PROJECT Business analyst

GGBS
GURU GRAM BUSINESS SCHOOL

MDU

made By:
N Ne eh ha aS Sh hr riiv va as st ta av va a

Guided By:
M Mr r.. V Viik ka as sD Du ub be ey y

RD M MB BA A( (I II I) )3 3 RD S SE EM M
AMA INDIA

E En nr ro ollll -: :1 11 13 30 05 50 00 00 04 4

DLF City-II, M.G. Road Gurgaon - 122002, Haryana opsindia@asiamedassist.org

ASIA MEDICAL ASSISTANCE

Certificate

This iscertify that NehaShrivastava a student of MBA(II) in Guru Gram Business School (GGBS) affiliated to MDU Rohtak,has made this project titled Business analyst completed Under my guidance and that this project has been developed in original and is not copied from any other source.

Date: 26/03/201 Networking Manager of AMA-Mr.

VikasDubey

S Y N O P S i S

ACKNOWLADGEMEN --------------------------------- The overwhelming response of our friends and the keen interest shoon by Our networkingr Manager sir Mr. Vikasdubey of asia medical assistance in who promoted us to owner our commitment for making the project up to date. I feel ownrable thankful to our director of amaAbhijeetSachdeva for her immense personal interest and enthusiasm in providing us a valuable suggestion And necessary moral support. I wish to pay gratitude to our esteemed team member of ama our process for his guidance and valuable suggestion for time to time through this work.

I have made sincere effort to make the project more meaningful, complete and compact. it is a great pleasure to late you know that we have put our feelings into practice. also express my sincere thanks to other process manager Mr. VikasDubey sir for the support and encouragement provided by them. There valuable suggestion has made our project perfect.

Table of Contents

Project (Synopsis) Content:

Introduction 1-Company profile Project description Objective of the Project 1-collection of insurance 2-benefit of kotak product

Tool/Platforms, Languages to be used Input to the project Output of the Project Future Application of the Project

Testing Principles

PROJECT

Title of the Project

----------------------------------------------------------------------------------------------------------------------------

Business Analyst

INTRODUCTION ---------------------------------------------------------------I am NehaShrivastavaMBA II (3RD SEM) making project on BUSINESS ANALYST (PROMOTING AMA- ON SOCIAL WEB & SEARCH COMPETITOR NEWS).

COMPANY FOCUS ONFinancial institutions such as Banks -Credit Card programs -Insurance based programs -Health program implementations

Company Profile -----------------------------------------------------About Us---:

AMA is an innovative yet energetic company that has a worldwide presence and clients that rank from the fortune 500 lists. Mainly due to its superior services, ethics and customizable programs and ability to provide support to -Financial institutions such as Banks -Credit Card programs -Insurance based programs -Health program implementations From the remotest parts of the world with extended services unmatched by affordability and compassion of ser vice delivery.

Increase overall sales Improve brand image Increase constant loyalty Provide safety program for passenger After sales program Highly customized programs just for you

Project Description

1.how taking decision in BUSINESS ANALYST

In here this project provided how taking decion on thae career in make your future ,and this project is given oyherknowledged in your future,

2:Present scope
THIS PROJECT IS STANDING ON THE BUSINESS ANALYST BY MEDIA & SOCIAL WEB . IT IS MAIN HUB FOR PROVIDING ANALYST IN THE HEALTH POLICY..

While colonizing space, we will surely bring with us all kinds of life forms. This would considerably reduce the risks of extinction of all the species as they will be present not only on the Earth, but also in a lot of separate space colony biospheres. Space colonization will also contribute to the biodiversity, since the life forms will adapt to their new environments. For example, when we will terraform Mars, we will be creating a second planetary biosphere with somewhat different life forms adapted to new planeD.

PRODUCT PROFILE:
IT IS THE MAIN HUB OF THE TAKING DECISION FOR THE BUSINESS ANALYST.

