1.

RATIONALE OF THE STUDY

The title of my project is “Manager Effectiveness Program”. The project is concerned

with the training of the leads who will in turn become managers in terms of future perspective.

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Also the recruitment of managers for middle level management whenever the requirement is not

satisfied with the people in the organization ((IJP (Internal Job Posting).

Providing the would-be managers with the additional attributes that they would need so

that they become a successful manager is the major aim of this program. This is done by

analyzing their ability and the various attributes that the need to work upon. This will be of

immense importance as this will help me to analyze and implement all the major functions of HR

as it will start from checking the performance appraisal that they have gone through, making a

project plan which will help the facilitator to help them mould the session accordingly and

arranging the feedback analysis are the main characteristics that has exited me to do this project.

During my stay at the company we had to create a master training calendar and plan

which is having the name of Manager Effectiveness Program, under the name of which all the

training program in the organization would be conducted which gave me immense knowledge

about the working of the company. How things are being formalized, how to get the

conformations done from the various departments and what are the major steps that are required

to make a plan implement.

The other aspect that can be of great exposure was to take care of the external recruitment

with a team of experts for the job places that was not able to be fulfilled by internal recruitment.

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2.

OBJECTIVE OF THE STUDY

a) Title of the project:

Manager Effectiveness Program at IBM, Daksh

b) Objectives:

To design project plan for Manager Effectiveness Program at IBM, Daksh.

To analyze the effectiveness of the training sessions conducted for enhancing the

managerial competencies of the lower level management.

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c) Scope of the study

The scope of the study lies in lower level management (in this case referred as First Line

Managers and Up line or People’s Manager) who will be in charge of managing the executives

who can be considered as the revenue generators for IBM Daksh which covered .

3.

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PROFILE OF THE

COMPANY

About IBM Daksh

IBM Daksh is a merger of IBM Corporation and Daksh e-Services. Formed in

April 2004, IBM acquired Daksh to serve their global clients to manage business

processes across the world. The company now has 25 service contact centers in India and

the Philippines. IBM Daksh is a part of IBM’s BPO / BTO delivery network.

The company employs more than 30,000 people and has won several major awards for

employee satisfaction such as “Frost & Sullivan Contact Center Outsourcing Vendor of

the Year 2008” and the “Most Respected BPO Company in India” by Businessworld.

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International Business Machines (IBM)

IBM is a multinational computer, technology and IT consulting corporation headquartered in

Armonk North Castle, New York, United States. IBM is the world's fourth largest technology

company and the second most valuable by global brand (after Coca-Cola). IBM is one of the few

information technology companies with a continuous history dating back to the 19th century.

IBM manufactures and sells computer hardware and software (with a focus on the latter), and

offers infrastructure services, hosting services, and consulting services in areas ranging from

mainframe computers to nanotechnology. At the end of May 2010, IBM bought the Sterling

Commerce Unit from AT&T for about $1.4 billion. This is the second largest acquisition by IBM

IBM has been well known through most of its recent history as the world's largest computer

company and systems integrator. With almost 400,000 employees worldwide, IBM is second

largest (by market capitalization and the second most profitable information technology and

services employer in the world according to the Forbes 2000 list with sales of greater than 100

billion US dollars. IBM holds more patents than any other U.S. based technology company and

has eight research laboratories worldwide. The company has scientists, engineers, consultants,

and sales professionals in over 200 countries. IBM employees have earned five Nobel Prizes,

four Turing Awards, nine National Medals of Technology, and five National Medals of Science

As a chip maker, IBM has been among the Worldwide Top 20 Semiconductor Sales Leaders in

past years.

IBM India is the Indian subsidiary of IBM. It has facilities in Bangalore, Delhi, Chennai, Pune,

Gurgaon, Noida and Hyderabad.

IBM, in an analyst meeting held at Bangalore on June 6, 2006 stated that

IBM's India plans are for the long term & committed to invest $6 billion in

the next three years in India, triple the amount invested in the three years

preceding the meeting.

