final summer internship project

A

PROJECT REPORT

ON

“TO STUDY ABOUT ORGANIZATION STRUCTURE & JOB DESCRIPTION”

AT ADITYA BIRLA INSULATORS LTD.

HALOL, PANCHMAHAL”

SUBMITTED TO

SIGMA INSTITUTE OF ENGINEERING

AFFILIATED TO

GUJARAT TECHNOLOGICAL UNIVERSITY, AHMEDABAD

IN PARTIAL FULFILLMENT FOR THE DEGREE OF

MASTER OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF

Prof. RAHUL J. DESAI ( FACULTY GUIDE )

SUBMITTED BY

JAYDEEP J.BARAIYA

MBA I, SEM II

ENROLLMENT NO.107750592004

SIGMA INSTITUTE OF ENGINEERING

(MBA PROGRAMME)

VADODARA

SIGMA INSTITUTE OF ENGINEERING (M.B.A.)

DECLARATION

I undersigned, Mr. Jaydeep J. Baraiya SIGMA INSTITUTE OF ENGINEERING (MBA),

declare that the work carried out in this project named “Study of Organization

structure & Job Description” is my original work & is based on the information

gathered from the company during the training period. I have not submitted this work to any

other university/Department for the award of any other degrees.

Date: Jaydeep J. Baraiya(SIE)

Place: Enrollment no.:107750592004


ACKNOWLEDGEMENT

I hereby feel pleasure to get such a tremendous opportunity to conduct a project on “Study of

Organization structure & Job description”. I feel pleasure for giving words of thanks to

those who are directly or indirectly related with the project to make it succeed.

First of all, I am very grateful to my external guide Ms. Kalpa Solanki Asst. Manager at

Aditya Birla Insulators Limited, Halol, Panchmahal.

Secondly I would like to say thanks to my honorable Director Dr. Y.B. Joshi who has given

me such a great opportunity to show & represent my Management skills. I could not been

success with this project if I had not got support and guidance.

I feel glade to be a very much thankful to Pro. Rahul J. Desai (Faculty Guide), who had not

only guide me but also helped to understand and applying all the circumstances at the time of

project work. This has added a great essence in the project work. He is the source of

motivation and dedication for the work to be done.

PREFACE


This project is subject to study of “Organization structure & Job Description” at

Aditya Birla Insulators. The role of human resource is to encourage them to their best. There

is a relationship between Organization Structure & Job Description.

In the research we have come to know about roles, responsibilities & accountabilities of

employees.

EXECUTIVE SUMMARY


This project report is on “To study about Organization Structure & Job Description” at

Aditya Birla Insulators Limited. The research has been conducted with the purpose of

defining roles, responsibilities, accountabilities of each and every employee.

The way in which an organization’s activities are divided, organized & coordinated.

The most basic-and the most complicated- problem in business is figuring out how to move

from a great, high level idea to practical, operational success.

The primary objective of the study is to determine that which accountabilities are excluded &

included of all management cadre employees of each section.

For getting the right information about roles, responsibilities & accountabilities of an

individual Job Description.

Here various department in this organization so, I have select mainly five departments for

taking survey. From every department I have taken 20 samples from each department.

My target population are 100 employees.

The report is divided in to eight chapters:

(1) Introduction

(2) Literature Review

(3) Details of the study

(4) Methods/Methodology adopted for the study

(5) Analysis, Findings & Conclusions

(6) Contribution & learning from the Project

(7) Annexure &

(8) Bibliography

Index


Chapter No.

Particulars Page no.

1 Introduction 7

(A) Company Profile

2. Literature Review 31

3. Details of the Study 52

(A) Objective

(B) Formulation of the problem

(C) Sample Design

(D) Target Population

(E) Rationale of the study

4. Methods/Methodology adopted for the Study 54

(A) Survey

(B) Questionnaire

5. Analysis , Findings & Conclusions 76

6. Contribution & learning from the project 86

(A) Details of the contribution of the study

(B) The benefits to the organization

(C) The learning from the study for the student

7. Annexure 89

8. Bibliography 94


Chapter-1

Introduction


Company Profile

Introduction


The Management Journal

Our Vision

Our Vision: To be a premium global conglomerate with a clear focus on each business.

Our Mission

Our Mission: TO deliver superior value to our customers, shareholders, employees and society at large.

Our Values

Our Values: Integrity, Commitment, Passion, Seamlessness, Speed

Our values are non negotiable

“we must not lose sight of our basic values.

We may grow one per cent less, but integrity must underpin all of our actions and decisions. One must constantly ask oneself: ‘Is this decision in the best interest of our Organisation? Be it recruitment, be it purchase or appointing distributers. For any decision in fact, this should be the yardstick against which your action must be measured. That is what is integrity – complete honestly, fairness and transparency of transactions and action.

Speed likewise is of essence. Speed, agility is a competence we must hone across all our business.

We strive to be a seamless Group that is constantly leveraging the enormous knowledge that exists among us. We are all part of one large entity.”

Mr. Kumar Mangalam Birla

The voice of Mahatma Gandhi


Weaving the epic life of the Mahatma in rhythmic, moving cadences, embellished with photographs, paintings, film footage, video clips and more, the Eternal Gandhi Multimedia Exposition gives you an unusually splendid feel of history.

“My first meeting with Gandhiji was in1916...our contact continued to the end of his life – a period of 32 years – when he died in my house in Delhi. How did I come in touch with him? The hidden hand of destiny, which works in an inscrutable manner, should alone be credited with this fortunate occurrence in my life.”

-Ghanshyamdas Birla,

In the shadow of Mahatma

Yea Awards Unit Name


r2004 The Stockholm industry water award Staple Fibre Division,

Nagda2004 FICCI CSR Award for Rural

developmentStaple Fibre Division, Nagda

2004 Greentech Gold Award for Outstanding Achievements in safety Management

Staple Fibre Division, Nagda

2003 Greentech Gold Award for Environment Excellence


2003 PCRA Award for Energy Conservation


2003 Greentech Gold Award for Environment Excellence

Birla Cellulosic,Kharach

2003 Deming Quality Control Award Birla Cellulosic,Kharach

2003 Greentech safety Gold Award for Outstanding Achievements in the field of safety

Grasilene Division, Harihar

2003 Golden Peacock National Quality Award

Grasilene Division, Harihar

2003 TERI Corporate Environmental Award

Harihar Polyfibres, Harihar

2003 Golden Peacock Environment Management Award

Harihar Polyfibres, Harihar

2003 2nd SGS ICS Indonesia Annual Quality Award

P.T.Indo Bharat Rayon,Indonesia

2003 Best Performance Certificate from Security Exchange of Thailand

The Rayon Public Co. Ltd.

2003 Quality Control Promoter Award for Top Management, Quality Control Facilitator Award

The Rayon Public Co. Ltd.