In the JBES plant mainly has two shops: 1) Welding Shop 2) Press Shop 1)Welding Shop Welding forms the major bulk of the operations carried out in the plant. The plant has thefacilities for the MIG welding, TIG welding, PROJECTION welding and SPOT welding. 2) Press Shop In the press shop the operations like FORMING, PIECERING, PUNCHING etcaredone .The plant has HYDRAULLIC PNEUMETIC and MECHANICAL PRESSES.Beside these operations and equipments the plant has CNC and PIPE BENDINGmach ine, FLARING machines, CURLING and SEAMING machines also. Some of product manufacture in the plant is: Product Range A list of the products that are made in the plant is displayed on the adjoining page thelist shows that the plant makes a huge number of products.

Silencer Assembly

Front Fork

Muffler Assembly

Pipe Sub-Chamber

Texture Base

END Plate Muffler

Insulator Muffler Heat

Front Pipe Assembly

Stem Steering

Reinf Door Hinge

Pipe Complete Exhaust Production Volume Production of JBES of different-different motor equipments is 72432 units per day. TotalTurnover of JBES is sixty crores annualy nearby.

Objective of the project ----------------------------------------------------------------------------

OBJECTIVE OF THIS PROJECT PROVIDE INFO ABOUT CAREER AND MY LEARNING IN BUSINESS ANALYST IN JOB. ABOUT YOUR FUTURE THAT CAN BE IMPLEMENTED IN YOUR SELF THIS PROJECT.

Objective of this project is improving the amount and quality of information my job learning and benefit of AMA in future,

1: Implementation of alphanumeric and graphic space information systems.

2: the most immediate focus of which is verification of organized research space, including leased locations.

3: We can observe different images cycles and product

4: Make inferences regarding space travel Identify the distance relationship between learning & ASIA MEDICAL ASSISTANCE OBJECTS in furure.

5-my learning in job &compony&process helpfuuly for future

Future scope of project

-----------------------------------------------------------------------------------------------------------

1: In future we provide the knowledge about make project

2: in future this project may be good concept for learning .

3: It can be customized for searching anything related to our BUSINESS ANALYST IN

ASIA MEDICAL ASSISTANCE

4: It can also show what a learn in job.

Testing ------------------------------------------

TESTING MESSUREMENT
Requirement regarding testing:The requirement for the application testing is as follows: Test Guidelines Integration Strategy Special Considerations Test Documents The development of project involves a series of production activities where opportunities for human fallibility are enormous. Errors may begin to occur at every inception of the4 process where the objectives may be erroneously or imperfectly specified as well as later design and development states. Because of human inability to perform and communicate with perfection, project development is accompanied by quality assurance activity

Testing Objectives:--

A NUMBER OF RULES THAT CAN SERVE WELL AS TESTING OBJECTIVES: TESTING IS A PROCESS OF EXECUTING A PROGRAM WITH THE INTENT OF FINDING AN AS YET UNDISCOVERED ERROR. A SUCCESSFUL TEST IS ONE THAT UNCOVERS A YET UNDISCOVERED ERROR. OUR OBJECTIVE IS TO DESIGN TESTS THAT
SYSTEMATICALLY UNCOVER DIFFERENT CLASSES OF ERRORS AND TO DO SO WITH A MINIMUM AMOUNT OF TIME AND EFFORT . DATA COLLECTED AS TESTING IS CONDUCTED PROVIDE A GOOD INDICATION SOFTWARE RELIABILITY AND SOME INDICATION OF SOFTWARE QUALITY AS A WHOLE.

KNOWING THE SPECIFIC FUNCTION THAT A PRODUCT HAS BEEN DESIGNED TO PERFORM, TEST CAN BE CONDUCTED THAT DEMONSTRATE EACH FUNCTION IS FULLY OPERATIONAL . KNOWING THE INTERNAL WORKING OF A PRODUCT . TEST CAN BE CONDUCTED TO
ENSURE THAT THE INTERNAL OPERATION OF PRODUCT PERFORMS ACCORDING TO SPECIFICATION AND ALL INTERNAL COMPONENTS HAVE BEEN ADEQUATELY EXERCISED .

