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Transcript of Copy of Main Leadership Project Report[1]
PROJECT REPORT
ON
“DETERMINATION OF LEADERSHIP POTENTIAL
IN BHEL INDUSTRY”
This project report is being submitted as part of the requirements of the
MBA Programme of Punjab Technical University.
The training has been undertaken by
VANITA OHRI
student of Gian Jyoti Institute of Management and Technology, Mohali, Punjab
With the guidance and support of
Mrs.Richa Sharma Executive HR
Bharat Heavy Electricals Limited
Industry sector, Lodhi Complex, New Delhi-110003
DECLARATION
I, VANITA OHRI studying in GIAN JYOTI INSTITUTE OF MANAGEMENT &
TECHNOLOGY, Mohali do hereby declare that this Project Report relating to the topic
“DETERMINATION OF LEADERSHIP POTENTIAL IN BHEL INDUSTRY”, has been
prepared by me, as part of the requirements of the MBA Program of Punjab Technical University
(Batch of 2008 – 2010). My guide for the project has been Mrs. Richa Sharma.
I further declare that this Project report has not been submitted earlier to any other University or
Institute for the award of any Degree or Diploma.
Date: VANITA OHRI
Determine the leadership potential
CERTIFICATE
This is to certify that Ms.Vanita Ohri has completed Project on “DETERMINATION OF
LEADERSHIP POTENTIAL IN BHEL INDUSTRY” under my guidance.
Date: Mrs.Richa Sharma
Place: New Delhi
Determine the leadership potential
ACKNOWLEDGEMENT
The successful completion of this report would be incomplete without being grateful to
those people who have made it possible and whose consent, guidance and encouragement served
as a guiding light for the completion of the study.
I consider my privilege to place on record my sincere gratitude to the persons who have
helped in bringing out this report.
I would like to express my sincere thanks to our honorable Chairman, Mr. J.S Bedi and
Director Dr. Vimal K. Aggarwal for having giving me the opportunity to do this project.
I would also like to express my gratitude to my project guide Mrs.Richa Sharma for
guiding and explaining to me the procedures to be followed in carrying out this report without
whom the task would not have been completed.
Last but not the least; I would like to thank my parents and friends for their constant
support and encouragement.
VANITA OHRI
Determine the leadership potential
CONTENTS
EXECUTIVE SUMMARY
CHAPTER I – INTRODUCTION
1. Theoretical background
2. Qualities and characteristics of leadership
3. Leadership and Management
4. Theories of leadership
CHAPTER III
1. Corporate Profile
2. BHEL’S Vision
3. Different Sectors
CHAPTER III– DESIGN OF THE STUDY
1. Problem Statement
2. Objective of Research
3. Scope of the study
4. Research Methodology
- Research Design
- Nature of Data
- Sources of data
- Tools of Research
- Plan of analysis
- Methodology
- Limitations of the study
CHAPTER IV–DATA ANALYSIS & INTERPRETATION
1.) Communication
i) For E1
ii) For E2
iii) For E3
iv) For E4
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Overall Depiction of Data
2.) Team-work
i) For E1
ii) For E2
iii) For E3
iv) For E4
Overall Depiction of Data
3.) Future orientation
i) For E1
ii) For E2
iii) For E3
iv) For E4
Overall Depiction of Data
CHAPTER V
CONCLUSION
BIBLIOGRAPHY
ANNEXURES
- Questionnaire
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EXECUTIVE SUMMARY
“Initiative and vision are the pillars to leadership”.
This report contains the “Study of leadership potential in BHEL Industry”. The report gives a
broad overview of the BHEL industry and a detailed description about the level of leadership in
BHEL industry. Managing people is all about leadership because leadership is the only way to
bring out their full brainpower, in other words, their full potential of creativity, innovation,
productivity, motivation and commitment. So, a superior leadership strategy is required because
without it, the employees might just decide to leave their brain at the door as they enter the
workplace.
An analysis has been made based on the data collected. The methodology adopted for the study
was through a structured questionnaire, which targeted the privileged employees of the
organization from grade E1 to the E4 which included engineer trainee to the manager and the
sample size is 84. Convenient Sampling Technique was used for this survey. The data collected
from the respondents were analyzed thoroughly and presented in the form of charts and tables.
The survey is conducted to find out on which level of leadership does these grade of employee’s lies. There are four levels of leadership chosen ranging from Very strong to very weak level of leadership.
To find out which type of training is preferred by the company to enhance the leadership skills in its employees.
Determine the leadership potential
INTRODUCTION
Theoretical background:-
Management is doing things right; leadership is doing the right things. ~ Peter F. Drucker
Leadership is the process of influencing and supporting others to work towards the
achievement of group goals. It is the process of influencing others to achieve group or
organizational goals. The source of this influence may be formal, such as that provided by the
possession of managerial rank in an organization. Because management positions come with some
degree of formally designated authority, a person may assume a leadership role simply because of
the position he or she holds in the organization. But not all leaders are managers, nor, for that
matter, are all managers leader.
The single most important factor in determining organizational success is “effective leadership”.
This view is not only restricted to organizations; leadership also plays an central role in politics,
sports and many other human activities, it is a process whereby one individual influences other
group members toward the attainment of defined group or organizational goals
Since leadership is primarily a process involving influence - one in which the leader changes the
actions or attitudes of several members or subordinates and there exist many techniques for
exerting such influence:
Relatively coercive one. (In which one has little choice but to do what is requested)
Relatively non-coercive one (in which one can choose to accept or reject the influence
offered).
