A STUDY ON EMPLOYEE Communication effectiveness With reference to COROMANDEL INTERNATIONAL LIMITED VISAKHAPATNAM Submitted in Partial fulfillment of the requirement

for the award of the degree of MASTER OF BUSINESS ADMINISTRATION Under the guidance of K.RASOOLI By C.REDDY RAJA REDDY 1225110212

GITAM INSTITUTE OF MANAGMENT VISAKHAPATNAM (2010 _ 2012)

DECLARATION

I here by declare that the work present in this project report entitled, EMPLOYEE COMMUNICATION EFFECTIVENESS in COROMANDEL INTERNATIONAL LIMITED, VISAKHAPATNAM is original and has been carried out by me towards partial fulfillment for the award of the degree in MASTER OF BUSINESS ADMINISTRATION submitted to the

COROMANDEL (H.R.D). The findings of the report are based on the information collected by me during this study.

(C.REDDY RAJA REDDY)

Date: Place: Visakhapatnam.

CERTIFICATE FROM THE GUIDE

This is to certify that this project work entitled EMPLOYEE COMMUNICATION EFFECTIVENESS in COROMANDEL Mr.

INTERNATIONAL LIMITED, VISAKHAPATNAM carried out by

C.REDDY RAJA REDDY has been done by her under my Supervision and guidance during the academic year 2010-2012.

Date: Place: Visakhapatnam.

KUBRA RASOOLI (ASST. HR MANAGER)

ACKNOWLEDGEMENT

I would like to thank each and every employee who has directly or indirectly helped me in carrying out this project. I take this opportunity to express my heartfelt thanks to my project guide K.RASOOLI Asst. HR for his guidance and suggestions during the progress of my project. I am thankful to the COROMANDEL INTERNATIONAL LIMITED, VISAKHAPATNAM for giving me an opportunity to undertake my project work. My special thanks to B.KISHORE KUMAR, Dy. Manager (TRAINING) COROMANDEL INTERNATIONAL LIMITED, VISAKHAPATNAM for his valuable suggestions and co-operation throughout the project work. I want express my sincere thanks to my Guide Ms. RAMYA for his constant moral support and valuable guidance in successful completion of the project work. Finally I would like to thank other faculty members for their extended cooperation & suggestions which have helped a lot.

(C.REDDY RAJA REDDY)

CONTENTS
CHAPTER I 1.0 1.1 1.2 1.3 INTRODUCTION NEED OF THE STUDY OBJECTIVES OF THE STUDY METHODOLOGY & SAMPLING

1.4 PRIMARY DATA & SECONDARY DATA 1.5 LIMITATIONS

CHAPTER II 2.0 COMPANY PROFILE

2.1 INDUSTRIAL PROFILE CHAPTER III 3.0 THEORETICAL ASPECT OF THE CONCEPT

CHAPTER IV 4.0 ANALYSIS & INTERPRETATION

CHAPTER - V 5.0 5.1 FINDINGS & SUGGESTIONS ANNEXURE

5.2 BIBLIOGRAPHY

CHAPTER-I
INTRODUCTION
INTRODUCTION

Human Resource is the most potential and versatile resource. Its effective utilisation is a sine qua non of the rate of growth of any economy regardless of the structure and system of economy and the governance. No society and no nation can be proud of its human resource unless there is a systematic and sustainable development of capacities of its people and convert the human resource into human capital. Human resource is the most strategic resource and no other resource can be fully utilised to generate income and wealth of a nation without the active involvement of this resource. Money, material, men, markets and machines are regarded as the most important resources of organizations but men or human resources are treated as the only crucial and dynamic factor of production. Though other factors of productions are also important they are considered to be worthless without the involvement of human factor.

Importance of HRD

Human Resource Development (HRD) is mainly concerned with providing learning experiences for the people associated with an organization through a behavioral approach adopting various processes. Learning experiences for the people associated with an organization through a behavioral approach adopting various processes. The individual is provided with

learning experiences not in isolation but he shares others learning experiences also. Such learning experiences are provided with the main objective of developing human beings for their advantage and harnessing their physical, mental and intellectual endowments and abilities for the growth of the organization. HRD from the organizational point of view is a process in which the employees of an organization are helped / motivated to acquire and develop technical, managerial and behavioral knowledge, skills and abilities and mould the values, beliefs and attitudes necessary to perform present and future roles by realizing the highest human potential with a view to contribute positively to the organizational, group, individual and social goals. Recent economic liberalizations announced by the Government of India tend towards market economy and started creating more dynamic environment of India than ever before. HRD plays a significant and crucial role in market economies under dynamic environments. Human Resources Development (HRD) should be effective and efficient. HRD cannot be effective for the candidates who do not possess potentials to perform present and future roles in organizations with dynamic environment. HRD to be effective should essentially have a strong base of human resources planning, recruitment and selection based on effective HRD requirements. The outcomes of HRD are four-fold, viz. to the organization, to the individuals, to the groups and to the society. HRD benefits the organization by developing the employees and make them ready to accept responsibilities, welcome change, adapt to change, enables the implementation of the programmes of total quality management, maintenance of sound human relations, and increase in productivity and profitability. HRD also benefits individuals in

achieving of potentials, increase in performance, fulfilling their needs and enhancing social and psychological status. The HRD helps the groups in the form of increase in cooperation, increase in collaboration and team effectiveness. Further, it helps the society in the form of developing human resources and increased contribution of human resources to the society. Towards the accomplishment of said objectives information is obtained from both primary as well as secondary data sources. Primary data is generated through questionnaires by way of meeting different executives concerned with training and development programs and seminar & survey with few departmental heads and few employees of Port. Secondary data is collected from in-house magazines, journals, newspapers, websites and any other published material and mainly from the previous records of CHD. IMPORTANCE OF COMMUNICATION EFFECTIVENESS

The study on communication effectiveness

is more relevant in todays business scenario

characterized by very tough competition. This situation had led to a stage where organizations are more worried about survival; this led communication to take a back seat Communication can be analyzed as a two way process as information is not only sent but also received, understood and implemented (Adeleke, 2004) When we have the line of communication we mean the channel through which information is transmitted within a construction site or organization from one person to the other.

Machinery need to be in place for further communication to take place, either downward communication (from superior to sub-ordinate), horizontal (between colleagues of the same level) or upward communication (from sub-ordinate to superior). Careful attention must be paid to these means and machinery of communication because internal communication is vital for high productivity, as an aid to construction project delivery in the construction site and it is a more difficult process now than it was decades ago. The principal reason for this is that there has been changes in the attitude of workers to their employers and in the present site environment and in the site environment there has been a move away from old concepts of unquestionable obedience, proper provision must be made for upward

communication to avoid misconceptions of information otherwise a superior personnel like Architect, Project manager, Engineer or supervisor may generate a bad feeling and may also end up making decisions in a vacuum and such decision may not be accepted by the junior staffs and personnel like the labourers and gang men. The basic questions which readily comes to the mind of the workers are of two major categories as stated below: 1. What, where, when, why, and how does my employer expects me to perform. 2. What, where, when, why, and how does my employer benefit from my work.

NEED FOR THE STUDY From the information that will be gathered, the importance of effective communication on execution and delivery process will be made known to all involved at the supervisory level of C.I.L.. This research work will also show how ineffective communication negatively affect

productivity based on the facts gathered. This research work will also be useful to the management and their professional status.

Building human capital at all levels in organization is imperative. The method and approach of human development differs depending on the position held by people, their roles, experiences etc... The scope, content, methods, techniques of manpower development vary from category to category of manpower employed in the organization. So much so employees education and technical background, experience, perception and level of understanding constitute the determinants of scope and content of training and its delivery. Factors such as organization restructuring, technology, job restructuring require organization to train its manpower. Many

studies have been carried out encompassing various issues and dimensions of human resources management however; most of the studies have been carried out with a focus on general policies of HR. Zeal to know the facts, which contributed to the success of Coromandel in general, and training & development activities in particular inspired me to take up the study of its Communication Effectiveness.

OBJECTIVES OF THE STUDY

The project is taken up with following objectives:

To identify the major factors that causes ineffective communication in the C.F.L.

 To identify the problem caused by these factors. To study the general policies and procedures of communication activities. To find out the methods and techniques of diagnosing the communication needs in COROMANDEL To analyses the various methods and techniques of communication to evaluate effectiveness of such methods. To assess the impact of communication effectiveness of managerial skills. To summarize and suggest the observations in the present study.

Methodology:

Towards the accomplishment of said objectives information is obtained from both primary as well as secondary data sources. Primary data is generated through questionnaires by way of meeting different executives concerned with training and development programs and seminar & survey with few departmental heads and few employees of Port. Secondary data is collected from in-house magazines, journals, newspapers, websites and any other published material and mainly from the previous records of COROMANDEL. The information has been collected mainly from various books however the information pertaining to Coromandel International Limited has been obtained from the following two sources.

Primary data

This is done by personal discussion with various officials in employee relation department and human resource development. Questionnaires were prepared by keeping in view of the objective of the study. The first one is being management questionnaire covering management data on participation of workers in COMMUNICATION. The second one was the canvass among the sampled employers to find out their opinion on communication effectiveness. The questionnaire was distributed to 150 and the response were limited to 100. The study is confined to a sample of 100 only.

Secondary data

The secondary data is from various publications on communication effectiveness and business communication and reports of Coromandel International Limited.

BACKGROUND OF THE STUDY The topic is to show the effectiveness of communication during working hours and how it helps the industry to enhance production and completion of projects within the stipulated period. Communication is defined below to make it easier to know about its meaning, purpose and effects. Communication is a means by which operatives and other members of the building team are linked in order to achieve the central goal.

In organization , communication could also be achieved through letters, drawings, symbols, signs, posters and word through which members of an organization sends and receives information and also sends information to the public at large. Communication in the large sense of it is used to express facts, ideas, opinion and emotions between two or more people and through communication exchange of thought, information is also a good tool for human relation.

Considering the above definition of communication, it is observed that everybody in an organization is responsible for communication irrespective of the role of the person being the originator or the receiver of the information. In all aspects of human professions, communication is seen as a vital central organ especially through the use of language. Humans have transferred culture, record history and document occurrences to a good deal with the use of language from one generation to another. The organ called communication has helped man to build societies and other social groups which has contributed immensely to the growth of mans life 3 enjoyable. Through effective communication, the workers especially in firms find it easy and highly productive to work together. Instruction and order are given and they are carried out as expected once they are well understood and acted upon rightly. The working day of every personnel is filled with communication in different ways and forms through orders, directives, information, conversation, requests and rumors.

STATEMENT OF THE PROBLEM Effective communication has not been given enough attention in firms thereby creating many loop holes in information dissemination. As a result of this poor attitude in the industry, it is found necessary to create solution to such problems through this research as to improve productivity in firms. LIMITATIONS OF THE STUDY

Every study is conducted under some limitations. Some of the limitations of the study are as follows.

