Å"Norm† i. e. normal standard of performance expected. The KPAs reflect ‘Stretch Standard’ which is in excess of â€Å"Norm†. The KPAs should be ‘SMART’ i. e. Specific, Measurable, Agreed (mutually arrived at by the Appraiser and the Appraise), Realistic and Time-Bound. * One of the KPAs should be â€Å"Staff Development†, as building a performing team is an essential target for senior executives. The measures for this could be man days of training development activities for the Unit/ Department/function vis-a-vis the Company’s training targets, HR initiatives like Professional Circles, Quality Circles, and Suggestion Scheme etc. * The Appraiser and Appraise jointly evolve KPAs, define measures and allocate marks for each KPA at the beginning of first half-year by 15th April. * The Performance under Part IA is jointly reviewed and performance evaluated at the beginning of 2nd half year and not later than 15th October. At the time of joint review, actual achievement is briefly recorded against each KPA and marks obtained w. r. t. each KPA is indicated in relevant column. * The aggregate of marks obtained for different KPAs is worked out and indicated as aggregate of IA. Both the Appraise and the Reporting Officer sign the Part IA. PART IB – SECOND HALF YEAR PERFORMANCE * The System helps to review the Key Performance Area Targets for the Second Half-Year based on the evaluation of 1st half-year KPAs depending on actual achievements. The reworked KPA targets are briefly recorded, ‘Measures’ for each KPA defined and Marks allocated. KPAs which extend beyond the 1st half year may be re-recorded in the targets of the 2nd half-year. * The KPAs may undergo change owing to target accomplished, new targets coming up, change of role etc. * The Performance Evaluation of 2nd half-year Performance is jointly undertaken on completion of 2nd half year/Annual Performance year and not later than 15th April. * During the Performance Evaluation, the actual achievement is assessed against each KPA and marks obtained against each KPA are indicated. The marks obtained are aggregated at the bottom out of 50 marks as aggregate. PART IC: ANNUAL PERFORMANCE * This part consolidates the 1st half-year and 2nd half-year Performance of the Appraise by aggregating Performance Marks obtained in Part IA and Part IB. * The Annual Performance Marks out of 50 ma rks be computed based on the formula mentioned in Part 1C and marks obtained be indicated in the Box. * The marks so obtained out of 50 would be the marks secured for â€Å"Annual Performance† in the achievement of KPAs. The Appraise and the Reporting Officer would jointly endorse the Annual Performance by signatures. Normalization Process: Objectives of Normalization Process: Ensure parity and integrity by minimizing rater variation various departments. Enhance objectivity and transparency in the appraisal system. PMS Scores from Reporting Reviewer to check integrity Top 30% Middle 65% Performance Management Assess the overall achievement of the businesses unit MoUs and functional goals; normalization would be done in view of the overall achievement of these goals. Plot distribution of scores for the cluster to check for skewing within and across departments. Checks to be made whether employees have been overrated or underrated on various PMS parameters such as: (a) KPA assessment (b) Competencies, value and Potential assessment Make suitable adjustments to scores, where necessary. Scores (revised and unchanged) and reasons for normalization to be documented in the PMS form. All executives in the cluster must be categorized into Top 30%, Middle 65%and Bottom 5%. COMPANY VALUES AND RATINGS: The Corporate Values ‘COMIT’ and the indicative observable behavior in respect of each value is as under: A. Customer focus: The Executive has conviction that the customer (Internal External) is the center of all activity; he is courteous, sincere, patient and sensitive to the customers and honours commitments on time. B. Organizational pride: The Executive holds the company in high esteem and rejoices in belonging to it; he demonstrates loyalty and commitment to the organisation and has a sense of ownership and belongingness with it. C. Mutual respect and trust: The Executive has high regard for and faith in the fellow organisational members; he believes in collaboration and openness and has good team spirit. D. Initiative and Speed: The Executive believes in taking the first step, thinking new and ahead and being swift without compromising on quality; he is creative and innovative and has the willingness to experiment and take risks. E. Total Quality: The Executive believes in pursuing excellence in all spheres of activity; he makes continuous efforts in improving standards of performance, systems and processes. LITERATURE REVIEW: Performance Management System: * Performance management is one of the most important requirement for successful business and human resource policy (Kessler, 2003). During the performance management revolution , many PMSs were developed such as the balanced scorecard (Kaplan, Norton, 1992), Performance pyramid (Lynch, cross, 1991) and the performance prism (Neely Adams , 2000) The objective of such systems is to help organizations define a set of measures that reflect their objectives and assess their performance accordingly. These system is usually multidimensional. * Rewarding and promoting effective performance in organizations, as well as identifying ineffective performers for developmental programs or other personnel actions, are essential to effective to human resource management (Pulakas, 2003). The ability to conduct Performance appraisals relies on the ability to assess an employees’s performance in a fair and accurate manner. Evaluating employee performance is a difficult task. Performance evaluations have been conducted since the time of Aristotle (Landy, Zedeck, cleveland, 1983). The earliest formal employee Performance evaluation program is thought to have originated in the