In general leadership refers to the use of relatively non-coercive influence techniques. The point is
that leadership rests at least in part on positive feelings between leaders and their subordinates. In
other words subordinates accept influence from leaders because they respect, like or admire them-
not simply because they hold the positions of formal authority.
Leadership involves the exercise of influence for a purpose - to attain the defined group or
organizational goals. In other words, leaders focus on altering those actions or attitudes of their
subordinates that are related to specific goals.
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Three approaches to leadership focus on the relationship between leaders and members.
a) Leader - Member exchange = this model specifies that leaders favor members of some
groups, referred as in groups more than 'the out groups.
b) Attribution approach - This focus on leaders’ attributions of follower’s performance and its
underlying causes.
c) Transformational or charismatic leaders- In this the leaders exert profound effects on belief,
perceptions and actions of the followers.
Leadership is the ability to influence a group toward the achievement of a goal. The source of the
influence may be formal as seen in many organizations. Managers in an organization holding
formally designated authority assume a certain leadership role. However this does not make a
manager a successful leader. Leaders can be formal appointees or may emerge from within a
group.
In today's dynamic world, all organizations need strong and effective leadership. The leaders must
be able to challenge the status quo, create visions for the future and continually motivate and
inspire the organizational members to achieve the goals.
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Determine the leadership potential
QUALITIES AND CHARACTERISTICS OF LEADERSHIP:-
PERSONAL TRAITS MANAGERIAL TRAITS
1. Self-confidence2. Initiative and Innovative3. Charisma4. Emotional Maturity5. Intelligence6. Decisiveness7. Effective Communication8. Dynamic Personality9. Vision and Foresight10. Flexibility11. Acceptance of Responsibility
1. Knowledge Of Human Skill2. Administrative Ability3. Technical Knowledge4. Ability to Deal with People5. Ability to Judge and Decide Quickly
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LEADERSHIP AND MANAGEMENT
Leadership and management are two distinctive and complementary systems of action. They are
both necessary but have different purposes. Management is concerned with coping with
complex modern organizations.
Good management brings a degree of order and consistency to key dimensions like the quality
and profitability of products. Leadership, by contrast, is about coping with change.
Companies manage complexity by planning and budgeting--setting targets or goals for the
future, establishing detailed steps to get there, and then allocating resources. By contrast, leading
an organization to constructive change begins by setting a direction--developing a vision of the
future along with strategies for producing changes needed to achieve that vision.
Management achieves its plans by organizing and staffing--creating an organizational structure
and set of jobs for accomplishing plan requirements, staffing the jobs with qualified individuals,
communicating the plan, delegating responsibility, and devising systems to monitor
implementation.
Leaders align people by communicating the new direction to those who can create coalitions that
understand the vision and are committed to its achievement.
Management ensures plan accomplishment by controlling and problem solving--monitoring
results versus the plan in some detail, by means of reports, meetings, etc.; identifying deviations
and then planning and organizing to solve the problems.
But for leadership, achieving a vision requires motivating and inspiring-keeping people moving
in the right direction, despite major obstacles to change, by appealing to basic but often untapped
human needs, values, and emotions.
By creating vision, the leader provides a vehicle for people to develop commitment, a common
goal around which people can rally and a way for people to feel successful.
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Leadership motivation:
This refers to leader's desire to influence others or to lead them. On one hand it may cause
leaders to seek power as an end in itself. Leaders who demonstrate such personalized power
motivation wish to dominate others, and their desire to do so is often reflected in an excessive
concern with status.
In contrast leadership motivation can cause leaders to seek power, as a means to achieve desired
share goals. Leaders who evidence such socialized power motivation corporate with others,
develop networks and coalitions, and generally work with subordinates rather than trying to
dominate or control them.
Trait or Characteristic of successful leaders:
Drive -Desire for achievement , ambition , high energy , tenacity and initiative
Honesty and integrity - Trustworthy , reliable , open
Leadership motivation - Desire to exercise influence over others to reach shared goals.
Self confidence - Trust in own abilities
Cognitive ability - Intelligence , ability to integrate and interpret large amounts of
information
Knowledge of the business - Knowledge of industry, relevant technical matters
Creativity- Originality
Flexibility - Ability to adapt to needs of followers and requirement of situation
LEADERSHIP STYLES:
Autocratic: Autocratic also known as authoritarian, leadership is rule by authority. As a
manager or supervisor, a person is endowed with a level of authority that is expected to be
obeyed. An autocratic leader rests on this fact, expecting his or her subordinates to comply.
Participative: Participative leadership is often referred to as "democratic," although
democratic processes (voting, etc.) need not be present to constitute Participative leadership.
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Participative leaders tend to use methods such as camaraderie to instill in their subordinates a
desire to comply.
Laissez-Faire: Laissez-Faire leadership, often called as non-leadership, is a "'hands-off"
approach. If the group's goals are being accomplished under the management of a Laissez-
Faire leader, it is because the group members are self-motivated, demonstrate effective
teamwork, and exhibit expertise in their fields.
Variable: Variable Leadership, a precursor to "Situational Leadership," draws from a
combination of the above styles. Whether this form is effective depends on how each style is
According to Muczyk and Riemann, leaders tend to adopt any of four distinct style described
below:
DECISION MAKING STLYES:
1. Autocratic - Consult no one, decide alone.
Leader makes decision and does not seek information
Leader makes decision but asks specific information from subordinates.