THE FIRST STEP IS CALLED THE WHITE BOX TESTING AND THE SECOND BLACK BOX TESTING.

TESTING STRATEGY: -------------------------------------------------------------

UNIT TESTING:

UNIT TESTING FOCUS VERIFICATION EFFORT ON THE SMALLEST UNIT OF SOFTWARE DESIGNS THE MODULE . THE UNIT TEST IS ALWAYS WHITE -B OX ORIENTED AND THE STEP CAN BE CONDUCTED IN PARALLEL FOR MULTIPLE MODULES . IN OUR MODULES, DIFFERENT TESTING AT MODULE LEVEL IS SHOWN ABOVE IN TEST REPORTS.

INTEGRATION TESTING:

INTEGRATION TESTING ADDRESS THE ISSUES ASSOCIATED WITH THE DUAL PROBLEM OF THE VERIFICATION AND PROGRAM CONSTRUCTION . B LACK BOX TEST CASE DESIGN TECHNIQUES ARE THE MOST PREVALENT DURING INTEGRATION , ALTHOUGH A LIMITED AMOUNT OF WHITE BOX TESTING MAY BE USED TO ENSURE COVERAGE OF MAJOR CONTROL PATHS .

Validation Testing:

Validation testing provides the final assurance that software meets all functional behavioral and performance requirement Black box testing techniques are user exclusively during validation testing is performed in terms of efficiency of coding and in terms of checking weather particular application is meeting its requirement.

A number of software testing strategies have been proposed in the literature all provides the software developer with a template for testing and all have the following generic characteristics. Testing begins at the module level and works outward toward the integration of the entire computer based system. Different testing technique is appropriate at different point in time. Testing conducted by the developer of the software and (for large project) an independent test group. Testing and debugging are different activities but debugging must be accommodated in any test strategy.

In normal software development mythologies, testing doesnt begin until after code is constructed. It a defect is found after coding, there is a good deal of scrap and rework to correct the code, and possibly the design, test cases and requirements as well. Defects must be tested out of the system, rather than being avoided in the first place. But in the other case as testing begins at the requirements as well. Defects are avoided instead of being tested out of the code. This is a less costly and timelier approach. User manuals and training materials can be developed sooner. The entire software development lifecycle is compressed. Testing is performed in parallel with development instead of the end.

TESTING PRINCIPLES-----: ----------------------------------------------------

Before applying methods to design effective test cases, we must understand the basic principles that hide software testing.

Al tests should be traceable to customer requirements, as we have seen the objective of the software testing is to uncover errors. It follows that the most sever defects (from the customers point of vies) are those that cause the program to fail to meet its requirements. The pair to principle applies to software testing. Stated simply, the pair to principle implies that 80 percent of all errors uncovered during testing will likely be traceable to 20 percent of all program modules and to thoroughly test them. Testing should begin in small and progress toward testing in large. The first test planned and executed generally focus in an attempt to find errors in integrated clusters of modules and ultimately in the entire system. Exhaustive testing is not possible. The number of path permutations for even a moderately sized program is exceptionally large. For this reason, it is impossible to execute every combination of paths during

testing. It is impossible; however to adequately cover program logic and to ensure that all conditions in the procedural design have been exercised.

To be most effective, testing should be conducted by an independent third party by most effective; we mean testing that has the highest probability of finding errors (the primary objective of testing) for reasons; the software engineer who created the system is not the best person to conduct all tests for the software.

Experienced software developers often say testing never ends it just gets transferred from you (the software engineer) to your customer. Every time your customer uses the program, a test is being conducted. By applying test case design, the software engineer can achieve more complete testing and thereby uncover and correct the highest number of errors before the customer tests begin.

