Alagu Final Project

8/3/2019 Alagu Final Project

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CHAPTER-1

1.1 INDUSTRY PROFILE

Time and its role in the history of thought and action

The science or art of measuring time or making timepieces is known as horology. Time appears

to be more puzzling than space because it seems to follow or pass or else people seem to advance

through it.

Development of watch

The development of the watch was due to the important contribution made over four centuries by

many individual craftsmen. Portable time keeping instruments become possible with the

invention of the main spring by peter henlein of Nuremberg, Germany in 1500.

Christian Huygens of the Netherlands is general credited with the invention of hairspring in

1675.this invention reduced the size of watches. In 1765,Thomas mudge of England invented the

escape mechanism.

In 1776 jcan moise Geneva the watch with independent seconds. This was fitted with a

mechanism.by1868 patek phillipe was making watches and one such can be seen in companys

private collection. About 1800, Gir and perrageuse won an order for wristwatches from the

German imperial navy.

Around 1914 the Geneva manufacturers Gay Preres and Ponti Gennali invested heavily in the

design and production of the worlds first metal watch bracelets.


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The first practical self-winding watch was invented in about 1925 by John Hardwood of

England. In 1957 the Hamilton watch-company of the United States introduced the first practical

electric watch. The Bulova watch-company developed the tuning fork electrical watch, in United

States in 1960. The first quart movement for wristwatches was manufactured in 1967 in the

Horological Electronics center, Neufchatel. In the 1970,s timing systems appeared and these

enabled a complete service to be provided to wrist that is, timing and display.

Today new levels of accuracy have been achieved and the concept of the watch as designer

fashion accessory has gained new importance.

Growth of the watch industry

The present demand for wristwatches in India is estimated at between 12 million watches. Thebalance being met by watches brought into India from abroad.

Growth projections for the industry as a whole are estimated to be 6%p.a. This explains

the positive reactions of the existing manufacturers in the market to the new entrants.

Predictions in the industry are that a shift from the present manufacture of automatic and

mechanical watches is inevitable. The current trend in the Indian market is towards the more

sophisticated models. All over the world mechanically wound watches into some extent, the

automatic watches have given way to quartz and digital watches. For the customers more

competitors mean a greater variety and choice, latest designs and models guaranteed after sale

services and quality products from collaborative ventures with the world reowned watch

manufactures.


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Overview of the Indian Market

The watch market in India recorded an approximate value turnover of US $ 300, million and a

volume turnover of 23 million units (1998-1999). It is growing at 9% per annum. The organized

sector that contributes to the other half has2 parts. The first consists of watches smuggled from abroad. The second comprises assembled

watches. The later are made from cheap movements smuggled from china and other south East

Asian countries.

The watch market worldwide comprised 60% quartz, 27%digital and 13%mechanical

watches. By contrast in India the digital segment is almost is non-existent.

HMT: (Hindustan Machine Tools)

Started in 1961.

Government of India undertaking.

Several businesses like machine tools, lamps, bearings etc.

TIMEX

Third important player in watch market.

American watch making company.

Entered Indian market through a tie-up with titan.

Titan operates in the high price segment. While Timex at the low price end.

Timex offering high priced India and co.

HMT Watches are conventional and not very flashy in their

Designs.

TITAN Are sophisticated and dignified.

TIMEX Contrast, Sporto, unconventional and youthful.


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Watches

Mechanical Electronic

Automatic Analog Digital Hand Wind

1.2 INTERNAL COMMUNICATION PROCESS

Introduction

Communication is a process of passing information and understanding from one person

to another. It may be broadly defined as the process of meaningful interaction among human

beings. More specifically, it is the process by which meanings are perceived and understanding is

reached among human beings.


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Communication is the lifeblood of business. No business can develop in the absence of

effective internal and external communication. Besides, communication skills of the employees

are given high weight age at the time of their appointment as well as promotion.

If there exists any effective communication between management and employees, it

helps to bring about an atmosphere of mutual trust and confidence. The employees know exactly

what is expected them; the management is aware of the potentialities and limitations of the

employees and knows how to exploit the first and make up for the latter. This mutual

understanding is extremely beneficial to both the parties.

The Importance of Effective Communications In A Partnership

Effective communication is important in a partnership because it:

Keeps people informed about what is going on

Establishes trust

Creates a more productive environment

Promotes a more friendly and satisfying working relationship

Avoids conflict

Enhances commitment to the partnership

Helps partners achieve their objectives

Leads to providing better service

Tips For Ensuring An Effective Internal Formal Communications Process

Every partnership should identify a formal internal communication process to ensure

information is effectively communicated within the partnership.

To ensure an effective internal communication process that will support the partnership,

the following should be considered:

Establish a communication plan and process. Good communication among partners does

not happen unless there is a plan in place and a process has been identified to support the

communication.

Identify who is responsible for communication between the partners.


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Develop an internal communications plan. (See Section 3 below for steps in developing a

communications plan.)

Identify what information needs to be shared and with whom.

How To Develop An Internal Communications Plan

Outlined below are the elements of an internal communication plan. Note that these

elements are similar for developing a communications plan directed to external audiences.

Analyze the Situation

Clarify if there is an atmosphere of trust. Determine if there are unresolved issues.

Determine who should be responsible to ensure the communication takes place. Set

Communication Objectives

Clarify the overall purpose of the communication. Define what you want your

communication to achieve?

Know your Audiences

Define the individuals and groups you want to reach. Know your audiences in terms of

their general characteristics, attitudes, and influence.

Identify Key Messages

Identify the information that different audiences need. Develop clear messages for these

audiencesyou want to make sure you are reaching the right individuals with the right

messages.

Develop a Communication Strategy

Determine what your overall communication strategy is to be, e.g., is it to be formal or

informal, ongoing or short term, proactive or reactive?

Identify Communication Activities

Determine which methods you are going to use to get your messages to the audiences.

These may include: face to face communication such as meetings and information


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sessions; teleconferencing; memos, documents or newsletters; bulletin boards; or e-mail

and internet.