During the project period most of the staff members are busy with auditing and other works. So they could not afford give full information Since officials, executives and others were busy the study was primarily focused on secondary data. Time was a constraint for the study.

Chapter-2
COMPANY PROFILE & INDUSTRIAL PROFILE

COMPANY PROFILE INTRODUCTION: Coromandel International Limited is in the business segments of Fertilisers, Specialty Nutrients, Crop Protection and Retail. Coromandel manufactures a wide range of fertilisers and markets around 2.9 million tons making it a leader in its addressable markets and the second largest phosphatic fertiliser player in India. In its endeavour to be a complete plant nutrition solutions company, Coromandel has also introduced a range of Specialty Nutrient products including Organic Fertilisers. The Crop Protection business produces insecticides, fungicides and herbicides and markets these products in India and across the globe. Coromandel is the second largest manufacturer of Malathion and only the second manufacturer of Phenthoate. Coromandel has also ventured into the retail business setting up more than 425 rural retail centers in the agri and lifestyle segments. The Company clocked a turnover of Rs.9668 crores (USD 2.2 billion) in 2008-09. Coromandel was ranked among the top 20 best companies to work for by Business Today and was also voted as one of the ten greenest companies in India by TERI, reflecting its commitment to the environment and society. Coromandel is a part of the Rs.15,907 crore (USD 3.14 billion) Murugappa Group. It should have: 1. 2. 3. 4. AdhereHigh quality products and brand image Modern, cost effective and energy efficient manufacturing facility Profitable operations High level of satisfaction to stake holders.

To ethical norms in all dealings with shareholders, employees, customers, suppliers, financial institutions and government. ProvideValue for money to customers through quality products and services. TreatOur people with respect and concern provide opportunities to learn, contribute and advance, recognize and reward initiative, innovativeness and creativity. MaintainAn organizational climate conducive to trust, open communication and team spirit a style of operation, benefiting our size, but reflecting moderation and humility. ManageEnvironment effectively for harnessing opportunities. DischargeResponsibilities to various sections of society thereby preserve environment. GrowIn an accelerated manner, consistent with values and benefits, by continuous organization renewal.

THE SPIRIT OF THE MURUGAPPA GROUP:

INTEGRITY: We value professional and personal integrity above all else. We achieve our goals by being honest and straightforward with all our stakeholders. We earn trust with every action, every minute of every day. PASSION: We play to win. We have a healthy desire to stretch, achieve personal goals and accelerate business growth. We strive constantly to improve and be energetic in everything that we do. QUALITY: We take ownership of our work. We unfailingly meet high standard of quality in both what we do and the way we do it. We take pride in excellence. RESPECT: We respect the dignity of every individual. We are open and transparent with each other. We inspired and enable people to achieve high standard and challenging goals. We provide everyone equal opportunities to progress and grow. RESPONSIBILITY: We are responsible corporate citizens. We believe we can help make a difference to our environment and change lives for the better. We will do this in a manner that befits our size and also reflects our humidity.

COMPANY HISTORY

1959: Independent India realized that its largely agrarian economy needed a thrust in the right direction for its people to benefit and prosper. Prime Minister Jawaharlal Nehru invited the Ford Foundation to carry out a comprehensive study of Indian agriculture and give its recommendations. The study revealed a crucial need to produce indigenous chemical fertilizers to increase agricultural output to meet the countrys ever-increasing food demand. 1961 : An industrial license was granted to three companies IMC (the worlds

largest producer of fertilizers then), Chevron Chemical Company (a major American player in fertilizers / industrial chemicals) and E.I.D.Parry (India) Limited (Indias largest private fertilizer producer with 60 years standing) to set up a giant chemical fertilizer complex. The first Board of Directors was constituted on October 16, with H V R Iengar as its Chairman. Others on the Board included J Q Cope, Charles Dennison, J K John, Dr L Bharat Ram, A W Horton, J T Gibson, S C Dholakia, V K Rao and Raja Rameswar Rao. L L Powell

and P J Davies were the first Managing Director and Dy. Managing Direct respectively. Donald I Meikle was the first Company Secretary. 1962 Market development commence in the form of a seeding programme. E.I.D. Parry was appointed COROMANDEL principal sales agent in India for our product aptly name GROMOR epitomizing the idea of Growing More food for the nation. A 483.5 acres site was identified at Visakhapatnam along the Coromandel coast (Indias east coast), from where the Company derived its name. The land, taken under a 50-year lease from Visakhapatnam Port Trust, has a private jetty just 5 km from the plant site. With a capital investment of Rs.50 crores, Lumus Company undertook construction of the plant. 1967: On December 10, Mr. Korari Desai, the then Deputy Prime Minister of India, dedicated the fertilizer plant to the nation, in the presence of Mr. Kasu Brahmananda Reddy, the Chief Minister of Andhra Pradesh. Grandhi Ramamurthy, a local farmer, was given the honour of cutting the ribbon. The 245 ft high Urea prill tower was one of the tallest industrial structures in India then. Though not operational today, it still presents a formidable sight, towering against the skyline, recalling old memories for those who were associated with its operation. 1970: The GROMOR farmer was developed as a marketing symbol and introduced on

our bags to spread the message of higher yields, bigger profits. Today, farmer households across our addressable markets identify COROMANDEL brand by this symbol. 1971: The Coromandel Lecture was instituted to provide a forum for thinkers, economists, social and agricultural research scientists around the world to share their thoughts on issues of global concern such as food security, environment and extension activity. The Borlaug Award, instituted in honor of Nobel Laureate Dr Norman Borlaug (father of the wheat revolution), honors eminent men of science and industry for their distinctive contribution to the cause of agriculture. This reflects COROMENDEL concern to develop a symbiotic interaction between agriculture, industry and academia.

1976: Our fertilizer retail outlet at Secunderabad got a boost with garden lovers fervently seeking small quantities of fertilizers for bigger and richer blooms and fruit. 1977 : COROMANDEL completed a decade of participation in augmenting agricultural production for the nation. Its vital role covered soil nourishment, sharing agronomic expertise, supporting agricultural education and rewarding research all of which had progressively grown in width and depth during the decade. 1980 90: Plans to diversify were afoot. A groundbreaking ceremony was performed in November 1980 at Chilamkur (Andhra Pradesh), which is rich in limestone deposits, to set up a one million tonne cement plant. The fully computerized plant (designed by world-renowned cement manufacturer Krupp Polysius of West Germany) was commissioned in 1984. It was later sold to India Cements in 19903 1995 99 Chevron Chemical Company divested its stake in favour of E.I.D.Parry (I) Limited in 1995, followed by IMC in 1999. E.I.D. Parry (I) Limited acquired majority shareholding in COROMANDEL making it a part of the Murugappa Group, a highly reputed industrial conglomerate. 2000 COROMANDEL growth over the years has been punctuated with several pathbreaking modernisation / upgradation programmes. Begun in 1975, the programme gathered momentum in 1992-95, when the Sulphuric Acid, Phosphoric Acid and Complex Granulation plants were debottlenecked. Production capacity wend up from the original 247,000 MT to 400,000 MT. On September 29, Mr. N Chandrababu Naidu, the then Chief Minister of Andhra Pradesh, inaugurated a new complex granulation train. This further augmented capacity to 600,000 MT, a boon to the entire farming community. 2003: On July 12, COROMANDEL consolidated its business by acquiring controlling stake in Godavari Fertilisers & Chemicals Limited (GFCL). To optimise synergy of operations in the Group, the Farm Inputs Division of E.I.D Parry (I) Limited was merged with COROMANDEL on December 1.

2004 :Mr. V. Ravichandran took over as President & WTD on January 22. Mr. A.Vellayan took over as Chairman on September 1. Other Directors on the Board are Mr. J.Jayaraman, Mr.M.M.Murugappan, Mr. T.M.M Nambiar , Mr. M.K.Tandon, Mr. D.E.Udwadia, Mr. S.Viswanathan and Mr. K.A.Nair. The first post-merger AGM of the Company was held on July 15. 2005: COROMANDEL signs a Business Assistance Agreement with Foskor Limited, South Africa. ORGANIZATIONAL STRUCTURE: The supervisory board of Murugappa group supervises the organization of Coromandel International Limited. The top most authority of the whole Coromandel International Limited is administered and controlled by the president and managing director. The main registered office of Coromandel International Limited is located at Hyderabad. The Present Managing Director of Coromandel International Limited is Mr.V.Ravichandran. The Visakhapatnam Plant is headed by the vice president who at present is Mr. N. Seetharam who undertakes the in charge of all the levels of departments in the organization. Functions: The vice president manufacturing and projects is overall in charge of manufacturing Fertilizers at plant and in implementation of all the projects in time with a workforce of around 175 officers and 425 technicians. The vice president finance is in charge of overall fund management, internal audit secretarial functions. A work force of around 30 Executives and 35 officers are under his control. The Sr. Vice President marketing is in charge of overall marketing of Coromandel International Limited finished products as well as the by-products like gypsum, fluorine etc. The functions of other executives are: General Manager Operations:

General Manager Operations is responsible for smooth running of all process plants including operations. One AGM & other process plant Heads will directly report to him. AGM Operations: Asst. General Manager of operations is responsible for efficient running of Bagging & Product Handling Plants in addition to Management Information System of all Operations Department about 8 Executives and 100 workmen report to him. Sr. Manager Accounts:Sr. Manager of accounts is responsible for maintaining statutory accounts and other fund records, 10 officers and 36 office assistants assist him. AGM IT: Asst. General Manager of IT is responsible in building skill gap of all the human resources of the organization by requisite training and development. 3 officers assist him and 2 workmen who execute all HR philosophies and administer officers wage administration. AGM Purchase and Stores: Asst. General Manager Purchase & Stores is responsible for all purchase activities, raw material purchases and maintenance of stores at an optimum level. 5 officers and 20 assistants who look after the effective distribution of finished products and by-products assist him.

AGM Maintenance: Asst. General Manager Maintenance is responsible for preventive maintenance of plant and machinery and buildings. He looks after the timely executives of all the capital projects at the plant. 30 officers and 165 technicians assist him. AGM & RH HR

AGM & RH HR is responsible for recruitment of technicians and office assistants. He is also responsible for execution of all welfare measures and for security arrangement of plant and machinery. 8 officers and 40 workmen assist him. Asst. General Manager Safety, health and environment: AGM safety, health and environment is responsible for identification of hazardous areas and in suggesting remedial safety measures and its effective compliance. He also arranges medical checkups etc. 4 officers and 3 assistants assist him. The employees of the organization are divided into three grades. They are: 1. Technicalthe technical employees are again sub divided into highly skilled, semi skilled and unskilled people. The labour comes under unskilled workmen. Technical staff is graded into S1 to S7 ranks. 2. Clerical- The clerical staff is graded into C1 to C3 ranks where C1 grade is for assistant, C2 for junior assistant and C3 for senior assistant. The clerical staff mainly looks after the office work. 3. Managerial The management staff is graded into CI1 to CI 3 and from MG3 to MG 10 grades. Thus according to the ranks the employees of Coromandel Fertilizers limited are graded and the company runs round the clock. The employees work in shift timings. The timings of the three shifts are. 0700 hrs to 1500 hrs 1500 hrs to 2300 hrs 2300 hrs to 0700 hrs The general shift is from 0800 hrs to 1630 hrs. Thus the employees working under all the shift timings receive all the welfare facilities like canteen, transport, drinking water etc.