The Passion To Excel

The Aditya Birla Awards for Outstanding Achievement owes the culture of

excellence that our Group radiates. This is a legacy, that we endeavour to zealously guard and

carry forward stewarded by Mr.Kumar Mangalam Birla.

The 3rd Aditya Birla Awards for Outstanding Achievement, celebrated on the

13th and 14th of November, 2000 (the birth anniversary of Adityaji) were spectacular.

Among the thousand strong members of the Aditya Birla Group family, who

were witness to these two immemorial evenings, the excitement was palpable, the suspense

nail-biting ,the bonding, the camaraderie overwhelming.

Raising a toast to innovation and creativity, to outstanding commitment and

teamwork, to the wealth of talent in our group, in a compelling speech, Mr. Kumar

Mangalam Birla asserted that our “people centric approach” would help us continuously

stoke the fires of growth to “unprecedented” levels. In Mr.Birla’s words;

“I want to share with you that it is my personal mission to make the Group an

even more exciting place to work in, with freedom of choice of career paths and growth

opportunities like we have never imagined before, where those with merit and a positive

attitude can surge up to be within striking distance of the top echelons of our group, faster

than they thought they ever could.”


A UNIQUE CONGLOMERATE GUIDED BY VISION


Financial Services

Telecom^3 # (25.38%)

IT-ITes2 (88.28%)

Fashion & Lifestyle

Manufacturing

Carbon Black

Agri-Business

Rayon

Insulators

Textiles

Life Insurance (74%)*

Asset Management (50%)

NBFC Private Equity

Broking (75%) Wealth Management

Insurance Advisory

Aditya Birla Insulators’ Profile

Aditya Birla Insulators, the insulators business of Aditya Birla Nuvo, is India’s largest and

the world’s fourth largest manufacturer of high-voltage porcelain insulators.

With an extensive product range that includes hollow, solid core, disc, pin, post insulators,

finding applications in the entire spectrum of sub-station and transmission systems, Aditya

Birla Insulators’ quality is ensured by world-class technology and cost competitiveness.

With its plant located at Rishra in West Bengal and Halol in Gujarat, Aditya Birla Insulators

has an installed capacity of 48,760 mt including the recently expanded capacity of 10,000

TPA and caters to the entire spectrum of sub-station and transmission insulators up to 765

KV system voltages.

A recipient of the Capexil's top export award and special export award for the last 18 years,

the insulators business has also bagged awards from the president and prime minister of India

for export excellence.

Aditya Birla Insulators leverages the rich legacy of the Aditya Birla Group and the technical

expertise accrued through over four decades in the industry. The company provides a

comprehensive range of high-performance insulators to the power industry in India as well as

overseas.

The Aditya Birla Insulators' product range is exported to 58 countries around the world with

focus on markets in Europe and America. Aditya Birla Insulators exports one third of its total

sales. The business has been proactive in gauging changing customer needs and adapting its

product range to meet high quality standards and customer satisfaction.


With its products extensively tested in reputed national and international laboratories, the

resultant output is truly world class and the company’s long-term customers that include

leading power utilities and multinational companies vindicate this.

Aditya Birla Insulators (ABI) is the largest manufacturer of Electrical Insulators in India and

the 4th largest in the world. Started in 1967 with an initial capacity of 2400 MT at Rishra, ABI

presently has two plants, one at Rishra near Kolkata and other at Halol near Vadodara with a

combined production capacity of 38800 MT and caters to the entire spectrum of substation,

transmission and distribution insulators upto system voltages of 800 KV AC & HVDC. To

keep pace with power sector growth, the capacity is being further enhanced by 15200 MT

progressively by Jun’09, thus making it a total of 54000 MT which will make ABI the third

largest player in the world. Additionally, composites are being introduced to meet the

requirements of application in highly polluted zones. Electrical Insulator is a high-tech

engineering product and requires in depth knowledge about product and product

applications.As of now we don’t have any business in the assigned territories, though around

20-25% of our revenues are earned through exports.

Insulators


The insulator sector appears to be heading for strong growth in the near future, especially

given the likely increase in the Government’s spending on power infrastructure and proposed

entry of the private sector in the transmission and distribution business. Our strategy for

ensuring profitable growth will be to go on high value products, where competition from the

unorganised sector is relatively lower, explore new markets and leverage on existing

relationship with customers, both in the local as well as international markets. We will

concentrate on enhancement of margins through improvement in yield and operational

efficiencies. Development of new products, such as HVDC and high rating products as well

as Isolators will be also central to our growth.

Insulator reliability is smiling

A persevering student is glad to be able to study for her exams with the support of

illumination, in the late hours of night, thanks to the power transmission helped by superior-

quality porcelain insulators manufactured by Aditya Birla Insulators, a business that is a part

of Aditya Birla Nuvo.

The extreme reliability of an extensive product range made by Aditya Birla

Insulators comes from world-class technology. This, along with cost competitiveness, has

enabled the business to become India’s largest and the world’s fourth largest manufacturer of

porcelain insulators.

Leadership team of Aditya Birla Group


Mr. Kumar Mangalam BirlaChairman, Aditya Birla Group

Mr. Pranab BaruaTextiles and Apparels

Mrs. Rajashree BirlaChairperson, The Aditya Birla Centre for Community Initiatives and Rural Development

Mr. Rajiv DubeGroup Corporate Services

Mr. Ajay SrinivasanFinancial Services

Dr. Rakesh JainAditya Birla Nuvo

Mr. Askaran AgarwalaBirla Group Trusts & Special Community Projects

Mr. Ravi KastiaTrading, Port and Power Projects

Dr. Bharat SinghBusiness Review Council (Services business)

Mr. Himanshu KapaniaTelecom

Mr. D.D. RathiBusiness Review Council (Services business)

Dr. Santrupt B. MisraCarbon Black Business and Group HR

Mr. Debu BhattacharyaMetals

Mr. Shailendra JainChairman, Business Review Council (Manufacturing business)

Mr. K. K. Maheshwari Pulp & Fibre

Mr. Thomas VargheseRetail

Mr. Lalit NaikChemicals

Mr. Tuhin Mukherjee

Mining and Mineral Resources Development

Mr. O. P. Puranmalka Cement

Mr. Vikram RaoAcrylic Fibre and Overseas Spinning Business


Process of Insulators


Aditya Birla Insulators follows world-class manufacturing practices in the production of

porcelain insulators. The important stages in the manufacture of porcelain insulators are:

1. Wet grinding of raw materials to slurry form

2. Filter pressing to de-water the slurry

3. Vacuum extrusion to provide plastic clay

4. Shaping by pressing or turning

5. Drying to remove absorbed water

6. Firing to convert the raw material mixture to strong and vitreous porcelain

7. Assembly, which involves fitting terminations to the porcelain shapes, so that

they become insulators

8. Testing, which implies a series of mechanical and electrical tests to ensure the

technical integrity of the products

Aditya Birla Insulators recognises that high-quality products are obtained if only production

is supported by a comprehensive system of process and quality control. These systems, fully

documented, are a vital part of everyday production at both the Rishra and Halol factories.