Choose the method which is most appropriate for the information and the audience.

Prepare a Budget

Internal communications take time and resources and need to be included in budget

considerations.

Do an evaluation- Did it Work?

Assess whether your communication strategies are working and whether the right

information is reaching the right audiences at the right time.

Tips For Ensuring Effective Informal (Verbal) Communication

The following outlines tips to ensure effective verbal communication among partners.

Many misunderstanding arise because of what we say and how we say it. We first need to

recognize the barriers to effective communication before we can understand how to deal

with them and what skills we require for effective communication.

Communication Barriers

A communication barrier is something that prevents us from understanding the meaning

of what is being communicated. We assume that the meaning we intend is the same for

the person that hears our meaning. However, this is often not the case for many different

reasons. Different cultures have different ways of communicating. Also, the tone we use,

body language and facial expressions can become barriers to effective communication.

The speaker, the person giving the message:

Is not clear.

Seems uncertain and gives an ambiguous message.

Uses words that are not concise.

Uses words that may have different meanings to different people. Cultural differences

play a large role here.

Uses different non-verbal cues that have different meanings. For example, eye contact in

one culture may be regarded as being impolite, but in another is regarded as respectful.


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Confuses the verbal message with contradictory non-verbal clues such as facial

expression, vocal expression, posture, gesture or actions.

Gives a message that is judging or blaming.

Gives a message that is patronizing (talking down).

Gives a message that is defensive.

The listener, the person receiving the message:

Is distracted.

Hears through his/her own filters that distort much of what is being said. These filters

include judging, jumping to conclusions, or avoidance.

Is dismissive or ignores what is being said.

What other barriers to communication have you experienced?

1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

The primary objective of the study is to measure the effectiveness of communicationprevailing in the organization.

SECONDARY OBJECTIVES

The secondary objectives of the study are:

To analyze the interaction among various levels of management.

To find out the satisfaction level of meetings organized in the organization.

To analyze the scope for the improvement of existing system.


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To find out the effectiveness of periodical training provided for the employees regularly in

the organization

1.4 SCOPE OF THE STUDY

Titan Industries Limited, Hosur is a TATA group. Currently Titan is facing serious industrial

relations issue. This issue is mainly due to lack of co-ordination among L-level employees (i.e.)

Officers level.

As the part of this focus, company wants the researcher to find out the opinion about existing

internal communication practices followed in Titan among officers level.

IMPORTANCE OF THE STUDY

It helps to analyze the interaction among various levels of management.

It helps to find out the satisfaction level of meetings organized in the organization.

It helps to analyze the scope for the improvement of existing system.

It helps to find out the effectiveness of periodical training provided for the employees

regularly in the organization.


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1.5 RESEARCH METHODOLOGY

INTRODUCTION:

Research methodology is a way to systematically solve the research problems. It may be

understood as a science of studying how research is done scientifically. It includes the overall

research design, the sampling procedure, data collection method and analysis procedure.

RESEARCH DESIGN:

The research design stands for advance planning of the methods to be adopted for

collecting the relevant data and the techniques to be used in analysis, keeping the view the

objectives of the research and availability time.

In general , research design is the conceptual structure within which research is

conducted; it constitutes the blue print for the collection, measurement and analysis of data.

DESCRIPTIVE RESEARCH:

Descriptive research study includes surveys and fact-finding enquiries of different kinds,

which help the researchers to describe the present situation that makes the analysis about the

effectiveness of internal communication process among the employees and helps to reach the

objectives.


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SAMPLING DESIGN/TECHNIQUES:

Sampling design is to clearly define set of objects, technically called the universe to be

studied. This research has finite set of universe and the sampling design used in the study is

probability sampling. Sampling technique used is simple random sampling method.

SAMPLE UNIT/SAMPLE SIZE:

The item selected from the population constitute the sample size. The study covers the

employees of L- Level people in the company. Total sample size for the study is 100.the

population size is 408.

DATA COLLECTION

Primary data Collection:

Data is collected by questionnaire method.

A questionnaire is constructed and is given to the L-level people of the organization

department for their response.

Their responses are collected from them and used for analysis. The questionnaire is

constructed as the heart of survey operation.

Secondary data collection:

Secondary data are the data collected from the existing sources.

Management books, Magazines and newspaper.

Report prepared by research scholars.

Journals.

Company newsletters and HR magazines.


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1.6 LIMITATIONS

The project work is not an exhaustive Analysis of the area and concentrate only preferable

samples.

The study is limited only to Titan Industries Ltd., Hosur and does not bind other industries

of similar nature.

Hesitations on the part of respondents to express their views exactly on the questionnaire.

The study expresses the opinion, which changes periodically.

The sample represents only the miniscule percent of the workforce and does not reflect the

opinion of the entire work force.


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2 REVIEW OF LITERATURE

Internal Communication

Communication is the lifeblood of business. No business can develop in the absence of

effective internal and external communication. Besides, communication skills of the employees

are given high weightage at the time of their appointment as well as promotion.

It is said to be structured communication within an organization pertaining to

accomplishing work goals. By structured we mean that such communication is built into the

organizations plan of operation.

LESIKAR. PETTIT Business Communicationsixth edition.

Communication is not a natural human activity. We learn to communicate. It is not

instinctive but taught.

Communication is a process of passing information and understanding from one person

to another. It may be broadly defined as the process of meaningful interaction among human

beings. More specifically, it is the process by which meanings are perceived and understanding is

reached among human beings.

HRM communications programs are designed to keep employees informed of

organizational events, and knowledgeable of the policies and procedures affecting them.

DAVID.A.DECENZO STEPHEN.P.ROBBINS

HUMAN RESOURCE MANAGEMENT seventh edition

Internal communication is considered a vital tool for binding an organization, enhancing

employee morale, promoting transparency and reducing attrition. Ironically, while everybody

understands and talks about the significance of internal communication, very few are able to

manage it efficiently. Both the long-term and short-term fallout of ineffective internal

communication can be damaging for an organization. It can start from the spread of rumors


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to disillusionment among employees to a gradual destruction of the companys brand image.

