CHAPTER I

INTRODUCTION
1.1 INTRODUCTION The telecommunications industry is at the forefront of the information age delivering voice, data, graphics and video at ever increasing speeds and in an increasing number of ways, where as wire-line telephone communication was once the primary service of the industry, wireless communication services and cable and satellite programme distribution make up an increasing share of the industry. During the late 1990 s, the telecommunications industry, e!perienced very rapid growth and massive investment in transmission capacity. "ventually thus caused supply to significantly e!ceed demand resulting in much lower prices for transmission capacity. The e!cess capacity and additional competition led to either declining revenues or slowing revenue growth, which led to consolidation within the industry as many companies merged or left the industry. The largest sector of the telecommunications industry continues to be made up of wired telecommunications caviar s. "stablishment in the sector mainly provide telephone service via wires and cables that connect customer s premises to central office maintained by telecommunications companies. The central offices contain switching e#uipment that routes content to its final destination or to another switching centre that determines the most efficient route for the content to take. $hile voice used to be the main type of data transmitted over the wires, wired telecommunications service now includes the transmission of all types of graphic video and electronic data mainly over the %nternet.

These new services have been made possible thought the use of digital techni#ues that provide much more efficient use of the telecommunications networks. &ne ma'or technology breaks digital signals into packets during (etworks of computeri)ed switching e#uipment called packet transmission.

switched networks, route the packets. *acking may take separate paths to them destination and way share the paths with packets from other users. 1.2 IMPORTANCE OF THE STUDY Training often has been referred to as teaching specific skills and behaviour. The skills are almost behavioural as distinct from conceptual or intellectual. The ma'or outcome of training is learning. + trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. The training enables an employee to do his present 'ob more efficiently and prepare himself for higher level 'ob. Training thus may be defined as a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviours of employees. ,asically it is learning e!perience that is planned and carried out by the organi)ation to enable more skilled task bahaviours by the trainee. Training imports to ability to defect and correct error, further more, it provides skills and ability that may be called on in the future to satisfy the organi)ation human resource needs. There is more theory involved with such education and hence less concern. 1.3 NEED FOR THE STUDY + number of studies have been conducted in the areas of training and developments in the %ndian conte!t as well as in the conte!t of other countries. -owever studies from than part of the country are mainly concentrated on aspects
2

like need assessment of the training, attitude and behaviour of the employees, methods of training . effectiveness of training evolution of training pogramme etc. -owever studies an knowledge and perception of the employees about the different training programme and the effectiveness of the training in their opinion appear to the some what sparse. -ence it is thought appropriate to carryout a study on these lines on employees from the ,/(0, 1i)ianagaram, one of the biggest government enterprises in 1i)ianagaram. This organi)ation is providing training continuously to its employees every year a substantial number of employees are getting training. There a study on knowledge and perception of the employees about the different training programmes and the effectiveness of the training in them opinion in proposed to carryout in upto organi)ation with the following ob'ectives. 1.4 2a3 OBJECTIVES OF THE STUDY To en#uire into the profile of organi)ation and to understand their training activities. 2b3 To study and understand the knowledge, perception and awareness of

employees an various aspects of training. 2c3 To inculcate behaviour and attitude towards customers and to attract the

customers. 2d3 %ntroduction of new . packages such as -.4. package *ay-roll package to

facilitate of easy without involvement of more-man power and knowledge on new cellular schemes such as mobile 2post-paid, prepaid3 and $00 2$ireless in 0ocal 0oop3 ,road ,ank high speed of 10 kg etc. 1.5 METHODOLOGY

The data for the present study is collected from *rimary and /econdary sources. 1. Pri !r" S#$r%&' ( Data is collected by personal discussions with senior officer management development and training manager and also contacts with various staff members of the personnel department. 2. S&%#)*!r" S#$r%&' ( The information regarding the study is also collected from various reports and 'ournals of ,/(0 organi)ation and also from various te!t books. + #uestionnaire of about 56 #uestions regarding the sub'ect was to the employees of ,/(0 2+nne!ure-13. This #uestionnaire gives as a measure of e!ecutive development and low for the training is helpful in shaping their personality and in developing their inter and intra personal relating. The ,harat /anchar (igam 0imited, 1i)ianagaram employed about 678 personnel. The total man power in broadly considered into e!ecutives and non e!ecutives. /ince the non-e!ecutives constitute about 709 of the total employees and also a study of this nature is more meaningful if conducted an employees at the lower strata, thus the group of non-e!ecutives has been studied. distribution of non-e!ecutives by their division of work is given below : Di+i'i#) 1. 5. >. "!change ;T<" and new phone connection *ro'ect $orks <able laying?repair works N$ ,&r =00 60 60 P&r%&)-!.& 709 109 109 The

T#-!/

500

1001

DISTRIBUTION OF NON2E3ECUTIVES IN THE 4OR5S DEPARTMENT T"6& #7 4#r8 1. 5. >. -ighly skilled /killed @nskilled T#-!/ S-!-i'-i%!/ T&%9)i:$&' ( 2a3 + gradation list in maintained for all codres to maintain seniority of the employees. The seniority will be followed for issuing transform, training etc. 2b3 2c3 /eniority will be fi!ed as per the marks, obtained in the training centre. N$ ,&r 500 160 60 400 P&r%&)-!.& 609 >89 1>9 1001

"mployees, who were trained in various technical and in service causes will be recorded in /ervice ,ook and -.4. package. + monthly statement showing no of employees trained in various courses will be submitted to <ircle &fficer, -yderabad. 4eseller of telecommunications services are another sector of the

telecommunications industry. There resellers lease transmission facilities, such as telephone lives or space on a satellite, from e!isting telecommunications net works and than resell the services to other customers. &ther sectors in the industry include message communication services such as e-mal and facsimile serious, satellite telecommunications and operators of other communication services, ranging from radar station to radio networks used by ta!icab companies, same pay

television systems now offer two-way-telecommunications services, such as video-as-demand and high speed %nternet access. <able companies are also increasing than share of the telephone communications market both through them (etwork of conventional phone lives in same areas and their growing ability to use high-speed %nternet access to provide 1&%* 2voice over %nternet protocol3. 1&%* is same times called %nternet telephony, because it was the %nternet to transmit phone calls while conventional phone networks use packet switching to breakup a call into multiple shared lives between central offices. 1&%* e!tends then process for the phone. + 1&%* phone will break the conversation into digital packets and transmit these packets over a high-speed %nternet communication. <able companies are using the . technology for offer phone services without building a conventional phone (etwork. $ire-line providers high-speed %nternet conventions also can be used for 1&%* and cellular phones are being developed their use 1&%* to make cells using local wireless %nternet connections. +ll of the ma'or sectors of the telecommunications industry are or will increasingly use 1&%*. /ome cable and satellite systems facilitate the transmission of digital television signals. Digital signals consists of simple elective code their can carry more information than conventional television signals. Digital transmission creates higher resolution television images and improved sound #uality. %t also allows the transmission of a variety of other information. Digital television also uses compression technology for e!pand the number of channels. <hanges in technology and regulation now allow cable television providers to complete directly with telephone companies. %n important change her been the rapid increase in two-way communications capacity. <onventional pay television serious provided communications only from the distributor to the customer. These services could not provide effective communications from the customer back to
;

