PROJECT REPORT

STUDY ON OPERATION MANAGEMENT

At
HCL INFOSYSTEMS LTD.
Submitted towards partial fulfillment of the
Requirements for the award of the
MBA Programme
Approved by AICTE
Logo

Submitted to :-

Submitted by:-

Table of Contents
Acknowledgment................................................................................................................4
Executive summary...........................................................................................................5
1. INTRODUCTION......................................................................................................6
HCL an overview.............................................................................................................6
HCL DNA:.....................................................................................................................11
Employer spotlight:.......................................................................................................12
HCL in India:.................................................................................................................13
About HCL....................................................................................................................14
Strong SAP Capabilities:...............................................................................................15
VISION STATEMENT..................................................................................................15
MISSION STATEMENT...............................................................................................15
QUALITY POLICY STATEMENT..............................................................................15
OUR MANAGEMENT OBJECTIVE...........................................................................16
OUR PEOPLE OBJECTIVE.........................................................................................16
CORE VALUES............................................................................................................16
A SNAPSHOT OF HCL Infosystems Ltd.....................................................................17
Literature Review..............................................................................................................19
An Introduction of Operation Management..................................................................19
What is Operation management?...................................................................................19
Why is it important?......................................................................................................19
Critical factors for success.............................................................................................20
Who is involved?...........................................................................................................20
Principles.......................................................................................................................20
Managing for results......................................................................................................21
Levels of Operation management..................................................................................21
Measures and metrics....................................................................................................23
Business processes can be distinguished by:.................................................................23
Processes........................................................................................................................24
Objectives of a Operation Management System...........................................................28
Basic Steps.....................................................................................................................29
Planning............................................................................................................................33
Monitoring........................................................................................................................33
Developing Employees.....................................................................................................34
Rating................................................................................................................................34
Rewarding........................................................................................................................35
PROJECT.........................................................................................................................42
Preparation and Planning for Operation management...................................................42
Operation Management and Development....................................................................42
Operation Assessment and Development Plan In HCL INFOSYSTEMS LTD............43
Prior to filling the form please read carefully Instructions to the Appraiser.................43
RESEARCH METHODOLOGY...................................................................................44
Research Design............................................................................................................44
Data Collection Method.................................................................................................45

Analysis of PMS Processes & Components...............................................................46

Planning.........................................................................................................................46
Effectiveness..................................................................................................................50
RECOMMENDATIONS.................................................................................................52
Recommendations............................................................................................................52
CONCLUSION................................................................................................................53
BIBLIOGRAPHY............................................................................................................53

Acknowledgment
The project of this nature is arduous task stretching over a
period of time, completing a project like this one takes the
effort and cooperation of many people.
Although this project report is being brought in my name, it
bears an imprint of guidance and cooperation of many
individuals. Several persons with whom I integrated have
contributed significantly to the successful completion of the
project study. In the successful & trouble free completion of
my

final

term

project

titled

OPERATION

MANAGEMENT, I am graceful to Institute of Management

and Technology, Ghaziabad for helping us towards the
completion of the project.
I extend my deepest and sincere thanks to my project guide,
Mr. Ram Krishn and other HR Executives HCL Infosystems
Ltd. for the unflinching support and guidance through out the
project
I would also like to thank all the executives who shared their
precious time and experience with me.
Last but not the least, I extend my sincere thanks to all the
staff members of HCL Info systems Ltd. for their
cooperation.

Executive summary
Operations

management is

an

area

of management concerned with overseeing, designing, and

controlling

the

process

redesigning business

of production and

operations in

the

production

of goods or services. It involves the responsibility of ensuring

that business operations are efficient in terms of using as few
resources as needed, and effective in terms of meeting
customer requirements. It is concerned with managing the
process

that

converts

materials, labor,

inputs

(in

the

forms

of raw

and energy) into outputs (in the form of goods

and/or services). The relationship of operations management

to senior management in commercial contexts can be compared
to the relationship of officers to highest-level senior officers
in military

science.

The

highest-level

officers

shape

the strategy and revise it over time, while the line officers
make tactical decisions in support of carrying out the strategy.
In business as in military affairs, the boundaries between
levels

are

not

always

distinct;

tactical

information

dynamically informs strategy, and individual people often

move between roles over time.
Operation management is the process of bringing people in to
the organization making very sure that new entrants have the
potential and willingness to contribute to organizational
success. In todays scenario without effective Operation
management the organization will meet the considerable
resistance when introducing change. Without organizational
change and development survival become very uncertain so
in order to make the industry survive it is very important to
adopt the different Operation management practices in all
organizations so as to understand the employees or workers
need and satisfy them. There should be effective people
6

utilization in every industry. All these practices in an

organization will make the organization to grow at a faster
speed. The study will be empirical and primary research will
be done by using the questionnaire which will administer to
sales, service and support function employee. The date will
be collected and assimilated by using statistical tool like
median and date will be analyzed by using Bar Chart. The
analysis will be to find the effectiveness of current PMS.

1. INTRODUCTION
HCL an overview

Born in 1976, HCL has a 3-decade rich history of inventions

and innovations. In 1978, HCL developed the first indigenous
microcomputer at the same time as Apple and 3 years before
IBM's PC. During this period, India was a black box to the
world and the world was a black box to India. This
microcomputer virtually gave birth to the Indian computer
industry. The 80's saw HCL developing know-how in many
other technologies. HCL's in-depth knowledge of Unix led to
the development of a fine grained multi-processor Unix in
1988, three years ahead of Sun and HP.
HCL's R&D was spun off as HCL Technologies in 1997 to
mark their advent into the software services arena. During the
last eight years, HCL has strengthened its processes and
applied its know-how, developed over 30 years into multiple
practices - semi-conductor, operating systems, automobile,

avionics, bio-medical engine HCL's R&D was spun off as

HCL Technologies in 1997 to mark their advent into the
software services arena. During the last eight years, HCL has
strengthened its processes and applied its know-how,
developed over 30 years into multiple practices - semiconductor, operating systems, automobile, avionics, biomedical engineering, wireless, telecom technologies, and
many more.
Today, HCL sells more PCs in India than any other brand,
runs Northern Ireland's largest BPO operation, and manages
the network for Asia's largest stock exchange network apart
from designing zero visibility landing systems to land the
world's most popular airplane.

1976

Hindustan Computers Limited (HCL) born.

1977

Distribution alliance formed with Toshiba for copiers.