2. Consultative -
Leader makes decision, but asks specific info from each group member.
Leader decides with considerable group input and asks info from whole group.
3. Group - Democratic group decision
Leader and one other person from group do mutual info exchange and decide.
Group decides with input from leader and a consensus is reached.
4. Delegative
Other person analyze problem and makes the decision
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CONTINGENCY THEORIES OF LEADER EFFECTIVENESS
GREAT PERSON THEORY
This theory assumed leaders were born, not made. And no amount of education and experience
could change your fate with regard to leadership.
"Leadership is still an art despite the efforts of social science researchers to make it a science".
In the past a wide variety of approaches have been taken toward discovery of leadership talent.
Graphology, phrenology and astrology were used or are still being used to study the nature of
leadership.
The theories developed by the social science researchers can be classified in the following
fashion:
Trait theories based on personal characteristics.
Behavioral Theories based on the acts of the leader rather than the traits. The major work
in this area is reported by the OHIO State studies, University of Michigan studies,
Managerial grid by Blake & Mouton and the Scandinavian studies.
The Contingency theory based on the situational approaches to the study of leadership.
The different theories of importance are the Fiedler contingency model, Cognitive
resource theory, Hersey & Blanchard's Situational Theory, Leader member exchange
theory, Path goal theory and the Leader participation model.
Neocharismatic theories based on the emotional appeal and extraordinary follower
commitment.
All the above theories are briefly discussed in the subsequent section.
Trait Theory
Following closely behind was the "trait theory." People assumed observing certain traits could
identify potential leaders. Leaders were brave, intelligent, strong, and capable of leading others
because others admired their traits.
Determine the leadership potential
Some of these traits, it was reasoned, could be honed through training and practice, but you still
had to be born with the potential. Leaders could be made, but only if they were born with the
"right stuff."
Studying the traits of leaders became unpopular largely because it was associated with ""the
great person” theory of leadership. This way to approach leadership, espoused in the 19th and
early 20th centuries, asserted that leadership qualities were inherited. Great leaders were born
and not made. Trait approach was an early 20th century outgrowth of the "Great person" theory
of leadership.
The basic position of trait theory is that leaders' characteristics are different from non-leaders.
Later research, particularly more recent and more sophisticated work, have found a consistent
and strong relationship between certain traits and leadership. Leaders who have certain traits
still must take appropriate actions to be successful. Possessing these core traits simply makes it
more likely that a person will take the appropriate action leading to leadership success.
The trait approach seeks to determine "what makes a successful leader" from the leader's own
personal characteristics. Certain traits used to describe leaders were ambition & energy, desire to
lead, self-confidence and knowledge. List of useful traits became longer and there was a little
consensus among the researchers.
Trait theory fails to produce clear results, as it does not consider the whole environment. Traits
are one part of the leadership environment. Even though a trait may exist, it will not become
active until the situation arises and calls for the trait.
Hence trait theory is good at describing the appearance of the leader rather than differentiating
between an effective and an ineffective leader.
Behavioral Theories
Leadership is shown more by a person's act more than one's traits. Traits' influence acts, but so
do followers, goals, and the environment in which the traits occur. It follows that organizational
leadership is role behavior that unites and stimulates followers toward particular objectives in a
particular environment.
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OHIO State studies:
The research study conducted by OHIO State narrowed down the role behavior of leaders in two
dimensions Initiating structure and Consideration.
Initiating structure refers to the extent to which a leader is likely to define and structure his or her
role and those of the employees in the search for goal attainment. It relates to behavior that
attempts to organize work, work relationships and goals.
Consideration is described as the extent to which a leader is likely to have a job relationship
characterized by mutual trust, respect for sub-ordinates' ideas and regard for their feelings.
University of Michigan Studies:
The Michigan group also came up with two dimensions of leader behavior employee oriented
and production oriented. Employee oriented leaders were seen to have higher productivity and
higher job satisfaction.
The Managerial Grid:
Blake and Mouton produced a graphical picture of a two dimensional view of leadership. They
proposed a Managerial grid based on the styles of "concern for people" and "concern for
production". This is on similar lines as that of Ohio and Michigan studies. The grid is shown in
the figure
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Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake
and Mouton defined the following five leadership styles:
Country Club Leadership – High People/Low Production
This style of leader is most concerned about the needs and feelings of members of his/her team.
These people operate under the assumption that as long as team members are happy and secure
then they will work hard. What tends to result is a work environment that is very relaxed and fun
but where production suffers due to lack of direction and control.
Produce or Perish Leadership – High Production/Low People
Also known as Authoritarian or Compliance Leaders, people in this category believe that
employees are simply a means to an end. Employee needs are always secondary to the need for
efficient and productive workplaces. This type of leader is very autocratic, has strict work rules,
policies, and procedures, and views punishment as the most effective means to motivate
employees.
Impoverished Leadership – Low Production/ Low People
This leader is mostly ineffective. He/she has neither a high regard for creating systems for
getting the job done, nor for creating a work environment that is satisfying and motivating. The
result is a place of disorganization, dissatisfaction and disharmony.