Products

Solid core station Post Insulators

Specifications1. Rating: up to 800 kV

2. Creepage distance: 25 and 31mm /kV

3. Applicable standards: IS, IEC, ANSI

Salient features

Solid core station post insulators are comparatively lighter and have smaller diameters than

other types of post insulators of similar voltage class. These are ideally suitable for compact

installations which result in slim and neat appearance and afford better harmony with other

modern apparatus in any EHV/UHV substation.Solid core station post insulators have

superior antipollution performance, low RIV, better arc resistibility and lower deflection

under cantilever load.


Long rod insulators



3. Applicable standards: IS, IEC, ANSI

Salient features

Long rod insulators are absolutely puncture-proof, possess high arc resistibility and are free

from cement growth trouble. Long rod insulators can be used at suspension and tension

locations both as single and multiple strings as per system requirements. Standard long rod

insulators have high strength in compression and tension, provide higher leakage distance

with superior self-cleaning characteristics and are lighter when compared to disc insulator

strings of similar voltage class. These insulators are useful for reducing the width of the right

of way with consequential economy in the design of the overhead line.


Traction Insulators



3. Applicable standards: IS, IEC, RDSO specifications

Salient features

Traction insulators are 25 KV OHE insulators manufactured for Indian Railways. These are

solid core insulators suitable for normal and polluted zones and are designed as per RDSO

specifications.


Hollow Porcelains Insulators

Specifications1. Either fitted with metallic flanges or without flanges for SF6 circuit breakers,

instrument transformers, condensor bushings, and lightning arresters upto 800 kV

2. Maximum height in one unit construction: up to 2600mm

3. Maximum diameter: 650mm

4. Bore can be parallel, taper or bulge as per customer's specific design

5. Applicable standards: IS, IEC, European norms 50062, ANSI.

Salient features The design concept for hollow porcelains is dependent on the complete

design of electrical equipment such as SF6 circuit breakers, air-blast circuit breakers,

minimum-oil circuit breakers, instrument transformers, condenser bushing and lightning

arresters.

The porcelains are designed in consultation with the manufacturers of equipment so as to

meet the electrical and mechanical requirements. The manufacturing possibilities of shape,

size and dimensional tolerances of large hollow porcelains comply with Indian and

international standards.


Solid core line post insulators


2. Creepage distance: 25 & 31mm /kV

3. Applicable standards: IEC, ANSI

Salient features Solid core line post insulators can be used as support for conductors on

cross-arms of transmission and distribution line poles. These insulators are recommended for

polluted zones and areas prone to vandal damages. Even if the insulator shed is damaged,

there will be little decrease in flashover voltage and power supply will not be disturbed. The

damaged insulator can be left in service and replaced conveniently. No change in cross arm is

necessary, if pin type insulators are replaced by line post insulators during maintenance.


Suspension Insulators (Disc porcelain)

Specifications

1. Profile: Anti fog, normal, open profile

2. Mechanical strength: up to 420 kN

3. Creepage distance: up to 690 mm

4. Applicable standards: IS, IEC, BS, ANSI, Australian specifications

Salient features Suspension insulators (Disc porcelain) are the most widely used models

for transmission and distribution lines. Their design varies to suit different types of polluted

zones and mechanical strength as per customer's requirements.


Pin Insulators


2. Mechanical strength: 10 kN

3. Creep age distance: up to 1080mm

4. Applicable standards: IS, BS, IEC, ANSI, AS, VDE specifications

Salient features

Pin insulators of one piece or multipiece construction are widely used in

low cost distribution lines. Multipiece construction makes these insulators less vulnerable to

damage. A multipiece insulator can normally withstand the line voltage for a considerable

time without difficulty even if one shell is broken.

Aditya Birla Insulators manufactures full range of pin insulators for application in sub-

transmission and distribution lines up to a system voltage of 66/72 kv. These insulators are

available with creep age path to meet various requirements of pollution.

Cap and pin type insulators


Specifications1. Rating: Up to 36 kV and up to 245 kV with multi units

2. Mechanical strength: up to 32 kn

3. Creep age distance: 1050 mm (single unit)

4. Applicable standards: IS, IEC, ANSI specifications

Salient features Cap and pin type insulators are designed mainly to support disconnecting

switches, bus bars, conductors, and equipment for substations. They are capable of being

stressed in tension, compression, flexion, torsion and combined stresses up to the specified

limits. These insulators are more economical than other types of insulators used for similar

applications.

Cap and pin type post insulators are divided into two main groups, no stacking and stacking

units. Single units are available for service voltage up to 36kV and multi-unit stacks are

available for service voltage up to 245kV.

Competitors of Aditya Birla Insulators Limited.


1. American Insulators Corporation.

2. Austin Insulators Incorporation. Australia

3. Bharat Heavy Electricals Limited. Bangalore, India

4. Hunan Liling Yugo Porcelain Insulator Co. Limited. China

5. IEC Insulators, Mount Abu, Rajasthan

6. Modern Insulators, Bhopal

Worldwide Markets


Awards of Aditya Birla Insulators

1. Aditya Birla Insulators, Rishra has won the Golden Peacock National Quality Award

(GPNQA) 2007 in the manufacturing category. The GPNQA model is based on


MBNQA (Malcolm Balridge National Quality Award) and is aligned with the World

Class Manufacturing Practices (WCM) / TPM process. This award was given to 9

organisations out of a total of 186 participating organisations.

2. Aditya Birla Insulators has been receiving the top export award / special export award

from Capexil for the past 18 years — an unprecedented record equalled by none

3. Aditya Birla Insulators has also won awards for export excellence from the president

and prime minister of India


Chapter-2

Literature Review


Literature review of Organization structure & Job Description

Organization Structure

Organizational structure refers to the way that an organization arranges people and jobs so

that its work can be performed and its goals can be met. When a work group is very small and

face-to-face communication is frequent, formal structure may be unnecessary, but in a larger

organization decisions have to be made about the delegation of various tasks. Thus,

procedures are established that assign responsibilities for various functions. It is these

decisions that determine the organizational structure.

In an organization of any size or complexity, employees' responsibilities typically are defined

by what they do, who they report to, and for managers, who reports to them. Over time these

definitions are assigned to positions in the organization rather than to specific individuals.