other points in the system, due to signal interference and the limited capacity of conventional cable systems. +s cable operations implement new technologies to reduce signal interference and increase the capacity of them distribution systems by installing phone optic cables and improved data compression. +t the destination, the packets are reassembled and the transmission is complete. ,ecause packet switching considers alternate routes and allows multiple transmissions to share the same route, it results in a more efficient use of telecommunications capacity and packets are routed along less congested routes. The transmission of voice signals re#uires relatively small amounts of capacity on telecommunications networks. ,y contrast, the transmission of data, video and graphics re#uires much higher capacity. This transmission capacity is referred to as band width. +s the demand increases of high-capacity transmissions . especially with the rising volume of %nternet data . telecommunications companies have been e!panding and upgrading their net works to increase the amount of available band width. &ne way wired carriers are e!panding their band width in by replacing copper wires with fibre optic cable. Aibre optic cable which transmits light signals along glass strands, permits faster, higher . capacity transmissions than traditional copper wire-lines. %n same areas, carriers are e!tending fibre optic cable to residential customers, enabling them to offer cable television, video-as-demand, high speed %nternet and conventional telephone communications over a single line. -owever, the high cost of e!tending fibre to homes has slowed deployment. %n most areas, wired carriers are mislead lever aging e!isting copper lives that connect most residential customers with a central office, to provide digital subsonber lines 2D/03 %nternet service. Technologies in development will further boost the speeds available through a D/0 connection.

<

$ireless telecommunication carriers, many of which are subsidiaries of the wired carriers, transmit voice, graphics, data, and internet access through the transmission of signals over network of radio towers. through an antenna into the wireless (etwork. beeper and pagnig services. The signal is transmitted &ther wireless services include

,ecause wireless devices re#uire no wireless .

connection, they are popular with customers who need to communicate as they travel, residents of areas with inade#uate wireline services and those who simple desire the convenience of portable communication. %ncreasing number of consumers are chosing to replace them home landlines with wireless phones. $ireless telecommunications carriers are deploying several new

technologies to allow faster data transmission and better internt access that should make them competitive with wirelines carriers are technology is called third generation 2>B3 wireless access. $ith this technology wireless carriers plan to sell music, videos and other e!clusive content that can be downloaded and played on phones designed for >B technology. $ireless carriers are developing the ne!t generation of technologies that will surpass >B with even faster data transmission. +nother technology is called Cfi!ed wireless serviceD which involves connecting the telephone and?or internet wiring system in a home of business to an antenna, instead of a telephone line. The replacement of landlines with cellular services should become increasingly common because advances in wireless systems will provide data transmission speeds importable to broad band land line systems. <able and other programme distribution is another sector of the telecommunications industry. "stablishments in this sector provide television and other services on a sub sorption of fee basis. These establishments do not include cable networks 2%nformation on cable net works is included in the statement of broad casting, which appears else wherein the career guide3. Distribution of pay television services transmit programming through two basic types of systems cable systems transmit programs over fibre optic and co-a!ial cables. Direct broad

casting satellite 2D,/3 operators constitute a growing segment of the pay television industry D,/ operators transmit programming from orbiting satellites to customer s receivers known as mini dishes. "stablishments in the cable and other programme distribution %ndustry generates revenue through subscription, special service fees-primarily installation and advertising sales. They also change fees for services such as the transmission of speciality pay-per-view or video-on-demand programs these often are popular marks or sporting events. 1.; SCOPE OF THE STUDY The main scope of training is all personnel performing activities affecting environment. ;anager Training in responsible for effective training. O,>&%-i+&' ( Training and development is a systematic approach at ,/(0 and the ob'ectives are : @pgrade and maintain the technical and functional skill levels of employees to match the company s present as well as envisaged re#uirements. %mprove the understanding commitment and general effectiveness of

employees through appropriate workers education supervisory and management programmes. Develop in line with career and succession plans to those different

development

management multiple

staff that has the potential for should owing higher, responsibilities.

1.<

LIMITATIONS OF THE STUDY ( A' the managers of the organisation are busy with their work schedule it was different to collect data for a detailed study. Time was the ma'or constraints and the data is collection with in a span of two months. +s the Telephone e!changes are prohibited areas, it is difficult to collect data on functioning of e!changes. /urveys were done with the sample si)e of 556 and the data collection became very difficult as the employees are scattered throughout the 1i)ianagaram District and in mostly field rural areas and they were not available as and when re#uired.

10

CHAPTER II
REVIE4 OF LITERATURE
2.1 INTRODUCTION (

This chapter mainly deals with the review of earlier studies in the realm of employees training and Development and customer behaviour towards the telecom services. This assumes significance since the comple!ity of management decision making has greatly increased throughout the world in recent years. This is especially true for the firms dealing with marketing management because it is located at the interface between the firm and ever changing e!ternal environment. The dynamic factors such as the rapidly changing characteristics most of the markets because of population growth, which is growing concern for environmental #uality, increase in competition, rapidly changing technology and political scene giving rise to growing differentiation of marketing efficient decision. ;ost management groups are far removed from their customers. individual who is the final analysis determines success or failure. The

Eet the

managers must know, whom the customers are what they want and what their competitors are doing if they are to make sound decisions in understanding the needs of customer and satisfying the needs or services. Feeping this in mind the managers need to take efficient decision networking, the employees towards work and develop customer relations in promoting their products.

2.2

G&)&r!/ S-$*" #) E 6/#"&&' B&9!+i#$r !)* A--i-$*& #) -9& @#r8(

11

%n the past 70 s and 90 s the companies were managed by the <entral?/tate Bovernments and e!hibits their monopoly in supplying the products and giving services to the customers. "mployees used to get their salaries to the customers. "mployees used to get their salaries?wages, whether they work or not and the companies are service oriented rather profit oriented. "mployees became la)y and inefficient which lead to bankrupt of the company. $hen compared to the $estern <ountries, the ;achines and e#uipment were very old and obsolete mechanism and e#uipment were very old and obsolete mechanism mechanism and the services were very unsatisfactory and much delayed process. The top managers were also could not take efficient decision due to lack of management skills, leadership #ualities and they were unable to control the staff and motivate towards work and development of the organi)ation. 2.3 C#)%&6- !)* Li i-!-i#)' #7 -r!i)i). ( "arlier /tudies on concept of training is limited to the machines, provided in the company?industry?organisation. The old type of machines are continuing years together and further training on the e#uipment was not needed to the workers. The training were limited to the Top 0evel ;anagement are supervisors only. +ctual workers in the %ndustry?&rganisation were not given proper training in the Gob, they carried. &nly supervisors used to impart training to them workers as internal process. $orkers were not as liberty to know much about the work. ;onopoly type of management has been gone through past ten years, without any development. 2.4 Pr&'&)- Tr!i)i). P#/i%" !)* D&+&/#6 &)- ( +fter liberalisation, privatisation and Blobali)ation of %ndustries, the %ndustrial *olicy has been completed changed and opened the doors through and the world for marketing. /o the competition has been increased in the Blobal

12

market and the situation has arised to improve the stevedores of a particular company?organi)ation to understand in the competitive environment. /o there is a need to improve the #uality of work #uality of service, #uality of product etc. To improve the #uality of service, the organi)ation has to take core of these factor. 2a3 2b3 2c3 2d3 2e3 2f3 2g3 2h3 2i3 2'3 Training in factors Technology. %nstallation of (ew Technology based e#uipment which were followed by issue advanced countries like @/+, G+*+(, B"4;+(E, <-%(+ etc. <hanges in the behaviour and attitude of the employees. %mparting of more number of trainings to them employees courses and <omputer trainings <ustomer relation management %nnovation of old technology change in &rgani)ation climate /eparate look up and declining to attract the customers. *roviding high #uality of services at low cost price.