Middle-of-the-Road Leadership – Medium Production/Medium People
This style seems to be a balance of the two competing concerns. It may at first appear to be an
Determine the leadership potential
ideal compromise. Therein lies the problem, though: When you compromise, you necessarily
give away a bit of each concern so that neither production nor people needs are fully met.
Leaders who use this style settle for average performance and often believe that this is the most
anyone can expect.
Team Leadership – High Production/High People
According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders
stress production needs and the needs of the people equally highly. The premise here is that
employees are involved in understanding organizational purpose and determining production
needs. When employees are committed to, and have a stake in the organization’s success, their
needs and production needs coincide. This creates a team environment based on trust and
respect, which leads to high satisfaction and motivation and, as a result, high production.
BHARAT HEAVY ELECTRICALS LIMITED
CORPORATE PROFILE:-
The first plant and the genesis of the heavy electrical equipment industry in India, which is now
popularly known as Bharat Heavy Electricals Limited (BHEL), was established in 1956 at
Bhopal. Bharat Heavy Electricals Ltd. (BHEL) is the largest engineering and manufacturing
enterprise of its kind in India and is one of the leading international companies in the field of
power equipment manufacture. The first plant of BHEL, set up at Bhopal in 1956, signaled the
dawn of the Heavy Electrical Industry (HEI) in India.
In the sixties, three more major plants were set up at Haridwar, Hyderabad and Tiruchirapalli
that form the core of the diversified product range, systems and services that BHEL offers today.
BHEL’s range of services extends from project feasibility studies to after-sales services,
successfully meeting diverse needs through turnkey capability. The company has 14
manufacturing units, 4 power sector regions, 8 service centers and 15 regional offices, besides
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project sites spread all over India and abroad. BHEL has a well-recognized track record of
performance, making profits continuously since 1971-72 and paying dividends since 1976-77.
BHEL manufactures over 180 products under 30 major product groups and caters to core sectors
of the Indian economy viz., Power Generation and Transmission, Industry, Transportation,
Renewable Energy etc. The quality and reliability of its products is due to the emphasis on
design, engineering and manufacturing to international standards by acquiring and adapting some
of the best technologies from leading companies in the world, together with technologies
developed in its own R&D centers. The Company has been constantly adapting itself to face the
challenges thrown-up by the business environment.
BHEL has already attained ISO 9000 certification for quality management and all the
manufacturing units /divisions have been upgraded to the latest ISO 9001-2000 version. BHEL
has also secured ISO 14001 certification for environmental management systems & OHSAS -
18001 certification for occupational health and safety management systems for all its
units/divisions.
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Bhel’s vision
BHEL’s vision is to become “a world-class engineering enterprise committed to enhancing
stakeholder value”.
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DIFEERENT SECTORS IN BHEL
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BHEL
BHEL has three sectors as shown above i.e. Power, Industry and Overseas Business. BHEL
started its company with the power sector in the 1950’s. In 1985 it diversified its operation to
Industry Sector and International Operations The basis of the segmentation of BHEL’s Sectors
are its customers and domain.
POWER SECTOR
Power is the focal area for BHEL and comprises thermal, nuclear, gas, diesel and hydro
businesses. BHEL has taken India from a position of total dependence on overseas sources to
complete self-reliance in power plant equipment. Today, BHEL sets account for nearly 65% of
the total installed power generating capacity in the country. Significantly these sets contribute
73% of the total power generated in the country.
BHEL has contracted for boilers and auxiliaries, turbo generator sets and associated controls,
piping and station Control & Instrumentation of up to 500 MW unit rating and has the
technology and capability to produce thermal sets of higher unit ratings including 1000 MW.
BHEL has access to technology for higher size gas turbines and can supply gas turbines of up to
279 MW unit size. It engineers and constructs custom built combined cycle power plants. Hydro
sets of Francis, Pelton, Kaplan and bulb types for different head - discharge combinations, with
matching generators, are also designed and manufactured by BHEL To give a thrust to
refurbishing and modernization for plant performance improvement of old fossil fuel power
plants and provide repair and service for GE design gas turbines, two joint venture companies
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Power Sector
Industry sector
OverseasBusiness
have been floated with Siemens and GE respectively, which have completed nine full financial
years of commercial operation. With a focus to provide a single window facility to the customers
for services & spares of power generation equipments, a ‘Spares & Services Business Group’ has
been created.
INDUSTRY SECTOR
1. INDUSTRIES
BHEL manufactures and supplies major capital equipment and systems like captive power
plants, centrifugal compressors, drive turbines, industrial boilers, etc. These serve a number of
industries like metallurgical, mining, cement, paper, fertilizers, refineries and petro-chemicals,
etc. in addition to power utilities. BHEL has also emerged as a major supplier of controls and
instrumentation systems, especially distributed digital control systems for various power plants
and industries.
2. OIL & GAS
BHEL has the capability to supply complete onshore drilling rigs, super deep drilling rigs, desert
rigs, mobile rigs, and work over rigs and subsea well heads. It supplies equipment / sub-
assemblies for onshore drilling rigs viz. raw works, rotary-table, traveling block, swivel, mast &
sub structure, mud systems and rig electrics. BHEL also supplies X’mas tree valves & well heads
up to a rating of 10,000 psi for onshore / offshore service and Casing Support System, Mud line
Suspension System & Block Valves for offshore applications.