P R O J E C T

Components of Project Report

Introduction Company Profile Training & Development department Rational to the Study Objective of the Research Research Methodology Method of Recruiting Selection Method Recruitment & Selection Overview Data Recruitment Policy Suggestion Limitation of the Study Conclusion Bibliography Annexure

INTRODUCTION OF COMPANY ---------------------------------------------------------------------------

JBM Group begins its engineering activities in 1983 with the establishment of GureraGas Cylinders Limited and entered the auto component industry in 1985 with theinception of Isuki Auto India.Jay Bharat Maruti Limited, a joint venture between JBM Group and Maruti UdyogLimited, was set up in 1987 to manufacture sheet metal components and weldedsubassem blies for various Maruti Suzuki models.The first decade has been one of consolidation and diversification. And has seen JBMemerging as a quality leader. With the establishment of JBM Tools Ltd., a Joint venturewith Tatas and a number of other units spread across the country, today JBM is a frontranking entity in auto components. JBM has the resources, expertise and infrastructure tomanufacture a range of products such as sheet metal stampings, press tooling, jigs andfixtures, and safety restraint systems.Driven by a commitment to customer satisfaction and international standards of quality,JBM has not only won customer confidence but also industry recognition through severalawards and accolades.With modern in-house manufacturing facilities and twenty-eight plants country wide,JBM supplies components on JIT (Just in Time) basis to leading auto manufacturers,meeting quality and quantity requirements. JBM is an established source for theco mponents sector, white goods industry, and defense. Since the early days, JBM hasdrawn on the technology strengths of leaders from the world over. Coupled with a strongcommitment to customer focus, product quality, delivery schedules, and being cost-competitive, JBM stands poised to meet new challengesComplex automobile exhaust systems are another area where JBM has demonstratedexceptional competence. Today, JBM is an excellent source for two and four wheeler exhaust systems in the country and a major OE supplier. The manufacturing of exhaustsystems incorporating new design and development needs elaborate facilities. At JBM,these facilities include curling, seaming, flanging, and seam welding machines, CNC pipe bending machines, double coiling with multi spot welding. Welding SPMs, baffleassembly stations, shot blasting and electrostatic painting equipment

PROFILE OF COMPANY -------------------------------------------------------------------About Us---:

AMA is an innovative yet energetic company that has a worldwide presence and clients that rank from the fortune 500 lists. Mainly due to its superior services, ethics and customizable programs and ability to provide support to -Financial institutions such as Banks -Credit Card programs -Insurance based programs -Health program implementations From the remotest parts of the world with extended services unmatched by affordability and compassion of ser vice delivery.

Increase overall sales Improve brand image Increase constant loyalty Provide safety program for passenger After sales program Highly customized programs just for you

OBJECTIVE OF RESEARCH

Research is often conducted using the hourglass model structure of research. The hourglass model starts with a broad spectrum for research, focusing in on the required information through the method of the project (like the neck of the hourglass), then expands the research in the form of discussion and results. The major steps in conducting research are.

Identification of research problem Literature review Specifying the purpose of research Determine specific research questions or hypotheses Data collection Analyzing and interpreting the data Reporting and evaluating research

TRAINING &DEVLOPMENT DEPARTMENT

t also serves as a mnemonic for staff planners to consider certain issues prior to undertaking a new effort. Doctrine Organization Training Materiel Leadership Personnel Facilities

Here is an example of how DOTMLPF would be interpreted in the military context: Doctrine: the way we fight, e.g., emphasizing maneuver warfare combined air-ground campaigns. Organization: how we organize to fight; divisions, air wings, Marine-Air Ground Task Forces (MAGTFs), etc. Training: how we prepare to fight tactically; basic training to advanced individual training, various types of unit training, joint exercises, etc. Materiel: all the stuff necessary to equip our forces, that is, weapons, spares, etc. so they can operate effectively. Leadership and education: how we prepare our leaders to lead the fight from squad leader to 4-star general/admiral; professional development. Personnel: availability of qualified people for peacetime, wartime, and various contingency operations Facilities: real property; installations and industrial facilities (e.g. government owned ammunition production facilities) that support our forces.