IBM worldwide expects its revenues to be around $120 billion by 2010, of

which nearly $86 billion (68%) would come from IBM Global Services

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Year Employees

2002 4

2003 9,000

2004 23,010

2005 38,500

2006 53,000

2007 74,000

2008 94,000

alone, with an estimate of about 200,000 employees. IBM India would account for 90,000 of

these. Roughly translated, IBM's Indian employees would generate $35 billion of IBM's

revenues in 2010.

IBM Global Services (now split to Business Services & Technical Services) was called the

"jewel in the IBM crown" by the Aberdeen group in 2003. For worldwide IBM, this is the group

that contributes to more than half its global revenues ($54 billion in 2005) presently and growing

at a healthy rate (8% in 2005). With half of global service employees to be located in India, IBM

India's importance for the global corporation can be easily fathomed.

IBM's re-organization in 2005, Ginni Rometty took over the leadership at the Enterprise

Business Services unit of IBM worldwide and heralded changes that would have long running

implications and would lead to the explosive growth of IBM in India.

In an investor meet in 2006, she identified five areas that would transform IBM and bring

'profitable growth'. In order of importance, they are Business Transformation Outsourcing,

Application Management Services, Business Solutions, Small & Medium Business &

Innovation. In each one of these areas, IBM India figures prominently and employee numbers

have grown multi-fold in the last two years.

IBM in India is not just a global delivery organization intending to tap into the vastly skilled &

low cost manpower availability; it is also a big player in the domestic IT market. IBM India's

domestic revenues grew at 60% in 2005-06 making it one of the highest growth areas in the

entire IBM portfolio of geographies & businesses. IBM India is also the biggest domestic IT

player in the country, replacing HCL Technologies. It's worthwhile to mention that Bharti Airtel,

India's largest private telecom company chose IBM as its strategic partner for outsourcing its

entire network & IT backbone – a deal worth about $750 million initially, and currently worth

over $2 billion.

History

Logos

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The logo that was used

from 1924 to 1946. The

logo is in a form

intended to suggest a

globe, girdled by the

word "International".[54]

The logo that was used

from 1947 to 1956. The

familiar "globe" was

replaced with the simple

letters "IBM" in a

typeface called "Beton

Bold."[55]

The logo that was used

from 1956 to 1972.

IBM said that the

letters took on a more

solid, grounded and

balanced appearance.[56]

The striped logo was

first used in 1967, and

fully replaced the solid

logo by 1972. The

horizontal stripes

suggesting "speed and

dynamism."

This logo (in two versions,

8-bar and 13-bar), as well as

the previous one, were

designed by graphic designer

Paul Rand.

IBM's current "8-bar" logo was designed in 1972 by graphic designer Paul Rand.

Logos designed in the 1970s tended to be sensitive to the technical limitations of photocopiers,

which were then being widely deployed. A logo with large solid areas tended to be poorly copied

by copiers in the 1970s, so companies preferred logos that avoided large solid areas. The 1972

IBM logos are an example of this tendency. With the advent of digital copiers in the mid-1980s

this technical restriction had largely disappeared; at roughly the same time, the 13-bar logo was

abandoned for almost the opposite reason – it was difficult to render accurately on the low-

resolution digital printers (240 dots per inch) of the time.

The company which became IBM was founded in 1896 as the Tabulating Machine Company by

Herman Hollerith, in Broome County, New York (Endicott, New York or Binghamton, New

York), where it still maintains very limited operations. It was incorporated as Computing

Tabulating Recording Corporation on June 16, 1911, and was listed on the New York Stock

Exchange in 1916 by George Winthrop Fairchild. CTR's Canadian and later South American

subsidiary was named International Business Machines in 1917, and the whole company took

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this name in 1924 when Thomas J. Watson took control of it. IBM's first U.S. trademark was for

the name "THINK" filed as a U.S. trademark on June 6, 1935. "THINK" was the IBM

philosophy Watson summarized with a motto consisting of one word. The name was attributed to

a monthly magazine called Think, that was distributed to the employees of IBM in the 1930s. A

U.S. trademark for "IBM" was not filed until approximately 14 years later, on May 24, 1949.