3. TRANSMISSION
BHEL supplies a wide range of products and systems for transmission & distribution
applications. The products manufactured by BHEL include power transformers, instrument
transformers, dry type transformers, shunt reactors, capacitors, vacuum and SF6 switchgear, gas
insulated switchgear, ceramic insulators, etc. BHEL has developed and commercialized the
country’s first indigenous 36 kV Gas Insulated Substation (GIS) and has also bagged first order
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for its indigenously developed 145 kV GIS. For enhancing the power transfer capability and
reducing transmission losses in 400 kV lines, BHEL has indigenously developed and executed
fixed series compensation schemes and has developed thyristor controlled series compensation
scheme, involving thyristor controlled reactors, popularly known as Flexible AC Transmission
System (FACTS). BHEL has indigenously developed state of the art controlled shunt reactor for
reactive power management of long transmission lines. With a strong engineering base, the
company undertakes turnkey execution of substations up to 400 kV and has capability to execute
765 kV substations. High Voltage Direct Current (HVDC) systems have been supplied for
economic transmission of bulk power over long distances.
Regional Operation Division i.e. ROD looks after the marketing of loose transmission products
for whole of the country. During last financial year ROD accounted for booking of Rs.600.20
crores in loose transmission segment. Because of the extensive marketing efforts, BHEL has
maintained its marketing share and last year in fact in both transformers and switchgear the
market share has registered and increased.
4. TRANSPORTATION
Most of the trains in the Indian Railways, whether electric or diesel powered are equipped with
BHEL’s traction propulsion systems and controls. The systems supplied are both with
conventional DC drives and state of the art AC drives. India’s first underground metro at Kolkata
runs on drives and controls supplied by BHEL. The company also manufactures complete rolling
stock i.e. electric locomotives up to 5000 HP, diesel electric locomotives from 350 HP to 3100
HP for both mainline and shunting duty applications. Further, BHEL undertakes retrofitting and
overhauling of rolling stock. In the area of Urban Transportation, BHEL is geared up for turnkey
execution of electric trolley bus systems, light rail systems and metro systems. BHEL is
contributing to the supply of electrics for EMUs for 1500V DC & 25 kV AC to Indian Railways.
Almost all the EMUs in service are with electrics manufactured and supplied by BHEL. The
company has also diversified into the area of track maintenance machines. BHEL is well poised
to meet the emerging requirements of Indian Railways for higher horsepower locos for freight
and passenger applications.
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5. RENEWABLE ENERGY
BHEL has been manufacturing & supplying various Renewable Energy systems and products. It
includes Solar Energy systems namely PV modules, PV power plants, solar lanterns, street
lighting, solar pumps and solar water heating systems. The Wind power generation business
based on higher rating WEGs is being explored.
OVERSEAS BUSINESS
BHEL, ranking among the major power plant equipment suppliers in the world, is one of the
largest exporters of engineering products & services from India. Over the years, BHEL has
established its references in around 60 countries of the world, ranging from the United States in
the West to New Zealand in the Far East. BHEL's export range covers individual products to
complete Power Stations, Turnkey Contracts for Power Plants, EPC Contracts, HV/EHV Sub-
stations, O&M Services for familiar technologies, specialized after-market services like Residual
Life Assessment (RLA) studies and Retrofitting, Refurbishing & Overhauling, and supplies to
manufacturers & EPC contractors.
BHEL has assimilated and updated/adopted the state-of-the-art-technologies in the Power and
Industrial equipment sectors acquired from world leaders. BHEL has successfully undertaken
turnkey projects on its own and possesses the requisite flexibility to interface and complement
international companies for large projects, and has also exhibited adaptability by manufacturing
and supplying intermediate products to the design of other manufacturers and original equipment
manufacturers (OEMs). The success in the area of rehabilitation and life extension of power
projects has established BHEL as a reliable alternative to the OEMs for such power plants.
Some of the major successes achieved by BHEL have been in Gas based power projects in
Oman, Saudi Arabia, Iraq, Libya, Bangladesh, Malaysia, Sri Lanka, China, Kazakhstan; Thermal
power projects in Cyprus, Malta, Egypt, Malaysia, Sudan, Indonesia, Thailand; Hydro power
plants in New Zealand, Azerbaijan, Bhutan, Nepal, Taiwan, Malaysia, Afghanistan, Tajikistan
and Substation Projects & equipment in various countries of Africa, Europe, South & South East
Asia.
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The company is taking a number of strategic business initiatives to fuel further growth in
overseas business. This includes firmly establishing itself in target export markets, positioning of
BHEL as a regular EPC Contractor in the global market and, exploring various opportunities for
setting up overseas joint ventures etc.
BHEL has joined the “Global Compact” of United Nations and has committed to support it and
the set of core values enshrined in its nine principles. The “Global Compact” is a partnership
between the United Nations, the business community, international labour and NGOs. It provides
a forum for them to work together and improve corporate practices through co-operation rather
than confrontation.
BHEL’s contributions towards Corporate Social Responsibility till date include adoption of
villages, free medical camps/charitable dispensaries, schools for underprivileged and
handicapped children, ban on child labor, disaster/natural calamity aid, Employment for
handicapped, Widow resettlement, Employment for Ex-serviceman, irrigation using treated
sewage, pollution checking camps, plantation of millions of trees, energy saving and
conservation of natural resources through environmental management.