1978

HCL

successfully

ships

in-house

designed

microcomputer at the same time as Apple. The Indian

computer industry is born.
1980

HCL introduces bit sliced, 16-bit processor based

microcomputer.

1983

Indigenously develops an RDBMS, a Networking OS

a Client Server architecture, at the same time as global IT

peers.
1986

HCL becomes the largest IT company in India.

1988

HCL introduces fine-grained multi-processor Unix-3

years ahead of Sun and HP.

1990

Data Quest marks HCL No.1 amongst top ten

computer giants.
1991

HCL Ltd. and Hewlett Packard, USA, partner to form

HCL-Hewlett

Packard

Ltd.

JV develops multi-processor Unix for HP-heralds HCLs

entry into contract
1994

Distribution alliances formed with Ericsson Switches

and Nokia Cell phones.

1997

HCL Info systems are formed. HCL's R&D spun-off

as HCL Technologies- marks advent into software services.

JV with Perot Systems, stake divested in 2003.
1999

Initial Public Offering made by HCL Technologies

Ltd.Formation of Global Board of Directors.

2000

Large contracts won from Bankers Trust, KLA Tenor,

Cisco, GTech, NEC among others.

2001

JV with Deutsche Bank- DSL software formed. HCL

BPO Incorporated. Acquired British Telecom Apollos

10

contact center in Belfast, Northern Ireland. HCL Info systems

become largest hardware company.
2002

Strong pursuit of nonlinear strategy to widen services

portfolio; several JVs and alliances formed. Strategic alliance

forged with Jones Apparel Group, Inc. a fortune 500
company. Infrastructure services division launched to address
emerging

global

needs.

Software businesses of HCL Info systems and HCL

Technologies merged.
2003

Largest BPO order ever outsourced to an Indian BPO

firm, won from British Telecom. Landmark deals signed with

Airbus and AMD. HCL manpower crosses the 20,000 mark..
2004

Accorded leader status by Meta Group in Offshore

Outsourcing. HCL is Indias No.1 PC 4th year in a row

2005

HCL signs Software Development Agreement with

Boeing for the 787 Dream liner program.

JV with NEC, Japan

HCL sets up first Power PC architecture design center

outside of IBM.

Completes buy-out of JVs with Deutsche Bank and

British Telecom Apollo Contact Center.

HCL integrates all group employees under HCL in

domain.

Sets up a dedicated Offshore Design Center for

leading

Tier-1

Aerospace

supplier,

Hamilton

Sundstrand.

11

HCL Info systems launches sub Rs.10, 000 PC. Joins

hands with AMD, Microsoft to bridge the digital
divide.

2006

75,000+ machines produced in a single month.

HCL Info systems in partnership with Toshiba expand

its retail presence in India by unveiling

'shop

Toshiba'.

HCL Info systems & Nokia announce a long-term

distribution strategy.

HCL the leader in Desktops PCs unveils India's first

segment specific range of notebooks brand - 'HCL
Laptops'.

HCL Info systems showcase Computer Solutions for

the Rural Markets in India.

HCL Support wins the DQ Channels-2006 GOLD

Award for Best After Sales Service on a nationwide
customer satisfaction survey conducted by IDC.

HCL AND ZEE - Dish TV team up to take DTH TV

to its next level of growth in India

HCL Info systems First in India to Launch the New

Generation of High Operation Server

Platforms

Powered by Intel Dual - Core Xenon 5000 Processor.

HCL Forms a Strategic Partnership with APPLE to

provide Sales & Service Support for iPods in India.

HCL is one of the leading global Technology and IT

enterprises with annual revenues of US$ 4 billion. The HCL
Enterprise comprises two companies listed in India, HCL
Technologies (http://www.hcltech.com/) and HCL Info systems

12

(http://www.hclinfosystems.in/)
The 30 year old enterprise, founded in 1976, is one of India's
original IT garage start ups. Its range of offerings span R&D
and Technology Services, Enterprise and Applications
Consulting,

Remote

Infrastructure

Management,

BPO

services, IT Hardware, Systems Integration and Distribution

of Technology and Telecom products in India. The HCL team
comprises 45,000 professionals of diverse nationalities,
operating across 17 countries including 360 points of
presence in India. HCL has global partnerships with several
leading Fortune 1000 firms, including several IT and
Technology major.

13

HCL DNA:

Fueled by the entrepreneurial zeal of its founders, HCL

developed the first indigenous microcomputer in 1978, at the
same time as Apple. Since then, HCL has had a 3-decade rich
history of inventions and innovations. Entrepreneur is the
term that best describes the HCL employees. The TIME
magazine has referred to HCL as an "intellectual clean room
where its employees could imagine endless possibilities."
Ever since HCL entered into an alliance in 1970s,
partnerships and HCL have been inseparable. Bonds have
been forged with partners to co-create value. Strong
inorganic growth is a testimony to the spirit of partnerships.

14

This entrepreneurial and win-win relationship driven culture

continues to guide HCL in all its endeavors.

Employer spotlight:
HCL is one of Indias leading global IT Services companies,
providing software-led IT solutions, remote infrastructure
management services and BPO. Having made a foray into the
global IT landscape in 1999 after its IPO, focuses on
Transformational Outsourcing, working with clients in areas
that impact and re-define the core of their business. The
company

leverages

an

extensive

global

offshore

infrastructure and its global network of offices in 16

countries to deliver solutions across select verticals including
Financial Services, Retail & Consumer, Life Sciences

15

Aerospace, Automotive, Semiconductors, Telecom and MPE

(Media Publishing & Entertainment)

HCL in India:
HCL has evolved from a dream of eight youngsters in 1977
to the country's top IT group today. Our well-balanced
portfolio of turnkey solutions across equipments, software
and services make our offerings end-to-end for all IT needs
of the Indian customers. Our recognitions speak of our
dominant position in India. V&D100 2005, No. 1 Security
service provider in India by DQ Annual 2004, No.1 Infra
service provider by CMP 2005, and No.1 PC Brand
recognize us as No.1 Network Management service provider
in India for the last 5 years in India.
HCL is known to be the harbinger of technology in the
country. Our partnerships with technology leaders like JDA,
Oracle, SAP, KANA, Intel, Microsoft go back to the time
when India was being recognized as a growing and strategic
market. Along with global capability, HCL has leveraged
such relationships to create value for Indian customers - the
comprehensive integrated market surveillance solution for
SEBI

being

one

such

example.