METHOD OF RECRUITING

Recruitment Process Outsourcing is a form of business process outsourcing (BPO) where an employer outsources or transfers all or part of its recruitment activities to an external service provider.

The Recruitment Process Outsourcing Association defines RPO as follows: "when a provider acts as a company's internal recruitment function for a portion or all of its jobs. RPO providers manage the entire recruiting/hiring process from job profiling through the onboarding of the new hire, including staff, technology, method and reporting. A properly managed RPO will improve a company's time to hire, increase the quality of the candidate pool, provide verifiable metrics, reduce cost and improve governmental compliance.

The RPO Alliance, a group of the Human Resources Outsourcing Association (HROA), approved this definition in February 2009: "Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO) where an employer transfers all or part of its recruitment processes to an external service provider. An RPO provider can provide its own or may assume the company's staff, technology, methodologies and reporting. In all cases, RPO differs greatly from providers such as staffing companies and contingent/retained search providers in that it assumes ownership of the design and management of the recruitment process and the responsibility of results."[2]

RECRUITMENT & SELECTION

Competency-based recruitment is a process of recruitment based on the ability of candidates to produce anecdotes about their professional experience which can be used as evidence that the candidate has a given competency. Candidates demonstrate competencies on the application form, and then in the interview, which in this case is known as a competency-based interview. The process is intended to be fairer than other recruitment processes by clearly laying down the required competencies and then testing them in such a way that the recruiter has little discretion to favour one candidate over another; the process assumes high recruiter discretion is undesirable. As a result of its perceived fairness, the process is popular in public services. Competency-based recruitment is highly focused on the candidates' story-telling abilities as an indication of competency, and disfavours other indications of a candidate's skills and potential, such as references.

Notices of job requirements - A template is developed to define how competencies will be reflected in .notices regarding the requirements of jobs to be filled. As the competency profiles are completed, sample notices are developed for the varied types of jobs/ roles. . Interview and Reference Checking Guides - Template interview and reference checking guides are developed for varied types of jobs/ roles, including instructions and rating guides. These are made available to hiring managers and HR Advisors. Template Interview and Reference Checking Guides - Template interview and reference checking guides are developed for roles/career streams and levels within Occupational Groups including instructions and rating guides. These are made available to hiring managers and HR Advisors. Competency-based Track Record / Portfolio Reviews - Track record / portfolio reviews allow employees / applicants to document their past experiences and accomplishments that relate to the competency requirements for positions within the organization. Once completed, trained evaluators score the extent to which the required competencies are demonstrated in the written examples using standardized scoring criteria. Typically, the candidate / employee also provides references who can attest to the validity of the examples provided. Results can be used as part of the staffing process and / or for other purposes (e.g., competency gap analysis for Learning and Development; Succession Management; HR Planning). Other Competency-based Assessment Methodologies - A variety of other competency-based assessment methodologies can be incorporated into the selection process, including In-basket

assessments, role plays or simulations of workplace situations that the employee will encounter, multi-source input (as appropriate), etc. When designing and implementing any methodology, it is important that it be defensible (i.e., reliable, fair, valid and unbiased). Training on Competency-based Selection - Managers must have the knowledge and skills to be able to apply the various competency-based assessment methodologies noted above to arrive at valid selection decisions. Likewise, employees must be able to participate effectively to provide an accurate picture of the competencies they possess. Finally, both managers and HR professionals must be able to establish selection processes that are both efficient and effective (i.e., reliable, fair, valid and unbiased). All of this requires targeted training / orientation programs to ensure that all stakeholders have the necessary skills.