BHEL shares the growing concern on issues related to Environment and Occupational Health &
Safety (OHS), and is committed to protecting Environment in and around its own establishment,
and to providing safe and healthy environment to all its employees. For fulfilling these
obligations, an Environmental Policy and an Occupational Health & Safety Policy has been
formulated and implemented through management systems.
In recognition of this BHEL has been awarded as acquired ISO 14001 Environmental
Management Systems Certification and OHSAS 18001 Occupational Health & Safety
Management Systems Certification from M/s Det Norske VERITAS (DNV). Under UNDP
programmed for specialized services in the area of Environment BHEL has set up a Pollution
Control Research Institute (PCRI). BHEL also has a Model Centre for Occupational Health
Services, which is a pioneer in this field in India.
Today it offers a wide range of occupational health care as well as expertise in work
Environment monitoring, Toxicology, Ergonomics and in organization of OHS to multitude of
industries form different sectors in India. Few ILO sponsored candidates from African countries
have undergone training at this Model centre.
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BHEL is a member of CoRE (Corporate Roundtable on Development of Strategies for
Environment) launched by The Energy Research Institute (TERI). CoRE is envisaged as a means
to facilitate a proactive and catalytic role for industry in addressing the environmental problems
plaguing India and helping the industry towards sustainability paradigm. CoRE is now a partner
organization to the WBCSD (World Business Council for Sustainable Development). It has
signed a memorandum of understanding with WBCSD, now called as CoRE-BCSD, India.
Interfaces between companies such as BHEL, TERI and the WBCSD would provide an
important link to address issues of sustainable development at a global level and to learn and
exchange experience of the participating companies.
BHEL’s commitment to environmental issues can be seen as an integral part of its core business.
In the field of Non-conventional and Renewable Energy, BHEL has successfully launched
products like wind electric generators, solar heating systems, solar photovoltaic systems, solar
lanterns and battery powered road vehicles. Technology up gradation has been done to minimize
environmental impact of fossil energy products by way of low-NOx oil/ gas burners, circulating
fluidized bed combustion boilers etc.
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DESIGN OF STUDY
PROBLEM STATEMENT
Leadership skills survey helps
To encourage employees to learn new skills to equip them to better handle new challenges.
Create roles for manager to facilitate individual career development
Create succession strategies that improve organizational memory
Linking individual skill building to organizational needs and opportunities
Supporting and rewarding coaches, role models, mentors, who are at the forefront of people development.
OBJECTIVE OF RESEARCH To determine the leadership potential in BHEL Industry.
SCOPE OF RESEARCH
The study is conducted in BHEL Industry, Lodhi road, New Delhi. It covers E1 to E4 grade employees of the industry. E1 Grade includes Engineers and account officers.E2 Grade includes Senior Engineer and Senior Account officer.E3 Grade includes Deputy Managers.E4 Grade includes Managers.
ASSISSTANT GENERAL MANAGER
MANAGERS
DEPUTY MANAGERS
SENIOR ENGINEER SENIOR ACCOUNT OFFICER
Determine the leadership potential
ENGINEER ACCOUNT OFFICERThe survey is conducted to find out on which level of leadership does these grade of employees lies. There are four levels of leadership chosen ranging from Very strong to very weak level of leadership in accordance with the likert scale
To find out which type of training is preferred by the company to enhance the leadership skills in its employees.
Determine the leadership potential
RESEARCH METHODOLOGY
RESEARCH DESIGN
Exploratory research method is chosen to determine the leadership potential of employee from E1 to E4 grade of employees.
NATURE OF DATA
Primary Data Secondary Data
SOURCES OF DATA
1. Primary data was collected with the help of close-ended questionnaire.2. Secondary data was collected by referencing company’s website’s
TOOLS AND TECHNIQUES OF DATA COLLECTION
Tables have been widely used to tabulate the raw data. Further, percentage has been drawn for generalization purpose. Graphs are used to have a better pictorial understanding/representation.
SAMPLING
SAMPLING METHOD
Judgmental sampling/Convenience Sampling
SAMPLE PLANSample was drawn from the BHEL Industry, Lodhi Road. From the various grades present, a sample size of employees lying in the grade from E1 to E4 of different departments viz., engineering, finance, quality, purchase, material, human resources, marketing etc. were selected and a closed-ended questionnaire containing 22 questions were put before them. These questionnaires are then analyzed and put down in this report.
PLAN OF ANALYSIS/ METHODOLOGY
1.) Stratification of data.2.) Tabulation of data-sequencing and arranging the data logically in line with the objective3.) Graphical representation of the tabulated data4.) Arriving at the key findings in comparison with objectives5.) Arriving at the key findings based on HR inputs in the graph6.) Drawing conclusions from key findings in comparison with objectives
Determine the leadership potential
Determine the leadership potential
METHODOLOGICAL ASSUMPTION AND LIMITATIONS
Questionnaires were the only instrument used to conduct the survey. The questionnaire was conducted keeping in view the following factors:-
Data is collected by circulating questionnaires. All primary data collected is true and reflects the actual intentions of the respondents The data collected has been coded, tabulated and analyzed into logical statements using
simple statistical tools. Most of analyzed data is converted into percentage to facilitate easier interpretation of
data so obtained. All the information is through respondents, hence the result is mainly dependent on
primary data.
LIMITATIONS OF THE STUDY
Biasness in answering certain questions. No response in certain question which lead to occurrence of certain error.