Worse, it may also lead to the slow death of the organization.

Sigband, Norman B.Communication For ManagementScott, Foreman and Co.,

Glenview Illinois April, 2 1969, P.7.

The Importance of Effective Communications In A Partnership

Effective communication is important in a partnership because it:

Keeps people informed about what is going on

Establishes trust

Creates a more productive environment

Promotes a more friendly and satisfying working relationship

Avoids conflict

Enhances commitment to the partnership

Helps partners achieve their objectives

Leads to providing better service

Open, honest, direct and positive communication is critical to the success of the

partnership

WWW.performance-appraisals.org

Communication Barriers

A communication barrier is something that prevents us from understanding the meaning

of what is being communicated. We assume that the meaning we intend is the same for the

person that hears our meaning. However, this is often not the case for many different reasons.

Different cultures have different ways of communicating. Also, the tone we use, body language

and facial expressions can become barriers to effective communication.www.pcrs.ca/TKWEB/tools%5Ccommun.html
http://www.pcrs.ca/TKWEB/tools%5Ccommun.htmlhttp://www.pcrs.ca/TKWEB/tools%5Ccommun.htmlhttp://www.pcrs.ca/TKWEB/tools%5Ccommun.htmlhttp://www.pcrs.ca/TKWEB/tools%5Ccommun.html


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3.1 COMPANY PROFILE

Introduction

Titan Industries Ltd. was incorporated in 1984 as a joint venture between the Tata and the

Tamil Nadu Industrial Development Corporation Limited, a Government of Tamil Nadu

undertaking. The Company has its Registered Office in Hosur, an industrial town in Tamil Nadu,

and its Corporate Office in Bangalore, Karnataka. The Company has been engaged in the

manufacture and marketing of quartz watches since the year 1987.

The Companys products are distributed through a network spanning over 8,600 retail

outlets covering 2030 towns. The network includes 160 World of Titan showrooms and 142

Titan controlled multi-brand outlets christened Time Zone. In line with its strategy of focussing

on the major brands the company has also opened four exclusive outlets for the Sonata brand of

watches, on an experimental basis. The network is supported by CFAs (32), Redistribution

Stockiest (Titan 39, Sonata 41,common Titan+Sonata 15) and manned by logistics professionals

whose unenviable task it is to minimise stock-outs across more than a thousand variants.

The company also exports about 10 % of it watches primarily to the Middle East, Far

East and Europe. Infact in Middle East its the no 1 brand in quite a few countries.


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Titans Corporate Objectives

It is Titans corporate objective to be a significant and respected global watch, and

jewelry brand, and also be the market leader in India, including being the premier retailer of

these products.

Titan will use its manufacturing strengths to produce a variety of micro-precision

engineering and electronic products unrelated to watches.

Titan will use its core competencies in the areas of design, marketing, retailing, souring

and manufacturing, as appropriate, to extend its business activities to other prestigious personal

use products and luxury goods.

In the pursuit of these objectives, efficiency will always be a high corporate goal so as to

always deliver the best value for money to the customer.

In doing so, Titan expects to put India on the world map for high quality goods and

services as also add value to the prestigious Tata name on which it draws.

In all its endeavors, Titan will seek to win global professional recognition not only for the

achievement of its business objectives, but also for the means it uses for their achievement. High

business ethics is an end in itself.

In the pursuit of its business objectives, Titan expects to ensure a high degree of

satisfaction to all those with whom it interacts including employees, shareholders, banks and

lending institutions, the investing public in general, suppliers, customers, the community in

which it functions, the State of Tamil Nadu and society at large.


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Technology

Titans watch manufacturing facility was set up in 1987, with technical know -how from

Europe and Japan. Over the year the Company has established highly integrated manufacturing

facilities and has grown to become the sixth largest watch manufacturer brand in the world. The

Company manufactures watch movements, watchcases in steel and brass, and bracelets in solid

as well as sheet steel. The manufacturing processes employed include microprecision operations

(Manufacturing of components and sub assemblies) Hot & cold forging, stamping, injection

molding and tool making. Some of the key facilities for the above include CNC machining

centers, Ion plating equipment for surface finishing, precision vibratory type electroplating, Jig

boring and Jig grinding, 3-axis CNC milling with on-line programming, 41/2-axis CNC EDM

wire-cut machines, CNC EDM die sinking equipment for tool making, to name a few.

The product development cycle is facilitated by state-of-the-art CAD/CAM technology

that enables seamless integration from styling and 3D solid modeling to engineering design, tool

design, tool making and prototype making. Our R&D initiatives, which have been recognized by

the DSIR, has earned several accolades for its design efforts. This includes a national award from

the DSIR for the Design and Development of a Slim Movement and more recently awards in

recognition of Excellence in Electronics for two successive years from the Ministry of

Information Technology. The company has been recently shortlist by CSIR for funding some key

R&D project (s). The Company has been certified under ISO 9001; 2000 Quality System

Standards. The New business Group (consisting of Precision Engineering components, Clocks

and related components and Machine Building and Automation) is in the process of

establishment and is poised for significant growth during the current year. It is in the process of

implementing TS 16949 Standards.

Competitive Environment

The Indian wrist watch market is estimated to be of the order of 20-25 million watches a

year, of which the legitimate sector accounts for about 12 million .The average annual sale of

watches in India is 20-25 per thousand of the population, far below the world average of 100 per

thousand. There is therefore a tremendous potential for watches in India. Titan is the


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acknowledged market leader in India with a 25% share of total market. Throughout most of its

17-year history its growth has exceeded that of the market.

Titan is entering an increasingly competitive world. The stagnation of developed markets

and the removal of trade barriers will see an increased focus on the Indian market by a variety of

international players. Titans major competitors include domestic brands such as HMT, Timex

and Maxima and Foreign brands, Citizen, Seiko and brands of Swatch Group.