Our services are backed by an extensive direct support

infrastructure spread across 170 locations nationwide, which
offer 24-x7 support offering for critical sites. With more than
70 SAP implementations till date, HCL has been rendering

16

service to key Indian players in Banking, Retail and

Government.
We are committed to the Indian Market and will continue to
invest more to further enrich our end-to end IT offerings for
this market. Our flexible engagement models, rich heritage of
technology solutions and over 29 years of leadership across
service areas give us a strategic advantage to meet the
nation's IT needs.

About HCL
HCL Enterprise is a leading Global Technology and IT
enterprise that comprises two companies listed in India HCL Technologies & HCL Info systems. The 3-decade-old
enterprise, founded in 1976, is one of Indias original IT
garage start-ups. Its range of offerings span Product
Engineering, Technology and Application Services, BPO,
Infrastructure Services, IT Hardware, Systems Integration,
and distribution of ICT products. The HCL team comprises
approximately 42,000 professionals of diverse nationalities,
who operate from 16 countries including 300 points of
presence in India. HCL has global partnerships with several
leading Fortune 1000 firms, including leading IT and
Technology firms. HCL Technologies is one of Indias
leading global IT Services companies, providing software-led
IT solutions, remote infrastructure management services and

17

BPO. Having made a foray into the global IT landscape in

1999 after its IPO, HCL Technologies focuses on
Transformational Outsourcing, working with clients in areas
that impact and re-define the core of their business. The
company

leverages

an

extensive

global

offshore

infrastructure and its global network of offices in 16

countries to deliver solutions across select verticals including
Financial Services, Retail & Consumer, Life Sciences
Aerospace, Automotive, Semiconductors, Telecom and MPE
(Media Publishing & Entertainment). For the quarter ending
31st December 2006, HCL Technologies, along with its
subsidiaries had revenue (TTM) of US $ 1.155 billion (Rs.
5220 crore) and employed 38,317 professionals.

Strong SAP Capabilities:

HCL Technologies is one of the largest global SAP service
providers in India, providing a spectrum of SAP services.
HCL Technologies has developed strong capabilities on the
SAP Net Weaver platform and drives market demand in the
SAP world through unique market propositions and upgrade
offerings to my SAP ERP. HCL is a value added reseller and
services partner across multiple geographies. With a track
record of successful engagement in this space, HCL has

18

received prestigious awards from SAP - distinguished partner

award 2005, best my SAP HCM implementation award 2005,
Saps

"outstanding

partner

award

for

implementation/upgrade project 2004, and more. Forrester

has lauded HCL Technologies is one of a number of firms in
this space and is a viable candidate for multinational firms
that are contemplating global outsourcing and are interested
in SAP implementation and maintenance services.
VISION STATEMENT

Together we create enterprises of tomorrow.

MISSION STATEMENT

To provide world class information technology solution

and services to enable our customers to serve their customer

better.
QUALITY POLICY STATEMENT

We will deliver defect-free products, service and

solutions to meet the requirements of our external and

internal customers the fist time, every time.

19

OUR MANAGEMENT OBJECTIVE

To fuel initiative and foster active by allowing individuals

freedom of action and innovation in attaining defined

objectives.

OUR PEOPLE OBJECTIVE

To help HCL Info system people share in the companys

success, which they make possible to provide job security

based on their Operation; to recognize their individual
achievements and to help them gain a sense of satisfaction
and accomplishment from their work.

CORE VALUES

We shall uphold the dignity of individual

We shall honor all commitments.

We shall be committed to Quality. Innovation and growth

in every endeavor.

We shall be responsible Corporate Citizens.

20

A SNAPSHOT OF HCL Infosystems Ltd.

Indias leading IT company

HCL In say is Indias largest information technology (IT),

transnational conglomerate. With its-depth expertise in
developing solution spanning diverse technologies.

HCL Insys aims to propel its course on to the high growth

Path total Technology Integration. Towards capturing two

Ends of market spectrum - enterprise solution and PCs.
HCL Insys has made significant strategic infrastructure
investments in the professional services Organization (PSO),
the

Support

Services

Organization

(SSO)

and

its

manufacturing plant at Pondicherry. Thus it is the

manufacturer of general purpose computer and provides
services in the areas of IT Consultancy, system integration,
Software Development and Training.

It makes true technology integration possible across

multiple platforms, this was possible because of the in-depth

expertise in developing state-of-the-art indigenous hardware
solution; thorough understanding of networking technology.

As a part of this plan to market more and more

technology integration services world-wide, HCL in sys has

already taken a step in the direction of export by localizing its
service

comprising

software,

hardware

design

and

development, value added support service networking abs

21

repair services and overseas integration projects to meet the

demands of the global clients.
Companys continuous and consistent anticipation of the
requirement of the IT Industry has led it to undertake the
acquisition of the business of HCL Info solutions limited
(now known as Frontline Division), HCL Peripherals Limited
(now

known

the

acquisition

of

Customer

Support

Organization (CSO) activities of HCL Office Automation

Limited (now know as office Automation Division)

FRONTLINE DIVISION
Frontline Division, formerly HCL Info solution Ltd. (HCL
Insol) started with the aim of increasing market penetration
by handing segments not covered by HCL Insys and creating
new niches. Today it specializes.

22

Literature Review
An Introduction of Operation Management
What is Operation management?
Operation management is the activity of tracking Operation
against targets and identifying opportunities for improvement
- but not just looking back at past Operation. The focus of
Operation management is the future - what do you need to be
able to do and how can you do things better? Managing
Operation is about managing for results. Operation-based
management at any level in the organization should
demonstrate that

You know what you are aiming for

You know what you have to do to meet your

objectives

You know how to measure progress towards your

objectives

You can detect Operation problems and remedy them

Why is it important?

The Modernizing Government agenda sets challenging new

Operation objectives for organizations, from the delivery of
high quality services that meet the needs of their customers
and stakeholders, to doing more within the constraints of
available resources, through to continuous improvement in
how the organization itself operates. Operation management
underpins the operations and processes within a strategic
change program framework. Sound practices and targets,
23

which are both flexible and reactive to change, are needed to

achieve Operation improvement.
The effective Operation of your organization depends on the
contributions of activities at all levels - from top management
policy development through to efficiently run operations.
In response to the pressures and opportunities for improving
organizational Operation, you need to understand how to
define and measure Operation as part of a concerted strategy
for relevant, successful and cost-effective operations.
Critical factors for success

Focusing on outcomes that meet business objectives,

rather than outputs

Managing Operation by cascading down from the top

and building bottom-up

Defining and using measures that evolve over time

Using a mix of short and long term measures, and

selecting measures that link cause and effect

Measuring effectiveness (doing the right things) and

efficiency (doing things right) in parallel

Relating individuals' reward and remuneration with

achievement of outcomes.