The relationships among these positions are illustrated graphically in an organizational chart

(see Figures 1a and 1b). The best organizational structure for any organization depends on

many factors including the work it does; its size in terms of employees, revenue, and the

geographic dispersion of its facilities; and the range of its businesses (the degree to which it is

diversified across markets).

There are multiple structural variations that organizations can take on, but there are a few

basic principles that apply and a small number of common patterns. The following sections

explain these patterns and provide the historical context from which some of them arose. The

first section addresses organizational structure in the twentieth century. The second section

provides additional details of traditional, vertically-arranged organizational structures. This is

followed by descriptions of several alternate organizational structures including those

arranged by product, function, and geographical or product markets. Next is a discussion of

combination structures, or matrix organizations. The discussion concludes by addressing

emerging and potential future organizational structures.


How to make an effective organization?

Drawing a line between strategy and execution almost guarantees failure.

Roger L. Martin

From Harvard Business Review July-August 2010

Organization chart of Aditya Birla Insulators Ltd.


Strategic Goals

Internal Development or External Sourcing

Purchase Contract or Inter Firm Combination?

Alliance or Acquisition?

Desired closeness with resource Provider

Identified Resource Gap

Relevance of the Firm’s Existing Resources to

Purchase Contract or Inter Firm Combination?

Relation between Organization Structure & Job Description


President

Chief Manufacturing Officer

FH-HR

Security & Admin

Safety & Environment

DH-Executive Relation

ProductionEngineering ISO-WCM Technical Polymer

CEO

FH-Manufacturing

Organization structure shows us that where the every person is divided

under which person. In the sense of under which departmental or function head.

There is a major connection between organization structure & Job Description.

Job Description writing derived from organization chart. Such as

1. Job Title

2. Designation

3. Function

4. Department

5. Reporting to whom

6. Superior’s superior

Answer of this type of questions, we can get from organization structure. So there is a major

connection between Organization Structure & Job Description.

With the help of organization structure we can know about how many workers are working

under each department.

Under the all section heads, How many sub section heads, Engineers & Supervisors are

working.

Definitions from different books.


“Job description gives details of the various activities which a job holder is

expected to perform. However the way he occupies a role, and what he may do, depends not

only on an objective description of the job but also on the expectations from the job holder by

several important persons in the organization. The constellation of these expectations is

called the role.”

Role is the position a person holds as defined by the expectations of

significant persons (Who are called role senders) in relation to that position. When a role is

conceived in terms of expectations by significant persons, it is obvious that the definition of

the role will be in terms of such expectations.

Job description included details of the specifications of a job in term of the

actual day to day activities and responsibilities of a job holder.

Book: Designing & Managing Human resource System 3rd Edition Udai Pareek &

T.V.Rao.

A list of a job’s duties, responsibilities, reporting relationships, working

conditions, and supervisory responsibilities-one product of a job analysis.

What is a Job description?


Sahl, (1994. p.3) states 'well written job descriptions define the work of the organization and

its reasons for existence as an employer of human resources. More, they define and help

quantify the relative importance of work, what each position contributes to a process and the

organization as a whole.' This definition illustrates an important point regarding job

descriptions, used in today's work environment, by emphasizing that they describe not only

what the job is about but how the job contributes to the work of the organization.

A job description must be accurate but not a minutely detailed list of an employees tasks and

duties (DeLon, 1994). As Behn (1997, p. 60) states: 'it is impossible to list, in anything

smaller than an encyclopedia, the multitude of tasks that combine to produce the results

desired from a particular job.' Job descriptions are meant to be a guide only 'staff must not

interpret them rigidly or job descriptions become a barrier to success' (Degner, 1995, p. 17).

Grant (1989) describes them as a 'map' that show direction. Job descriptions are not a

description of how a job is to be done (Grant, 1989), a contract (DeLon, 1994) or set of rules,

regulations or proper practices (Grant, 1989). They describe the nature of the work to be done

by stating the purpose and main responsibilities. They may also include information on the

type of person who is best suited to perform the job.

Grant (1988) describes job descriptions as a valuable resource. They have the potential to be

a useful organizational tool; however, to realize their potential they must be properly

prepared. Grant (1988, p. 53) believes many job descriptions do not reach their potential

because they 'are too simplistic, they lack detail, they are out of date, they neglect many key

structural elements of the job and they are unclearly written'.

There are two main types of job descriptions, the generic or general and the specific or

individual. Generic job descriptions are written in broadly stated general terms without

identifying specific responsibilities, requirements, purpose and relationships. Some

organizations use generic job descriptions for the same level within an organization. For

particular positions an additional duty statement may be developed. Specific job descriptions

provide information on all essential responsibilities assigned to the person performing the

job, they are usually quite detailed and comprehensive. (How to write job descriptions the

easy way, 1993) From www.alia.org (Australian Library and information Association)

What Job Descriptions used for?


http://www.alia.org/

Job descriptions have the potential to be used for a number of human resource functions. The

main purposes reported in the literature include the following Again the emphasis is on well

written job descriptions.

1. Induction and orientation. Job descriptions provide a good introduction and overview

of the job which enables the employee to understand what the organisation expects of

them.

2. Understanding the employee's role in the organisation. Job descriptions allow the

employee to see where they fit into the big picture of the organisation, and how their

job contributes to the organisation. They may also reflect organisational goals and

objectives.

3. Identifying training requirements. Job descriptions may identify initial training

requirements for a new employee. If they are included in a performance management

system they may be used as an aid in identifying training to improve performance or

additional training needed as a result of changing responsibilities.

4. Performance management. Job descriptions are the foundation of an effective

performance management system (Meng, 1992) and are used in conducting

performance reviews or job evaluations. They may also be used to develop

performance measures (Russell, 1996). However, it is important to note that job

descriptions are only one component of an effective performance management

system. Such a system includes other processes and documentation. For example, an

organisation may have induction policies and program, identified roles and

responsibilities of various levels of staff, a rewards and recognition program and

performance appraisal system.

5. Career development. A study of job descriptions can help employees determine what

qualifications, experience and skills are needed to apply for different positions within

the organisation. This information can then be used in career planning or development

What is Included in a Job Description?


The content of the job description varies widely from

organization to organization and the purpose of the job description will influence what is

included. The following list outlines the most commonly referred to components of a job

description (apart from the job title, identifying code, grade/level, department, name of

company, physical location, job status, date and name of incumbent) described in the

literature reviewed,

1. Job function or purpose which explains the general purpose of the job and why it

exists. It also provides the reader with a concise overview of the job.

2. Duties or tasks includes a precise specific list of what the employee does and is

expected to do.

3. Responsibilities are a summary of the main responsibilities required of the position.

4. Accountabilities outline the major results expected from the job with supporting

actions.

5. Organizational relationships outline how the job fits into the organization and the

structure of the organization.

6. Personal contacts refer to the people the employee will interact with while performing

the job. In the context of internal contacts & external contacts.