Local competition is also from a multitude of player such as Lamex, Rochees and

Timewell who do not largely play by the rules and evade taxes. There are also a number of

watches ultra premium Swiss as well as a variety of fashion label brands such as, Cartier, Piaget,

Espirit, Fossil, etc that are constantly entering the domestic market.

Competition also comes from other product categories that are competing for the

discretionary and disposable incomes of middle class and upper class households.

A new brand, Sonata was launched during 1996-97 to take advantage of the fast growing

value segment of the Indian watch market. Consumer research showed that there was an

opportunity for a quality branded player in a segment that is largely dominated by unbranded,

low quality grey market players. This segment is very price-sensitive and has been traditionally

serviced by HMT, Timex, Maxima and a large number of watchmakers who assemble watches

with cheap movements, which are freely importable - at virtually throwaway prices due to over-

production across the world. Sonata is already the largest metal brand in the category. Titan

expects to use Sonata to drive increased market share gains as well as to penetrate the growing

rural market.

The Titan brand and its sub-brands supply the above Rs 1,000 market. The market below

Rs 1,000 is supplied by the Sonata brand. The former has a 22% market share and the latter has a

27% market share. In recent years the bulk of growth has come from the Sonata brand.


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The Companys future has to be clearly built upon its existing strengths and skills as well

as on new opportunities that emerge in a globalised India and the international market. The

critical success factors which has enabled the company to succeed and continue to succeed in a

competitive environment therefore are:

For growth ideas it is always an open house at Titan. The companys leaders encourage

managers at various levels to change, or suggest changes to, rules and regulations and procedures

if they hinder progress. To foster continuous improvement, suggestions from employees,

customer feedback, variety of satisfaction surveys, market research, sharing of best practices,

benchmarking and feedback from the TBEM assessments are often used.

Organizational learning and knowledge sharing happens through a variety of means.

From informal learnings through journals, visiting fairs, interaction with customers, suppliers,

employees to more formal means such as classroom training, attending seminars, participation in

Tata change initiatives and knowledge sharing clubs. These are embedded in the way we institute

a learning culture. Effective Use of IT is an important aspect in this regard.


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CHAPTER 4

4.1 ANALYSIS AND INTERPRETATION

Analysis and interpretation refers to the computation of certain measures along withsearching for the level of communication that exists between the top management and theemployees. After, collection of data coding was done for the purpose of appropriate statisticalanalysis.

Analysis was done with an attempt to organize and summarizes data, in order to enhance

the efforts of outcome in such a manner that enable to relate critical points with the study

objectives. Paired sign test is used for data interpretation.


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4.1.1 ANALYSIS AND INTERPRETAITON

PERCENTAGE OF RESPONDENTS RECEIVED THE INFORMATION

ABOUT COMPANYS STRATEGIC PLANS AND POLICIES

PARTICULARS RESPONDENTS

STRONGLY AGREE 29

AGREE 60

NEUTRAL 09

DISAGREE 02

STRONGLY DISAGREE 00

INFERENCE:

From the table, 60% of the respondents agree that they are well communicated about the

companys strategic plans and policies.

0

20

40

60

29

60

92 0

Mission

strongly agree

agreeneutral

disagree

strongly disagree


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4.1.2 PERCENTAGE OF RESPONDENTS INFORMED ABOUT THE DETAILS OF THECOMPANY

PARTICULARS RESPONDENT

S

STRONGLY AGREE 08

AGREE 54

NEUTRAL 28

DISAGREE 06


INFERENCE:

From the table, it is clear that 58% of the respondents agree that they are kept well

informed by the senior management on what is going on in the company.


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4.1.3 PERCENTAGE OF RESPONDENTS RECEIVE RELEVANT GUIDELINES TO,

HOW TO CARRY ON ROUTINE TASK

PARTICULARS RESPONDEN

TS

STRONGLY AGREE 10

AGREE 35

NEUTRAL 34

DISAGREE 18


INFERENCE:

From the table it is clear that to the extent of 35% of the respondents they receive

relevant guidelines as how to carry on routine task and to the extent of 18% of the respondents

disagree for the above said statement.

0

10

20

30

40

50

60

8

58

28

60

Company details

Strongly agree

agree

neutral

disagree

Strongly disagree


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0

10

20

30

40

10

35 34

18

3

Routine Task

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


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4.1.4 RESPONDENTS OPINION ABOUT THE MEETINGS CONDUCTED AT

REGULAR INTERVALS

PARTICULARS RESPONDENTSSTRONGLY AGREE 05

AGREE 40

NEUTRAL 31

DISAGREE 18


INFERENCE:

From the table, it is clear that 40% of the respondents agree that the meetings are

conducted in the company at regular intervals. 30% of the respondents neither agree nor disagree

and 18% of the respondents disagree for the above said statement.

0

10

20

30

40

5

40

31

18

6

Managment Meeting

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


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4.1.5 RESPONDENTS SATISFACTION ON TWO WAY COMMUNICATION SHARED

WITH MANAGEMENT AND EMPLOYEES.


STRONGLY AGREE 11

AGREE 39

NEUTRAL 28

DISAGREE 19


INFERENCE:

The above table shows that to the extent of 39% of the respondents are satisfied with the

two - way communication shared between management and employees in the company. 28% of

the respondents neither agree nor disagree and 19% of the respondents disagree for the above

said statement.

0

10

20

30

40

11

39

28

19

3

Satisfaction Of Management Meeting

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


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4.1.6 RESPONDENTS OPINION ABOUT THE GROUP MEETINGS ORGANISED

REGULARLY IN THE COMPANY


STRONGLY AGREE 08

AGREE 41

NEUTRAL 35

DISAGREE 12


INFERENCE:

From the above table, it is clear that to the extent of 41% of the respondents agree that the

group meetings are conducted regularly in the company, 35% of the respondents neither agree

nor disagree and 12% of the respondents disagree for the above said statement.