Location: The plant is situated in 500 acres of site about 5 km from the harbour. The site is located on the east coast of Visakhapatnam and has been leased from Visakhapatnam port trust for a period of 50 years with renewal options, at the port; Coromandel International Limited operates its own bulk freight raw material unloading berth, which is an added advantage as they import many for Coromandel International Limited Company. The plant uses a lot of seawater in the process for cooling purpose Vizag being a seacoast provides the facility. Coromandel International Limited is serving the farming community of India for the past 3 decades by producing around 1 million tonnes of complex Fertilizers per annum and catering to the needs of agricultural society. Plants: Coromandel International limited has mainly three plants. They are: 1. Sulphuric acid plant-This plant is designed and constructed by M/s. Simon Carves India Limited. It has a rated capacity of 1200 million tonnes per day. Sulphur is the raw material, which is imported from abroad from countries like USA, Japan and Gulf. 2. Phosphoric acid plant-This plant is designed and constructed by M/s. Darr Oliver of USA is used in manufacturing of cement. It has a rated capacity of 400 million tonnes per day. Rock phosphate a mineral from foreign countries such as USA, Africa and Australia and is still looking for other sources. Rock phosphate and sulphuric acid are reacted to give phosphoric acid and gypsum. Filtering separates gypsum and it is a by-product, which is a good source of income by sales. 3. Complex Fertilizer plant-Complex Fertilizer plant has rated capacity of 1400 million tonnes per day. Ammonia and phosphoric acid are reacted in a reactor to form ammonium phosphate and urea is added to this mixture. The urea prill is coated with ammonia phosphate to form the urea ammonia phosphate, which is a Fertilizer.

Achievements: Coromandel International limited a reputed Fertilizer company in India stood first in achieving the following: 1. First in India achieved to commercially manufacture high analysis complex fertilizer, which is urea ammonium phosphate 28:28:0 with high nitrogen and phosphate content in 1:1 ratio. 2. First in India achieved to install a large sulphuric acid plant based on DCDA technology to control sulphur dioxide emission. 3. First in India achieved successfully to implement total recycling of seawater for its effluent recirculation system attached to phosphoric acid plant. Functional Areas Coromandel International limited comprises of four functional areas. They are: 1. Manufacturing and production 2. Marketing 3. Finance 4. Human Resources 1. Manufacturing and Production: The main objectives of manufacturing unit of Coromandel International Limited are 1 To be a low cost Fertilizer manufacturer 2 Emphasis on safety and environment improvement 3 Trust on energy conservation

The plant has planned to undertake manufacturing of single super phosphate with estimated production volume of 0.7 lakh tones per annum. The basic raw materials used for manufacturing are phosphoric acid, urea and ammonia. They buy naphtha to make ammonia from HPCL. Rock phosphate is imported from USA and Sulphur is imported from USA and gulf countries. Products: 1. Coromandel International Limited sells its product under the brand name GROMOR. 1. Gromor (28:28:0) urea ammonium phosphate is one of the best products of Coromandel International Limited . It has a granule configuration Urea Prill Coated with ammonium Phosphate, which ensures nitrogen availability to the crop over a longer duration of time. 2. Gromor (14:35:14) ammonium phosphate potash, Npk is a scientific Fertilizer with the highest nutrient content of 63% among NPK complex available in India. 3. Gromor (20:20:0) and parampos (16:20:0) ammonium phosphate sulphate gives 15% sulphur for the soil apart from their ammonia and phosphate content. The products of Coromandel International limited are sold in Andhra Pradesh, Orissa, west Bengal and Madhya Pradesh.

PERSONNEL DEPARTMENT OF COROMANDAL INTERNATIONAL LIMITED: Coromandel International limited gives importance to human resources and it lays emphasis on human safety and welfare. Presently the company comprises of about 600 employees among whom about 425 employees are non managerial and about 175 employees are managerial. Objectives: The main objectives of personnel department in Coromandel International Limited are: 1. Organizational restructure through re-skilling and re-deployment 2. Training in core competency areas

3. Employee cost reduction through manpower rationalization and optimum utilization. Personnel department at Coromandel International Limited is classified into two departments. They are: 1. Human Resource Department: This department deals with the matters pertaining to managerial staff and is headed by Asst. General Manager & Regional Head - HR who looks after the matters like recruitment, career planning, training and development, performance appraisal and smooth administration of remuneration and policies of all categories of employees of Visakhapatnam Plant as well as Marketing Branches of in the States Le., Andhra Pradesh, Assam, West Bengal, Orissa, Madhya Pradesh, and Chattisgarh. A total of 40 non-managerial staff is working in this Department. Vice president in consultation with HRD and ERD reviews carefully and finalizes the manpower planning.

HR Policy: This human resource policy was drafted in the year 2000 in May and it IS considered to be the corporate commitment. 1. To create and nurture an organization culture committed to multi disciplined teamwork in order to meet the customer's needs with high quality products and services. 2. To facilitate and provide an environment congenial for continual learning aimed at increasing proactively, creativity and adaptability. 3. To devise and sustain an appraisal and reward system based on performance and merit. Recruitment:

The company has a policy that the new employee should be carefully chosen as he has to handle the job not only for his ability but also for his suitability of future advancement. The requirements of the job shall be the determining factor in the selection and placement of the applicants and employees who satisfy the required qualifications and requirements of the job shall be preferred. The main manpower sources of the organization are: 1. Resumes or the applications received in personal or by mail. 2. Local employment exchange. 3. Advertisements in local press. 4. Direct interviews from colleges, universities and poly technical colleges. Coromandel International Limited also complies with the statutory requirement of informing employment exchange vide form ER-1 under the Employment Exchange Act 1959. SELECTION: The received applications will be reviewed by the ERD and HRD in consultation with the concerned head of the department and suitable applicants will be invited to meet the preliminary evaluation panel at employee relations department or the human resource department. The process of selection at Coromandel International Limited is done as follows: 1. Conducting written examination and its critical evaluation 2. Personal interview by the selection panel and its appraisal 3. Appointment order will be issued to the candidate and it contains the placement, commencement of service, remuneration, benefits, compensation review, age of retirement, notice of termination etc.

Thus when the person is selected for a particular job he is sent for training to know the work correctly so that he performs the job effectively. TRAINING AND DEVELOPMENT: Training and Development at CIL is being given much importance. It is a systematic approach and its objectives are to: 1. Upgrade and maintain the technical and functional skill levels of employees 2. To match the company's present as well as envisaged requirements. 3. Improve the understanding commitment and general effectiveness of employees through appropriate workers education, supervisory development and management development programmes. Normally organization will try to achieve the training man days up to a maximum of 7 days that is considered to be the best. As against the normal standard, CIL already achieved 9.28 and 5.57 man days for their managerial and non-managerial staff. Presently training is being done at the rate of 6.75mandays/employee/year. The training policy of Coromandel International Limited is to facilitate and provide an environment congenial for continual learning aimed at increasing proactivity, creativity and adaptability. THE MAIN FUNCTIONS OF TRAINING DEPARTMENT ARE: 1. Effective coordination with various departments aiming at alignment of training needs and training activity. 2. Preparation of training calendars and obtaining sufficient budget from the top management. 3. Organizing the training effectively in line with the training calendar. 4. Collection of feedback from the participant about the effectiveness.

Thus training and development at Coromandel International Limited is playing an important role on the employees by upgrading their skills and knowledge. PERFORMANCE APPRAISAL: When an employee's performance is excellent it is the result of a number of circumstances that work together to make his excellence possible. The level of performance of an employee is influenced by six factors. They are:
o o o o o o

Aptitude Degree of effort Level of skill Motivation Understanding the task Other factors

Performance appraisal systems at Coromandel International Limited are at 180 and 90 in cases of managerial staff and non-managerial staff. Performance appraisal is mainly used as tools to access the individual's competency, potential and performance and based on these factors increments; compensation reviews and promotions are affected. It improves the performance of the employee so that he performs well in future. Coromandel International Limited has a very good performance appraisal system through which their performance is evaluated and compensation is awarded. MANPOWER PROFILE Grade / Band Mg08 ( VP ) BAND 1 Mg06 (AGMs) Fertilizers 1 1 11

Mg05 ( Sr.Mgrs) Mg04 (Mgrs) BAND 2 Mg039( Dy. Mgrs) CF3 ( Asst. Mgrs) CF2 (Sr. Officers) Cf1 ( Officers) BAND 3 Total MS MT / FTS Exec Tr NMS / SS Total

10 34 55 53 33 6 4 96 152 1 1 424 578

WELFARE FACILITIES: Management makes the welfare policies at the plant and the welfare programmes are executed to the workers through their union. The union nominates its members and negotiates about modalities of execution of welfare programmes. The following are some of the welfare facilities provided to the employees: 1. Drinking Water:

Drinking water facilities is provided to the employees in and around the plant. There are about 20 drinking water points at suitable places for supply of wholesome cool drinking water. 2. Canteen: Canteen facility is also provided and in each shift at a time 60 to 70 persons can be accommodated. Mobile and non-mobile canteen services are provided round the clock. Every month company spends 4.5 lacks approximately on canteen and the food is ordered on subsidized rates.

3. Recreational facilities: Recreational facilities at Coromandel International Limited are organized through two clubs,

which are Coromandel recreation centre for non-managerial staff, and Coromandel club for managerial staff. The clubs organize various cultural and entertainment programmes for recreation of its members and their members. The subscriptions of the clubs are Rs. 5/- for CRC and RS. 40/- for CC per month. 4. Transport: Coromandel International Limited provides subsidized home transport to the employees. Rs.

15/- is recovered by the management per month from the employees salary. Company operates almost 6 routes of Vizag in all the shift timings. 5. First aid: Coromandel International Limited provides first aid and medical facilities to the employees. 30 first aid boxes are located at various locations and around 33 numbers of managerial and nonmanagerial employees are trained in first aid in the factory during the year. Ambulance rooms' works around the clock and a full pledged medical officer is provided by the management.

The company also provides facility for house loan, consumer stores, educational allowance for employee children, maternity leave, and sick leave and bathroom facilities. These are some other important welfare facilities provided by the company. Environment policy: It is committed to optimizing the interests of the stakeholders in our business while simultaneously protecting the environment by prevention of pollution and by.

Establishing and maintaining an environmental management system in compliance with good business practices and legislative requirements.