+ review of literature on the training and development workers indicates they following gaps need to followed : 1. ;ore systematic identification of training needs, %n fact no survey is available in the area. /uch services if conducted even on sample basis are likely to suggest significant inputs for training. The training %nstitution should participate more in this effort and involve also programme administrators. 5. $hile too much e!perimentation with training methods may not be needed, same efforts should be made to try out new strategies and methods of training like those tried out by /awheny and <hauham 219883.
13

>.

+ training policy for various categories of training and development need to the worked out. + lot of raining goes an but in customer of a systematic training policy and plans is becomes as waste.

=.

*eriodic evaluation of training programmes would help enriching the #uality of vamping. /uch evaluation should be undertaken by the training institutions themselves.

2.;

P&r7#r !)%& A66r!i'!/ ( *erformance appraisal has traditionally been used as a mechanism of

controlling employees through salary administration. *romotions and disciplinary action. ;any organi)ation use performance appraisal, confidential reports or "ach employee is rated employee service records in a confidential form.

confidentially by are or more senior officers annually for has performance as same dimensions and the confidential ratings are handled by the personnel department or establishment officers. %n most cases the employee does not know how but performance has been rated by his surpasses. + few organi)ation 2particularly in the %ndustry sector3 have the practice of information employees if their ratings are below a certain level and some organi)ation do not do even them. /uch practices have been formed to result in the employees not getting to know their strengthen and weaknesses in relation to then capabilities to perform their roles throughout them life in an organi)ation. %n the organi)ation where only poor performance between a level is feed back, the employees do not get to know their strength and only get to know, what is seen as their weaknesses. Aeed back has tremendous motivational value. 4esearches by psychologists have established that behaviour change occurs more by positive reinforcement i.e., rewording strengths 2then by negative

14

reinforcement or harping an the weak points3 and help to the employees in analy)ing this strength, weaknesses, success and features. "ven when such negative feed back is given to the employees in these organi)ation, they often perceive the feed back as considering them, as they are only told that their performance is poor. The entire responsibility for such poor performance is planed an them and very like is done to help them understand why then performance is considered poor and what opportunities are available the them for improving over than weaknesses. Thus employees often get lost and demorali)ed with such negative feed back. ,etter performing employees also feel frustrated that their performance is not recogni)ed. ;any do not was know how well they are doing. +s a result of such one-sided and narrow appraisal managerial resources in organi)ations do not grow and start stagnating instead of multiplying. -uman resources should grow and multiply as people have tremendous capabilities for development, ac#uiring new skills to perform new roles. /uch development and multiplication of -uman resources is not only good for the organi)ation and the employees but also for the society as a whole. This is a process of continuing education. *erformance appraisal is an effective instrument for helping people grow and development in organi)ational settings. %f could be used as an effective mechanism of continuing education and learning from one another. Through an well organi)ed appraisal system every employee can create learning spaces for himself in an organi)ation. 4ecent researches and e!periences have shown that development oriented performance appraisal and review system when systematically practiced, contributes substantially to the organi)ation s health and fash fates multiplication of managerial resources.

15

2.<

O,>&%-i+&' #7 P&r7#r !)%& A66r!i'!/ ( + good performance appraisal system should have the following

ob'ectives : 1. -elp the employee to overcome his weaknesses and improve over his strengths and thus enable him to improve his performance and that of the department. 5. Benerate ade#uate feed back and guidance from reporting official or supervisors to the employee. >. <ontribute to the growth and development of the employee through helping him in realistic goal setting. =. *rovide inputs to i3 /ystem of rewards comprising salary, and increments ii3 /alary

appreciation, additional responsibilities, promotion etc. administration. 6. H.

-elp in creating a desirable culture and traditions in the

organi)ation.

-elp in identifying employees for the purpose of motivating, training and

development them. 8. Beneration of significant, relevant, free and valid information about employees. Thus a good appraisal system should primarily focus as employee development, at the same time helping the organi)ation in the management of people through rewards etc. The e!isting system of performance appraisal in Training programme do not contribute to any thing beyond punishment administration. The employees do
1;

not get to know any thing about how they are been appraised. There are instances, where even after achieving higher level of targets, Training programme workers got warning letters due to the decision of higher authorities to send warning letters to all in a particular year, when the overall performance was low. Thus a very potential instrument like performance appraisal is being in'ured in government systems. ;anagement literature is full with articles and researches as appraisal systems. + review of literature in the area of Training and Development indicates that this is an area left untouched. This may be partly because the performance appraisal system in training and development planning institution are same as those in all government departments and programme managers have not perceived so far the potential of a good performance appraisal system. 2.= R&@!r*' !)* P$)i'9 &)-' ( 4ewards and punishments as mechanisms of -uman resource management deal with issues like salary administration, advanced increments or stopping increments, incentives for workers, awards and other forms of recognition etc. $hile there is not much activity happening in rewards and punishments, there were periods when different strategies have been tried out by the programme administrators. 2.? Tr!)'7&r' ( Transfers of the staff is a severe problem of human resource management in many states. Transforms take place because staff have their own interests and attractions for certain areas. +s every possible opportunity employees try to get nearer to them preferred places. Thus there are serve pressures put as the

1<

pogramme administrators for transfers. The transfers go an round the year and take a significant proportion of the time of programme managers at district level and above. ,esides taking away the time of the important function areas, transfers also, create a serious disturbances in the field. Due to fre#uent transfers of staff the following problems are likely to occur. 1. The employee does not get enough time to understand his community, establish report, plan and implement his intervention. ,y the time he is understanding the community he is transferred to new place. Thus he has to spend a considerable amount of his time understanding and thereafter his interest gets lost. 5. + good deal of time of the ;edical officer is taken away in continuously inducting staff and sociali)ing them. %n the process, the ;edical officers also get transferred adding to the induction problems. >. =. + great deal of financial resources get spent on transforms. They also create disturbances in the field in forms of people having to build new contacts and new relationships with new workers. /uch an important areas like thus her not been touched by researchers. There are no researches available on than issue. +t the %ndian %nstitute of ;anagement, attempt to develop a computer model for managing transfers was developed. This model re#uires first stream living the transfer policy, identifying variables that play a role in transfer, assigning weightages, collection of information on all staff and then operating transfer decisions. %f computers are used a lot of unnecessary work and field disturbances could be minimi)ed.