Who is involved?

24

Business managers are responsible for setting targets and

managing Operation against those targets; contract managers
monitor service Operation from the customer viewpoint;
service providers supply Operation information.

Principles

Operation management should be an integrated part of a

business lifecycle helping an organization to mature through
evolving and changing Operation measures, from their
definition through to monitoring and review in addition, by
including the IS/IT component throughout this lifecycle,
rather than just considering it as a 'downstream' cost of
provision, there should be enhanced benefits from an
increased and more effective contribution from any
investment made in IS/IT.
You will need to ensure that you have adopted sound
practices in commissioning and acquiring IS/IT services to
achieve Operation improvement. Operation management
identifies opportunities for maximizing improvements in
managing

service

delivery

in

the

future.

Operation

management helps you to make decisions about investment

routes, affordability and setting investment priorities in the
face of competing demands for resources.

Managing for results

Managing for results requires the organization to focus on the

outputs of the processes and activities undertaken by the
25

organization at varying levels. Together these outputs will

contribute to the achievement of the outcomes desired by the
organization and those of the government as a whole.

Levels of Operation management

1. The effective Operation of your organization depends on

the contribution of activities at all levels - from top
management policy development through to efficiently
run operations. There are three or four levels of Operation
management in the model framework below, some
organizations may combine the strategic level with the
organizations priorities level.
2. Organizations priorities: at the highest level Operation
management is rooted in the organizations long term
business strategy. Measures at this level are of impact,
resource utilization and public service improvement.
3. Strategic level Operation management: at this level the
management concern is from an "outside in" as well as an
internal perspective. Measures are of outcome, such as
volume and value of service take-up, upward trends for
inclusion, staff and users' satisfaction.
4. Program

level

Operation

management:

Operation

management at this level is focused on the desired results

of programs of change, to demonstrate what has been
accomplished. The measures used would include those
stated in individual business cases. Benefits management
would help to determine if these are achieved.

26

5. Tactical

or

operational

service

level

Operation

management: here the management focus is concerned

with service delivery and outputs, using conventional
service level agreement approaches and related measures
of aspects such as volumes and quality.
Although Operation measures and indicators may be different
at each level, they will need to be.

Directional - to confirm that you are on track to reach the

goals.

Quantitative - to show what has been achieved and how

much more is to be done.

Worthwhile - adding more value to the business than they

cost to collect and use.

Value for money

You must be able to demonstrate that you have achieved
value for money in your operations. Value for money is taken
to cover three measures of Operation:

Economy - Minimizing the cost of resources used for an

activity, having regard to appropriate quality

Efficiency - the relationship between outputs, in terms of

goods, services or other results and the resources used to
produce them

Effectiveness - the extent to which objectives have been

achieved, and the relationship between the intended
impacts and actual impacts of an activity.

27

Measures and metrics

You should use these evaluation criteria for measures and

metrics:

Are you measuring the right thing?

Do you have the right measures?

Are the measures used in the right ways?

Do you determine the quality of a particular Operation

metric using the SMART test (Specific, Measurable,
Attainable, Relevant, Timely)?

The procedures and measures used in Operation management

will depend, among other factors, on the type of business
process which is being measured. A business process is
assumed to be made up of a number of activities which
transform inputs into outputs and contribute to the realisation
of outcomes. The customers for a process may be external
(for example, members of the public) or internal, within the
same organisation or elsewhere in the public sector.
Business processes can be distinguished by:

The extent to which the activities involved are peopleoriented as opposed to automated

Whether the activities are primarily 'front-office' or 'backoffice' - that is, the amount of direct contact which the
staff have with the customers or recipients of the process
28

Whether the process itself is the important feature of the

activity - for example, in delivering consultancy - or
whether the activities are concerned primarily with the
generation of defined outputs

The extent to which the activity is customized or tailored

to the needs of each customer, as opposed to being
routine and procedural

The amount of discretion which needs to be exercised in

the activities

The duration of the contact with the customer.

Processes

You will need to review the effectiveness of your procedures

for:

Setting Operation targets

Designing measures of Operation relevant to the targets

Systematically and accurately measuring outcomes

Assessing the Operation of external service providers

Using results for informed decision-making

Improving Operation.

Research shows that most organizations have the components

of Operation management in place, but they are not always
used to overall advantage. A possible five-step approach that
could help organizations in improving the Operation
management of the IS/IT contribution is outlined below, with
suggested techniques.

29

Step 1: Identify your level of maturity in Operation

management

Look at how the organization is performing in all its

aspects of Operation management - from direction setting
through to review and measurable improvement.

Do an assessment; this will help to identify your

organizations maturity and the strengths and weaknesses.

Establish where you are now as a series of baselines,

looking at Operation management at strategic program,
tactical and operational levels.

Bottom-up measures of economy and efficiency are likely

to be reasonably strong and have good management. This
may not be so well developed for effectiveness measures

Innovation, process improvement, customer satisfaction,

and contribution to policy objectives. Most organizations
have a good understanding of financial measure; this
level of understanding needs to be developed for other
measures.

Techniques: Assessment; baseline

Step 2: Identify where Operation management is

important to your organization

Is it in setting direction or ensuring the delivery of

required benefits or improving the alignment, Operation
and contribution of the internal and external resources
used by the organization?

Identify the values for your organization.

Key values for safety critical operational services are

speed

and

integrity

of

information.

A different

30

organization might place high value on information flows

or on single points of access to information at a
contact/call centre.

Techniques: Value chain analysis; benchmarking with

other organizations (which may identify things you had
not thought of)

Step 3: Resolve any mismatch between steps 1 and 2

Review Operation management at each of the four levels

- (organization, strategic, program and tactical). Are there
weaknesses in areas that are important to your
organization?

Techniques: to become more outward looking and

customer-focused, use the well established balanced
scorecard and EFQM techniques.

To answer questions

about

where

IT makes

contribution, use Goals, Questions and Metrics (GQM) to

identify and define measures.

Step 4: Establish where you want to be and begin to build

Operation management into business processes and into
the culture

The aim is to have target, measurement and review

processes for those things that the business considers
important such as product, process, service and staff.