Achieving a high degree of efficiency in consumption of inputs and energy. Reducing dust emission into atmosphere. Increasing greenery in and around the plan Conserving resources through minimized waste generation and through promoting recovery recycle and reuse.

Creating employee awareness for making environmental protection an integral part of work culture and

Continually improving our environmental performance.

Thus the company provides safety and environmental factors to the employees and it also maintains good relations with the workers hence there is no union problem in the company. Coromandel International Limited has only one trade union, which is CITU, and it has no

political interference but the leader of the union is a political party member who is an outsider and others are the employees of the company. 90% of the non-managerial staff is the members of the union. SR activities: Coromandel International Limiteds business interest is not limited to commercial profit alone. Its corporate responsibility does not stop with merely increasing shareholder value. The company has a stakeholder base that goes far beyond its shareholders. Displaying conspicuous

social responsibility, it associates with various community development activities in the villages around its facilities. The company constantly seeks out avenues where it can help the community, and has contributed generously to several social causes, such as providing drinking water to villages, scholarships to meritorious students, free notebooks, fans and computers to government schools, construction of additional classrooms for poor schools, veterinary camps for cattle, free health / blood donation camps for villagers, pulse polio programmes for children, helping in the government's mid-day meal scheme, etc.

ACCOUNTING POLICIES The accounts have been prepared primarily on the historical cost convention and in accordance with the mandatory accounting standards. The significant accounting polities followed by the company are stated below. 1. Fixed Assets: Fixed Assets are shown at cost or valuation less depreciation. Cost comprises the purchases price and other attribute expenses. Fixed assets other than leasehold land/improvement. Office equipment, furniture fitting, certain vehicles and roads had been revalued on 31st March 1991, based on a valuation by an approved value. The indices, if any used are not stated in the valuation. 2. Depreciation on Fixed Assets: Depreciation has been provided on straight-line method. Depreciation on assets revalued as at 31st March 1991 is provided on the basis of the residual technical life as ascertained by the value. Leasehold hold is being amortized over the lease period. 3. Foreign Currency Transactions: Transactions made during the years in foreign currency are recorded at the exchange rate prevailing at the time of transactions. Assets and Liabilities related to foreign currency transactions remaining unsettled at the year

end are translated at contract rates, when covered by foreign exchange contracts and at year end rates in other assets. 4. Investments: Investments are valued at cost of acquisition and related expenses. 5. Inventories: Stores and spares are valued at monthly weighed average cost. Other inventories are valued at lower of cost and net realized value. The method of determination of cost of various categories of inventory is as follows: Raw Material First in first out method. Cost includes purchase cost and attributable expenses. Finished goods and work in process Weighted average cost of production which comprises of direct material costs, direct wages and appropriate overheads. Goods for resale Weighted average cost. 6. Sundry Debtors and Advances: Specific debts and advances identified as irrecoverable and doubtful are written off or provided for respectively. 7. Revenue Recognition: Sale of goods recognized at the point dispatch to customers. Sales exclude amount recovered excise duty and sales tax. Dividend income from investments is accounted for when declared. Subsidies: Credit for Government subsidies has been taken on the basis actual sales made by the company.

RECORDS Coromandel has constantly taken up modernization and up gradation programs. The modern programs undertaken by the company during the year '75, '80, and '92 has helped to

increase the volume of production form the original level of 2,50,000 Mt per annum to the current level of 3,38,000 Mt per annum with a considerable gain in energy and material usage efficiently over the years. The various projects include primary reformer revamp phosphoric acid plant de bottle - necking molten sulphur for loading facilities at berth and atmospheric storage tank ammonia handling etc., Coromandel has enjoyed excellent track records in production and industrial relations, energy and environment since inception largely due to progressive policies of the company with regard to Labour management. Ever since the production commenced in 1967, Coromandel has been an active partner of the Indian farmer in the field, helping him in his efforts to produce more from small land holdings and played a crucial role in assisting India achieve self-sufficiency in food grain production.

ROLE OF CIL IN INDIAN AGRICULTURE: From the very beginning Coromandel proved to be a boon to the Indian farmers. It brought to India the world-class production facilities with a new generation of fertilizer products. Coromandel vision had started playing a vital role in the resurgence of Indian Agriculture. Coromandel introduced a branded product Gromor, which is a high analysis NP complex fertilizer. It is the first in the world to produce high analysis NP complex fertilizers in the highest 1: 1 ratio. This was implemented when most of the fertilizer products available in India were not balanced in nutrient contents. Gromor in a short span of time established itself as a popular brand where and entire generation of farmers has grown up with it in a number of sates using it wide variety of crops. Gromor 28:28:0 is one of the best of its kind in the world. It has unique granule configuration where in a urea prill at the centre is coated with ammonia phosphate, which ensure nitrogen availability to the crop over a longer duration of time.

Coromandel International limited gives importance to human resources and it lays emphasis on human safety and welfare. Presently the company comprises of about 600 employees among whom about 425 employees are non managerial and about 175 employees are managerial. FINANCIAL STATEMENTS COROMANDEL MAJOR COMPETITORS
o o o o o o o o o o o o

The Fertilizers and Chemicals Travancore Ltd (FACT). Godavari Fertilizers and Chemicals Ltd., (GFCL). Gujarat Narmada Valleys Fertilizers & Chemicals Ltd., (GNFCL) Gujarat State Fertilizers Company Ltd., (GSFCL) Hindustan Lever Ltd., (HLL) Indian Farmers Fertilizers Co-operation Ltd (IFFCO) Madras Fertilizers Ltd., (MFL) Pyrites and Phosphates Ltd., (PPL) Rastriya Chemical and Fertilizers ltd., (RCF) Southern Petrochemical Industries Corp Ltd., (SPIC) Zuari Agrochemicals Ltd., (ZAL) Osklal Chemicals and Fertilizers Ltd., (OCFL)

Awards & Accolades:

The FAI Best Production Performance Award 2006 for the Phosphoric Acid Plant at Vizag,

Award for 2005-06 Best Energy Conservation in the Fertiliser sector received by Vizag Plant on December 14 2006, National Energy Conservation Day. The FAI Best Video Film Award 2006 for the film on Gromor Sulphur for the 5th time. National Award (1st Prize) for House Journal 2006 from The Public Relations Society of India, New Delhi, received for The Voice ( house journal ) for the 2nd consecutive year.

National Award (2nd Prize) for Video Film 2006 from The Public Relations Society of India, New Delhi received by Marketing Department (Fertilizers ) for the film Cheetah (Helping Hand)

British Council Five Star rating for Safety Management System in 1998. First prize for safety, among the 162 fertilizer companies in the International Fertilizer Industries Sectional Contest. Andhra Pradesh Pollution Control Boards award for Waste Minimization at Source and Adopting Cleaner Technologies for 2001-02. FAI award for Environmental Protection in NP/NPK Fertiliser Plant Category for 199596. Adjudged one of the Ten Greenest Companies in India by a joint survey of Tata Energy Research Institute and Business Today magazine.

Several other awards from the Central and State Government and other institutions like AP Pollution Control Board, Jawaharlal Nehru Award for Pollution Control and Energy Conservation.

Received a Commendation Certificate for "Strong Commitment to HR Excellence" from the Confederation of Indian Industries (CII).

MURUGAPPA GROUP The Murugappa Group is one of the largest family-promoted, professionally managed conglomerates in India. The group has, over the decades, maintained its salience with leadership in its chosen lines of business. The group has always been discharging its responsibilities to the satisfaction of all its stakeholders as summed up in its guiding philosophy. "The fundamental principle of economic activity is that no man you transact with will lose; then you shall not." --Arthashastra

TURNOVER OF COROMANDEL INTERNATIONAL LIMITED: Coromandel International is a Private Sector Organisation that offers services in Agriculture/Dairy/Fertlizer with Annual Total Turnover of 5000+ Crs and with Employee Strength of 2501 -5000.

INDIAN FERTILIZER INDUSTRY INDIAN FERTILIZER INDUSTRY PROFILE India is primarily an agriculture based economy. The agricultural sector and its other associated spheres provide employment to a large section of the country's population and contribute about 25% to the GDP. The Indian Fertilizer Industry is one of the allied sectors of the agricultural sphere. India has emerged as the third largest producer of nitrogenous fertilizers. The adoption of back to back Five Year plans has paved the way for self sufficiency in the production of food grains. In fact this period the first Single Super Phosphate (SSP) factory was established in Ranipet in Chennai. It had a capacity of producing 6000 MT annually. In the pre and post independence era a couple of large scale fertilizer units were established namely the Fertilizer Corporation of India in Sindri, Bihar and the Fertilizer & Chemicals Travancore of India Ltd in Cochin, Kerala. The Indian government has devised policies conducive to the manufacture and consumption of fertilizers. Numerous committees have been formed by the Indian government to formulate and determine fertilizer policies. The dramatic development of the fertilizer industry and the rise in its production capacity has largely been attributed to the favorable policies. This has resulted in large scale investments in all three sectors viz. public, private and co-operative. At present there are 57 large scale fertilizer units. These manufacture an extensive range of phosphatic, nitrogenous and complex fertilizers. 29 of these 57 units are engaged in the manufacturing of urea, while 13 of them produce Calcium Ammonium Nitrate and Ammonium Sulphate. The remaining 20 fertilizer plants manufacture complex fertilizers and DAP. There are also a number of medium and small scale industries in operation, about 72 of them. The following table elucidates the installed capacity of each sector.

Sl. No N 1

Sector P Private Sector

Capacity (LMT) N 53.94 P 35.13

Percentage Share 44.73 62.08

2 3

Public Sector Total

34.98 120.61

4.33 17.13 56.59

29.0 26.27 100.0

7.65 30.27 100.0

Cooperative Sector 31.69

The Department of Fertilizers is responsible for the planning, promotion and development of the Fertilizer industry. It also takes into account the import and distribution of fertilizers and also the financial aspect. There are four main divisions of the department. These include Fertilizer Imports, Movement and Distribution, Finance and Accounts, Fertilizers Projects and Planning and Administration and Vigilance. It makes an assessment of the individual requirements of the states and union territories and then lays out an elaborate supply plan. Though the soil in India is rich in silt, it lacks chief plant nutrients like potassium, nitrogen and phosphate. The increase in the production of fertilizers and its consumption acts as a major contributor to overall agricultural development. The Indian fertilizer industry has come a long way since the setting up of the manufacturing unit of Single Super phosphate (SSP) near Chennai in 1906 A new impetus to the growth of Indian Fertilizer industry was provided by the set up the two fertilizer plants- Fertilizer & Chemicals Travancore of India Ltd. (FACT) in Kerala and the Fertilizers Corporation of India (FCI) in Bihar. This was during the forties and the fifties. The aim was to create an industrial base that would provide India with self reliability in food grains. India witnessed significant growth of the fertilizer industry during the sixties and the seventies. By 2003, India had an installed capacity of 12.11 million MT of nitrogen and 5.36 million MT of phosphate. Today, with 57 large sized fertilizer plants manufacturing a wide variety of the nitrogenous, complex and phosphatic fertilizers, the Indian fertilizer industry is the 3rd largest producer in the world. One of the major factors that have led to the rapid increase in the production capacity of fertilizers in India is the policy environment. With the formulation and implementation of investor friendly policies, large investments poured into the private, public and co-operative sectors and this propelled the growth of the Indian fertilizer industry. As per Government of India records on 31.01.2007, the Indian fertilizer industry has made a production of 120.61 LMT of nitrogen (N) and 56.59 LMT of phosphatic (P) nutrient. The installed capacity of urea in India is estimated to be 207.52 LMT. These successes in the production by the fertilizer companies of India have crowned India the 3rd largest fertilizer producer in the world.