CHAPTER III
TRAINING AND DEVELOPMENT ( SOME THEORETICAL ASPECTS
1=

3.1

I)-r#*$%-i#) ( Training is a process of learning a se#uence of programmed behaviour. %t

is an application of knowledge. %t gives people an awareness of the rules and procedures to guide their behaviour. %t attempts to improve their performance on the current 'ob or prepare them for an intended 'ob. D&7i)i-i#)' ( CTraining is the organi)ed procedure by which people learn knowledge and skills for a definite purposeD. Dale. S. Beach CTraining is the act of increasing the knowledge and skill of employees for doing a particular 'obD. Edwin. B. Flippor CTraining main goal is to introduce a suitable change in the individual concernedD. R.S. Daren

Training is indispensable be it in goal selection o in the working process. Training enables us to more a head no the right direction, using right pace and the right tool while keeping sight of the target. %t is the real understanding of the components of an pursuing every detail of the entire process adhering to the 'ust and subtle social re#uirements.

1?

Training could also be to e!pose the e!isting employees to the latest concepts, information and techni#ues and develop in them skills re#uired in their fields. +s change is inevitable the only way to keep pace is to keep abreast of the information. That is possible only through training. 3.2 N&&* 7#r Tr!i)i). (

3.2.1 I)%r&!'& Pr#*$%-i+i-" ( %nstruction helps employees to increase their level of performance on their present assignment. %ncreased human performance often directly leads to increased operational productivity and increased company profit. 3.2.2 I 6r#+& A$!/i-" ( ,etter informed workers are less likely to make operational mistakes. Iuality increases may be in relationship to a company product o services or in reference to the intangible organi)ational employment atmosphere. 3.2.3 T# i 6r#+& Or.!)iB!-i#)!/ %/i !-& ( *roduction and product #uality may improve, financial incentives may then be increased, interval promotions became stressed, less supervisory pressures ensure and base pay rate increases due to the improvement in organi)ational climate. %ncreased morale may be due to current state of an organi)ation educational endeavour. 3.2.4 I 6r#+& 9&!/-9 !)* '!7&-" ( *roper training prevents industrial accidents, managerial state would also improve if supervisors know that they can better themselves through company designed development programmes.

20

3.2.5 O,'#/&'%&)%& Pr&+&)-i#) ( Training and Development programmes foster the initiative and creativity of employees and help to prevent man power obsolescence, which may be due to age, motivation or the inability of a person to adopt him to Technological changes. N&&* 7#r -r!i)i). !ri'&' *$& -# 7#//#@i). r&!'#)' ( ;atch employee s specification with 'ob re#uirements and organi)ational needs. &rgani)ational viability and transformation process. Technology advances. &rgani)ational comple!ity -uman relations <hange in 'ob assignments 4educe grievances and minimi)ing accident rules 4educe supervision time, waste and spoiling. The structure of the training programmes however depends on the need for the training. programme. Aor instance new entrants are given induction or orientation %ts ob'ective is to familiari)e the new employees with the

organi)ation, provide them with information about the organi)ational structure products?services and to inform of the welfare activities, physical lay out of the company and the e#uipment. Training needs are identified through identifying the organi)ation on. &rgani)ation str=enghts and weakness in different areas like e!cessive etc. needs based

needs based on labour turnover, breakage of machinery

21

Department strengths and weaknesses including special problems of the ac#uiring

department or a common problem of a group of employees like skills and knowledge. etc. 3.3 O,>&%-i+&' #7 Tr!i)i). (

%ndividual strengths and weaknesses in areas of Gob knowledge

skills

To impart to new entrants the basic knowledge and skills they need for an

intelligent performance of definite tasks. To broaden the minds of senior managers by providing then with opportunities for an interchange of e!periences within and outside a view in correcting the narrowness of outlook that may arise from over speciali)ation.

To impart customer education for the purpose of meeting the training need

of co-operations, which deal mainly with the publicJ Training concentration on the improvement of co-operative skills, interpersonal skills, decision making skills. 3.4 I 6#r-!)%& #7 Tr!i)i). ( Training in the corner stone of sound management for % makes employees more effective and productive activities. ;oulds the employee s attitudes and help them to achieve a better co-

operation with the company and greater loyalty to it. -eightens the morale of the employees for it helps in reducing the rate of

turnover, absenteeism and grievances.

22

$astage and spoilage are lessened. *roblem solving device Trained employees make a better and economical use of materials and

e#uipment. 3.4.1 B&)&7i-' -9& Or.!)iB!-i#) ( %mproves profit %mproves morale work force -elp in identifying will organi)ation goals %mproves labour management relations %ncrease productivity &rgani)ational development. 3.4.2 B&)&7i-' -9& i)*i+i*$!/ ( ;ake better decision and effective problem solving -elps a person handle stress, tension and frustration %ncreases 'ob satisfactions and recognition -elp to eliminate fear in attempting new tasks *rovides information for improving leadership knowledge communication skills and attitudes. 3.5 Pri)%i6/&' #7 Tr!i)i). ( Training is a continuous process and not a one shot affair. serve the purpose of the establishment as well as needs of employees. Training

programme or policy should be prepared with great thought and care for it should

23

3.5.1 M#-i+!-i#) ( ,y motivation trainee ac#uires new skills and knowledge. Thus training ne!t be related for the desire of the trainee such as more wages or better 'ob recognition, states promotion etc. 3.5.2 Pr#.r&'' I)7#r !-i#) ( There is a relation between learning rapidly and effectively and providing right kind of information. The trainer should not bombard the trainee with e!amine information. Trainee s desire is to learn new skills to remain update and sustain his interest by providing him with right kind of instant. 3.5.3 R&i)7#r%& &)- ( The effectiveness of the trainee in learning new skills or ac#uiring new knowledge should be rein forced by means of regards and punishments. "g :*ositive reinforcement is promotions rise the pay, praise etc., negative

reinforcement is demotions, threats of dismissal, punishment etc. 3.5.4 T# M&&- C# 6!)"C' O,>&%-i+&' ( The purpose of training in to meet the company s ob'ectives by providing opportunities for employee s at all organi)ational levels to ac#uire knowledge, skills and attitudes. 3.; L&!r)i). ( Training causes learning a process that takes place within the trainee in which behavioural changes occur as a result of e!perience. or path to some other desired goal.
24

<ompletion of

learning may mean obtaining better employment, a promotion, or a raise in salary

3.;.1 Pri)%i6/&' #7 L&!r)i). ( "ach individual has as intellectual capacity and the ability to learn from

training. Training programme should be planned in a logical manner so that each

successding step bulbs upon the previous one. 0earning may involve awareness, changed attitude and changed behaviour. %f may involve mental processes or physical strength. 0earning ob'ectives should be established for every training programme. *eople learn best and more by doing than by hearing. &(

3.;.2 S-&6' i) Tr!i)i). Pr#.r!