0

10

20

30

40

50

8

41

35

12

4

Group Meeting

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


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4.1.7 SATISFACTION LEVEL OF THE RESPONDENTS ABOUT THE DISCUSSIONS

IN GROUP MEETINGS


STRONGLY AGREE 08

AGREE 46

NEUTRAL 36

DISAGREE 08


INFERENCE:

From the above table, it is clear that to the extent of 46% of the respondents agree that

they are satisfied by the discussions in the group meetings organized in the company, 36% of the

respondents neither agree nor disagree and 8% of the respondents disagree for the above said

statement.

0

10

2030

40

50

8

46

36

82

Satisfaction Of Group Meeting

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


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4.1.8 PERCENTAGE OF RESPONDENTS RECEIVE THE PERFORMANCE

FEEDBACK REGULARLY


STRONGLY AGREE 20

AGREE 57

NEUTRAL 16

DISAGREE 05


INFERENCE:


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they receive the performance feedback regularly in the company, 16% of the respondents neither

agree nor disagree and 5% of the respondents disagree for the above said statement.

0

20

40

60

20

57

16

5 2

Feedback On Performance

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


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4.1.9 RESPONDENTS OPINION ABOUT THE COMMUNICATION WITH SUPERIORS


STRONGLY AGREE 14

AGREE 38

NEUTRAL 32

DISAGREE 11


INFERENCE:

From the above table, it is clear that to the extent of 38% of the respondents agree thatthey are well communicated with the superior freely in the company, 32% of the respondentsneither agree nor disagree and 11% of the respondents disagree for the above said statement.

0

10

20

30

40

14

38

32

11

5

Communication With Superiors

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


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4.1.10 RESPONDENTS OPINION ABOUT THE OPEN COMMUNICATION


STRONGLY AGREE 17

AGREE 43

NEUTRAL 25

DISAGREE 10


INFERENCE:


existing atmosphere facilitates free and frank discussions at all levels and objective solutions are

attained. 25% of the respondents neither agree nor disagree and 10% of the respondents disagree

for the above said statement.

0

10

20

3040

50

17

43

25

105

Open Communication

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


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4.1.11 RESPONDENTS OPINION ABOUT THE CONFLICTS RESOLVED BY THE

SUPERIOR FOR BOTH FAMILY AND PERSONAL ISSUES


STRONGLY AGREE 11

AGREE 41

NEUTRAL 31

DISAGREE 11


INFERENCE:


superior helps to resolve conflicts between work and family/personal issues. 31% of the


statement.

RESPONDENTS

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


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4.1.12 PERCENTAGE OF THE RESPONDENTS RECEIVED INFORMATIONS

CONVEYED BY THE SUPERIOR


STRONGLY AGREE 18

AGREE 51


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NEUTRAL 20

DISAGREE 09


INFERENCE:


informations are reached conveyed by the superior regularly.20% of the respondents neither


4.1.13 PERCENTAGE OF RESPONDENTS ARE MOTIVATED BY THE SUPERIOR

THROUGH FRIENDLY INTERACTION


STRONGLY AGREE 16

AGREE 49

0

1020

30

40

50

60

18

51

20

92

Informations conveyed

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


37/68

37

NEUTRAL 23

DISAGREE 06


INFERENCE:


their superior takes time to listen and motivates through friendly interaction.23% of the

respondents neither agree nor disagree and 6% of the respondents disagree for the above saidstatement.

4.1.14 RESPONDENTS OPINION ABOUT THE RIGHT INFORMATIONS PROVIDED

THROUGH RIGHT MEDIA


STRONGLY AGREE 10

AGREE 42

NEUTRAL 31

RESPONDENTS

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE


38/68

38

DISAGREE 12


INFERENCE:


right informations are provided at right time through right media. 31% of the respondents neither


4.1.15 RESPONDENTS OPINION ABOUT THE OPPORTUNITIES PROVIDED TO

EXPRESS IDEAS AND OPINIONS


STRONGLY AGREE 09

AGREE 48

NEUTRAL 27

0

10

20

30

40

50

10

42

31

125

Right Informations Provided Through

Right Media

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


39/68

39

DISAGREE 13


INFERENCE:


they are given opportunities to express their ideas and opinion to top management. 27% of the


statement.

4.1.16 RESPONDENTS OPINION ABOUT THE OPPORTUNITIES PROVIDED FOR

THE EMPLOYEES TO INTERACT WITH THE INTERDEPARTMENT LEVEL


STRONGLY AGREE 24

AGREE 45

NEUTRAL 24

0

10

20

30

40

50

9

48

27

13

3

Opportunities To Express Ideas AndOpinion

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


40/68

40

DISAGREE 03


INFERENCE:


opportunities are provided to interact with fellow employees & with employees of the other

department at both formal & informal level. 29% of the respondents neither agree nor disagree


4.1.17 RESPONDENTS OPINION ABOUT THE COMMUNICATION FACILITATES

BETTER PERFORMANCE


STRONGLY AGREE 28

AGREE 55

NEUTRAL 12

DISAGREE 04

0

10

20

30

40

50

24

49

24

30

Opportunities To Interact WithInterdepartment Level

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


41/68

41


INFERENCE:


communication facilitates better performance. 12% of the respondents neither agree nor disagree


4.1.18 RESPONDENTS OPINION ABOUT THE CLEAR AND UNDERSTANDABLE COMMUNICATION

IN THE COMPANY


STRONGLY AGREE 15

AGREE 60

NEUTRAL 19

DISAGREE 05

0

20

40

60

28

55

124 1

Communication Facilitates BetterPerformance

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


42/68

42


INFERENCE:


communication from immediate authority is clear and understandable. 19% of the respondents

neither agree nor disagree and 5% of the respondents disagree for the above said statement.

4.1.19 RESPONDENTS OPINION ABOUT THE PERIODICAL TRAINING PROVIDED

FOR EFFECTIVE COMMUNICATION


STRONGLY AGREE 09

AGREE 45

NEUTRAL 28

DISAGREE 13

010

20

30

40

50

60

15

60

19

5

1

Clear Communication From Superiors

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


43/68

43


INFERENCE:

From the above table, it is clear that to the extent of 45% of the respondents agree that theorganization provides periodical training for the effective communication. 28% of therespondents neither agree nor disagree and 13% of the respondents disagree for the above saidstatement.