Fertilizer Industry, India Fertilizer Industry Though much euphoric services sector growth in Indian economy has drawn the attention over the globe, still its importance brings confusion when we come across the parameters like increasing inequality and a stalemate in condition. Agriculture the backbone of Indian Economy still holds its relative importance for more than a billion peoples. The Government Of India from time to time has taken considerable steps for the upliftment of Agriculture Sector. Here we have analyzed the performance of Fertilizer Industry being one of the vital parts in agricultural production and Government's policy initiatives for the same. Fertilizer in the agricultural process is an important area of concern. Fertilizer industry in India has succeeded in meeting the demand of all chemical fertilizers in the recent years.The Fertilizer Industry in India started its first manufacturing unit of Single Super Phosphate (SSP) in Ranipet near Chennai with a capacity of 6000 MT a year. India's green revolution in late sixties gave a positive boost to the sector. The sector experienced a faster growth rate and presently India is the third largest fertilizer producer in the world. According to Given Statistics, total capacity of the industry as on 30.01.2003 has reached a level of 121.10 lakh MT of nitrogen (inclusive of an installed capacity of 208.42 lakh MT of urea after reassessment of capacity) and 53.60 lakh MT of phosphatic nutrient. Presently there are 57 large fertilizers plants in the country producing urea, DAP, Complex fertilizer,Ammonium Sulphate (AS) and Calcium Ammonium Nitrate (CAN). Challenges before Indian Fertilizer Industry The growth trajectory of the Indian fertilizer industry has camouflaged the impending challenges with which it is faced. Growth and development of agriculture in India derives a significant stimulus from the fertilizer industry. Agricultural milieu in India could be jeopardized by the uncertainties in the fertilizer industry. The government is faced with the piquant situation, which demands a balance between the needs of the farmers and the fertilizer manufacturers. The challenges before the Indian fertilizer industry relate to the incertitude in the supply of fertilizers. There has been a surge in the demand for fertilizers in the past few years. Good monsoonal showers have led to the growth in agriculture, inadvertently increasing the consumption rate of fertilizers. However, the robust growth in consumption propensity has not been met with the required surge in fertilizer production. This has widened the gap between the demand and supply of fertilizers, which has led to an increase in the dependence of the country on imports. This also reflects on the lack of realizing of the domestic capacity utilization of the reserves in the country.

Another important factor that has led to the stunted growth of the fertilizer industry is the rise in prices of the feedstock. The fertilizer industry is dependent on gas for the production of urea and phosphoric acid for the production of phosphatic fertilizers and DAP. The country imports its inputs from other countries. The overseas suppliers of raw materials realize the predicament of the Indian fertilizer industry and have started exploiting the shortage through clever pricing. In recent years, some of the private companies, dedicated to the production of fertilizers have affectively taken stakes in the overseas sources of raw materials. Although this has aided the industry, it has however been unable to reduce the government's burden of subsidizing the rates. The fertilizer industry is remained protected under the umbrella of the Retention pricing scheme of the Indian government. The government has introduced policies to decontrol the prices but delayed the implementation of the parameters that have not augured in favor of the industry. As a result, fertilizer subsidies continue to mount and are expected to cross Rs. 50,000 crore in the year 2008. The pricing of the fertilizers are also dependent on the freight charges that are Baltic dry index. The small size of the older plants and the low efficiency of the public sectors also pose as drawbacks of the industry. Recent policies of the government are directed towards revamping of these industries and restoring them to health. The fertilizer industry is faced with other challenges inter alia infrastructural bottlenecks and the uncertainties in government policies. The delay in decision making and obscurity in setting parameters are among some of the major drawbacks of the government policies directed towards the industry. To retrieve the health and growth of the fertilizer industry, the government of India is in need of long term realistic policies that would enable the industry to overcome the challenges and survive the present impasse.

PRIVATE COMPANIES PRODUCING FERTILIZER IN INDIA Some of the private companies producing fertilizers in India are mentioned below:Khaitan Chemicals and Fertilizers Limited - This Company produces single super phosphate fertilizer and sulphuric acid. The fertilizer is manufactured in the granular form in this company. Khaitan Chemicals and Fertilizers Limited has its office in Indore. Mangalore Chemicals - This is the only company in the state of Karnataka that is engaged in the manufacturing of chemicals and fertilizers. The plant has an annual turnover of more than Rs. 800 crore. Nagarjuna Fertilizers - With their office at Hyderabad, this company is engaged in the production of fertilizers and agro-chemicals. It also engages other activities such as refining petroleum, finance and power.

Zauri Chambal - An undertaking of the K.K Birla Group, this company engages in the production of fertilizers such as urea, hybrid seeds, cement and chemicals. The company also provides engineering solutions and home finance. The company was established in collaboration with the US Steel Corporation. The company has established NPK plant, DAP plant, urea plant and ammonia plant in the country. BEC Fertilizers - This Company is dedicated to the manufacture pf agro-inputs that will facilitate the agricultural sector. The company manufactures the product ANAND single super phosphate along with other micro-nutrients, plant hormones and chemicals for the protection of plants. The company has established its unit in Bilaspur, Uttar Pradesh. Gujarat State Fertilizers &Chemicals Limited - This multiproduct company is dedicated to the production of fertilizers such as ammonium sulphate, urea, DAP and NPK. It also produces water soluble fertilizers. Along with fertilizers, the company is engaged in the production of biofuels, bio-fertilizers, plant tissue culture and oleum. DSCL - The primary business of this company based in North India is the manufacture of urea and other farm inputs such as DAP, chemicals and pesticides. Some of the other private companies engaged in the production of fertilizers in India are listed below:

Apratim International

The production of nitrogenous fertilizer in the private sector has been increasing in the past few years. The private sector had only 13% share in the production in 1960-61. The private sector has always retained a higher share in the production of phosphatic fertilizer production. GROWTH OF INDIAN FERTILIZER INDUSTRY The Indian fertilizer industry has come a long way since the setting up of the manufacturing unit of Single Super phosphate (SSP) near Chennai in 1906 A new impetus to the growth of Indian Fertilizer industry was provided by the set up the two fertilizer plants- Fertilizer & Chemicals Travancore of India Ltd. (FACT) in Kerala and the Fertilizers Corporation of India (FCI) in Bihar. This was during the forties and the fifties.

The aim was to create an industrial base that would provide India with self reliability in food grains. India witnessed significant growth of the fertilizer industry during the sixties and the seventies. By 2003, India had an installed capacity of 12.11 million MT of nitrogen and 5.36 million MT of phosphate. Today, with 57 large sized fertilizer plants manufacturing a wide variety of the nitrogenous, complex and phosphatic fertilizers, the Indian fertilizer industry is the 3rd largest producer in the world. One of the major factors that have led to the rapid increase in the production capacity of fertilizers in India is the policy environment. With the formulation and implementation of investor friendly policies, large investments poured into the private, public and co-operative sectors and this propelled the growth of the Indian fertilizer industry. SOME OF THE MAJOR FERTILIZER COMPANIES IN INDIA (IN THE PUBLIC SECTOR) ARE AS FOLLOWS: National Fertilizers Limited (NFL) Hindustan Fertilizer Corporation Limited (HFC) Paradeep Phosphates Limited (PPL) Fertilizers & Chemicals Travancore LTD. (FACT) Rashtriya Chemicals & Fertilizers Limited (RCF) The Fertilizer Corporation of India Limited (FCI) Steel Authority of India Limited (SAIL) Madras Fertilizers Limited (MFL) Reports showed the total installed capacity of fertilizer production in 2004 to be 119.60 LMT of nitrogen and 53.60 LMT of phosphate. These figures went up to 120.61 LMT of nitrogen and 56.59 LMT of phosphate in 2007. The production of fertilizers was 113.54 LMT of nitrogen and 42.21 LMT of phosphate during 2005-06. The target of production for 2006-07 was set at 114.48 LMT of nitrogen and 48.20 LMT of phosphate. Though the target production was not met, there was a growth in production during 2006-07 as compared to the production during 2005-06. Indian fertilizer industry has reached international levels of capacity utilization by adopting various strategies for increasing the productions of fertilizers. These include the following:

fertilizer units.

tural gas for the production of fertilizers, especially urea.

resources of raw materials. In order to meet the demand for gas, which is one of the prime requirements for the production

of nitrogenous fertilizers, India has entered into joint ventures with foreign companies in a number of countries. Joint ventures have also been established for the supply of phosphoric acid. Indian fertilizer manufacturing companies has joined hands with companies in Senegal, Oman, Jordan, Morocco, Egypt, Tunisia and other countries. It is, therefore, evident that the Indian fertilizer industry has witnessed extensive growth and development in a short span of time. With such extensive growth, it is not surprising that the India ranks among the leading fertilizer manufacturing countries of the world. TOP 10 FERTILIZER COMPANY IN INDIA NATIONAL FERTILIZERS LIMITED (NFL) PARADEEP PHOSPHATES LIMITED (PPL) FERTILISERS & CHEMICALS TRAVANCORE LTD. (FACT) PYRITES, PHOSPHATES & CHEMICALS LTD. (PPCL) HINDUSTAN FERTILIZER CORPORATION LIMITED (HFC) Rashtriya Chemicals & Fertilizers Limited (RCF) Steel Authority Of India Limited (SAIL) Neyveli Lignite Corporation Ltd. (NLC) The Fertilizer Corporation Of India Limited (FCIL) Brahmaputra Valley Fertilizer Corporation Limited

CHAPTER-3 THEORETICAL FRAME WORK

DEFINITION: The term communication has been derived from the Latin word communis which means common. It was Aristotle who, for the first time, Brought about a systematic study of the communication process. According to him, there are three essential elements in a communication system, namely, the speaker, the speech, and the audience. Communication strictly stands for sharing of ideas in common. The word communication, however, has many and varied meanings. Popularly speaking, it refers to the various means of transmitting information from individual to individual, individual to a group of individuals or from one place to another. It is a transmission of messages, ideas, methods, skills, and thoughts between two or more persons. It is mutual exchange of facts, thoughts, opinions or emotions by the use ofsymbols, words, pictures, figures, graphs and so on.