7. Reporting relationships include whom the employee reports to and what supervision

the employee exercises. By this way we may know about the superior & superior’s

superior.

8. Authority identifies what decisions the employee can make and resources they can

commit.


Difference between Traditional Job description & modern Job description

Traditional job descriptions Job descriptions today

Focus on what a person is required to do -

that is, a list of duties

Focus on major responsibility areas, results

and outputs the person is expected to

achieve

Looks at the job from an inside-out approach Looks at the job from an outside-in approach

Written by the human resource department Written by affected employee and manager

in consultation with the human resource

department

Statement included - 'and any other duties

assigned by the supervisor'

The job description is seen as a profile that

describes major responsibilities rather than

covering everything an employee does

Access to job descriptions by affected

employee and management

Job descriptions for all positions are

available for any staff member to see and are

used as a career development tool

Individualistic in nature - appear to focus on

the job alone

Job descriptions reflect the interdependence

of the job within an organisation

Reviewed when a job becomes vacant or

reclassified

Incorporated into the organisation's

performance management system and

reviewed regularly with the employee to

maintain currency, accuracy and relevance

Time, percentages or frequency included Performance measures or indicators are

included


Writing a Job Description (J.D.) – a brief presentation: This document briefly:

1. Summarises the purposes of each section in JD template

2. Provides tips on the way to fill in the same.

3. Provides a quick checklist of do’s and don’ts to be considered while filling in the

section.

Going through this presentation you will find that:

The JD document follows a structured flow.

Each section logically succeeding the previous ones and builds upon them for

providing better role clarity.

Following this structure, JD writing becomes a very logical activity.

This helps create a document which captures all the essential elements of the job and

brings role clarity.


Writing a Job Description

Job Purpose

A Job purpose is a short and accurate statement of why the job exists in the organization. It is

generally in the form of a single short sentence summing up all the critical tasks and activities

under the scope of the job.

What must Job Purpose statement include?

A Job Purpose should include answers to the following three questions:

Do’s & don’ts of the Job Purpose

The Do’s:

State only the critical tasks

State the unique contribution to the organisation

Think what will not get done if the job did not exist.

The Don’ts:

Don’t give too many details in a job purpose. Leave them for the

accountability section

Don’t copy someone else’s Job Purpose! Every job is unique and

hence every Job purpose should be different.


What does the Jobholder do?

Should clarify, the activities the job accomplishes to fulfil the organisation’s total purpose.

What does the job impact?

Should clarify the unique contribution of the organisation.

Why is the Job done?

Should clarify, what would not get done if the job does not exist.

Job Dimensions:

Job Dimensions list the significant quantities on which the job has some direct and indirect

impact. It provides numerical data, which gives a feeling of the scope and scale of the

responsibility or authority the job entails.

Job dimensions gives information about the following quantitative data. This information has

to be specific and explained adequately for proper understanding.


Finance includes:

Sales turnover

Annual budgets

Annual turnover

Project Costs

Total deposits

Loans etc.

Expenditure includes:

Operating budget

Capital

Payroll etc.

Staff includes :

Number of staff

Direct & indirect reports

Job dimension

Do’s & don’ts of Job dimensions

The dos:

Please identify the specific numbers the job impacts in terms of costs,

expenditure or revenue.

Please state the numbers in an area where the job has a direct control/ impact.

Use the target figures for the current year.

The don’ts:

Don’t use adjective like large, complex, difficult to describe the dimensions .

Don’t mention any targets for the future.

Job context

It should give details of the company while stressing on the following points:

The background

The products

The market value

The competitors

The technology used

The service offered

It should also include details of where the job fits in the overall workflow of the

organisation and the main thrusts of the position.


Major challenges

The objective of this section is to describe the

complexity and the challenges the job faces as a part of the organisation. This section

of the job Description template deals with 2 aspects:

It should describe & give examples of the following:

1. The major challenges or most difficult types of problems the position holder

faces in performing the job.

2. The external as well as internal challenges faced by the job.

Dos & don’ts of job context & Major challenges

The dos:

Mention how the job fits in the overall workflow of the organisation.

Mention the main thrusts of the job/major challenges it faces.

Give examples of the difficult/ typical problems the position holder

faces in performing the job.

The Don’ts :

Don’t mention historical perspective of the job.

Don’t use adjectives large, difficult, complex which cannot be

supported by examples.

Do not mention challenges that have already been overcome or solved .

Ability of a person to do or not to do a job does not amount to a

challenge.


Principal Accountabilities

The principal accountability section describes the main areas in which the job must get results

in order to achieve its purpose. It also describes the necessary supporting actions taken by the

position holder to meet each accountability, typically every job will have around 6-8

accountabilities and each accountability will have more than one supporting action.

Characteristics:

Accountabilities Supporting actions

Writing Accountabilities:

Each accountability should be an ongoing, “permanent”

expectation or a significant “deliverable” of the job. There are two parts to every principal

accountability namely.

1. The accountability itself 2. The supporting actions


1. Identity all key outputs specific

to the job

2. Focus on results

3. Timeless

4. Suggestive of measurement

1. Activities that help to

understand how the

accountability is achieved

2. Specifies duties, methods or

processes which the job holder

does to achieve the

What is done?

Should indicate the action taken to achieve the end result stated in the Job Purpose.

To what whom?

Should indicate in which area the action is to be taken.( Object)

What is the expected outcome?

Should indicate the effect impact of the action to achieve the Job Purpose.

Writing Accountabilities

Each accountability should be an ongoing ‘permanent’ expectation or a significant

‘deliverable’ of the job. There are two parts to every principal Accountability namely.

i

Dos & don’ts of principal accountabilities

The do’s:

Please relate all the principal accountabilities to the job purpose.

Accountabilities are similar areas of achievement of the Job purpse.

Every accountability seeks to get an end result which achieves the Job purpose.

The don’ts:

Don’t write measurable numbers in accountabilities.

There can be no more than 6-8 accountabilities in one job.


Relate to whom?

Each supporting action must relate a principal Accountability.

What is to be done?

Specify activities, duties, methods and process which the job holder does.

How is it done?

Identify and define how the principal accountabilities are achieved.

Job purpose of direct report

Each job is “responsible to” and “responsible to” some other jobs. Direct reports are

positions that help in achieving the accountabilities of the positions they report to.

What must the Direct Reports include?

1. The jobs reporting directly to the job/position.

2. Job purposes of the Direct Reports.

3. Methods and processes used to manage and control subordinate activities.

Dos & don’ts of direct reports

The dos:

Mention the actual purpose written in the job description of the direct reports.

Write the complete job purposes.

If there are no direct reports, leave the section blank.

The don’ts:

Don’t mention the purpose in brief.