Determine the leadership potential
DATA ANALYSIS AND INTERPRETATION
A sample of 84 employees in the BHEL industry, Lodhi Road, Delhi has been selected. Based on the study, the following analysis and data interpretation has been tabulated. The data collected from the respondents were analyzed thoroughly and presented in the form of charts and tables.
Under the main heading Leadership, three key attributes have been selected.
Leadership
Communication Team-Work Future Orientation
Based on the above attributes, following analysis is made.
COMMUNICATION: - Communication skills are one of the most important set of skills one can develop to get employed and promoted. It forms the basis for leadership effectiveness—for without skilled communication, leadership styles don't work and leadership traits are ineffective.
TABLE 1:- For E1
NO. OF RESPONSES PERCENTAGEVERY STRONG 160 30%MODERATELY STRONG 223 41%ADEQUATE 133 25%MODERATELY WEAK 20 4%VERY WEAK 1 0%TOTAL 537 100
Determine the leadership potential
FOR E2
NO. OF RESPONSES PERCENTAGEVERY STRONG 44 30%
MODERATELY STRONG 62 42%
ADEQUATE 38 25%
MODERATELY WEAK 5 3%
VERY WEAK 0 0%
TOTAL 149 100%
FOR E3
NO. OF RESPONSES PERCENTAGEVERY STRONG 47 25%
MODERATELY STRONG 69 37%
ADEQUATE 60 32%
MODERATELY WEAK 7 4%
VERY WEAK 4 2%
TOTAL 187 100%
Determine the leadership potential
FOR E4
NO. OF RESPONSES PERCENTAGEVERY STRONG 42 48%
MODERATELY STRONG 37 42%
ADEQUATE 9 10%
MODERATELY WEAK 0 0%
VERY WEAK 0 0%
TOTAL 88 100%
Determine the leadership potential
OVERALL DEPICTION OF DATA:-
NO. OF RESPONSES PERCENTAGEVERY STRONG 293 30%MODERATELY STRONG 391 41%ADEQUATE 240 25%MODERATELY WEAK 32 3%VERY WEAK 6 1%TOTAL 962 100%
INFERENCE:- According to the survey, it has been observed that most of the employees lies in the moderately strong zone of communication. So, there is need to enhance the communication skills of the employees. This can be done by improving the leadership communication skills like inter-personal skills, to avoid problems like encoding and decoding bias on both sender and receiver side; feedback; listening etc.
A course should be designed such as to include assignments, exercises and small group activities like group discussions in order to identify the speakers and motivate people to express their views.
Determine the leadership potential
TEAMWORK: - A leader is only as strong as the team he or she leads.
An effective leader is one who knows not only about oneself, but also about the people around him/herself.
TABLE 2:- FOR E1
NO. OF RESPONSES PERCENTAGEVERY STRONG 61 31%MODERATELY STRONG 76 39%ADEQUATE 43 22%MODERATELY WEAK 9 5%VERY WEAK 6 3%TOTAL 195 100%
FOR E2
NO. OF RESPONSES PERCENTAGEVERY STRONG 14 35%MODERATELY STRONG 16 40%ADEQUATE 8 20%MODERATELY WEAK 2 5%VERY WEAK 0 0%TOTAL 40 100%
Determine the leadership potential
FOR E3
NO. OF RESPONSES PERCENTAGEVERY STRONG 29 35%MODERATELY STRONG 19 40%ADEQUATE 17 20%MODERATELY WEAK 2 5%VERY WEAK 1 0%TOTAL 68 100%
FOR E4
NO. OF RESPONSES PERCENTAGEVERY STRONG 15 50%MODERATELY STRONG 12 40%ADEQUATE 3 10%MODERATELY WEAK 0 0%VERY WEAK 0 0%TOTAL 30 100%
Determine the leadership potential
OVERALL DEPICTION FOR TEAM WORK
NO. OF RESPONSES PERCENTAGEVERY STRONG 85 26%MODERATELY STRONG 122 37%ADEQUATE 92 28%MODERATELY WEAK 18 5%VERY WEAK 14 4%TOTAL 331 100%
INFERENCE:- According to the survey, under teamwork, most of the employees lies in the moderately strong zone so there is present some room for improvement and enhancing the team spirit among them. There are present varied exercises and activities which can be carried to make people excel on the leadership scale so that they can contribute positively for the profit maximization of the company. Team work is the very essential criteria which marks the success of the company. So, sufficient attention should be given towards it. This can be done by
Determine the leadership potential
activities like role plays in which people are given the chance to play the role of a leader and their performance is observed. Also there should be carried presentation by the senior people where old projects are discussed and the way they were carried is discussed so that new employees could learn from it and get motivated to perform new tasks. Moreover some of the newer project responsibilities should also be delegated to lower grades so as to closely observe their performance and improve their performance.
Determine the leadership potential
FUTURE ORIENTATION:- Future orientation is a necessary component of strategic leader characteristics. Conceptualizing and making strategic choices are are two behavioral components of strategic leadership. So, a leader should also be future oriented to grab future opportunities’ and take timely action.