Implementation Stages
As competency profiles are developed for varied job groups, the following implementation stages are suggested for their use in recruitment and selection on a corporate-wide basis. Stage 1: Define the policies and decision-rules for using competencies in the recruitment and selection processes Identify considerations / guidelines for including information on competencies in notices of job requirements Develop sample notices of job requirements as the competency profiles become available for use. Customize or build an interview / reference checking question bank organized by competencies included in the competency profiles. Customize or build other competency-based tools or processes (e.g., track-record reviews) that can be used across a number of occupational groups.

Stage 2: As the competency profiles are completed for the job groups, develop and implement recruitment, and selection processes consistent with policy and tools / templates defined in Stage 1. Review and evaluate the effectiveness and efficiency of these processes and adjust policies, procedures, templates, etc., as required. Plan for and train managers and HR personnel on appropriate competency-based interviewing approaches (e.g., behavonral interviewing; situational interviewing). This training should be just-intime i.e., as competency profiles become available for the different job groups. Plan for, design and implement an orientation / training program for employees on how to participate in a competency-based recruitment and selection as new processes are being implemented).

RECRUITMENT POLICY

Recruitment refers to the process of attracting, screening, selecting, and onboarding a qualified person for a job. At the strategic level it may involve the development of an employer brand which includes an 'employee offering'. The stages of the recruitment process include: job analysis and developing a person specification; the sourcing of candidates by networking, advertising, or other search methods; matching candidates to job requirements and screening individuals using testing (skills or personality assessment); assessment of candidates' motivations and their fit with organisational requirements by interviewing and other assessment techniques. The recruitment process also includes the making and finalising of job offers and the induction and onboarding of new employees.[1] Depending on the size and culture of the organisation recruitment may be undertaken in-house by managers, human resource generalists and / or recruitment specialists. Alternatively parts of all of the process might be undertaken by either public sector employment agencies, or commercial recruitment agencies, or specialist search consultancies.

Recruitment process

o o o o o

1.1 Job analysis 1.2 Sourcing 1.3 Screening and selection 1.4 Lateral hiring 1.5 Onboarding

2 Recruitment approaches

2.1 In-house recruitment

o o

2.1.1 Internal recruiters 2.1.2 Employee referral

2.2 Outsourcing 2.3 Employment agencies

2.3.1 Traditional agency 2.3.2 Niche recruiters

2.4 Executive search firms ("Headhunters")

2.4.1 Executive research & resourcing firms

2.5 Internet recruitment services

2.5.1 Recruitment websites 2.5.2 Job search engines 2.5.3 Social recruiting

3 Talent Acquisition 4 See also 5 Recruiting Companies 6 References

[edit]Recruitment [edit]Job

process

analysis

The starting point to a recruitment effort is to perform a job analysis and/or in some cases a task analysis, to document the actual or intended requirements of the job. From these the relevant information is captured in such documents as job descriptions and job specifications. Often a company will already have job descriptions that represent a historical collection of tasks performed. Where already drawn up, these documents need to be reviewed or updated to reflect present day requirements. Prior to initiating the recruitment stages a person specification should be finalised to provide the recruiters commissioned with [ the requirements and objectives of the project. [Sourcing Sourcing is the use of one or more strategies to attract or identify candidates to fill job vacancies. It may involve internal and/or external advertising, using appropriate media, such as local or national newspapers, specialist recruitment media, professional publications, window advertisements, job centres, or in a variety of ways via the internet. Alternatively, employers may use recruitment consultancies to find otherwise scarce candidates who may be content in their current positions and are not actively looking to move companies may be proactively identified. This initial research for so-called passive candidates, also called name generation, results in a contact information of potential candidates who can then be [1] contacted discreetly to be screened and approached. [Screening