ANALYSIS USING PAIRED SIGN-TEST

4.1.1 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN

STRATEGIC PLAN AND COMPANY DETAILS:

RESPONSES

PARAMETERS

STRONGLY

AGREEAGREE NEUTRAL DISAGREE

STRONGLY

DISAGREE

0

10

20

30

40

50

9

45

28

13

5

Periodical Training For EffectiveCommunication

Strongly agree

Agree

Neutral

Disagree

Strongly Disagree


44/68

44

STRATEGIC PLAN 29 60 9 2 0

COMPANY DETAILS 8 58 28 6 0

CONVERTING VALUES FOR SIGNS:

NUMBER OF + : 45NUMBER OF - : 02NUMBER OF 0 : 53

TOTAL SAMPLE SIZE : 100

HYPOTHESIS SETTING:

NULL HYPOTHESIS(Ho) : There is no difference between thestrategic plan and company details.

ALTERNATE HYPOTHESIS(H1) : There is difference between thestrategic plan and company details.

STANDARD DEVIATION ( P) : pq/n = .072

CALCULATED VALUE (Z) : PPHo/ P = 6.35

TABLE VALUE : 1.96

INFERENCE:

Since the level of significance is quite high and the calculated value falls within the shaded

portion the null hypothesis is said to be rejected. Therefore there is difference between the

strategic plan and the company details.


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45


COMPANY DETAILS AND ROUTINE TASK:

RESPONSES

PARAMETERS

STRONGLY

AGREE AGREE NEUTRAL DISAGREE

STRONGLY

DISAGREE

COMPANY DETAILS 8 58 28 6 0

ROUTINE TASK 10 35 34 18 3




HYPOTHESIS SETTING:

NULL HYPOTHESIS(Ho) : There is no difference between the

company details and routine task.

ALTERNATE HYPOTHESIS(H1) : There is difference between thecompany details and routine task.


CALCULATED VALUE (Z) : PPHo/ P = |.684|

TABLE VALUE : |1.96|

INFERENCE:

Since the level of significance is quite low and the calculated value falls below the shaded

portion the null hypothesis is said to be accepted. Therefore there is no difference between the

company details and routine task.


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46


MANAGEMENT MEETING AND GROUP MEETING:

RESPONSES

PARAMETERS

STRONGLY


STRONGLY

DISAGREE

MANAGEMENT

MEETING5 40 31 18 6

GROUP MEETING 11 39 28 19 3


NUMBER OF +: 25NUMBER OF - : 34NUMBER OF 0 : 41

TOTAL SAMPLE SIZE: 100

HYPOTHESIS SETTING:

NULL HYPOTHESIS (Ho) : There is no difference between theManagement meeting and groupMeeting

ALTERNATE HYPOTHESIS (H1) : There is difference between themanagement meeting and group meeting.


CALCULATED VALUE (Z) : PPHo/ P = |1.192 |


INFERENCE:

Since the level of significance is quite low and the calculated value falls below the

shaded portion the null hypothesis is said to be accepted. Therefore there is no difference

between the management meeting and group meeting.


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47


PERFORMANCE FEEDBACK AND PERIODICAL TRAINING:

RESPONSES

PARAMETERS

STRONGLY


STRONGLY

DISAGREE

PERFORMANCE

FEEDBACK20 57 16 5 2

PERIODICAL

TRAINING9 45 28 13 5




HYPOTHESIS SETTING:

NULL HYPOTHESIS(Ho) : There is no difference between thePerformance feedback and Periodicaltraining.

ALTERNATE HYPOTHESIS(H1) : There is difference between thePerformance feedback and PeriodicalTraining.


CALCULATED VALUE (Z) : PPHo/ P = .510

TABLE VALUE : 1.96

INFERENCE:

Since the level of significance is quite low and the calculated value falls below the

shaded portion the null hypothesis is said to be accepted. Therefore there is no difference

between the performance feedback and periodical training.


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48


PERFORMANCE FEEDBACK AND SOMMUNICATION WITH SUPERIORS:

RESPONSES

PARAMETERS

STRONGLYAGREE

AGREE NEUTRAL DISAGREE STRONGLYDISAGREE

PERFORMANCE

FEEDBACK14 38 32 11 5

COMMUNICATION

WITH SUPERIORS14 38 32 11 5




HYPOTHESIS SETTING:

NULL HYPOTHESIS(Ho) : There is no difference between thePerformance feedback and communication with

superiors.

ALTERNATE HYPOTHESIS(H1) : There is difference between thePerformance feedback and

communication with superiors.


CALCULATED VALUE (Z) : PPHo/ P = |4.67|TABLE VALUE : |1.96|

INFERENCE:

Since the level of significance is quite high and the calculated value falls within the

shaded portion the null hypothesis is said to be rejected. Therefore there is difference between

the superior level communication and the performance feedback.


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49


COMMUNICATION WITH SUPERIORS AND RESOLVING CONFLICTS:

RESPONSES

PARAMETERS

STRONGLY


STRONGLY

DISAGREE

COMMUNICATION

WITH SUPERIORS14 38 32 11 5

CONFLICTS

RESOLVING11 41 31 11 6




HYPOTHESIS SETTING:

NULL HYPOTHESIS (Ho) : There is no difference between theCommunication with superiors andResolving conflicts.

ALTERNATE HYPOTHESIS (H1) : There is difference between theCommunication with superiors andResolving conflicts.



TABLE VALUE : 1.96

INFERENCE:



the superior level communication and conflicts resolving.


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50


RESOLVING CONFLICTS AND INFORMATION FROM SUPERIORS:

RESPONSES

PARAMETERS

STRONGLY


STRONGLY

DISAGREE

CONFLICTS

RESOLVING11 41 31 11 6

INFORMATION

FROM

SUPERIORS

18 51 20 9 2




HYPOTHESIS SETTING:

NULL HYPOTHESIS (Ho) : There is no difference betweenConflicts resolving andInformation from superiors.