31

You will have lots of measures which need to be

prioritised

against

your

particular

perspective

on

effectiveness, efficiency and economy and against your

values.

establish benefits management as a norm

Use

databases

to

collect

Techniques

Operation

information and analyse trends

Include

Operation

management

in

the

business,

programme and project lifecycle

Step 5 : Feed information back into Operation
improvement
Monitor and take action on:

We achieve what we set out to do?

Where are the opportunities to improve?

What can we do to improve? You are seeking answers to:

What is achievable?

What is important for our organization?

What was achieved?

Techniques: Process assessment; your own targets, looking at

benchmarks from the outside world.

32

The process of Operation management

Objectives of a Operation Management System

Operation management is an integral part of a comprehensive
human resource management strategy. Its objective is to
33

maximize individuals' Operation and potential with a view to

attaining

organizational

goals

and

enhancing

overall

effectiveness and productivity.

A staff Operation management system aims at: To help achieve departmental objectives through
staff
Departments formulate strategies and objectives to support
their vision, mission and values. To achieve these broad
objectives, departments have to turn them into specific
objectives and targets for the divisions, sections, units and
subsequently individual job objectives and targets for
implementation. As individual job objectives are linked to
those of departments', the Operation of individual officers
contributes to the delivery of departmental objectives.

To

evaluate

Operation

and

improve

communication between managers and staff on

managing Operation
The staff Operation management system provides a
mechanism to monitor and evaluate staff Operation.
Operation objectives are set at the beginning of the Operation
management cycle through open discussion between the
supervisors and the appraisees. Progress is monitored
regularly and feedback from staff and supervisors is collated
to help clarify objectives and output expectation; and to
enhance Operation.

To provide opportunities for development

34

The staff Operation management system serves as a multipurpose management tool. It provides valuable information
to help identify individual training needs so as to enhance
Operation and to develop the potential of the staff for further
advancement.
The following figure provides an illustration of how
Operation management links with other human resource
functions.

Overall Goal and Focus of Operation

Management
The overall goal of Operation management is to ensure that
the organization and

all of its subsystems (processes,

departments, teams, employees, etc.) are working together in

an optimum fashion to achieve the results desired by the
organization.

Operation Improvement of the Organization or a

Subsystem is an Integrated Process
Note that because Operation management strives to optimize
results and alignment of all subsystems to achieve the overall
results of the organization, any focus of Operation
management within the organization (whether on department,
process, employees, etc.) should ultimately affect overall
organizational Operation management as well.

Ongoing Activities of Operation Management

Achieving the overall goal requires several ongoing
activities, including identification and prioritization of
desired results, establishing means to measure progress
toward those results, setting standards for assessing how well
results were achieved, tracking and measuring progress
toward results, exchanging ongoing feedback among those
participants

working

to

achieve

results,

periodically

reviewing progress, reinforcing activities that achieve results

35

and intervening to improve progress where needed. Note that

results themselves are also measures.
Note: these general activities are somewhat similar to several
other major approaches in organizations, e.g., strategic
planning,

management

by

objectives,

Total

Quality

Management, etc. Operation management brings focus on

overall results, measuring results, focused and ongoing
feedback about results, and development plans to improve
results. The results measurements themselves are not the
ultimate priority as much as ongoing feedback and
adjustments to meet results.
The steps in Operation management are also similar to those
in a well-designed training process, when the process can be
integrated with the overall goals of the organi zation. Trainers
are focusing much more on results for Operation. Many
trainers with this priority now call themselves Operation
consultants.
Basic Steps
Various authors propose various steps for Operation
management. The typical Operation management process
includes some or all of the following steps, whether in
Operation

management

of

organizations,

subsystems,

processes, etc. Note that how the steps are carried out can
vary widely, depending on the focus of the Operation efforts
and who is in charge of carrying it out. For example, an
economist might identify financial results, such as return on
investment, profit rate, etc. An industrial psychologist might
identify more human-based results, such as employee
productivity.

36

The following steps are described more fully in the topics

Operation

Plan,

Operation Appraisal

and Development Plan, including through use

of an example application. The steps are generally followed

in sequence, but rarely followed in exact sequence. Results
from one step can be used to immediately update or modify
earlier steps. For example, the Operation plan itself may be
updated as a result of lessons learned during the ongoing
observation, measurement and feedback step.
NOTE: The following steps occur in a wide context of many
activities geared towards Operation improvement in an
organization, for example, activities such as management
development,

planning,

organizing

and

coordinating

activities.
1. Review organizational goals to associate preferred
organizational results in terms of units of Operation, that
is, quantity, quality, cost or timeliness (note that the result
itself is therefore a measure)
2. Specify desired results for the domain -- as guidance,
focus on results needed by other domains (e.g., products
or services need by internal or external customers)
3. Ensure the domain's desired results directly contribute to
the organization's results
4. Weight, or prioritize, the domain's desired results.
5. Identify first-level measures to evaluate if and how well
the domain's desired

results were achieved

6. Identify more specific measures for each first-level

measure if necessary

37

7. Identify standards for evaluating how well the desired

results were achieved (e.g., "below expectations", "meets
expectations" and "exceeds expectations")
8. Document a Operation plan -- including desired results,
measures and standards
9. Conduct ongoing observations and measurements to track
Operation
10. Exchange ongoing feedback about Operation
11. Conduct a Operation appraisal (sometimes called
Operation review)
12. If Operation meets the desired Operation standard, then
reward for Operation (the nature of the reward depends
on the domain)
13. If Operation does not meet the desired Operation
standards,

then

develop

or

update

Operation

development plan to address the Operation gap* (See

Notes 1 and 2)
14. Repeat steps 9 to 13 until Operation is acceptable,
standards

are

changed,

the

domain

is

replaced,

management decides to do nothing, etc.

Note 1: Inadequate Operation does not always indicate a

problem on the part of the domain. Operation standards may
be unrealistic or the domain may have insufficient resources.
Similarly, the overall strategies or the organization, or its
means to achieving its top-level goals, may be unrealistic or
without sufficient resources.
Note 2: When Operation management is applied to an
employee or group of employees, a development plan can be
initiated in a variety of situations E.g.

38

a. When

Operation

appraisal

indicates

Operation

improvement is needed, that is, that there is a "Operation

gap"
b. To "benchmark" the status of improvement so far in a
development effort
c. As part of a professional development for the employee
or group of employees, in which case there is not a
Operation gap as much as an "growth gap
d. As part of succession planning to help an employee be
eligible for a planned change in role in the organization,
in which case there also is not a Operation gap as much
as an "opportunity gap"
e. To "pilot", or test, the operation of a new Operation
management system.