MANAGER EFFETCIVENESS PROGRAM @ IBM,Daksh

Out of the major issues that HR is able to tackle, the ever standing requirement of Training and

Development is a major function. Training in lay man terms refers to the impartment of skills

which will be able to enhance fresher and make him corporate ready and is specific for a certain

job only which is not for a long time. This usually happens when an employee is new to the

system (generally low level). Whereas Development refers to the additional attributes that we

impart in the employees who are mainly been into the system for a long time and after a certain

phase of time they need to enhance their skills and would be ready for the next level. Ex. A new

employee would be trained for a specific tool which he needs to currently use whereas the

additional inputs that would be required for a Manager to become a General Manager would

come under development which he will utilize in the long run.

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IBM Daksh is known for its world standard training and numerous training programs that it

conducts for employees which can belong to the lowest level of Customer Care Executive to the

highest level which can be of General Manager, also for Vice Presidents and Presidents. All

training and development activities are taken care by a team which is called as Learning and

Development over there.

Nearly at the time of my entry at IBM, Daksh, a new program was launched at IBM which would

be considered as an umbrella who would be able to accommodate all the training and

development that takes place at IBM. This program was called as MANAGERIAL

EFFECTIVENESS PROGRAM (MEP).

Whenever there is a promotion from one level to another there arises a need of development of

that employee to make him suitable for that job. Ex. A Manager would be having better skills as

compared to a Deputy Manager. So whenever a promotion takes place we need to make sure that

the employee is capable enough for the same. To make sure about the capabilities we can follow

the proactive approach which deals in training the employees even before they acquire any

position so that they can be capable enough to face the challenges that he/she needs to face at a

certain level.

Similar is the approach of this program which deals in all the training and development for all

the levels of managers. We identify the best talent at the lower level who in the near future will

become as managers and so on so we train the person beforehand so as to make him capable for

the future. This approach is having numerous benefits.

1) Proactive in approach and conduct the development activity before the need arises.

2) Time saving as work load is not much at the same time when the participant will be able

to continue with his work as well as go ahead with his training.

This program is to be implemented in two phases: first is for the lower level managers which are

called as First Line Managers (who are the first time managers) who are the one who will be

becoming managers at the level where the managerial functions will be most required. The next

level for the implementation of MEP is for the managers who will be taking care of the first line

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managers who are called as People’s Manager (who are having experience of being managers

for some time). First Line Managers reports to the People’s Manager and so the level of training

will be different for him/her.

MEP is broadly divided in 3 phases and will be spread over a span of 18 months.

1) VALIDATING COMPETENCIES AND PROFICIENCY LEVELS

This phase analysis and identifies what are the various attributes that in general are

expected out of a manager at a certain level which is associated to both the types of

managers. This phase will help the trainers to make the plan for training as per the

requirements.

2) DEVELOPMENT CENTER

It is not a place but it is the training session that is being conducted to analyze the various

attributes which the candidates lag and they need to pay more attention on. Over here the

trainer provides certain tests which can be

a) Situational Tests/ Scenario Test: This would describe how the candidates react when

under a certain situation or scenarios. By the help of this we will be able to

discriminate the employees on the basis of the way they will react to situation whose

output would be available for reference.

b) Psychometric Tests: To find out what all are the strengths and weakness of the

employees so that they can come to know about the same and pay more emphasis

upon the areas of improvement. This is mainly one-on-one session for the analyzer

who would be generally not belonging to the company.

c) Behavior Based Structured Interview (BBSI): It is a structured type interview which

will be having a specific questions which will be deciding the behavior traits of the

interviewee and would help the interviewer to figure out how suitable he is making to

a certain position in the organization.