ALTERNATE HYPOTHESIS (H1) : There is difference between Conflictsresolving and Information fromsuperiors.


CALCULATED VALUE (Z) : PPHo/ P = |2.083|TABLE VALUE : |1.96|

INFERENCE:



conflicts resolving and information from superiors.


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51


MOTIVATION AND RIGHT INFORMATION:

RESPONSES

PARAMETERS

STRONGLYAGREE

AGREE NEUTRAL DISAGREE STRONGLYDISAGREE

MOTIVATION 16 49 23 6 6

RIGHT

INFORMATIONS10 42 31 12 5




HYPOTHESIS SETTING:

NULL HYPOTHESIS (Ho) : There is no difference betweenMotivation and Right informations.

ALTERNATE HYPOTHESIS (H1) : There is difference between MotivationsAnd Right informations.

LEVEL OF SIGNIFICANCE : .05



TABLE VALUE : 1.96

INFERENCE:


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the motivation and right information.

3.1.9 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN OPPORTUNITIES TO

EXPRESS IDEAS AND OPPORTUNITIES TO INTERACT WITH OTHER DEPARTMENT:

RESPONSES

PARAMETERS

STRONGLY


STRONGLY

DISAGREE

OPPORTUNITIES TO

EXPRESS IDEAS9 48 27 13 3

OPPORTUNITIES TO

INTERACT WITH CO-

EMPLOYEES

24 49 24 3 0


NUMBER OF s+: 14NUMBER OF - : 47NUMBER OF 0 : 39


HYPOTHESIS SETTING:

NULL HYPOTHESIS (Ho) : There is no difference betweenOpportunities to express ideas and toInteract with employees in otherDepartment.

ALTERNATE HYPOTHESIS (H1) : There is difference betweenOpportunities to express ideas and toInteract with employees in otherDepartment


CALCULATED VALUE (Z) : PPHo/ P = |4.23|


INFERENCE:


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53



opportunities to express ideas and to interact with employees in other department.


54/68

54


55/68

55


COMMUNICATION FACILITATES PERFORMANCE AND CLEAR

INFORMATION FROM SUPERIORS:

RESPONSES

PARAMETERS

STRONGLY


STRONGLY

DISAGREE

COMMUNICATION

FACILITATES

PERFORMANCE

28 55 12 4 1

INFORMATION FROM

SUPERIORS15 60 19 5 1




HYPOTHESIS SETTING:

NULL HYPOTHESIS(Ho) : There is no difference betweenCommunication facilitates performance andinformation from superiors.

ALTERNATE HYPOTHESIS (H1) : There is difference betweenCommunication facilitates performance andinformation from superiors.



TABLE VALUE : 1.96

INFERENCE:



communication facilitates performance and information from superiors.


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5.1. FINDINGS

Strategic Plan and Company Details

The comparison between strategic plan and company details indicate that there is some

difference in the level of communication between the two parameters. It is found that strategic

plans such as mission, vision, value statement and strategic goals are communicated well when

compared to company details of what is going on in the company.

The respondents satisfaction level about the communication level of companys strategic

plan, mission, visions, value statement, strategic goals and strategies about how these goals to be

reached is said to be 83%. This indicates that the respondents are well communicated with the

companys strategic plans and policies.

73% of the respondents satisfaction level shows that they receive and kept well informed

by senior management on what is going on in the company. From this it is clear that the

respondents are well informed of company details from the top management.

Company Details and Routine Task

The comparison between company details and routine task indicate that there is no

difference in the level of communication between the two parameters. It is found that the details

of what is going on in the company is well communicated equal to the relevant guidelines given

for the employees to carry out the routine task in the organization.

73% of the respondents satisfaction level shows that they receive and kept well informed

by senior management on what is going on in the company. From this it is clear that the

respondents are well informed of company details from the top management.


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57

66% of the respondents satisfaction level shows that they receive relevant guidelines as

to, how to carry to carry on routine tasks in the company. From this it is clear that the

respondents are given relevant guidelines to carry their routine tasks.

Management Meeting and Group Meeting

The comparison between management meeting and group meeting indicate that there is

no difference in the satisfaction level of two parameters. It is found that group meetings are

conducted regularly equal to the management meetings in the company.

The respondents satisfaction level about the meetings with management is said to be

about 64%. This shows that the respondents are satisfied with meetings conducted at regularintervals.

67% of the respondents satisfaction level shows that the group meetings are conducted

regularly in the company. This proves that the group meetings are conducted regularly in the

company.

Performance Feedback and Periodical Training

The comparison between the performance feedback and periodical training indicate that

there is no difference in the satisfaction level of two parameters. It is found that the performance

feedback are given regularly when compared to periodical training provided for the employees to

communicate effectively in the organization.

The satisfaction level of the respondents in receiving the performance feedback is said to

be about 77%. From this it is clear that the senior management regularly in the company gives

performance feedback.

The satisfaction level of the respondents for the regular training provided for the

communication is said to be about 45%. From this it is clear that employees are not provided

periodical training to communicate effectively in the organization.


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Performance Feedback and Communication with Superiors

The comparison between the performance feedback and open communication indicate

that there is some difference in the satisfaction level of two parameters. It is found that the

performance feedback is given regularly when compared to the communication level with top-

level people and employees in the organization.

The satisfaction level of the respondents in receiving the performance feedback is said to

be about 77%. From this it is clear that the senior management regularly in the company gives

performance feedback.

The respondents satisfaction level of communication with superiors is said to be about69%. This shows that the respondents are able to communicate freely with the superiors in the

company.

The respondents satisfaction level of the open communication prevailing in the company

is about 71%. From this it is clear that the existing atmosphere facilitates free and frank

discussions at all levels and objective solutions are attained.