Operation management mainly include following

things:
Operation management is the systematic process by which an
agency involves its employees, as individuals and members
of a group, in improving organizational effectiveness in the
accomplishment of agency mission and goals.

39

Planning

work and setting expectations,

Continually monitoring Operation,

Developing the capacity to perform,
Periodically rating Operation in a summary fashion, and

Rewarding

good Operation.

The revisions made in 1995 to the Government wide

Operation appraisal and awards regulations support sound
management principles. Great care was taken to ensure that
the

requirements

those

regulations

establish

would

complement and not conflict with the kinds of activities and

actions practiced in effective organizations as m after of
course.
Additional

background

information

on

Operation

management can be found in the following

Planning
In an effective organization, work is planned out in advance.
Planning means setting Operation expectations and goals for
groups and individuals to channel their efforts towards
achieving the organizational objectives. Getting employees
involved in the planning process will help them understand

40

the goals of the organization, what needs to be done, why it

needs to be done, and how well it should be done.
The regulatory requirements for planning employees'
Operation include establishing the elements and standards of
their Operation appraisal plans. Operation elements and
standards should be measurable, understandable, verifiable,
equitable, and achievable. Through critical elements,
employees are held accountable as individuals for work
assignments or responsibilities. Employee Operation plans
should be flexible so that they can be adjusted for changing
program objectives and work requirements. When used
effectively, these plans can be beneficial working documents
that are discussed often, and not merely paperwork that is
filed in a drawer and seen only when ratings of record are
requirement

Monitoring
In an effective organization, assignments and projects are
monitored continually. Monitoring well means consistently
measuring Operation and providing ongoing feedback to
employees and work groups on their progress toward
reaching their goals.
Regulatory requirements for monitoring Operation include
conducting progress reviews with employees where their
Operation is compared against their elements and standards.
Ongoing monitoring provides the opportunity to check how
well employees are meeting predetermined standards and to
make changes to unrealistic or problematic standards. And by
monitoring continually, unacceptable Operation can be
identified at any time during the appraisal period and
assistance provided to address such Operation rather than

41

wait until the end of the period when summary rating levels
are assigned.

Developing Employees
In an effective organization, employee developmental needs
are evaluated and addressed. Developing in this instance
means increasing the capacity to perform through training,
giving assignments that introduce new skills or higher levels
of responsibility, improving work processes, or other
methods.

Providing

employees

with

training

and

developmental opportunities encourages good Operation,

strengthens job-related skills and competencies, and helps
employees keep up with changes in the workplace, such as
the introduction of new technology.
Carrying out the processes of Operation management
provides an excellent opportunity to identify developmental
needs. During planning and monitoring of work, deficiencies
in Operation become evident and can be addressed. Areas for
improving good Operation also stand out, and action can be
taken to help successful employees improve even further.

Rating
From time to time, organizations find it useful to summarize
employee Operation. This can be helpful for looking at and
comparing Operation over time or among various employees.
Organizations need to know who their best performers are.
Within

the

context

of

formal

Operation

appraisal

requirements, rating means evaluating employee or group

Operation against the elements and standards in an
employee's Operation plan and assigning a summary rating of

42

record. The rating of record is assigned according to

procedures included in the organization's appraisal program.
It is based on work performed during an entire appraisal
period. The rating of record has a bearing on various other
personnel actions; such as granting within-grade pay
increases and determining additional retention service credit
in a reduction in force.
Note: Although group Operation may have an impact on an
employee's summary rating, a rating of record is assigned
only to an individual, not to a group.

Rewarding
In an effective organization, rewards are used well.
Rewarding means recognizing employees, individually and
as

members

of

groups,

for

their

Operation

and

acknowledging their contributions to the agency's mission. A

basic principle of effective management is that all behavior is
controlled by its consequences. Those consequences can and
should be both formal and informal and both positive and
negative.
Good

Operation

is

recognized

without

waiting

for

nominations for formal awards to be solicited. Recognition is

an ongoing, natural part of day-to-day experience. A lot of
the actions that reward good Operation like saying "Thank
you" don't require a specific regulatory authority.
Nonetheless, awards regulations provide a broad range of
forms that more formal rewards can take, such as cash, time
off, and many no monetary items. The regulations also cover

43

a variety of contributions that can be rewarded, from

suggestions to group accomplishments.

Managing Operation Effectively

In effective organizations, managers and employees have
been practicing good Operation management naturally all
their lives, executing each key component process well.
Goals are set and work is planned routinely. Progress toward
those goals is measured and employees get feedback. High
standards are set, but care is also taken to develop the skills
needed to reach them. Formal and informal rewards are used
to recognize the behavior and results that accomplish the
mission. All five-component processes working together and
supporting each other achieve natural, effective Operation
management.

Features of a Good Operation Management

System
A good staff Operation management system normally
consists of the following features:

Fair and open Objective -The system designed should

aim to facilitate objective and fair assessment by the
management and encourage frank and constructive
feedback of appraises. These can be achieved through:

Setting clear targets and standards;

Providing opportunities for supervisors to inform

appraises of their Operation regularly, to be accompanied
by timely coaching and counseling;

44

Permitting the appraise to have access to the entire report

and to review the appraisal before the appraisal interview;
and

Where necessary an assessment panel should be formed

to ensure fairness in Operation rating.

Adopting such an open system for staff Operation also

supports the spirit of the Personal Data (Privacy) Ordinance.

Competency-Based
Competency refers to the knowledge, attributes, attitude and
skills required to perform a job effectively. There are two
broad categories of competencies: core competencies and
functional competencies. Core competencies are the generic
competencies associated with effective Operation required by
a group of job holders in a department across different
divisions/sections. An example is managerial competencies
required for staff in managerial positions. Functional
competencies are the competencies specific to certain job
functions, such as computer programming skills for
programmers in the Computer Section and classroom skills
for trainers in the Training Division of a department.
Competencies are reflected in a set of desirable behavior
patterns which are observable, measurable and can be tracked
and monitored.
Developing and using a competency-based approach enables
departments to use a common language and structured way to
define and describe appropriate job behaviors at different
ranks as officers progress through the grade. The approach
help to assess staff's potential and promo ability to the next
higher rank and identify development needs of the staff. It

45

also enhances the objectivity and transparency of Operation

assessment.
When

core

competency-based

approach

is

adopted,

departments need to ensure that the competencies are

developed properly by :

Aligning

individual

Operation

objectives

with

departmental ones,

Securing senior management's commitment, and

Involving staff in the process.