Communication is the chain of understanding which permeates an organization from top to bottom, from bottom to top, and from side to side, and which moves the organization ahead towards its stated objectives. It is the cohesive force which holds the group together. Vardaman and Halterman opine: Communication is the flow of material, information, perception and understanding between various parts and members of an organization.

2.2 COMMUNICATION IN THE INDUSTRY Communication is said to be effective within the working group in the industry only when the transmitted ideas achieve their desired action or reaction, as the operation involved in the industry is a team effort, embracing the customers with the main objective of getting things done through human beings. The operational procedures and other management activities associated with the design, construction and subsequent performance of a building rely a great deal on how information is being transmitted

between the various participants of the building team and for this reason, method of communication should not only clarify issues but must also attempt to bring harmony to the entire work process and also foster co-operation between the parties to ensure maximum contribution from members. Although there is no clear cut division of communication system within the industry, the general of communication are classified as follows: 1. Communication between employees and the management 2. Communication between the employees 3. Communication between the organization and the customers. 4. Communication in organization. 2.2.1 MEANS OF COMMUNICATION

Adeleke, (2004), explains the various means by which information can be transmitted in the organization for the successful execution of any project as the success of such project relies largely on the establishment of a clearly defined framework or communication. He further states that information can be transmitted formally or informally, in some cases construction contracts may state the form which communication must take e.g. a written order for variation. The usual means of communication as stated by Adeleke (2004), are as follows 1. The print media Newspapers Bulletins Handbills Magazines

2. Drawn and visual materials Drawings

 3. Verbal

Programmes and charts Photographs

Face to face

4. Written materials Specification Schedules Bill of quantities Tender document Certificate of payment Reports Letters

5. Notice board 6. Models and samples 7. Computers CHARACTERISTICS OF EFFECTIVE FEEDBACK

Effective Feedback has most of the following characteristics:

descriptive (not evaluative)(avoids defensiveness.) By describing one's own reactions, it leaves the individual fee to use it or not to use it as he sees fit.. avoid accusations; present data if necessary describe your own reactions or feelings; describe objective consequences that have or will occur; focus on behavior and your own reaction, not on other individual or his or her attributes suggest more acceptable alternative; be prepared to discuss additional alternatives; focus on alternatives specific rather than general.

focused on behavior not the person. It is important that we refer to what a person does rather than to what we think he is. Thus we might say that a person "talked more than anyone else in this meeting" rather than that he is a "loud-mouth." It takes into account the needs of both the receiver and giver of feedback. It should be given to help, not to hurt. We too often give feedback because it makes us feel better or gives us a psychological advantage. It is directed toward behavior which the receiver can do something about. A person gets frustrated when reminded of some shortcoming over which he has no control. It is solicited rather than imposed. Feedback is most useful when the receiver himself has formulated the kind of question which those observing him can answer or when he actively seeks feedback. Feedback is useful when well-timed (soon after the behavior-depending, of course, on the person's readiness to hear it, support available from others, and so forth). Excellent feedback presented at an inappropriate time may do more harm than good. sharing of information, rather than giving advice allows a person to decide for himself, in accordance with his own goals and needs. When we give advice we tell him what to do, and to some degree take away his freedom to do decide for himself. It involves the amount of information the receiver can use rather than the amount we would like to give. To overload a person with feedback is to reduce the possibility that he may be able to use what he receives effectively. When we give more than can be used, we are more often than not satisfying some need of our own rather than helping the other person. It concerns what is said and done, or how, not why. The "why" involves assumptions regarding motive or intent and this tends to alienate the person generate resentment, suspicion, and distrust. If we are uncertain of his motives or intent, this uncertainty itself is feedback, however, and should be revealed. It is checked to insure clear communication. One way of doing this is to have the receiver try to rephrase the feedback. No matter what the intent, feedback is often threatening and thus subject to considerable distortion or misinterpretation. It is checked to determine degree of agreement from others. Such "consensual validation" is of value to both the sender and receiver. It is followed by attention to the consequences of the feedback. The supervisor needs to become acutely aware of the effects of his feedback. It is an important step toward authenticity. Constructive feedback opens the way to a relationship which is built on trust, honest, and genuine concern and mutual growth.

Part of the feedback process involves understanding and predicting how the other person will react. Or in the case of our receiving feedback, we need to understand ways that we respond to feedback, especially threatening feedback.

People often react negatively to threatening feedback. This reaction can take a number of forms including:

selective reception and selective perception doubting motive of the giver denying validity of the data rationalizing

attack the giver of the data

Following the guidelines to effective feedback can go a long way to limit these kinds of reactions but we need to be conscious of them nonetheless and be ready to react appropriately.

When we are on the receiving end of feedback we should be careful to avoid these pitfalls. Try to keep these points in mind.

try not to be defensive check on possible misunderstanding ("Let me restate what I am hearing") gather information from other sources don't overreact ask for clarification

BARRIERS TO EFFECTIVE COMMUNICATION

There are a wide number of sources of noise or interference that can enter into the communication process. This can occur when people now each other very well and should understand the sources of error. In a work setting, it is even more common since interactions involve people who not only don't have years of experience with each other, but communication is complicated by the complex and often conflictual relationships that exist at work. In a work setting, the following suggests a number of sources of noise:

Language: The choice of words or language in which a sender encodes a message will influence the quality of communication. Because language is a symbolic representation of a phenomenon, room for interpreation and distortion of the meaning exists. In the above example, the Boss uses language (this is the third day you've missed) that is likely to convey far more than objective information. To Terry it conveys indifference to her medical problems. Note that the same words will be interpreted different by each different person. Meaning has to be given to words and many factors affect how an individual will attribute meaning to particular words. It is important to note that no two people will attribute the exact same meaning to the same words. defensiveness, distorted perceptions, guilt, project, transference, distortions from the past misreading of body language, tone and other non-verbal forms of communication (see section below) noisy transmission (unreliable messages, inconsistency) receiver distortion: selective hearing, ignoring non-verbal cues power struggles self-fulfilling assupmtions language-different levels of meaning managers hesitation to be candid assumptions-eg. assuming others see situation same as you, has same feelings as you distrusted source, erroneous translation, value judgment, state of mind of two people Perceptual Biases: People attend to stimuli in the environment in very different ways. We each have shortcuts that we use to organize data. Invariably, these shortcuts introduce some biases

into communication. Some of these shortcuts include stereotyping, projection, and self-fulfilling prophecies. Stereotyping is one of the most common. This is when we assume that the other person has certain characteristics based on the group to which they belong without validating that they in fact have these characteristics. Interpersonal Relationships: How we perceive communication is affected by the past experience with the individual. Percpetion is also affected by the organizational relationship two people have. For example, communication from a superior may be perceived differently than that from a subordinate or peer Cultural Differences: Effective communication requires deciphering the basic values, motives, aspirations, and assumptions that operate across geographical lines. Given some dramatic differences across cultures in approaches to such areas as time, space, and privacy, the opportunities for mis-communication while we are in cross-cultural situations are plentiful.

EFFECTIVE COMMUNICATION PROCESS IN THE ORGANIZATION

HUMAN RESOURCE MANAGEMENT

Meaning and Definition of HRM

In simple sense, human resources management means employing people, developing their resources, utilizing, maintaining and compensating their services in tune with the job and organizational requirements with a view to contribute to the goals the organization, individual and the society. Michael J.Jucius defined personnel Management ad the field of management which has to do with planning, organizing directing and controlling the functions of procuring, developing, maintaining and utilising a labour force, such that the --(a) Objectives for which the company is established are attained economically and Effectively, (b) Objectives of all levels of personnel are served to the highest possible degree, and (c) Objectives of society are duly considered and served.

Scope of Human Resource Management

The scope of human resour4ce management in the modern days is vast. In fact ,the scope of HRM was limited to employment and maintenance of and payment of wage and salary. The scope gradually enlarged to providing welfare facilities, motivation performance , appraisal ,human resource management ,maintenance of human relations, strategic human resources and the like .The scope has been continuously enlarging.

The Scope off Human Resource Management includes:

Objectives of HRM

 Organisation of HRM Strategic HRM Employement Development Wage and salary administration/compensation Maintenance Motivation Industrial relations Participative management and Recent developments in HRM. Having discussed the scope of Human Resources Management, now we shall discuss the importance of human resources management.

Role of Human Resources Management

Human Resource Management plays the most crucial role in the management of an organization. Human resources play crucial role in the conversion process of inputs into outputs, Product design, quality maintenance, rendering services etc., depend upon the efficiency of human resources .Similarly, human resources plays critical role in marketing the products and services, Human resource also plays significant role in managing finances and managing information systems. Role of HR at TCS is presented in below figure.

Performance discussions and performance management for all at a centre

Allocations to projects(Domestic /Overseas)

Recruitment

The Centre Manager

Training (Technical/ Behavioural) Career development/ monitoring

Figure 1.3: Role of HR at TCS

COMMUNICATION IN COROMANDEL
Name of the process : Communication Process owner : Regional Heads of HR

Inputs

Key Steps

Outputs

!.Current Business Performance 2.Current Unit Performance 3.Future perspective of the business from the Managing Director. 4.Industry News.

1.Eomm-standard Communication. 2.Annual communication Meeting with President. 3.Quaterly communication Meeting with the unit. Head.

1.Well Informed Employees. 2.Feedback from Employees.

PCMM Goals addressed by this4.Bi-monthly news letters. shared across the Organization. process :Information is
5.Quaterly concerns Individuals or groups are able to raise Magazine. and have them addressed by Management.

Communication and co-ordination practices are institutionalized to ensure they are performed as managed process. Information about business activities and results is communicated throughout the Organization.

Process Measure :

Process Metrics

1.Percentage of employees attending

ACM,UCM.

2.Percentage of communication.
3.Average scores on tests conducted on awareness levels among employees.

Output Metrics :

1. Average 2. Average

feedback on VOICE feedback rating on Bi Monthly News letters.

3. Employee engagement indices(Questions linked to Communication in Survey).

Communication

1.Approach

The Company endeavours to cascade all necessary structured manner and capture their feedback. 2.Deployment 2.1 What

information to all employees in a

A process of structured communication from the president to all employees, communication meeting with the president, communication meeting with the unit head ,unit newsletter and company magazine.