and selection

Suitability for a job is typically assessed by looking for relevant skills, knowledge, aptitude, qualifications and educational or job related experience. These can be determined via: screeningrsums (also known as CVs); job applications; interviews. More proactive identification methods include performance assessments, psychological, aptitude, numeracy and literacy testing. Many recruiters and agencies use applicant tracking systems to perform the filtering process, along with software tools for psychometric

testing and performance based assessment. Performance based assessment is a process to find out if [3] job applicants can perform the responsibilities for which they are applying. In many countries, employers are legally mandated to ensure their screening and selection processes meet equal [1] opportunity and ethical standards. In addition to the above selection assessment criteria, employers are likely to recognise the value of candidates who also have the so-called 'soft skills', such as interpersonal or team leadership and have the ability to reinforce the company brand through their behaviour in front of customers and suppliers. Multinational organisations and those that recruit from a range of nationalities are also concerned [4 candidates will fit into the prevailing company 'culture'.

[2]

"Lateral hiring" refers to a form of recruiting; the term is used with two different, almost opposite meanings. In one meaning, the hiring organization targets employees of another, similar organization, possibly luring them with a better salary and the promise of better career opportunities. An example is the recruiting of a partner of a law firm by another law firm. The new lateral hire then has specific applicable expertise and can make a running start in the new job. In some professional branches such lateral hiring was traditionally frowned upon, but the practice has become increasingly more common. An employee's contract may have a non-compete clause preventing such lateral hiring. In another meaning, a lateral hire is a newly hired employee who has no prior specific applicable expertise for the new job, and for whom this job move is a radical change of career. An example is the recruiting of a university professor to become chairman of the board of a company.

"Onboarding" is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may last anywhere from 1 week to 6 months. [edit]Recruitment

approaches

There are a variety of recruitment approaches and most organisations will utilise a combination of two or more of these as part of a recruitment exercise or to deliver their overall recruitment strategy. In summary five basic models more commonly found are: An in-house personnel or human resources function may in some case still conduct all stages of the recruitment process. In the smallest organisations recruitment may be left to individual managers. More frequently whilst managing the overall recruitment exercise and the decision-making at the final stages of the selection process external service providers may undertake the more specialised aspects of the recruitment process.

Outsourcing of recruitment to an external provider may be the solution for some small businesses and at the other extreme very large organisations Employment agencies are established as both publicly funded services and as commercial private sector operations. Services may support permanent, temporary, or casual worker recruitment. They may be generic agencies that deal with providing unskilled workers through to highly skilled managerial or technical staff or so-called niche agencies that specialize in a particular industrial sector or professional group. Executive search firms for executive and professional positions. These firms operate across a range of models such as contingency or retained approaches and also hybrid models where advertising is also used to ensure a flow of candidates alongside relying on networking as their main source of candidates. Internet recruitment services including recruitment websites and job search engines used to gather as many candidates as possible by advertising a position over a wide geographic area. In addition social network sourced recruitment has emerged as a major method of sourcing candidates.

OVERVIEW OF DATA

The official definition provided by DAMA International, the professional organization for those in the data management profession, is: "Data Resource Management is the development and execution of architectures, policies, practices and procedures that properly manage the full data lifecycle needs of an enterprise." {{DAMA International}} This definition is fairly broad and encompasses a number of professions which may not have direct technical contact with lower-level aspects of data management, such as relational database management.