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3) FEEDBACK

This is a phase which is the longest of the three as in this phase we ask the participants to

work upon the areas of improvement which are being judged when they go through the

Development Center. The tests that they go through the analyze them on various aspects

such as Team Management, Team building, Leading Skills and many more such skills

which they need to possess for that position. The will be checked upon on timely basis

whether they have improved the weekend aspects with the various exercises that will be

taught to them in the Development Center session and how they are performing after that.

Also their feedback will be shared with their superiors for better confirmation.

My assistance in the current project was in the following functions:

1) To construct a Project Plan for the all the phases of MEP from the initial to the final

phase of the same which would include the rough sketch of the what the program would

look like when it comes into the real world state.

2) To assist in finalizing the dates in form of the calendar for all the sessions that would be

conducted from July 2010 to December 2010.

3) To drop in the mailers for initial teaser, major information about the program, invitation

from the superior managers and also following up on them for the confirmation.

4) To assist the logistics department for all the possible help that can be provided for the

sessions that would be conducted in Gurgaon in the month of July and August.

5) To collect the feedback from the candidates who will be a part of the session and

analyzing the same for further enrichment of the sessions for future batches.

6) To have an exposure for the recruitment for the Learning and Development Team.

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4.

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REVIEW OF THE

LITERATURE

The topic of Manager Effectiveness Program is not of recent occurrence. It has been in the

system for a long time though it may carry some different name. A lot of study is being done

over the topic. Some of the studies are being mentioned below.

There has been a lot of study being done on this topic. One of such studies done by Reddin,

Willaim J which is published by McGraw-Hill Book Company states that a conceptual

framework (3-D theory of managerial effectiveness) which relates the effectiveness of

managerial style to specific situations. This states that the managers need to react to different

situations in a different manner all together. If a manager is not effective enough he will fail to

do so and would not be doing any good for the company. So the effectiveness of managers would

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not just come from one direction but it should be an overall development of the managers from

all the aspect for a better performance standards.

Another such study Competencies and Managerial Effectiveness: Putting Competencies to

work done by Les Pickett talks about the competencies. We all have competencies. These are

the sum of our experiences and the knowledge, skills, values and attitudes we have acquired

during our lifetime. The current and future success of an enterprise is a reflection of the

effectiveness of the senior management team, their vision and leadership, and the combined

knowledge and skills of the organization's workforce. This means that the identification of

critical management and specialist competencies that will enable enterprises (and countries) to

meet the demands of the future has assumed an even more important place as a key responsibility

of senior business executives, human resource practitioners, educationalists, public

administrators and government leaders.

Similar to this we have a study which is being done under the title Twenty Years of research

on Role Motivation theory of Managerial Effectiveness by John B. Miner of Georgia State

University research related to the various hypotheses of managerial role-motivation theory is

reviewed. In general this research supports the theory, although there are numerous areas that

require further investigation. Managerial Effectiveness would be helping the managers to

enhance functionality of managers when a manager would be able to generate motivation among

employees. This will help the employees to make the most out of their job.

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5.

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Research Methodology

Research Methodology is a way to systematically solve the research problem. It is necessary for

the researcher to know not only the research methods/techniques but also the methodology.

Review of Literature

FF

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Define Research Problem Review previous

research findings

Research Concepts and Theories

Formulate Hypothesis

Design Research (Including sample design)

Analyze data (Test hypothesis if any)

Interpret and report

FF: Feedback

RESEARCH PROCESS IN FLOW CHART

So we can say that there are following steps which are involved in the research methodology

which are being explained below with each steps in relation to the project as well.

STEPS IN RESEARCH METHODOLOGY

1) Collection of data

2) Organization of data

3) Presentation of data

4) Analysis of data

5) Interpretation of data

1) COLLECTION OF DATA

Both the primary and secondary data has been collected from the market and company. The

company provided the secondary data and primary data is collected through the medium of

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Collect Data

face-to-face interaction and interview from various persons who go ahead with the training in

form of questionnaire.

2) ORGANIZATION OF DATA

Data once collected the further processing is done, the data collected by me are carefully

done so as to get the clear view of the data that was collected during the collection phase and

can be properly used to draw some conclusions and should not be having any ambiguity.