Furthermore there should be a clear differentiation in

competency descriptions among different ranks in the same
grade. An unduly long list of competencies may adversely
affect the effectiveness of the system.
For competencies to effectively serve the needs of a
department, they should be department-specific and reflect
the missions, values and culture of the department. Any list
of competencies cannot be exhaustive. It only provides the
common language and understanding of the key dimensions
and descriptions that warrant attention.
Upon implementation, there should be proper and adequate
training for the staff on the implementation of the Operation
management system
Operation planning starts with a session between the
appraising officer and the appraisee to agree on the list of
objectives/responsibilities for the coming appraisal period.
The agreed list will include the objectives of the section/unit

46

and the broad areas of responsibilities of the appraises, that is

key result areas (KRAs).

A Continuous Process
Staff Operation management cycle is a continuous process
which involves :

Operation planning

Continuous coaching and development

Interim review

Operation appraisal

Operation planning
Operation planning starts with a session between the
appraising officer and the appraisee to agree on the list of
objectives/responsibilities for the coming appraisal period.
The agreed list will include the objectives of the section/unit
and the broad areas of responsibilities of the appraisees, that
is key result areas (KRAs).
Examples of KRAs are:
Timely completion of caseloads

Customer satisfaction and relations

Staff development

Resource management

Project management

Specific, measurable, achievable and time bound targets will

then be set on the basis of the KRAs. The appraising officer
should ensure that these targets are in alignment with the
overall departmental objectives and that they are clearly
understood by the appraisee.

47

Depending on the nature of the job, appraising officers may

alternatively agree with appraises a list of key responsibilities
with specific Operation results. This list provides the
appraisees and the appraising officers with the yardstick to
objectively discuss, monitor and assess Operation. The list
should be kept under frequent review and be revised
whenever there are changes in the job.

Continuous coaching and development

The Operation management system is a on-going process.
After work targets and standards have been decided and
Operation objectives agreed upon, the appraising officer
should start the coaching and development process which
threads through Operation planning, regular feedback and
guidance, interim reviews and Operation appraisal. Coaching
is about providing regular feedback to staff on their
Operation. It aims at:

Giving recognition to encourage and reinforce good

Operation; and

Providing advice and counseling to help improve

Operation, and where appropriate, take corrective action.

Through the coaching sessions, training needs should also be

identified and followed.

Interim review
An interim review is a scheduled, formal discussion between
the appraising officer and the appraisee to review the latter's

48

progress in meeting the agreed objectives/responsibilities.

This usually takes place in the middle of the appraisal period.
An interim review should take the form of a structured
session to provide an opportunity for additional coaching, for
problem solving, and for updating objectives/responsibilities.

An interim review aims to:

Identify Operation results that are below, on or above

target and determine appropriate responses on corrective
measures. Supervisors should use this occasion to
recognize and encourage good Operation. On the other
hand, Operation below targets is to be pointed out and
guidance for improvement to be given;

Assess and follow up development or training need of

staff

to

assist

them

in

achieving

their

objectives/responsibilities;

Ascertain whether there are potential problems that may

affect the appraisers Operation in the latter half of the
reporting cycle and put in place preventive measures; and

Review

whether

adjustments

to

the

agreed

objectives/responsibilities are required.

Operation appraisal
Operation appraisal is the formal assessment on the
appraisees Operation for the appraisal period. It covers the
following aspects:

How effectively the agreed objectives/responsibilities

have been carried out and targets met;

Whether the effectiveness has been adversely affected by

any constraints or obstacles;

49

The strengths and weaknesses of the appraisee which

affected or will affect the officer's further development;

And what sort of personal/career development and

training actions should be taken.

To maintain an open system

The appraisee should be shown the assessment by the

appraising and countersigning officers before the
appraisal interview.

Countersigning officers are encouraged to complete the

appraisal form before the appraisal interview is
conducted; and

An interview record has to be prepared and signed by

both parties.

For training and career development proposals put forward in

the appraisal, the grade management must take the initiative
to ensure any necessary follow up actions are taken in a
timely and appropriate manner. These proposals will also
provide useful reference for the supervisors to develop the
staff's competencies. Common themes on training and
development

identified

should

be

consolidated

for

incorporation into the training and development plans of the

department and the grade.
To ensure consistency in assessment standards and fairness in
Operation

rating

in

staff

appraisals,

heads

of

departments/grades may consider if an assessment panel

should be set up. An assessment panel is a management tool
to help departments cross moderate appraisal ratings.

50

An assessment panel is usually chaired by the head of

branch/division or head of grade with members drawn from
section/unit heads. At the start of a reporting cycle, the
assessment panel will meet to discuss the marking criteria
and standard. Staff will be informed of these criteria and
standard and clear guidelines will be issued to appraising
officers.
The assessment panel will review the completed reports on
the basis of panel members' knowledge about the Operation
of the appraisees. If the assessment panel disagrees with the
assessment of a report, the reviewing officer and the
appraising/countersigning officer, where necessary, may be
requested to explain before the panel. Amendments may be
made to the appraisal reports to ensure parity of assessment,
if necessary.

51

PROJECT
Preparation and Planning for Operation management

Much work is invested, on the front end, to improve a

traditional employee appreciate process, Infect managers can
feel as if the new process is too time consuming ones the
function of developmental goal is in place however time to
an administrator the system decreases. Each of these steps to
taken with the participation and cooperation of the employee
for best results.
Operation Management and Development

Define the purpose of the job, job duties.

Define the Operation goals with measurable outcomes.

Define the each job responsibilities a goal.

Define the Operation standards for key components of the

job,

Hold interim discussions and provide feedback abuts

employee Operation.
52

Maintain a record of Operation through critical incident

reports.

Provide opportunity for broaden feedback. Use 360`

Operation feedback system.

Develop administer a coaching and implement plan if the

employee is not meeting expectation

Operation Assessment and Development Plan In HCL

INFOSYSTEMS LTD.
Prior to filling the form please read carefully Instructions to
the Appraiser

Appraise the employee in related to the positions held

during the period under appraisal.

Be objective, Avoid any personal prejudice.

Do not evaluate on the basis of isolated incidents, but

base your judgment on the entire period under review.

Consider each independently, uninfluenced by the rating

given for other factors.

This from will not be treated as complete and processed

further until all selections are filled up.