Corporate Data Quality Management

Corporate Data Quality Management (CDQM) is, according to the European Foundation for Quality Management and the Competence Center Corporate Data Quality (CC CDQ, University of St. Gallen), the whole set of activities intended to improve corporate data quality (both reactive and preventive). Main premise of CDQM is the business relevance of high-quality corporate data. CDQM comprises with [2] following activity areas: Strategy for Corporate Data Quality: As CDQM is affected by various business drivers and requires involvement of multiple divisions in an organization; it must be considered a company-wide endeavor. Corporate Data Quality Controlling: Effective CDQM requires compliance with standards, policies, and procedures. Compliance is monitored according to previously defined metrics and performance indicators and reported to stakeholders. Corporate Data Quality Organization: CDQM requires clear roles and responsibilities for the use of corporate data. The CDQM organization defines tasks and privileges for decision making for CDQM. Corporate Data Quality Processes and Methods: In order to handle corporate data properly and in a standardized way across the entire organization and to ensure corporate data quality, standard procedures and guidelines must be embedded in companys daily processes. Data Architecture for Corporate Data Quality: The data architecture consists of the data object model - which comprises the unambiguous definition and the conceptual model of corporate data and the data storage and distribution architecture. Applications for Corporate Data Quality: Software applications support the activities of Corporate Data Quality Management. Their use must be planned, monitored, managed and continuously improved.

SUGGESTIONS

After undergone training for a limited period in this organization, I found during mytraining some suggestions but these suggestions merely my own opinion. I hope thesesuggestions will help at least to some extent if implemented. Following are thesuggestions t hat are based on my observations of the different departments of thecompany:1.Company is having huge loans which results in the financial expenses, so proper strategies and techniques of budgeting should be used which results in the proper utilization of borrowed money.2.Company should use Management Information System (MIS) as it provides veryeffective information, which ultimately helps in decision-making. This results in the proper future projections effectively.3.Net Profits is going low. Effective efforts should be taken for this the company mustreduce indirect expenses and to control unnecessary costs.4.Company should install modernized equipments and machines in the production plants and new techniques should also be used to produce.5.Improve co-operation and co-ordination among the departments.6.Proper market survey should be conducted to know consumers/dealers buying beh avior.7.JBES is leading company in the Indian manufacturing industry. It has the maximummarket share in domestic market. But as far as international market is concerned, itexports only 5% of the total production, which is needed to increase.8.The company needs to improve a lot in advertisements. Advertisements are the bestway to enhance the sales and ultimately the revenues. But the company is not able toadvertise its products properly, due to which the customer is unaware of any brandthat comes from JBES. It is a common saying that out of sight is out of mind. Therefore the company must make attempts to use proper advertising media so as toset their brands in the minds of the consumers. It should be more consumersorientedrather than being customer oriented.

LIMITATIONS OF STUDY

---------------------------------------------------------------

Limitations faced by me during the Study of the Project as: 1.Time Limitations2.Unavailability Of Proper Material3.Lack Of Guidance4.Organizational Restrictions An Explanation of the Above: Time Limitation The time was a limitation during completion of the report. The time was not enough tocover all the points about the topic. Also it was a tough job to understand all therecruitment and selection in this short period. It brings the eagerness in completion of thereport. The time raise as a big difficulty in the preparation of the report. This timelimitation enables to better understanding the policies of the company. Unavailability Of Proper Material The lack of proper material was also a limitation when developing the report. There wasnot adequate availability of material in developing the report. Some of the materialavailable was not available. The material available was not sufficient. Lack Of Guidance There was lack of guidance at some of the stages. The supervisors sometimes were notable to give proper guidance because of his own job responsibilities and lack of time. Soit was a little lack of guidance. Organizational Restrictions There were restrictions on the supervisor and on the respondents to very much clear allthe policy and process. No organization discloses all the recruitment and selection policyto the outsides. Nobody in the organization is authorized to disclose all the policies it is because of some certain principles made by the top management of the organization.

Conclusion

Finance is the basic pillar on which the structure of industrial undertaking is based. This pillar should be properly placed. A good working environment and attractive incentives for the achievement of targets has obviously created ideal conditions in Jay BharatExhaust Systems Ltd. for the both management and workers. Not a single day of production has been lost this shows efficiency in management. Moreover, solvency position or long-term liquidity of the company was satisfactory. To conclude, any reduction in operation cost as a result of effective and efficient management of finance would improve the profitability, liquidity and solvency of the organization. MAIN OBJECTIVE OF OF LEARNING YOUR ELF IN ORGANIZATION--------