3) PRESENTATION OF DATA

Collected data can find its only use when it can be projected in some manner which can be

easily understood by a third person as well and allows displaying the most vital parts of the

data collected. Thus after the proper organization of the data we need to display our data in

such a format so as to show case whole details.

4) ANALYSIS OF DATA

With proper presentation of data we can expect that we can draw a correct result for the

purpose we had conducted the survey. The result should display all the pros. and cons. of the

project so as to confirm about the feasibility of the purpose for which the data is being

collected.

5) INTERPRETATION OF DATA

After carefully analyzed the data, it has been aptly interpreted in order to give concrete

conclusion and proper recommendation.

This can be representated in the form of a diagram a follows:

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Data Collected from sources like company data base and from employees on whom the session is being conducted.

Assembling the data in form of tables so as to make it comfortable for analysis of the data

Preparing the charts for the data and for the analysis.

CHART FOR THE DATA FOR RESEARCH

METHODLOGY FOR THIS PROJECT

The following are the data which have been collected from both the sources.

Primary Data:

Questionnaire were filled by the participants who took the training provided by IBM Daksh after

the completion of the session.

Secondary Data

They are the data which I used in contacting the candidates for the training program from the list

of candidates who had listed themselves for the program.

METHODS OF DATA COLLECTION

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Analysis being done as per feedback of the employees

Interpret the data and figure out what are the amendments that are to be made for future session

The method of data collection is as essential as the source of data collection. The methods of data

collection establish a pattern, the application in which we can provide a well fledged data. A

method which is appropriate method for collection of data can bring out data which will be

accurate, reliable and cheap which will require the minimum effort and produce the best output

for the benefit of the company.

In carrying out of the project, use of the following methods was done for data collection:

PERSONAL QUESTIONNAIRE

After the session got conducted we at IBM need to know how good our efforts were and what are

the area of improvement. For the same we have designed a questionnaire and that was to be filled

at the end of each session. By the help of these feedback forms we will be able to analyze the

scope where we can enhance our training and what all can be included in the session for the

betterment of the participants.

SAMPLE SIZE: 32(16 people in each session)

6.

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DATA ANALYSIS &

INTERPRETATION

DATA ANALYSIS

As we know that Data Analysis is a very important aspect for studying a scenario as it will help

us to properly display the major pros. and cons. of the object that we are working upon. Over

here I would like to display you the results of the feedback form of the session that was

conducted to know the areas where we need to pay emphasis upon.

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Here are mentioned the questions which were asked to the participants and various feedback that

we got about the session and where we need to enhance our scope. The questions that are not

being displayed in the analysis means that they were subjective one.

The questionnaire is divided into 4 sections and is comprising of overall 15 questions. The first

section is about the facilitator who will be going to conduct the session for three days. They can

be internal as well as external facilitators who not just impart their skills but would also share

their experiences with the candidates. Second part of the questionnaire is about the Content

Design which includes how the session and its course outline can be of benefit to the candidates

and whether the motives of the session were met or not. Program Effectiveness was the third

part of the feedback questionnaire which indulged in getting the feeling of candidate before and

after the session. Lastly the part came about the Program Administration.

DATA INTERPRETATION

If we were are not able to interpret the data in a proper manner so as to extract the best

conclusion from our data collection then we can say that the data is of no use. So ultimately we

need to interpret the data in the best manner and find out the pros. and cons. of the activity that

we are performing or are we able to accomplish the tasks as per the requirement.

For the purpose of data analysis we had opted for the medium of Graphs which can display vital

data with a much better manner of diagrammatic view. Also by the means of such methods we

can interpret the conclusions of our analysis in a much easier manner. I would like in now show

the interpreted data as per the questions in the sections and would also show the subjective

feedbacks that were provided by the participants.