2.2Why 2.2.1 . Align all levels of the company to the business realities. 2.2.2.Strengthen the ownership and involvement of the Employees towards the overall functioning of the company. 2.2.3.Capture the feedback of Employees. 2.3. When

Communication Forum EComm- structured Communication Communication Meeting with president.(ACM) Communication Meeting with the Unit Head (UCM) Unit Newsletter VOICE-Company magazine

Frequency Half-Yearly Annual Quarterly Bi-Monthly Quarterly

2.4. Culture At all locations

2.5. Who Regional Head-HR 2.6.How 2.6.1. Ecommunication i. The president shall communicate overall news of the company, issues, future happenings, and concerns to his direct reporters once in 6 months. Such communication shall happen across the table and during such communication, the president shall take note of the feedback of his direct reporters. The direct reporters of the president shall, in turn, pass on the communication across the table to their subordinates and shall follow the same procedure for capturing the feedback of their subordinates. The same procedure will be followed for all the levels till the communication is passed on to all the employees of the company and their feedback as taken. In the units, the heads of department shall pass on the information to all employees in the shop floor and capture and their feedback. All feedback captured across all locations shall be sent to the auchorperson in coporate. The auchorperson shall prepare a consolidated feedback report of the overall company and hand it over to the president for initiating necessary action.

ii.

iii. iv. v. vi.

2.6.2. Annual communication meeting with president.. i. ii. A communication meeting with the president takes place annually at all locations. It is an open forum where the president briefs all employees and any employee is free to interact with the president by way of asking questions and/or giving feed back on any issues.

2.6.3. Quarterly communication meeting with the unit Head.

i. ii.

Unit heads shall meet all the employees in their respective units on a quarterly basis. It is an open forum where as the unit head interact with all Employees.

And any Employee is free to any question, raise any concerns and/or give feed back on any issues. 2.6.4. Bi-monthly newsletters

A newsletter shall be published bi-monthly in all units giving details of only that particular unit.

2.6.4. Quarterly magazine The VOICE of coromandel fertilizers limited is published quarterly giving an overall perspective of the company and is circulated to all employees of the company.

3.Accessment and Review: The process of communication shall be reviewed annually at the beginning of every financial year.

CHAPTER-4 ANALYSIS OF DATA & INTERPRETATION

Perceptions of the employees:

1.You are aware of the companys vision, mission, the spirit of murugappa group (values and beliefs)?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 28 30 02 0 60

PERCENTAGE OF RESPONDENTS 47% 50% 3% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree 3% 0% Strongly disagree

47% 50%

INTERPRETATION: Out of 60 respondents 47% were strongly agreed , 50% were agreed ,3% were disagreed that they were aware of the companys vision, mission, the spirit of murugappa group (values and beliefs). So the management should concentrate Mainly on the employees who were disagreed that were aware of the companys vision, mission, and the spirit of the murugappa group (values and beliefs). Because every employee should know about the companys vision, mission to achieve the objectives of the company

2. You are aware of the policies of the company?

S.NO OPTIONS FOR ANALYSIS

NUMBER OF RESPONDENTS

PERCENTAGE OF RESPONDENTS

Strongly agree

26

43%

Agree

30

50%

Disagree

04

7%

Strongly disagree

0%

Total

60

100%

NUMBER OF RESPONDENTS
Strongly agree Agree 0% 7% Disagree Strongly disagree

43%

50%

INTERPRETATION: Out of 60 respondents I came to know that 43% were strongly agreed, 50% were agreed , 7% were disagreed that they were aware of the companys policies of the company. So the management should take care of the employees mainly who were disagreed that were aware of the companys policies of the company.

3. You are aware of the developments /improvement activities taking place in the company and murugappa group?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 14 41 05 0 60 23% 68% 9% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 0% 9% 23% Disagree Strongly disagree

68%

INTERPRETATION: Out of 60 respondents I find that 23% were strongly agreed , 68% were agreed ,9% were disagreed that they were aware of the developments /improvement activities taking place in the company and murugappa group. So the management should take care of the employees who were disagreed that they were aware of the developments/improvement activities in the company and murugappa group.

4. You are aware of the developments taking place in your department /plant from time to time?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 25 29 05 0 60 42% 49% 9% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree 0% 9% Strongly disagree

42%

49%

INTERPRETATION: Out of 60 respondents I know that 42% were strongly agree , 49% were agreed ,9% were disagreed that they were aware of developments taking place in your department /plant from time to time. So the management should take care of the employees who were disagreed that they were aware of developments taking place in your department/plant from time to time. It is very important to know the developments in their department/plant to cope up with changes.

5. You are aware of all the committees /joint forums existing in the company?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 10 32 15 03 60 17% 53% 25% 5% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree Strongly disagree

5% 17% 25%

53%

INTERPRETATION: Out of 60 respondents I find that 17% were strongly agreed , 35% were agreed ,25% were disagreed and 5% were strongly disagreed that they were aware of all the committees /joint forums existing in the company. So the management should take care of the employees who were disagreed and strongly disagreed (25% and 5% respectively) that they were aware of all the committees/joint forums in the company.

6. You are satisfied with plant in House magazines MOVING MOUNTAINS & VOICE.?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 15 47 08 0 60 21% 67% 12% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 0% 12% 21% Disagree Strongly disagree

67%

INTERPRETATION: Out of 60 respondents I came to know that 21% were strongly agreed , 67% were agreed, 12% were disagreed that they were satisfied with plant in House magazines MOVING MOUNTAINS & VOICE. So the management should take care of the employees who were disagreed that they were satisfied with plant in House magazines-MOVING MOUNTAINS &VOICE.

7. You could able to communicate your views/concerns freely to the management /coemployees/colleagues?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 22 33 04 01 60 36% 55% 7% 2% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 2% 7% Disagree Strongly disagree

36%

55%

INTERPRETATION: Out of 60 respondents I came to know that 36% were strongly agreed , 55% were agreed ,7%were disagreed and 2% were strongly disagreed that they could able to communicate your views/concerns freely to the management /co-employees/colleagues. So the management should take care of the employees who were disagreed and strongly disagreed (7% and 2% respectively) that they could able to communicate your views/concerns freely to the management /co-employees/colleagues.

8. You are aware of the names and career profiles of our top management?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 14 35 08 01 60 24% 60% 14% 2% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 2% 14% 24% Disagree Strongly disagree

60%

INTERPRETATION: Out of 60 respondents I came to know that employees 24% were strongly agreed , 60% were agreed ,14%were disagreed and 2% were strongly disagreed that they were aware of the names and career profiles of our top management. So the management should take care of the employees who were disagreed and strongly disagreed (14% and 2% respectively) that they were aware of the names and career profiles of our top management.

9.You are aware about the challenges that company is facing and the measures being taken to meet them?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 12 42 05 01 60 20% 70% 8% 2% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 2% 8% 20% Disagree Strongly disagree

70%

INTERPRETATION: Out of 60 respondents I find that 20% were strongly agreed , 70% were agreed ,8%were disagreed and 2% were strongly disagreed that they were aware about the challenges that company is facing and the measures being taken to meet them. So the management should take care of the employees who were disagreed and strongly disagreed (8% and 2% respectively) that they were aware about the challenges that company is facing and the measures being taken to meet them. It is very important to know the employees because the employees also should know the competitors and their challenges.

10. You are aware of the certified standing orders of our company?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 12 36 10 02 60 20% 60% 17% 3% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree Strongly disagree

3% 17% 20%

60%

INTERPRETATION: Out of 60 respondents I find that 20% were strongly agreed , 60% were agreed ,17% were disagreed and 3% were strongly disagreed that they were aware of the certified standing orders of the company. So the management should take care of the employees who were disagreed and strongly disagreed (17% and 3% respectively) that they were aware of the certified standing orders of the company.

11. Your immediate supervisor regularly shares the information related to organization /department developments with you?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 20 34 04 02 60 33% 57% 7% 3% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree Strongly disagree

7%

3%

33%

57%

INTERPRETATION: Out of 60 respondents I find that 33% were strongly agreed , 57% were agreed ,7%were disagreed and 3% were strongly disagreed that they their immediate supervisor regularly shares the information related to organization /department developments with them. So the management should take care of the employees who were disagreed and strongly disagreed (7% and 3% respectively) that they their immediate supervisor regularly shares the information related to organization /department developments with them.

12. 5 minutes shop floor meetings at your work place on daily basis improve your efficiency levels?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 25 19 15 01 60 41% 32% 25% 2% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 2% Disagree Strongly disagree

25% 41%

32%

INTERPRETATION: Out of 60 respondents I came to know that 41% were strongly agreed , 32% were agreed , 25%were disagreed and 2% were strongly disagreed that the 5 minutes shop floor meetings at your work place on daily basis improves your efficiency levels. So the management should take care of the employees who were disagreed and strongly disagreed (25% and 2% respectively) that the 5 minutes shop floor meetings at your work place on daily basis improves your efficiency levels.

13. You are aware of all corporate social responsibility activities undertaken by the company?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 15 32 12 01 60 25% 53% 20% 2% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 2% Disagree Strongly disagree

20%

25%

53%

INTERPRETATION: Out of 60 respondents I came to know that 25% were strongly agreed , 53% were agreed ,20%were disagreed and 2% were strongly disagreed that they aware of all corporate social responsibility activities undertaken by the company. So the management should take care of the employees who were disagreed and strongly disagreed (20% and 2% respectively) that they aware of all corporate social responsibility activities undertaken by the company. Because the company exist in the society so the company have the some social responsibility and the employees also should know what the company is doing for society.

14. You are aware of the new joining employees in our company from time to time?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 20 32 05 03 60 34% 53% 8% 5% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree Strongly disagree

5% 8% 34%

53%

INTERPRETATION: Out of 60 respondents I came to know that 34% were strongly agreed , 53% were agreed ,8%were disagreed and 5% were strongly disagreed that they aware of the new joining employees in the company from time to time. So the management should take care of the employees who were disagreed and strongly disagreed (8% and 5% respectively) that they aware of the new joining employees in the company from time to time. When the employees aware of the new joining employees then they can easily communicate with them.

15. You are aware about the employee related policies like grievance redressal policy, performance appraisal system for NMS, career progression policy ,training policy etc.

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 18 36 06 0 60 30% 60% 10% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree 0% 10% 30% Strongly disagree

60%

INTERPRETATION: Out of 60 respondents I find that 30% were strongly agreed , 60% were agreed ,10%were disagreed that they aware about the employee related policies like grievance redressal policy, performance appraisal system for NMS, career progression policy ,training policy etc. So the management should take care of the employees who were disagreed (10%) that they aware about the employee related policies like grievance redressal policy, performance appraisal system for NMS, career progression policy, training policy etc. Because every employee should aware of the policies that are made for employees for their better improvement.

16. You are aware of the following TQM concepts deployed in coromandel vizag a. b. c. d. e. f. Kaizen Service level agreements One point learning Small group activities Idea scheme Innovation

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 20 32 07 01 60 33% 53% 12% 2% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 2% 12% 33% Disagree Strongly disagree

53%

INTERPRETATION: Out of 60 respondents I came to know that 30% were strongly agreed , 60% were agreed ,10%were disagreed that they aware the following TQM concepts deployed in coromandel vizag i.e, Kaizen, service level agreements, One point learning, Small group activities, Idea scheme, Innovation. So the Company should take care of the employees who were disagreed (10%) that they aware the following TQM concepts deployed in Coromandel, Visakhapatnam i.e. Kaizen, service level agreements, One point learning, Small group activities, Idea scheme, Innovation.