Writing relationships:

Every job has to deal with others in the company or outside the company. This section

should list out all the relationships that job holder have to maintain and support.

However, care should be taken to list only those relationships which are critical and

important to the functioning of the job and clear direct influence on the job. There

could be two types of relationships maintained by the job holder.


Relationships maintained with others outside one’s department with others outside one’s department should be mentioned, along with

The position level Purpose and Frequency of contact

Relationships maintained with others outside the company should be mentioned, along with

The organisation and the position level Purpose and Frequency of contact

Organizational Relationship

The purpose of this section is to gain a clear picture of the organizational structure within

which the position holder works. If the position has direct subordinates, indicate the major

areas of responsibilities and the number of employees who report to these direct subordinates.

Make sure to use titles only. The organization structure should indicate the positions of the

subordinates reporting to the job holder. The peers of the job holder should also be shown in

the organization structure.

Purpose of organizational relationships

The organizational relationships answer the following questions:


Whom does this job report to?

Should indicate the number of immediate superiors.

Who are the peers?

Should indicate the number of contemporary job positions.

Who are the subordinates?

Should indicate the number of subordinates and their responsibilities.

Endorsement/ sign off:

This is the last section of the job description template. The purpose of this section is to

validate the information filled in the template. This is done by a person superior in position to

the one who has filled the Job description.

Purpose of endorsement / sign off:

Now, you have been trained to write job description, either your own or that of your

subordinate. However, if you have written your own job description it’s your superior who

will finally endorse whether the job description written reflects the job as is being done. Your

superior is responsible for validating the information given in the Job description of all his

subordinates.

This section endorses the job description and states that there is a proper understanding and

agreement between the superior and the subordinate. Hence they both sign to show their

consent.


Chapter-3

Details of the study


Details of the study

(A) Objective:

For getting the right information about roles, responsibilities & accountabilities of an individual Job Description.

(B) Formulation of Problem: Problem is that number of accountabilities are included & excluded so now Organization wants to know clearly who has which responsibility.

(c) Sample Design:

Here various department in this organization so, I have select mainly five departments for taking survey. From every department I have taken 20 samples from each department

(C) Target Population: My target population are 100 employees.

(D) Rationale of the Job description

Job descriptions are written statements that describe the:

1. Duties2. Responsibilities3. Most important contributions and outcomes needed from a position4. Required qualifications of candidates, and5. Reporting relationship and coworkers of a particular job.

Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work.

Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions.


Chapter-4

Methods/Methodology adopted for the study


Methods / Methodology adopted by the Study

Here I have used survey method In this project because survey is very easy method to collect

the data than any other method.

In survey method There is a two method

1. Questionnaire

2. Interview

Here, I have used Questionnaire method for getting information.


Analysis of these Questionnaire through Graphs, Charts & Findings for open ended questions.

I have taken 100 samples for this survey all respondents are maximum

management cadre.

First of all I have taken total of 100 samples for this JOB DESCRIPTION Writing. These

100 samples are divided in five departments. So, from each department 20 samples are taken

& here all five different sections’ Job Description is given separately.

Five different sections are given as under:

1. Production

2. Engineering

3. ISO,WCM & Planning

4. Technical

5. Polymer


Charts & Graphs of Manufacturing Department

How many section heads in each department?

Production Engineering ISO WCM

Technical Polymer

7 4 2 5 1

Production37%

Engineering21%ISO WCM

11%

Technical26%

Polymer5%

Section Heads

Interpretation:

1. 37% are in the production department.

2. 21% are in the Engineering.

3. 11% are in the ISO WCM department.

4. 26% are in the Technical department.

5. 5% are in the Polymer department.


How many workers are working in each department?

Depart. Workers PercentageDryer 8 1

sliphouse 201 33kiln 19 3

Shaping 199 33Loading 66 11Glazing 114 19

Dryer sliphouse kiln Shaping Loading Glazing

8

201

19

199

66

114

1

33

3

3311 19

Workers Percent.

Interpretation:

1. 33% workers in the Slip house section.

2. 1% workers in the Dryer section.

3. 3% workers in the Kiln section.

4. 33% workers in the Shaping section.

5. 11% workers in the Loading section.

6. 19% workers in the Glazing section.


Department Workers PercentageC & G 162 57

Warehouse 5 2Mechanical 90 32Electrical 26 9

Civil 1 0Project 0 0

C & G Warehouse Mechani. Electrical Civil Project

162

5

90

26

1 0

57

2

32

90 0

Depart. Percent.

Interpretation:

1. 57% workers in the C&G section.

2. 2% workers in the Warehouse.

3. 32% workers in the Mechanical.

4. 9% workers in the Electrical section.

5. Only 1 worker in civil section & no worker in Project section.


Department Workers PercentageProcess Control 1 0

Laboratory 33 25Design 0 0

New Project 0 0Quality Control 98 75

Pro. Control Laboratory Design New Pro. Q.C.

1

33

0 0

98

0

25

0 0

75

Workers Percent.

Interpretation:

1. 25% workers in the Laboratory section.

2. 75% workers in the Quality Control section.

3. Only 1 worker in Process Control, no one in Design & New Project.


What are their major job dimensions in the context of function wise

manpower, working under their guidance?

Management Staff Company Workers Contract workers

Nil 5 50 105

Percentage 3 31 66

Staff 3%

Company workers31%

Contract workers66%

Functionwise Manpower

Interpretation:

1. 66 % are contract workers.

2. 31% are Company workers.

3. 3% are staff members.


Which are your major Job challenges? (Rate according to the importance,

1=Least Important & 5= Most important)

Job/Importance 3 4 5

To achieve zero accident 29 21 50

Percentage 30 20 50

2930%

2020%

5050%

To achieve zero accident

Interpretation:

1. 50% people tick marks in the 5th box.

2. 30% people tick marks in the 3rd box.

3. 20% people tick marks in the 4th box.



To avoid mistakes 15 33 53

Percentage 15 33 52

1515%

3333%

5252%

To avoid mistakes

Interpretation:

1. 52% people are tick marks in 5th box.


3. 15% people are tick marks in 3rd box.



Elimination of potential hazard risk 12 28 60

Percentage 10 30 60

1210%

2830%

6060%

Elimination of potential hazard risk

Interpretation:






Devlop mindset of Employees to safety 8 27 75

Percentage 8 27 75

88%

1717%

7575%

Develop mindset of employees to safety

Interpretation:






Interact with department head & Function Head 17 52 31

Percentage 5 35 60

5%

60%

35%

Interact with department head & function head

Interpretation:




Do you supervise all employees? Percentage Section Head


Daily 27 35

Weekly 38 40

Monthly 35 25

Daily27%

Weekly38%

Monthly35%

Supervision of Employees

How much they have interaction with employees is showing this chart.

Interpretation:

1. 27% section heads. Sub section heads are supervising daily employees.