Section 1: Related to the Facilitataor(Trainer)

Section 2: Related to the Content Design

Section 3: Related to the Program Effectiveness

Section 4: Related to the Program Administration

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Facilitator

Ques 1 The Facilitator was able to facilitate and guide my learning by providing relevant inputs.

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INTREPRETATION

The majority people felt that the facilitator was able to facilitate in a good manner. The participants felt that the facilitator was able to provide with proper inputs and was able to elaborate their skills also. Out of overall 32 participants’ majority of 19 people which make nearly 60 percent of the total employees who participated were satisfied with the same.

Ques 2 The Facilitator was able to draw active participation in the class.

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0

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INTREPRETATION

There should be always being interaction and participation of all the present in a group to make

people stay alert and understand things in a better manner. Out of a batch of 32 employees

nearly 65 % employees felt that the facilitator was able to make the class stay in the a mood of

study and not making them bored.

Ques 3. The Facilitator listened to and responded to my concerns and queries.

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INTREPRETATION

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The facilitator was able to solve the queries and was able to give response of the same so which

will satisfy the person who had asked question. Again nearly 65% percent people were satisfied

with the facilitator who was able to solve their queries.

Ques 4. The Facilitator was well prepared and organized.

0

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INTREPRETATION

A well prepared facilitator would impart skills which will make the employees perform in a

much better manner whereas a facilitator who is not at all prepared would make the session not

so good and results in the failure of the session. 78% percent people believed that the facilitator

was prepared for the session with ample mount case studies and activities which will be of a

good use for the participants and will help them understand the various concepts in a better

manner.

Ques 5.The Facilitator demonstrated knowledge of the topic.

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0

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INTREPRETATION

The facilitator was having knowledge about the subject and would be of such a type that would

capable enough to enhance the knowledge of the subject as well. Around 56% participants felt

that the facilitator was demonstrated knowledge of the topic and new the topic well and was also

able to impart the same in the participants as well

Content Design

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Ques 6 The program met its stated objectives.

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INTREPRETATION

The program MEP was set up with certain objectives and if they itself have not being met then

the session would be a disaster. To verify that we can say that 64% people who attended the

session felt that the session was able to give justice to the objectives on which this session is

being set upon. Thus concluding that the session was a good session as people were satisfied

with the outcome of the session in terms of the objectives.

Ques 7 The objectives set for the program were relevant to me and my role.

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0

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INTREPRETATION

The objectives were set as per the participant and the role that they are expected to perform. For

the same nearly 53 percent people were having a feeling that the objectives were as per them and

the role that they will be performing in the company.

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Ques 8 The program had adequate activities (like case studies, exercises, discussions etc.) to enable learning.

0

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INTREPRETATION

Case studies and various other activities which will be able to make the course related to the real

world scenarios. 21 out of a batch of 32 felt that this mode of teaching would help the course

seekers to make the most out this course.

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Ques 9 The structure and flow of the program were logical.

0

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INTREPRETATION

The course was structured in a good manner that the employees were able to make the logical

outcome of the same. They were satisfied of being taught in a manner which looked really

systematic and structured. Nearly 68% participants felt that the session was having a structured

format.

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Ques 10 The program motivates me to implement the learning at my work place or life.

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INTREPRETATION

Motivation is an integral part of an HR which he/she should be able to impart in the employees.

Nearly 50% of the employees felt that they were motivated as compared what they were before.

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Program Effectiveness

Ques 11 To what extent did you understand the content taught in the learning program BEFORE completing it?

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INTREPRETATION

On the scale of 5, 13 people felt that the session was

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Ques 12 To what extent did you understand the content taught in the learning program AFTER completing it?

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Ques 13 Will you recommend this program to others?

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Ques 14 Was the venue / delivery media used conducive to learning?

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Ques 15 Was the program schedule adhered to (start and end time, breaks etc.)?

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NEGATIVES OF THE SESSION:

With feedback we can collect the data not just to praise ourselves but to know the areas of

improvement and then only we can say that the session can be of a better standards. Following

are the areas that IBM needs to focus upon for a better performance.