Training programmes are costly affair and time consuming process. They need to be drafted very carefully. Training programme involves the following steps. 1.1 I*&)-i7"i). Tr!i)i). N&&*' ( ;ake a thorough analysis of the entire organi)ation, its operations and manpower resources available in order to find put Cthe trouble spotsD where training may be needed. They contain three types of analysis. &rgani)ational analysis . determination of organi)ation goals. &perations analysis . focuses task or 'ob regardless of the employee doing the 'ob.

25

;an analysis . 4eviews the knowledge, attitudes and skills what an individual must ac#uire.

1.2

G&--i). R&!* 7#r J#, ( %t is to decide who is to be trained the new caner or the old employee or

selected employees. The training has to be prepared for the 'ob, for he is the key figure in the entire programme. This calls for a decision on training period training methods and training for different employees. 1.3 Pr&6!r!-i#) #7 L&!r)&r (

This step consists of *utting the learning at ease /tarting the importance and ingredients of the 'ob <reating interest and encouraging #uestions. "!plaining why he is being thought Aamiliari)ing him with e#uipment, trade teams, tools etc. 1.4 Pr&'&)-!-i#) #7 O6&r!-i#)' !)* 5)#@/&*.& ( The trainee should clearly tell, show, illustrate and #uestion in order to put over the new knowledge and operations, interventions should be given clearly completely and patiently. There should be an emphasis an key points and one paint should be e!plained at a time. 1.5 P&r7#r !)%& Tri&' O$- ( The trainee is asked to do through the 'ob several times slowly, e!plaining him each step. ;istakes is corrected by gradually building up skills and speed. +s soon as the trainee demonstrates that he can do the 'ob in a right way he is put
2;

on his own, but not abandoned. The trainee is than tested and the effectiveness of a training programme is evaluated. 1.; F#//#@ $6 ( @ndertaken with a view to test the effectiveness of training efforts. This consists in *utting a trainee on his own <hecking fre#uently to be sure that he has followed instructions. Tapering of e!tra-supervision and close up until he is #ualified to work with normal supervision. Tr!i)i). P#/i%" ( "very company should a well-established training policy. /uch a policy represents the top . ;anagements commitment to the training of its employees and comprises rules and procedures governing the standards of scope of training. + training policy is considered necessary for following reasons. %ndicate company intention to develop its personally Discover critical areas where training is to be given an a top priority basis. To provide suitable opportunities to the employees for his own betterment.

CHAPTER IV

2<

HISTORY OF THE ORGANIDATION

4.1 I)-r#*$%-i#) ( 0ike the ocean that is made of tiny drops, the *KT had a slow and uneasy start. The sprawling posts and Telegraph Department, for instance, occupied a small corner of the public works department, in 1761. Dr. $illiam & 1 /haughnessy who pioneered telegraph and telephone in %ndra belonged to the pubic works Department all through the e!perimental stage. + regular separate department was opened ground 176= when Telegraph facilities were thrown open to the public. The Telegraph Department during 176=-68 comprised a /uperintendent of telegraphs, with three Deputy /uperintendent at ,ombay, ;adras and *egn in ,urma. There were %nspectors at %ndoor, +gra, Fanpur and ,anaras an operating and maintenance staff. Dr. &1 /haughnessy was the first /uperintendent of electric Telegraphs in %ndia and later became the first Director Beneral. The %ndo"uropean Telegraph Department, which later came to be known as the overseas communications, was administered by a Director-in-chief, whose -ead #uarters were in 0eader. &n 16th Aebruary, 1977, it was emerged with the Director Beneral of %ndian Telegraph Department. %t was decided that the administration reports of the two departments, %ndian Telegraph and the %ndo-"uropean Departments, %ndian Telegraph and the %ndo-"uropean Department, should be separated so as to show how the financers of the country were affected by each unit. The operations of the two separate services, post-office and Telegraph Department developed side by side. &n the ere of the $orld $ar. % in 191=, the ne!t big administrative change came. The postal Department and the Telegraph Department were amalgamated under a single Director Beneral. The process had started in 1915, but it was completed in 191=. During 195>-5=, 165 #uestions relating to the

2=

Department were worked and answered in the %ndian 0egislative +ssembly. *osts and Telegraphs has always worked a great deal of interest from low makers. + ma'or recognisation of the department took place in +pril 1956. The accounts of the %ndian posts and Telegraphs were reconstituted to e!amine the true fiscal profile of the department. The attempt was imposing a burden on the Ta! payers or training in revenue to the "!che#uer, how for each of the four constituent branches of the Department, the postal, telegraphy telephone and wireless were contributing towards this result. %f was further e!amined, whether the rates charged from the public for the various services were inade#uate or e!cessive. The posts and Telegraphs, like all public and private undertakings, was a victim of the universal financial and e!amine depression which crashed on the world in 19>0. During 19>1, numerous economy measures had to be introduced according to the advice of the posts and Telegraphs /ub-committee to the retrenchment committee presided over by /ir <owas'ee Gehanger'r naturally, the adoption of the various measures of retrenchment could not but have an adverse effect on the endowments and interests of the personnel of the department. Arom the beginning, *KT setup was run as welfare lines proof was not the motto. The annual report of the Department for 19>1 said Cit is the accepted policy of the government that the Department should be so administrated that there should be neither any substantial profit nor any substantial loss on its working under normal conditions. +s already has been indicated the achievements of thus ideal has not proved possible owing mainly to e!ceptional economic and trade conditions of recent years. &ne of the main contributory causes was the revision and improvement of pay of the great bulk of the employees of the Department in recent years. This was undertaken with the approval of and indeed under pressure by the 0egislative assembly. $hile the Department is commonly spoken of as a CcommercialD one and tough as far as possible it is guided by the commercial considerations in the regulation of its business. %t must be reali)ed that in many
2?

directions it is debarred from observing strict business privates. ;any of the purposes which it is re#uired to serve are un-remunerative and notably, in matters relating to the employment and central of staff, the Department is bound by a large volume of statutory and other rules, doubtlessly necessary for the regulation of a public service but, which in the aggregate involve many restriction of a kind unknown to private commercial concerns. +fter the implementation of the Aederal Ainancial %ntegration /cheme of 1 st +pril, 1960, the administration of the entire net work of Telegraph and Telephone systems of the (ation, including these previously e!isting in the former princely states because a ma'or adventure in 1960 the number of Telephone e!changes absorbed from princely states was 19H. These system, which were working with different degrees of efficiency could fit into the general telecommunication network. The installed capacity of these 19H e!changes was 1>,>H5 lines with 11,59H working communications. /oon after the absorption, an attempt was made to improved thus technical efficiency by replacing obsolete and unserviceable e#uipment and lending well #ualified and e!perienced staff, simultaneously, sealer e!changes were integrated with the general post. The were complicated task was the ac#uisition of the staff. Their final absorption into the different cadres of service in posts and Telegraphs was a ma'or step. 4.2 Fr# PET -# D#T (