2. 38% section heads. Sub section heads are supervising weekly employees.

3. 35% section heads. Sub section heads are supervising monthly employees.

How many employees are related to your Job? Percentage


Regular 18

Often 33

Periodic 44

Need Base 5

Regular Often Periodic Need Base

18

33

44

5

Internal ContactsSeries1

Interpretation:

1. 18 employees have Regular Internal contacts.

2. 33 employees have Often Internal Contacts.

3. 44 employees have Periodic Internal Contacts.

4. 5 employees have Need Base Internal Contacts.

External Contacts ContactsGovernment 13


Non Government 0

Corporate office 24

Suppliers 25

Contractors 38

Government Non Govern-ment

Corporate of-fice

Suppliers Contractors

Series1 13 0 24 25 38

2.5

7.5

12.5

17.5

22.5

27.5

32.5

37.5

External Contacts

Axis Title

Interpretation:

1. 13 employees have Government contacts.

2. No employees have Non government Contacts.

3. 24 employees have Corporate Contacts.

4. 38 employees have Contractors’ Contacts.

Are you authorizing for machines, equipments, tools?


Purchase 15

Maintenance 40

Repair 13

Other 28

Purchase 16%

Maintenance42%Repair

14%

Other29%

Authorization

Interpretation:

1. 15 employees have authority for Purchase

2. 40 employees have authority for Maintenance.

3. 13 employees have authority for Repair.

4. 28 employees have authority for Other.

Are you responsible of supplies or stock? What is your responsibility? In the context of following.


Inventory 37 37%

Packing 25 25%

Dispatch 38 38%

Inventory37%

Packing25%

Dispatch38%

Responsibility of Goods

Interpretation:

1. 37 employees have responsibility of Inventory.

2. 25 employees have responsibility of Packing.

3. 38 employees have responsibility of Dispatch.

Which are your major accountabilities in accordance with supporting

actions?

Major Accountabilities Yes No


1 Environmental system 14 25

2 To introduce modern method 20 20

3 Performance management 10 11

Total 44 56

Yes 44%

No56%

Major Accontabilities

Interpretation:

1. 44% People are taking supporting actions with their major accountabilities.

2. 56% People are not taking supporting actions with their Major accountabilities.


4 Security & Administration 0 15

5 Database Management 15 5

6 To ensure statutory compliance 60 10


Total 75 25

Yes75%

No25%

Major Accountabilities

Interpretation:




7 Plant & implement new project 25 12

8 quality control of raw Material 23 30

9 Implementation of annual sales budget 5 5

Total 53 47


Yes53%

No47%


Interpretation:




10 Ensure proper skill development 17 5

11 Minimum production loss 23 17

12 To review weekly WIP 11 12

13 Quality yield & performance 15 0

Total 66 34


Yes66%

No34%


Interpretation:




Chapter-5

Analysis,

Findings & Conclusions


Findings

Engineering Section

Q-1 What is your main task of Job?

1. Manage the electrical department by planning organizing and controlling the

department’s resources in various electrical functions.

2. To provide effective, efficient and economic services ensuring safety and security to

the company’s existing facilities or new projects.

3. New installations/renovations related to plant, offices and colonies ensuring

minimum down time.

Q-2 Describe the most complex/difficult part of your job?

1. Exercise tight control over the department to achieve cost effectiveness & reduce

maintenance cost.

2. Managing subordinates & contractors.

3. Acquiring lead in providing good & quality service to internal customer by

maintenance all equipments in service and availability of production.

4. Development, machinery conversion / modification & and adopt new technology to

upgrade existing equipments.


Q-3 What is the Job purpose of direct report?

1. To carryout shift breakdowns & routine maintenance in three shifts.

2. To carryout preventive maintenance as per schedule.

3. Indenting spares as per requirements.

4. Approving incoming spares.

5. Documentation of ISO 9001 & 14001.

6. Maintaining log book & history on regular basis.

Q-4 Describe the major end result the job is expected to achieve.

1. 100% up time of machines

2. Zero accident

3. Timely renovation & updating.


ISO- WCM Planning


1. To schedule, co-ordinate and monitor the production and dispatch of insulators.

2. In accordance with dispatch plan prepared by marketing to ensure timely delivery to customers.

3. ISO-WCM 18001, ISO, WCM & occupational Health & safety ISO 9001,14001


1. Changing habits of employees

2. Reduce number of Customer complaints

3. PSR rejection less than 3%


1. To plan effectively & to train plant people on WCM


1. 100% compliance to ISO system procedures & WCM implementation in plant.

2. Implementation of all quality control systems.


Polymer department


1. Overall responsible for managing and monitoring all the functions of Polymer production & Projects for achievement of production.

2. Performance and project targets with minimum downtime and at budgeted cost.

3. To enable the unit to achieve cost effective production and to meet the market requirements.

4. To Manage, Execute & Monitor Polymer insulator functions for achievement of Production and process targets.


1. To achieve cost effective and quality production to enable the unit to deliver unique product globally.

2. To manufacture new products in polymer insulators and further enhance the range of composite insulators.

3. To train the workmen and the employees with the new technology and to make them technically efficient with the work.

4. To manufacture new products in polymer insulators and further enhance the range of composite insulators.


1. To improve work


1. To satisfy the customer’s requirements.


Production Section

Q-1 what is your main task of Job?

1. To minimize the defects ensure the strengths of products, to get a better firing

output.

2. Minimize the cost & maximum production, to maintain continuous process.

3. To minimize the kiln defects & smooth operation of all shuttle kiln

4. Value focusing in pre kiln stage

5. Ensure day to day production

6. Productivity, skill development

7. Improvement & quality of product & process.

8. People development


1. Target achievement

2. Man power, contract workmen skill development

3. Man management, safety awareness

4. To abreast with the latest trends to meet the requirements in view of the changes

role of a Secretary in the present business environment.

5. Capacity Under utilisation

6. Large product deviations and less realisation

7. Market competition

8. High degree of reliability

9. Timely completion of major projects.

10. Control of major cost elements like rejection, fuel & electricity, repair &

maintenance.



1. Ensure production on per shift basis

2. Avoid accident

3. Training to the workmen

4. Ensure quality of each product

5. Maintain all the SOPs.

6. Ensuring guidance decisions

Q-4 Describe the major end result the job is expected to achieve

1. To successfully stabilize the disc line

2. 0% kiln defects/rejection by 100% affords

3. To meet production plan

4. Minimize the defects & maximizing output with cost reduction initiatives.


Technical Section


1. To plan & ensure implementation of all quality control systems.

2. Measuring through compliance to QMS in the plant.

3. To supervise & control inspection of incoming glaze raw materials.

4. To manage routine acceptance & type test with respect to productivity

5. To manage Q.C. function efficiently addressing total requirements of customers to their satisfaction through verifying controlling, all functions of department.