Since the candidates belonged to different domains so they wanted to have some extra

knowledge about the domain specific as well.

Print outs of the PPTs that were used in the session would given to the candidates for

future reference.

This will also be given for e-learning as well.

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7.

FINDINGS

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From the whole study it was observed that the following are the various aspect that come

in the picture. By my study in the company found our various aspects about the program

they provide. Following are the main findings from my project:

The trainers or the facilitator that are being asked to train the employees are

capable enough to examine the employees well and not just this they are able to

make the employees stay with the session and not make them understand the

various aspects.

The material that has been provided can be of better standard and can be sent in

the form of PPTs as well for further learning even though the standards are of

utmost quality.

The employees are performing in the initial phases after the program in a good

manner and are focusing upon the goal or areas of their improvement.

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8.Limitations

Sample size is very small.

Respondents may not have given correct feedback.

Program did not cover the higher level management as well as Executive Level.

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9.

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EXPECTED CONTRIBUTI

ON FROM THE STUDY

After all the analysis I would like to make the following recommendations.

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We can come to know that the session needs to get more financial help from the finance

department as the number of sessions that are being conducted are less for satisfying the

company requirements.

The company should be analyzing the feedback as and when the training is conducted.

This will help them to upgrade the session as a feedback form was able to confirm the E-

learning of the session.

The company should be making changes in the training material as per the requirements

of the batch on the basis of performance of the people.

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Appendix43 | P a g e

Dear Respondent,

We are doing this survey to gain an understanding about how you have felt being at this seminar and how can we make it better for the future batches. I request for 10-15 min of your valuable time for your views about the seminar.

We assure you that the individual data provided by you will be kept strictly confidential and in no case, be shared with anyone.

Thank you very much for your vital support and sparing time for the same.

IBM

Program Name :

Facilitator:

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Date : Venue:

Please rate the following statements on the 5 point scale: 1 being the LEAST and 5 the MOST

Least Most

Facilitator 1 2 3 4 5

1 The Facilitator was able to facilitate and guide my learning by providing relevant inputs.

2 The Facilitator was able to draw active participation in the class.

3 The Facilitator listened to and responded to my concerns and queries.

4 The Facilitator was well prepared and organized.

5 The Facilitator demonstrated knowledge of the topic.

Overall Facilitator Effectiveness:

Content Design

6 The program met its stated objectives.

7 The objectives set for the program were relevant to me and my role.

8 The program had adequate activities (like case studies, exercises, discussions etc.) to enable learning.

9 The structure and flow of the program were logical.

10 The program motivates me to implement the learning at my work

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place or life.

Overall Content Effectiveness:

Program Effectiveness

11 To what extent did you understand the content taught in the learning program BEFORE completing it?

12 To what extent did you understand the content taught in the learning program AFTER completing it?

13 Will you recommend this program to others?

Program Administration

14 Was the venue / delivery media used conducive to learning?

15 Was the program schedule adhered to (start and end time, breaks etc.)?

Additional Comments:

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Bibliography

BOOKS:

1. Rao Subba, Essential of Human Resource Management and International Relation

Edition 2006, Himalaya Publishing House, Mumbai.

2. C.K Kothari “Research Methodology”

MAGAZINE AND NEWSPAPER:

1. Human Resource Management Review, the ICFAI University Press.

2. Business World.

WEBSITE

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Links for the Literature Review:

http://scholar.google.co.in/scholar?q=managerial+effectiveness+program&hl=en&as_sdt=0&as_vis=1&oi=scholart

http://eric.ed.gov/ERICWebPortal/search/detailmini.jsp?_nfpb=true&_&ERICExtSearch_SearchValue_0=ED051449&ERICExtSearch_SearchType_0=no&accno=ED051449

http://www.questia.com/googleScholar.qst;jsessionid=MP5Yp3TFhGfhCL933kJjVchVmTXQWflt04sC9BLpDvfvf1sMZQwj!-1130349071!1313601269?docId=5001338471

http://www.jstor.org/pss/256442

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