Operation appraisal guidelines

Appraisal procedure
Operation appraisal encompasses the on-going work-related
discussions, which take place between appraisals and
appraisees throughout the year. The formal Operation
appraisal meeting is normally attended by the employee and

53

manager only; but when relevant, another manager will also

participate (e.g. functional head / HR person).
The Form And Its Contents
The guide for the Operation / achievement rating is as
follows.
Outstanding Consistently exceeds the requirement of
job.
Exemplary Operation - Far exceeds the requirement of job.
Growth potential unlimited.
Very good: - Handle assignments with thoroughness and
perfection, effective discharge of responsibilities to the
satisfaction of superiors completes assignment in time. With
a little more initiative could have performed better.
Good: - Just meets the normal requirements of the job, needs
substantial improvement in all areas of work to meet
requirement of complete employee.
Not Up to the Expectation - Not likely to meet the
requirements of complete employee.

RESEARCH METHODOLOGY
Research Design
In general terms research methodology is the process of
carrying out research in a formalized and scientific way. It is
one manner in which one proceeds with his research design
adopted. The research done is exploratory and analytical in
nature. The major emphasis in studies was on discovery of
new ideas and insights. Research is done as

Firstly to understand the concept of Operation

management.

54

What is the area of Operation management?

How it is being implemented in HCL?

What

is

the

assessment

process

of

Operation

management?

Did questionnaire survey with the sample size of 30.It

was conducted for three main departments-Sales,
Support and Service?

Did analysis and prepared Column charts according to

the questionnaire survey response?

The assessment is then done to bring out what is the process

being followed in HCL Infosystems Ltd. regarding Operation
management.

55

Data Collection Method

a. Secondary Data - It refers to the data that has already
been collected, the secondary data, which has been used
to carry out this study, are as follows:
* Operation assessment and development plan manual.
* Companys Internet site (www.hcl.in)
* Other relevant study materials and websites.

evidence, in the form of a hypothesis test, indicates otherwise

that is, when

researcher has a certain degree of

confidence, usually 95% to 99%, that the data does not

support the null hypothesis. It is possible for an experiment to
fail to reject the null hypothesis.
H0 = the null hypothesis

Assumption: The Operation Management System in HCL

Infosystems is not effective.

56

Analysis of PMS Processes & Components

Planning
In an effective organization, work is planned in advance. This
includes setting Operation expectation and goals for
individual in order to channel effort towards achieving the
organizational objectives. Involvinng employee in planning
process is essential to their understanding of the goals of the
organization, what needs to be done, why it needs to be done,
and expectation of accomplishing the goals.

The PMS in terms of planning in HCL fairs around average,

where they need to put planning system in a very scientific
way. They need to design the entire planning session taking
into consideration the aspiration and need of the people
whose Operation needs to be planned.

57

Monitoring
Designing effective feedback into a Operation management
programme will improve individual and team Operation and
will make your organization more effective. With effective
feedback process, employees can see their progress and that
motivates them to reach their Operation goals effectively.

The PMS of HCL stand in between for monitoring, where

they need to develop a feedback channel into the system,
which will capture the feedback in holistic way and must be
part of organizational culture.

58

Developing Employees
Providing

employees

with

training

and

development

opportunities encourages the good Operation, strengthen job

related skills and competencies , and help employee keep up
with changes in the work place.

The Employee development in HCL is fairly better, where the

feedback from PMS is implemented by the way of training
and development. Where the organization equips people with
the skill which will be required in future.

59

60

Rating
Within

the

context

of

formal

appraisal

Operation

requirement, rating means evaluating the employee Operation

against the element and standard in an employee Operation
appraisal plan and assigning a rating of record.

The rating of Operation appraisal system in HCL is

satisfactory , ratings are more objective for sales , which
people in service and support dont view as more subjective.

Action Based Operation

A Basic principle of effective management is that all
behavior

is

controlled

by

its

consequences.

Those

consequences should be both formal and informal and both

positive and negative. Positive consequences include rewards

61

and recognition.promotion.Negative consequences means

may

include

counseling,

reassigning,

removing

or

downgrading.

The PMS in HCL fairs in terms of action based Operation.

HCL administers positive and negative consequences with
apt.

Analysis
If we look at the following graph, which measures the
effectiveness of PMS in HCL, we find out that it is quite
effective and are continually achieving the purpose of
enhanced Operation.

Effectiveness
Sign of a good system is that, it achieves what it has been
designed to achieve. The principle of execution achieves the
end with best means and delivers the best result.

62

The effectiveness score of HCL is fairly high where the

employees seem to be happy with current PMS system .HCL
need to work for sales, where they need to design the new
PMS system.
The PMS of HCL is very effective on action based Operation
and developing employees, which clearly shows that as an
organization HCL is highly progressive organization which
continually develop people and provides negative and
positive feedback.
While, it need to work in the area of planning, monitoring
and rating , where they have to get into more systematic and
have a separate session on planning , mid year review , and
need to teach appraiser how to provide rating objectively.
They need to plan and devise KRA sessions for each
employee by taking an objective of getting all the KRA in
Month , which need to discussed jointly and must be agreed
between the Appraiser and Appraisee

63

RECOMMENDATIONS
Recommendations

1. Though the employees are free in all respects, there

should be more Employee Empowerment.
2. Employees should be encouraged to do work creatively
and innovate to improve the growth rate of organizations.
3. While posting employee in different departments their
personal choices should also be taken into consideration.
4. Executives must be given jobs where they are creative
rather than following orders of the boss and obeying them
willingly.
5. The career growth of employees should be planned on the
long-term basis.
6. The (candidates) not considered for promotion, should be
informed about their weaknesses so that they can work on
it.
7. Separate session on planning the KRA should be taken up
and must be discussed and signed jointly between the
appraiser and the appraisee.

64

8. HCL should introduce mid year review into the system

and must rate the employee and provide them with
necessary training and development.

CONCLUSION
HCL Infosystems Ltd. though seems to be an open
organization but has a conservative approach towards its
Operation management policies. There are many worker
policies provided for them. Besides this, their policies are
quiet rigid.
There is no proper formation of grievance cell. Only basic
amenities are being provided to workers. Thus the strengths
and weaknesses of the organization can be listed below.

Strengths

High concern for excellence in Operation.

Continuous development of workforce.

No place for displacing personnel power.

A strong desire for making an impact on others for the

well being of the organization.

A good teamwork.

A desire to change adverse situations.

Weaknesses

Under utilization of decision-making power.

65

Rigid hierarchy level.

BIBLIOGRAPHY

Web sites

www.google.com

www.hrmguide.net

www.managementscience.org

www.londonexternal.ac.uk

www.hr.com

www.wikipedia.com

66