1. Reduce no. of customer complaints

2. Reduce testing rejection on continuous basis.

3. To meet the testing targets.

4. Ensuring defect free insulators to customers.

5. Assuring the product (Mechanically & Electrically) meet the customer requirement

6. To support Design and R&D for new products.

7. Development of subordinates for doing Quality work

8. Supply consistent quality Glaze, Glue and Grit body to manufacture fired Insulators

as per International Standard is a major challenge.

9. Continuous monitoring, Inspection & controlling.


Q-3 What is the job purpose of direct report?

1. Responsible for Audit and control of Shaping and Cementing area.

2. Daily review and plan for testing the material as per dispatch plan.

3. Inspection . Testing of incoming metal part on sample basis(as required).

4. Customer inspection . Material strength check periodically & give feed back to related dept.

Q-4 Describe the major end result the job is expected to achieve-

1. To achieve the target


Conclusions

I would like to conclude that this Job description will be help to take major decision to

the Organization

This is clearly define the roles & responsibilities & accountabilities of each employee

which were under the survey.

From the above analysis I would like to suggest that this information will be helpful to

organization to know the roles & responsibility of each an every employees. Accountabilities

which are excluded & included It is clearly define in the analysis.

Job description simplifies that every person & employee of an organization who has a

different roles, responsibilities & accountabilities. So Division of work should be very clear.

There should not be a mismatch of responsibilities.


Chapter-6

Contribution & Learning from

the Project


Contribution & Learning from the project

(A) Details of the contribution of the study

For this project I took a help of certain books for

gathering information about Job Description. I have also taken a help of Internet

for reading articles about Job Description.

I took survey of each and every employee for defining

& writing their roles, responsibilities, working relationships, Job purpose & major

accountabilities.

(B) The Benefits to the organization

Researchers, executives, and small business owners all

agree that job descriptions—if studied and created carefully and used

appropriately as a productivity measurement tool—can help organizations,

especially in the early stages of a worker's employment. "Job descriptions are

potentially one of the most powerful tools available to help managers improve

employee performance and productivity," stated Philip C. Grant in Supervision.

"They have great utility for every phase of human resource administration. From

designing jobs and reward systems, through staffing and training to performance

evaluation and control, the job description is literally indispensible if the human

resource is to be managed properly. A recent analysis of job description usage

uncovered 132 major management uses for job descriptions. Probably no other

management tool has such potential for usage in such a wide variety of significant

ways."


Job descriptions also may include helpful details

addressing other work-related issues, such as the position's travel obligations,

normal work schedule, physical location where duties of position will be carried

out, union status, supervisory relationships, bonuses, and any other information

directly pertinent to the execution of any and all responsibilities associated with

the job. In essence, wrote Philip B. Crosby in The Eternally Successful

Organization, effective job descriptions let employees know what is expected of

them: "If people are going to perform their assigned task, then they obviously

have to know what it is, how to do it, and how to measure the results. Either

someone has to explain it all to them or they have to figure it out themselves."

(C) The learning from the study for the student

By taking up this survey, now I have a practical

knowledge about how to write a Job Description.

Writing a Description is a very tough job but not impossioble

By this study I can know roles, responsibilities, duties, accountabilities of

each and every person.

Who is reporting to whom, who is superior & who is superior’s superior.

By this study I can know the Job Purpose of a Job holder.

How the different departments are interrelated in which frequency, those

of all details covered under the project.

I can also know the Job Purpose of direct report.

I can also know the major accountabilities in the context of taking of

supporting actions.

Which are the working relationships are also known.

Which are the organizational relationships are also known.


Chapter-7

Annexure


Annexure

Job Description Questionnaire

Q-1 What is your main task of job?

Job Title Designation Function

Department Reporting to whom Superior's Higher Authority

Unit Location Business

Q-2 Define Function wise Manpower, working under your Guidance

Management Staff Worker Contract

Other Relevant Parameters: (Capacity/ Volumes/Budget)

Q-3 Which are your major Job Challenges? (Rate according to the importance, 1=Least Important & 5= Most Important)


Job Importance 1 2 3 4 5

To achieve zero accidentTo avoid mistakesElimination of potential hazard riskDevelop Mindset of Employees to safetyInteract with department head & Function Head

Q-4 Do you supervise all employees?

Contract & Permanent Basis: Daily_______Weekly________Monthly_________

Q-5 How many employees are related to your Job? (Contacts & Relationships)

(I) Internal Contacts:

(A)Regular :________(B) Often:_________

(C)Periodic :___________(D) Need base:_______

(II) External Contacts:

(A)Government: ____________________

(B)Non-Government:________________

(C)Corporate office: _____________

(D)Suppliers: ___________

(E)Contractors: ____________

Q-6 Describe the most complex/difficult part of your Job?


Q-7Are you authorise for machines, equipments, tools?

(A)Purchase _______ (B)Maintenance ________

(c) Repair________ (D) Other_________

Q-8 Are you responsible of supplies or stock? What is your responsibility?

(A)Inventory _______ (B)Packing ________(C)Other_________

Q-9 Which are your major accountabilities in accordance with supporting actions?

Accountability Supporting Actions


1.Environmental System Yes_______No______

2.To Introduce modern method Yes_______No______

3.Performance Management Yes______ No______

4.Security & Administration Yes______ No______

5.Database Management Yes______ No ______

6. To ensure Statutory compliance Yes______ No ______

7. Plan & Implement new Project Yes______ No ______

8.Quality control of raw material Yes______ No ______9.Implementation of Annual Sales Budget Yes______ No ______

10.Ensure proper skill development Yes______ No ______

11.Minimum Production Loss Yes______ No ______

12. To review weekly Work In Progress Yes______ No ______

13. Quality Yield & performance Yes______ No ______

Q-10 What is the Job purpose of direct Report?

Q-11 Describe the major end result the job is expected to achieve-


Chapter-8

Bibliography


Bibliography

1. Management Sixth Edition (James A.F. Stoner, R. Edward Freeman, Daniel R. Gilbert Jr.)

2. Designing & Managing Human Resource systems Third Edition (Udai Pareek &

T.V. Rao)

3. Roger L. Martin “ The Effective Organization” Harvard Business Review (July-August 2010, Page no.63)

4. Human Resource Management Tenth Edition ( Gary Dessler)

List of websites

1. www.hbr.org 2. www.shrmglobal.org 3. www.alia.org (Australian Library and Information Association)4. www.shrm.org


http://www.shrm.org/

http://www.alia.org/

http://www.shrmglobal.org/

http://www.hbr.org/

final summer internship project

Documents

project report

time of project work

individual job description

introduction particulars

original work

b c details

desai faculty guide

management cadre employees