Till >1st December 197=, the postal Telegraph and Telephone services were managed by the posts and Telegraph Department. %n Ganuary 1976, two separate Departments for the posts and the Telecommunications were created. the *KT. The accounts of the Department initially, were maintained by the +ccounts Beneral of -owever by +pril 1985, the telecommunications accounts were separated. /imultaneously the Department also started preparing the balance sheet annually. $ith the takeover of the accounts from the and delegation of larger
30

financial powers to the field units, internal Ainancial +dvisors were posted to all the circles and units. D&6!r- &)- #7 T&/&%# The $)i%!-i#) ( FD#TG ,oard consist of the secretary,

Telecommunication

telecommunications, who was the chairman, with member 2Ainances3, ;ember 2&peration3, ;ember 2Development3, ;ember 2*ersonnel3 and ;ember 2Technology3. The Telecom commission was constituted in 1979. The commission has the DoT . /ecretary as its <hairman with ;ember 2/ervices3, ;ember 2Technology3 and ;ember 2Ainance3 as its full time ;embers. The /ecretary 2Ainance3, /ecretary 2D&"3, /ecretary 2%ndustries3 and /ecretary 2*lanning <ommission3 are part time ;embers of the commission. The Department in 197H recognised the Telecommunication <ircles with the /econdary . /witching +reas as basic units. There was implemented in a phased manner. ,ombay and Delhi Telephones were separated to create the new entity called ;anger Telephone (igam 0td. 2;T(03. &n 1st &ctober . 5000, Department created ,/(0, a new entity to operate services in different parts of the country as a public sector unit. ,harat /anchar (igam 0imited in the largest telecom . company in %ndia. ,/(0 rolled out its L<ellone cellular services in &ctober 5005. areas, an undisputed Telecom Titan in %ndia. /ince %ndependence, total land line communications as on date are appro!imately = crore. $here as mobile phones, after induction seven years ago, has crossed the figure of 1.86 crore, at the growth ratio of 1009 per annum. The 'ourney is indeed fascinating, eye opening and by all means learning e!perience for me and all. -owever it is not the end. The forays are continuing,
31

%t emerged as the largest basic

telephone (et work and the Airst largest ;obile network operator in its license

the innovation are happening technology is learning more friendly and the customer is winning and gaining. 4.3 B9!r!- S!)%9!r Ni.! Li i-&* i' -9& ,i..&'- 6$,/i% '&%-#r i) I)*i!H

'6r&!*i). i-' ,r!)%9&' !// #+&r -9& I)*i!. T9&r& !r& 2; 1. 5. >. =. 6. H. 8. 7. 9. 10. 11. 15. 1>. 1=. 16. 1H. 18. 17. 19. 50. 51. 55. 5>. 5=. +ndaman K (icober +ndhra *radesh +ssam ,ihar <hattisgarh Bu'arat -aryana -imachal *radesh Gammu K Fashmir Gharkhand Farnataka Ferala ;adhya *radesh ;aharashtra (orth "ast-% (orth "ast-%% &rissa *un'ab 4a'asthan Tamil (adu @taranchal @ttar *radesh 2"3 @ttar *radesh 2$3 $est-,engal
32

%ir%/&' i) I)*i! (

56. 5H.

<alcutta <hennai "ach Telecom circle is divided into secondary switching areas. Thus

+ndhra *radesh is having MMMMMMMMMMMM //+/. 1i)ianagaram is one of the Telecom /econdary switching areas in +ndhra *radesh. <orporate office is situated at (ew Delhi, headed by the <hairman K ;anaging Director, ,/(0, (ew Delhi. "ach Telecom circle in headed by the <hief Beneral ;anager at -ead Iuarters in respective states. %n +ndhra *radesh the circle office in located at -yderabad. //+ are headed by Beneral ;anager Telecom Districts. Thus 1i)ianagaram //+ is headed by Beneral ;anager Telecom District, 1i)ianagaram. ,harat /anchar (igam 0imited, 1i)ianagaram is computed of the following areas. 1. 5. >. =. 6. H. 8. 7. 9. 10. 11. 15. 1>. 1=. /witching Transmission "!ternal *lant +dministration +ccounting ;aterial ;anagement *lanning &peration <ivil K "lectrical <ommercial Beneral Training K Development $ireless, <ellular, /ystems, <;T/ ;arketing K <4;
33

16. 4.4

,road ,and and %nformation Technology S@i-%9i). S"'-& (

4.4.1 I)-r#*$%-i#) ( The telephones would be of very limited utility if they are connected on point to point basis. The Telephone (o.1 could communicate with Telephone (o. 5 only while it could not communicate with any other telephone. %t is therefore, necessary to provide some e#uipment common to all the Telephones in the area so that any telephone could be connected with any other telephone. /uch common e#uipment, which effects inter connection of telephones is known as switching e#uipment. The switching-centre which houses the terminating and switching e#uipment is called a Telephone "!change. The "!changes, manually operated by an attendant, an operator, to effect inter-connection of subsonbers, are known as manual "!changes. "!changes. "!amples : /N/, N-,ar and /tronger Telephone "!changes and ;+N 2;anual are to "!changes3. +fter introduction of digital switching system, where signals are switched in digital form, electronic e!changes came with e!istence in %ndia. To connect any two subscribers it is necessary to inter connect the time slots of the two speech samples, which may be an same or different *<; highways. The digitali)ed speech samples are switched in two models, vi). Time switching and space switching. This time Division ;ultiple! Digital /witching /ystem is popularly known as Digital /witching /ystem. $hile the "!changes having automatic switching e#uipment are called +utomatic

34

"!amples : /*<, <-D&T 2/,;, ;,;3, &<,, "-10-, and "$/D electronic e!changes are T+N e!changes. The capacity and working connections place of working in 1i)ianagaram //+ are provided in +(("N@4"/. i3 ii3 iii3 %n %ndia 0evel-1 Ta!es 2presently called main3 51 numbers

0evel-5 Ta!es 2presently called primary3 81 numbers 0evel-> Ta!es 2presently called secondary3 559 numbers

&ne T+N is located at 1i)ianagaram -ead Iuarters in Telephone ,havan, 1i)ianagaram. 4.4.2 Tr!)' i''i#) ( Telecommunication is concerned with the transportation of information from a source to a suntan located at a considerable distance from the source. The information is transported using electrical means. The information in the electrical form is called a message signal. The message signals currents then flows over a physical path 2a pair of conductors or space3 called medium from the station + to station ,. +t the station , the transducer , converts the incoming message signal currents back into the original information for feeding to the sink. The transmission of multiple message signals simultaneously over a medium is called ;ultiple!ing. ;odulation is the process of relocation of a ;essage signal in a carrier wave which is more suited for transmission over the medium than the message signal itself. Di77&r&)- -"6&' #7 M#*$/!-i#) (

35

13 53 >3 =3

+mplitude ;odulation Are#uency ;odulation *hase ;odulation *ulse ;odulation a3 b3 c3 d3 e3 *ulse +mplitude ;odulation 2*+;3 *ulse $idth ;odulation 2*$;3 *ulse Are#uency ;odulation 2*A;3 *ulse *osition ;odulation 2**;3 *ulse <ode ;odulation 2*<;3

M$/-i6/&Ii). ( Transmission of ;ultiple message signals over the same medium is known as ;ultiple!ing. There are two main types of ;ultiple!ing Techni#ues. 1. 5. Are#uency Division ;ultiple!ing 2AD;3 Time Division ;ultiple!ing 2TD;3

AD; techni#ues find application in the following analogue communication systems. i3 ii3 iii3 <o-a!ial /ystem ;icro-wave /ystem /atellite /ystem.