Communication with Superiors and Conflicts Resolving

The comparison between the superior level communication and conflicts resolving

indicate that there is no difference in the satisfaction level of two parameters. It is found that

communication between the employees and the superior people is quite good and the superiors

works with the employees to resolve conflicts regarding the family/personal issues.

The respondents satisfaction level of communication with superiors is said to be about

69%. This shows that the respondents are able to communicate freely with the superiors in the

company.


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The satisfaction level of respondents in case of problem resolving is said to be about

68%. From this it is clear that the superior works with the respondents to help them in their work

and to resolve conflicts between work and family/personal issues.

Resolving Conflicts and Information from Superiors

The comparison between the conflicts resolving and the informations passing from the

superiors indicate that there is some difference in the satisfaction level of two parameters. It is

found that the information passed by the superiors to employees is quite good when compared to

problems resolved by the superiors regarding family / personal issues.

The satisfaction level of respondents in case of problem resolving is said to be about

68%. From this it is clear that the superior works with the respondents to help them in their work

and to resolve conflicts between work and family/personal issues.

The satisfaction level of the respondents about the informations conveyed by the superior

to the respondents is said to be about 75%. From this it is clear that the respondents reach

informations conveyed by the superiors exactly.

Motivation and Right Informations

The comparison between the motivation and the right informations through right media

indicate that there is some difference in the satisfaction level of two parameters. It is found that

the employees are motivated well by the superiors and they takes time to listen them and

motivates them through friendly interaction. The right informations are not provided regularly

through right media in a right way to the employees from the superiors.

The satisfaction level of the respondents motivated by the superior is said to be about

73%. This shows that the superior takes time to listen to them and motivates them through

friendly interaction.


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The satisfaction level of the respondents about the informations provided through right

media is said to be about 68%. From this it is clear that the right informations are provided at

right time through right media.


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Opportunities to Express Ideas and Opportunities to Interact

The comparison between the opportunities to express ideas and to interact with people in

other department indicates that there is some difference in the satisfaction level of twoparameters. It is found that the respondents are well allowed to interact with the employees in

other department when compared with the opportunities provided for them to express their own

ideas and opinion to the top management.

The satisfaction level of the respondents about the opportunities provided to express their

ideas and opinions are said to be about 69%. This shows that the respondents are given

opportunities to express their ideas and opinion to the top management.

The satisfaction level of the respondents about the opportunities provided to interact with

the employees at interdepartmental level is said to be about 79%. This shows that the

respondents are given opportunities to interact with fellow employees and with employees of the

other department at both formal and informal level.


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5.1.2. SUGGESTIONS

Communicational Factors

Company can try to conduct group meetings management meetings at regular intervals.

Company can provide opportunities for the employees to express their ideas and opinions

freely and frankly.

Company can provide periodical training for the employees on how to

Communicate effectively

The top management should take time to listen to the employees and motivate them in their

work through friendly interaction.

Give workers opportunities to participate in decisions and actions affecting their jobs.

Improve communications-reduce uncertainty about career development and future

employment prospects.


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Personal Factors

Counseling the employees with respect to their personal problems.

Team building can be encouraged to avoid misunderstanding of the job and work related

issues. Provide wellness programs in order to motivate employees.

5.1 .2.CONCLUSION

Communication is the lifeblood of business. It is a process of passing information and

understanding from one person to another. It may be broadly defined as the process of

meaningful interaction among human beings. It is something so simple and difficult that we

can never put in simple word.

As far as Titan IndustriesLtd concerned, flow of information among within department and

between departments is good. L-level people feel that they receive all the information

necessary to do their job effectively. But, when we consider meetings it was not conducted

regularly. On the whole INTERNAL COMMUNICATION PROCESS AT TITAN

INDUSTRIES LTD is good.

The development of a strategic internal communication strategy, and it's implementation can

provide a number of benefits to organizations. To achieve those benefits we need a coordinated,

comprehensive, long term communication approach.


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1. Company clearly communicates its strategic plan (i, e) mission, vision, value statement,

strategic goals and strategies about how those goals to be reached.

Strongly agree Agree Neutral

Disagree Strongly disagree.

2. I a kept well informed by senior management on what is going on in the company.


Disagree Strongly disagree.

3. I receive relevant guidelines as to, how to carry on routine tasks.


Disagree Strongly disagree

4. Meetings with management are conducted at regular intervals.



5. I am satisfied with the two-way communication, shared with the management and employees.




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6. Group meetings are organized regularly to exchange views and ideas.



7. I am satisfied with the discussions in meetings



8 I receive feedback on my performance regularly.



9. I am able to communicate with my superior freely



10. Existing atmosphere facilitates free & frank discussions at all the levels and objective

solutions are attained.




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11. My Superior works with me to help resolve conflicts between work and family/personalissues.



12. Informations conveyed by my superior is reaching me exactly.



13. My Superior takes time to listen me and motivates me through friendly interaction.



14. Right informations are provided at right time through right media.



15. I am given opportunity to express my ideas & opinion to top




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16. I am given opportunities to interact with co- employees at both formal & informal level

management.



17. Is Communication Facilities are provided for better performance



18. Communication from my immediate authority is clear and understandable



19. My Organization offers me periodical training to communicate effectively




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REFERENCES

Brown C.A. Communication Means Understanding, Personnel Administration, January.February 1958 PP 12.16.

Sigband, Norman B.Communication for ManagementScott, Foreman and Co., Glenview

Illinois April, 2 1969, P.7.

Bwelas, A. Barrett, D., An Experimental Approach to Organizational Communication

Personnel March, 1951, P.368.

Berth. Roberty D., Human Relations and Communication are Twins, Personnel Journal,

December, 1952.

Kothari C.R (2000) Research Methodology second edition, 20th reprint, K.K. GUPTA

FOR WISHWA PRAKASHAM, NEW DELHI.

Websites:

WWW.expresscomputeronline.com/20050207/technologylife01.shtml

WWW.performance-appraisals.org/Bacalsappraisalarticles/articles/comstrat.htm

www.pcrs.ca/TKWEB/tools%5Ccommun.html

Alagu Final Project

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