17. Rate the overall communication effectiveness of TQM corner?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 21 32 07 0 60 35% 53% 12% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree 0% 12% 35% Strongly disagree

53%

INTERPRETATION: Out of 60 respondents I find that 35% were strongly agreed, 53% were agreed ,12%were disagreed that they aware overall communication effectiveness of TQM corner. So the management should take care of the employees who were disagreed (12%) that they aware overall communication effectiveness of TQM corner. Because communication is very important in every company, so they aware overall communication effectiveness of TQM corner.

18. You are aware of the various welfare facilities in coromandel,vizag?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 13 41 06 0 60 22% 68% 10% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree 0% 10% 22% Strongly disagree

68%

INTERPRETATION: Out of 60 respondents I came to know that 22% were strongly agreed , 68% were agreed , 10%were disagreed that they aware of various welfare facilities in Coromandel, Visakhapatnam. So the management should take care of the employees who were disagreed (10%) that they aware of various welfare facilities in Coromandel, Visakhapatnam. It is very important that every employee should aware of the various welfare facilities in the company. When the employees know about the various welfare facilities they motivate themselves and they concentrate on the work.

19. Coromandel,vizag uses appropriate process ,tools and technologies in a productive and cost effective manner?

S.NO 1 2 3 4

OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS Strongly agree Agree Disagree Strongly disagree Total 08 45 06 0 60 14% 76% 10% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree Disagree 0% 10% 14% Strongly disagree

76%

INTERPRETATION: Out of 60 respondents I came to know that 14% were strongly agreed , 76% were agreed, 10%were disagreed that Coromandel,vizag uses appropriate process ,tools and technologies in a productive and cost effective manner.

20. Success stories list of the winners of various events etc are effectively communicated in the plant to the employees.

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 14 38 08 0 60 23% 64% 13% 0% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 0% 13% 23% Disagree Strongly disagree

64%

INTERPRETATION: Out of 60 respondents I find that 23% were strongly agreed , 64% were agreed ,13%were disagreed that Success stories list of the winners of various events etc are effectively communicated in the plant to the employees.

21. Communication in coromandel, vizag is well coordinated and effectively managed in top-down, bottom-up and horizontal proceses.?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 10 38 11 01 60 17% 63% 17% 2% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 2% 17% Disagree Strongly disagree

18%

63%

INTERPRETATION: Out of 60 respondents I know that 17% were strongly agreed , 63% were agreed ,18%were disagreed that Communication in coromandel, vizag is well coordinated and effectively managed in top-down, bottom-up and horizontal processes. So the management should concentrate on the employees who are disagreed that Communication is well coordinated and effectively managed in top-down, bottom-up and horizontal processes. Because if the employees feel like that they cannot properly communicate with their so the management should take care of this issue.

22.Coromandel,vizag is committed to nurture a culture of proactive dialogue?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 10 46 03 01 60 17% 77% 5% 1% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 1% 5% 17% Disagree Strongly disagree

77%

INTERPRETATION: Out of 60 respondents I find that 17% were strongly agreed , 77% were agreed ,5%were disagreed and 1% were strongly disagreed that Coromandel,vizag is committed to nurture a culture of proactive dialogue.

23. Rate the overall communication effectiveness of coromandel ,vizag?

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 3 4 Strongly agree Agree Disagree Strongly disagree Total 14 42 03 01 60 23% 70% 05% 2% 100%

NUMBER OF RESPONDENTS
Strongly agree Agree 2% 5% 23% Disagree Strongly disagree

70%

INTERPRETATION: Out of 60 respondents 23% were strongly agreed , 70% were agreed ,5%were disagreed and 2% were strongly disagreed that overall communication effectiveness of coromandel ,vizag.

a) please give your rankings (in the boxes against each channel-rank 1to6in order of your preference i.e., 1 stands for priority and 6 stands for least priority ) for the below mentioned communication channels in Coromandel ,Visakhapatnam. Circulars through notice Email communication Coromandel intranet and conations Communication through department hods Posters and display boards In house magazines

(2) (1) (5) (3) (4) (6)

b) Consolidate the Main Characteristics of an effective communication channels in the organization? Group discussions. Taking views and feedback from employees. Trust and belief to be maintained by all employees. Conducting Training programs Regular interaction Notice boards Transparency Clear and clarity Short and complete Tele communication Improve rewarding system Reach information at right time and right place.

c) Analyze the question "Do you want to be a Communication TeamMember"

S.NO OPTIONS FOR ANALYSIS NUMBER OF RESPONDENTS PERCENTAGE OF RESPONDENTS 1 2 Yes No Total 37 23 60 62% 38% 100%

NUMBER OF RESPONDENTS
yes no

38%

62%

INTERPRETATION: Out of 60 respondents 62% were interested and 38% were not interested to be a member in communication team. So I can say that it is better to start a communication team.

CHAPTER-5 FINDINGS AND SUGGESTIONS SUGGESTIONS

The following are the suggestions to improve the communication in Coromandel International Limited, Visakhapatnam. Improvement in the notice boards. Writing descriptive articles that explain TQM aspects in a manner that is interesting for employees to read. Updates about fertilizers industry all over the country or world in connection blocks Making connection page simpler .weekly mail on effects of TQM habits and short success story of not more than 2600 words. Inter developmental meetings will improve communication programs. More improvements is required in the location maps in surroundings particularly near plant. Implement a suggestion box which especially concentrates on inviting suggestions in the areas of safety, improvements and personal issues. Develop audio communication at new administration block. Communication by SMS which helps the employees to get the information well in advance. Personal computer should be available to low and operational level employees to be in frequent touch with their superiors. Cross check-up teams in corporate whether the communication is being related to ground level and concerned. Proper encouragement is to be given by the management by rewarding the suggestions. Communication especially from bottom to top should be developed to avoid the gap and mis communication. By providing deck phones to the technicians to inform immediately without getting late.

Available communication channels (SMS, E-mail, notice boards, magazines etc..) should be utilized in right way to reach respective group of employees as per their accessibility provisions.

Improve email communication as this is the most frequently used channel. The following are the suggestions to improve the effectiveness of TQM Corner

in Coromandel International Limited, Visakhapatnam. Involvement of employees is the critical factor .this can be achieved through encouraging employees in different ways and means. Personal communication is important with every individual. TQM corner should be updated regularly. Management should motivate people to participate in various TQM programs. Frequent meetings to be conducted and encourage individuals to participate in various TQM programs. Meetings conducted must and should verify the root level at field. Glass doors to be provide at communication free area. Such as encouraging informal interactions. If one person conducts pep-talk (spirit boosting talk) at the TQM corner during the lunch time twice per a month, it is better. Regular review of the Ad status. Information-hourly and daily basis- should be communicated to every individual employee. Provide suggestion box for better communication TQM is not a follow up kind, it should be self initiation that requires organization to take up such sessions for the employees which make them feel self responsible. Improve visibility of TQM notice boards. Department wise publicity will help for interest generation among individuals Information designed should create certain fun to read posters, particularly on importance of quality. It is better to concentrate on perfection in process, and then quality.

ANNEXURE
Respected madam I am undertaking a study on employee communication effectiveness survey in your organization (coromondal international limited). Hence I request you to kindly allow me to interact with the employees as it is a part of my study. Thank you Madam Signature Date: _____________________________________________________________________________________

QUESTIONNAIRE COROMONDAL INTERNATIONAL LIMITED VISAKHAPATNAM

EMPLOYEE COMUNICATIONT EFFECTIVE SURVEY
NAME: EMP NO: DEPARTMENT/SECTION: DATE:

NOTE: The questionnaire is being administered to know your views on the comunication systems existing in the company and to indentify and employee comunication needs. The information provided by you through this questionnairem will be utillized for improving the effectiveness of the communication systems and introduce new systems. Please provide your frank feedback.

FEEDBACK ON EXISTING CHANNELS OF COMMUNICATION

SI.NO

QUESTION

STR ONG LY AGR EE (4)

A G R E E (3 )

DISA GREE (2)

STRONG LY DISAGRE E (1)

PLEASE MENSTIO N THE CHANNEL OF COMMU NICATION

You are aware of the companys vision, mission, the spirit of murugappa group (values &beliefs)? You are aware of the policies of the company? You are aware of the developments/improvement activities taking place in the company and murugappa group? You are aware of all the developments taking place in your department/plant from time to time? You are aware of all the committees/joint forums existing in the companys?
You are satisfied with plant in house magazines MOVING MOUNTAINS & VOICE You could able to communicate your views/concerns freely to the management/co-employees/colleagues?

You are aware of the names and career profiles of our top management You are aware about the challenges that company is facing and the measures being taken to meet them You are aware of the certified standing orders of our company? Your immediate supervisor regularly shares the information related to organization/department developments with you? 5 minutes shop floor meetings at your work place on daily basis improve your efficiency levels. you are aware of all corporate social responsibility activities undertaken by the company? You are aware of the new joining employees in our company from time to time? You are aware about the employee related policies like grievance redressal policy, performance appraisal system for NMS, career progression ploicy, training ploicy etc. You are aware of the following TQM concepts deployed in coromandel vizag. Kaizen Service level agreements One point learning Small group activities Idea scheme Innovation Rate the overall communication effectiveness of TQM corner You are aware of the various welfare facilities in coromandel, vizag. Coromandel, vizag uses appropriate processes, tools and technologies in a productive and cost effective manner. Success stories, list of the winners of various events etc are effectively communicated in the plant to the employees Communication in coromandel, vizag is well coordinated and effectively managed in top-down, bottom up and horizontal processes. Coromandel, vizag Is committed to nurture a culture of proactive dialogue. Rate the overall communication effectiveness of coromandel, vizag.

a). please give your rankings (in the boxes against each channel-rank 1 to 6, in order of your preference i.e. 1 stands for top most priority and 6 stands for the least priority) for the below mentioned communication channels in coromandel. Vizag. a) Circulars through notice boards ( )

b) c) d) e) f)

E mail communication Coromandel intranet & connexions Communication through department HODS Posters and display boards In house magazines

( ( ( ( (

) ) ) ) )

According to you what are the main characteristics of an effective communication chanels in an organization?

Your views/suggestions to improve communication channel in coromandel, vizag.

Please provide your feedback to further improve the effectiveness of TQM corner.

Do you want to be a member of communication team?

Yes

No ****Thank you****

BIBLIOGRAPHY
THE BOOKS I RE FERED FOR THIS STUY:

Effective technical communication, M ashraf rizavi. Essentials of business communication , Mary Ellen Guffery. Madhukar, R.K., Business Communication, Vikas Publishing House PVT LTD. Murphy, Effective, Business Communication, McGraw-Hill.

THE WEB-SITES I PREFERED FOR THE STUDY:

Google CiteHR.com winkpedia