TABLE 3:-
FOR E1:-
NO. OF RESPONSES PERCENTAGEVERY STRONG 85 25%MODERATELY STRONG 132 39%ADEQUATE 89 26%MODERATELY WEAK 25 7%VERY WEAK 9 3%TOTAL 340 100%
FOR E2:-
NO. OF RESPONSES PERCENTAGEVERY STRONG 17 25%MODERATELY STRONG 32 46%ADEQUATE 17 25%MODERATELY WEAK 0 4%VERY WEAK 3 0%TOTAL 69 100%
Determine the leadership potential
FOR E3:-
NO. OF RESPONSES PERCENTAGEVERY STRONG 16 14%MODERATELY STRONG 54 46%ADEQUATE 36 30%MODERATELY WEAK 9 8%VERY WEAK 3 2%TOTAL 118 100%
FOR E4
NO. OF RESPONSES PERCENTAGEVERY STRONG 28 51%MODERATELY STRONG 17 31%ADEQUATE 8 14%MODERATELY WEAK 2 4%VERY WEAK 0 0%TOTAL 55 100%
Determine the leadership potential
OVERALL DEPICTION OF DATA FOR FUTURE ORIENTATION:-
NO. OF RESPONSES PERCENTAGEVERY STRONG 146 25%MODERATELY STRONG 235 40%ADEQUATE 150 26%MODERATELY WEAK 36 6%VERY WEAK 15 3%TOTAL 582 100%
INFERENCE: - According to the survey, most of the people lies in the moderately strong zone under the future orientation attribute of the leadership skill. To further widen the view of employees and make them future oriented, a training programme should be designed such as to cover the motivational skills and problem solving skills.
Determine the leadership potential
CONCLUSION
Bharat Heavy Electricals Ltd. (BHEL) is the largest engineering and manufacturing enterprise of its kind in India and is one of the leading international companies in the field of power equipment manufacture. The E1 and E2 level of employees are lower in leadership potential than the E3 and E4 grade. This can be clearly depicted from the three attributes which were used to determine the leadership potential in the industry viz., communication, teamwork and future orientation.
Under the attribute communication, majority of E1, E2 and E3 grade of employees lie in the moderately strong zone while majority of E4 grade of employees lie in the very strong zone. The communication skill of employees can be enhanced by improving the communication skills like inter-personal skills and listening etc. This can be done promoting certain activities like group discussions, delegating work and providing continuous feedback to employees.
Under the attribute team-work, majority of E1 and E2 grade of employees lie in the moderately strong zone and majority of E3 and E4 grade of employees lies in the very strong zone. The performance in this zone can be improved by giving the employee training by designing a course for them such that it includes role-plays and discussions on the old projects by the seniors to omit the same mistakes made in the project.
Under the future orientation attribute of leadership, majority of E1, E2 and E3 grade of employees lie in the moderately strong zone and majority of E4 employees lies in the very strong zone of leadership scale. So, a training programme can be designed such as to cover the motivational and problem solving skills.
Determine the leadership potential
BIBLIOGRAPHY
Books referred
1). Organizational Behavior by Stephen P. Robinsson
2). Teaching Leadership: Innovative approaches for the 21st century. Leadership Horizons by Pillai, Raj, Stities-Doe, Susan
3). Communicating for a change by Stanley, Andy, Jones, Lane
Sites referred
1.) www.bhel.com
2.) http://learn.gwumc.edu/hscidist/LearningObjects/TapLeadershipPotential/index.htm
3.) http://www.skagitwatershed.org/~donclark/leader/leadcon.html
4.) http://humanresources.about.com/od/leadership/a/high_potential.htm
5.) www.hss.iitb.ac.in/courses/hs490/leadership.ppt
Determine the leadership potential
1.)
QUESTIONAIRE
Name: - _ _ _ _ _ _ _ _ _ _ _ Department:- _ _ _ _ _ _ _ _ Designation:-_ _ _ _ _ _ _ _ _ _ _ _ Grade: - _ _ _ _ _ _ _ _ _ _ _
Leadership Characteristics and Skills SurveyIntroductionThis survey is designed to provide you with your level of preference or comfort with leadership characteristics and skills.Circle the number on the scale that you believe comes closest to your skill or task level. Be honest about your choices as there are no rights or wrong answers.
VeryStrong
ModeratelyStrong
Adequate ModeratelyWeak
Very Weak
1. I enjoy communicating with others. 5 4 3 2 12. I display tolerance and flexibility. 5 4 3 2 13. I make decisions with input from others. 5 4 3 2 14. I know how to influence people and get
support. 5 4 3 2 1
5. I give others the information they need to do their jobs.
5 4 3 2 1
6. I keep focused through follow-up. 5 4 3 2 17. I listen to feedback and ask questions. 5 4 3 2 18. I show loyalty to the company and to
the teammembers.
5 4 3 2 1
9. I create an atmosphere of growth. 5 4 3 2 110. I have wide visibility. 5 4 3 2 111. I give praise and recognition. 5 4 3 2 112. I criticize constructively and address
problems. 5 4 3 2 1
13. I develop plans. 5 4 3 2 114. I have a vision on where we are going
and set long termgoals.
5 4 3 2 1
15. I set objectives and follow them through to completion.
5 4 3 2 1
16. I make myself available and accessible. 5 4 3 2 117. I accept ownership for team decisions. 5 4 3 2 118. I am close to the business and have a
broad view ofwhere we are going.
5 4 3 2 1
19. I determine manpower requirements for my departmentand write job descriptions for them.
5 4 3 2 1
20. I have counseled employees who have personalproblems (family, health, financial).
5 4 3 2 1
21. I can make a presentation to a group of peers and/orseniors.
5 4 3 2 1
Determine the leadership potential