TD; techni#ues are abo called Digital systems these techni#ues find application in all modem electrical e!changes. /ignal transmission consists the following process.

3;

2a3 2b3 2c3 2d3 2e3 2f3

/ampling Iuanti)ing <ompounding "ncoding Decoding 4egeneration <ables will be laid in under ground as per the specifications and buried and

terminated to pillars in one hand and other ends to e!change side. Arom *illars, which are serially number will be e!tended to )opr or lopr Dp-,o!es, which are located near to the subsonber premises. F%G Tr!77i% M&!'$r& &)- ( Traffic ;anagement involves the following phases of the management system and them interactions.
Aorecasting ;anagement ;onitoring <urrent ;anagement

1.

;onitoring : This is the heart of the system which measures the discrepancy between reality and targets.

5.

<urrent ;anagement : 2a3 2b3 *reventive ;anagement <orrective ;anagement

>.

Aorecasting ;anagement 2a3 2b3 Iuality of /ource (etwork <ost.

3<

3.

EI-&r)!/ P/!)- (

%t consists of the following functions. 2a3 2b3 2c3 2d3 2e3 +3 ;aintenance of local overhead lines <able laying and distribution Traffic ;easurement (et work planning etc. ;aintenance of ,attery and power plant ;aintenance of local over head lines : This maintenance her became obsolete now a days. communications. ,3 <able laying and distribution : Aor local lines underground cables are $e are not using overhead lines for

laid of different si)es as per the re#uirement and demand of T"6&' ( 700 =00 500 100 60 50 10 6 pr pr pr pr pr pr pr pr cable cable cable cable cable cable cable cable

communications.

N&-@#r8 P/!))i). ( These plans are needed due to three factors.

3=

2a3 2b3 2c3

4apid growth of Telecommunication (etwork <apital %ntensive Technology <hange.

B!'i% E/& &)-' #7 N&-@#r8 P/!))i). ( 13 53 >3 =3 63 1ery long term planning 2/trategic plan3 0ong term planning ;edium term planning /hort-term planning . Aundamental Technical *lans : 4.5 (umberancy plan <harging plan /witching plan 4outing plan Transmission plan /ignaling plan /ynchroni)ation plan . . . @sually work a >6-=0 year hori)on 50 years 10 years 2>-6 years3

B!--&r" #r P#@&r P/!)- (

"very e!change has been provided with the following e#uipments. 2a3 2b3 2c3 100 +-, 500 +-, 700 +-, 1000 +-, 5000 +-, maintenance free bottoms. @*/ uninterrupted power supply of different capacities "ngine situations of different capacities 60 F1+, 100 F1+, 600 F1+, 1000 F1+, 5000 F1+.

3?

During power failure, the e!changes run or stand by power supply through batteries and "?+s supply. /o the maintenance of e!ternal plant 2,atteries power plant3 is very important to keep the ,atteries in sound condition so that the e!changes are not sub'ected to solution during power failures. @ninterrupted power supply should always available for e!change. +< and D< earth instances should be always below for at any time. This is to the monitored?measured periodically by earth mugger and e!changes should be protected from lighting and thunders and avoid the damage of electronic cards of the small?big electronic e!changes lighting arrestors are for the provided to the tall buildings of the e!changes. 4.; A* i)i'-r!-i#) (

The +dministration branch is controlled by the following officers. 13 53 >3 =3 Beneral ;anager Telecom District Deputy Beneral ;anager 2D3 +sst. Beneral ;anager 2+dmn.3 /ub. Divisional "ngineer 2-.4.D3

The main Aunctions of +dministration are : a3 b3 c3 d3 e3 f3 g3 h3 i3 -uman 4esource ;anagement /anction of leaves Transfers and proportions Drawl of increments +ppointments?4ecruitments Trainings $elfare of the /taff ;edical 4eimbursement /cheme 4etirements
40

'3 k3 4.<

*ensions and gratuity @nion . ;atters A%%#$)-i). ( 2a3 2b3 Telephone 4evenue +ccounts $orks and +ccounts.

F!G

T&/&69#)& R&+&)$& A%%#$)-' ( There are appro!imately =6 thousand land line communications in

1i)ianagaram, //+. The bills will be issued according to schedule with lost pay. Date by /r. +ccounts &fficer, T4+ /ection 9 Beneral ;anager Telecom District, 1i)ianagaram. To collect to revenue, no of cash counters are opened in 1i)ianagaram. //+ at /D<+ level. The revenue so collected will be remitted to ,anks on day to day basis. These payments will be monitored by +ccounts officer 2cash3 9 B;TD 1i)ianagaram. T4+ /ection will generate the connection list to defaulters for (on-payment of Telephone ,ills. +utomatically such To collect disconnections will be effected through D&T /oft (et work.

outstanding amounts, a separate outstanding pursuit well was opened. The main function of than cell is to collect due from the subscribers by phone or personal approach to the customers. 0ong pending huge amounts will be undertaken by procedures legally 2issuing legal notices through ,/(0 standing counsel3 and recovering the over dues amounts from the subscribers. ;iner amounts will be li#uefied in the meeting and same cases by (egotiating with the -ead of the //+. F,G 4#r8' !)* A%%#$)-' S&%-i#) (

41

<ontrolled by +ccounts &fficer 2cash3 and headed by the <hief +ccounts &fficer or %nternal Ainance +ccounts &fficer 2%A+3. The mans function of works and +ccounts /ection are : a3 *ayment of /alaries b3 +ll types of +dvances and incentives and -oneranums etc. c3 T.+. bills, ;edical bills, purchasing bills d3 4etirements benefits, calculation of pension and gratuity, leave etc. e3 B.*.A. payments. f3 /ervice ,ooks implication g3 %ncome ta! . deductions h3 Drawl and distributing i3 %ssue of pay certificates '3 +ccounts &fficer 2T43 is controlled by /r. +ccounts &fficer F$)%-i#)' ( a3 b3 c3 d3 e3 f3 *lanning of +ccounts &btaining of Aunds from <ircle &fficer &rganising +uditing of +ccounts by the department?outside agencies. Trial balances profit and 0oss +ccounts "!penditure <entrol B*A +ccounts ;aintenance etc. +ll the above three +ccounts branches are mentored by the <hief +ccounts &fficer 9 Beneral ;anager Telecom District, 1i)ianagaram. 4.= O6&r!-i#)' ( encashment