united states of military establishment shortly after the birth of the republic ( Lopex, 1968). The measurement of an employees performance allows for rational administrative decisions at the individual employee level. It also provides raw data for the evaluation of the effectiveness of such personnel-system compone nts and processes as recruiting policies, training programs , selection rules, promotional strategies and reward allocations (Landy, Zecleck, cleveland, 1983). In addition it provides the foundation for behaviorally based employee counseling. In the counseling setting , performance information provides the vehicles for increasing satisfaction , commitment * and motivation of the employees. Performance management and feedback can play a valuable role in effecting the grand compromise between the needs of the indivisual and the needs of the organization ( Landy, Zecleck, cleveland, 1983). * Kennerley, M. Neely, A, 2002. A framework of the factors affecting the evolution of performance measurement systems. International journal of operations and production management 22(11). 1222-1245. Laitinen E. K, 2002. A dynamic performance measurement system: evidence from small finnish technology firms. Scandinavian journal of management 18, 65-99. Pritchard R. D, Holling H, Lammers, F. Clark, B. D 2002. Improving organization performance with the productivity measurement and enhancement system : an international collaboration Nova Science, New York. Lebas, M. J, 1995, Performance management system. Jornal of production economics 41, 23-35. Neely, A. D. Adams . C, Crowe, P, 2001. The performance system revolution : why not and what next? Journal 19(2), 205-228. Rouse, P, Putterill , M, 2003. An integral framework for performance appraisal Management Decision 41(8), 791-805. * Performance appraisal is the process of obtaining, analyzing and recording information about the relative worth of an employee. The focus of the performance appraisal is measuring and improving the actual performance of the employee and also the future potential of the employee. Its aim is to measure what an employee does. It is a powerful tool to calibrate, refine and reward the performance of the employee. It helps to analyze his achievements and evaluate his contribution towards the achievements of the overall organizational goals. By focusing the attention on performance, performance appraisal goes to the heart of personnel management and reflects the management’s interest in the progress of the employees. * Performance in a job is a matter, which ne eds to be considered both in terms of results achieved and behavior demonstrated. Results required in relation to quantity, quality or timing can be established in most aspects if a large number of jobs. Comparing results reached to results required is essential in evaluating the performance. Reviewing results in the context of actions and behavior is necessary to develop a full understanding of individual performance. In determining what actions have led to success or the lack of it, this aspect of examining performance will represent a significant element in forming plans for the future, so that strengths can be built upon and weakness addressed. There are, of course, certain jobs or features of certain jobs, where it is not always possible to state a required result or standard that clearly. In these instances considering behavior assumes a greater significance when appraising the performance. * The most important part of such job however, would concern the health and * In this case, examples of such action might be ensuring that specialized help is summoned wh en necessary, listening to residents who want to talk about their problems, or perhaps arranging appropriate diversions and entertainment. Performance appraisal appraises performance of an operating unit, like department or section, or of an individual. The Government of India may appraise the performance of the BARC as an organization. The Director of BARC may appraise the performance or any department of division. These Performance appraisals start from facts/data, lead to opinions on adequacy/ appropriateness and should lead further to some decisions being made on whether any changes are necessary in the manner or direction of work of the appraised unit, individual. At the operating unit level the decision may relate to the allocations of resources. * * The decisions may also relate to the continuance. In the case of the individual, the appraisal may be of :- * (a) His outputs (how well has the work been done). * (b) Inputs (what are his skills, behavior patterns, motivation etc. ) * A face-to-face discussion in which one employees work is discussed, reviewed, and appraised by another, using an agreed and understood framework. Usually, line managers conduct the appraisals of their staff, although peers can appraise each other, and line managers can themselves be appraised by their staff through 360 degree appraisal. Performance management is a whole work system that begins when a job is defined as needed. It ends when an employee leaves your organization. Many writers and consultants are using the term â€Å"performance management† as a substitution for the traditional appraisal system. I encourage you to think of the term in this broader work system context. Performance appraisal is a method of acquiring and processing the information needed to improve an individual employee’s performance and accomplishments. -(Douglass) * It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance. -(Newstrom ) * A prominent personality in the field of Human resources, â€Å"performance appraisal is the systematic, per iodic and an impartial rating of an employee’s excellence in the matters pertaining to his present job and his potential for a better job. Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning -(Flippo) * According to Lawler (2000) when using the merit pay method, individual performance is appraised, usually by a supervisor, and as a resul