<ontrolled by

42

2a3 2b3

/ub-Divisional "ngineer 2&peration3 +sst. Beneral ;anager 2&peration3

The main functions of then section are 213 253 2>3 2=3 263 2H3 283 273 293 2103 2113 4.? ;%/ . /tatements <onducting of ;anagement and Development ;eetings &pening of (ew "!changes and /ituation %nformation of all "!changes Tenders for ;otor 1ehicles for department use *rocessing of repairs of *<,s and "*,Ts Tender processing and providing of /ecurity guards and -ouse Feeping ;an *ower whenever necessary in the organi)ation. $elfare learning buildings for e!changes, A4+< for buildings etc. *rocurement of <ell - /ites *ress . <onferences *T<< . ;eetings at //T and <ircle level. /ubmission of /tatements to <ircle &fficer etc. G&)&r!/ S&%-i#) (

is controlled by /ub-Divisional "ngineer The ;an Aunctions of the /ections are : 2a3 2b3 2c3 2d3 2e3 2f3 *rocurement of B. /tationary and <omputer /tationary to organi)ation ;T<" of Nero!, A+N, 0<D *ro'ector etc. <onducting of meetings and arrangement of other needs of the meeting. Telephone Directory planning Despatching incoming and outgoing D+F $elfare of /taff

43

2g3

*eriodical /upply of periodicals such as @niforms, /oaps, Tavals, Tumblers, *ens, <heppals, @mbrellas and 4ain <oats, ,riefcases etc. as per the schedule.

2h3 2i3 4.10

/upply of Davies to all caterer of the organi)ation /upply of Aurniture to all units, wherever actually re#uired. P/!))i). (

This section is controlled by 2a3 2b3 /ub-Divisional "ngineer 2plug3 +sst. Beneral ;anager 2plug3.

The ;an Aunctions of them /ection are : 213 253 2>3 2=3 263 2H3 283 273 293 2103 2113 *reparation of estimates for petty and <apital $orks *reparation of <ivil and electrical estimates *rocessing of <able $orks ,ills <.4. on the completed $orks *reparation of ;aps and diagrams *lanning for (ew "!changes and <ell and $ireless systems and sanctions. <ontractor ,ills <onduction of +ccuracy Testing of $orks Iuality +ssurance testing /anction of %ndents of /tores ;aterial ;anagement such as 13 53 >3 =3 <ables of different si)es "*,T/ Drop-wire Tools, protection Devices etc.

44

4.11

B$i/*i).' !)* E/&%-ri%!/ (

This section is controlled by /ub-Divisional "ngineer The ;an Aunctions of thus branch are : 2a3 2b3 2c3 2d3 2e3 2f3 2g3 2h3 4.12 4epair and ;aintenance of Department ,uildings in 1i)ianagaram. 4epairs of $ater /upply e#uipments /uppressing of -ouse Feeping $oks "lectrical installation and repairs of electrical fittings 4epairs of fits 4epairs of +c units and Aans 4epairs of "ngine +ltimeter etc. +rrangements of lighting and illuminations during functions. M!r8&-i). (

This /ection is controlled by 213 253 /ub-Divisional "ngineer 2;ktg.3 +sst. Beneral ;anager 2;ktg.3

The ;an Aunctions of this /ection are : 2a3 2b3 2c3 C# <onducting 4oad shows +dvertising, (ew schemes in 0?0 and <ellone /ervices through ,anners, *aper adds, *ress-;edia, 1isual ;eeting <onducting ,usiness . development ;eetings. &r%i!/ D&6!r- &)- (

45

is controlled by <ommercial &fficer. The ;an s Aunction are : 2a3 2b3 2c3 2d3 2e3 2f3 2g3 2h3 %ssue of (ew 0and 0ine <onnection 2(*<3 %ssue of $00 connections 4eleasint +dvice notes 0eased circuits *roviding of %nternet <onnections 1alue added services <ancellation of Telephone <onnections etc. <ellone /ection 13 53 >3 =3 63 H3 83 73 /ale of 4e-charge coupons C C Top up coupons C C %T< . <ards %ssue of /%; connections 2prepaid3 activation at //T level *rocessing cell post paid connection activated by <;T/ . -yderabad <oordinated with connection section ;aintenance of +ccounts records for the sale of /%;-<ards ,onafied verification of local land line customers, e!cel prepaid and <ellone post paid connection etc. 2d3 2e3 2f3 Display of -oardings in the public places Display of (ew /chemes, concessions, plan etc. Bood customer approach etc. %n the present competitive environment, ;arketing ;anagement plays a very important 4ole to develop the organi)ations. The no of cell towers and $00

4;

towers are noted in +nne!ures with no of total cell connections 2pre-paid, post paid3 and $00 <onnections in 1i)ianagaram //T. 4.13 Tr!)' i''i#) M!i)-&)!)%& (

%t is controlled by /ub-Divisional engineer 2T;3 ;an Aunctions are : 2a3 2b3 2c3 2d3 2e3 /upply of 5mb per streams to e!change /upply of 7mb per streams to e!change ;aintenance of D-@A 5mb and 7mb systems Digital ;a! maintenance (o. of D-@A systems working in 1i)ianagaram //+ are provided in +nne!ures. 4.14 T&/&.r!69 Tr!77i% ( <ontrolled by Gumn Telecom &fficers and Telegraph ;asters. Telegraph officers in 1i)ianagaram //+. 213 253 2>3 2=3 263 2H3 283 DT& . 1i)ianagaram DT& . ,obbili Telecom <entre . *arvathipuram Telecom <entre . /aluru Telecom <entre . Barividi Telecom <entre . Ba'apathinagaram Telecom <entre . Fothavalasa (o of

F$)%-i#)' ( 213 ,ooking of Telegrams

4<

253 2>3 2=3 263 2H3 4.15

Delivery of Telegrams 0ocal K /TD <alls *honogram Aacility %nternet transmission of Telegrams A+N transmission Fr!)%9i'i). T&/&.r!69 Tr!77i% ( (ine /TD *<& have been %dentified in 1i)iangaram //T and authori)ed to

book

and

delivery

of

Telegrams

>P

,ooking

6P . Delivery of Telegram in them are of Ging deduction. They are also e!tended the faculty of sales of %T< cards 4e-charge coupons, Top up cards etc.

4=

0ist of /TD Aranchises are given below. 1. 5. >. =. 6. H. 8. 7. 9. /ri /ri /ri /ri /ri /ri /ri /ri /ri G. /agar G. /atyanarayana F. ;ukunda 4ao B. Fameswara 4ao Bedala Gagannadham F. ;aheswara 4ao (. /uryanarayana +. 4aghavendra 4ao Babredu *T (o. 58>915 *T (o. 57H991 *T (o. 570595 *T (o. 55H515 *T (o. 567>87 *T (o. 5=8H9= *T (o. 57659= *T (o. 5=H0>0 *T (o. 577=15 Fothavalasa ;entada <heepurupalli ,andeluppi <hingantivalasa Foduru Ba'apathinagaram +mmavaripeta Barbham

N#-&(2

,ooking of Telegrams through postal combined officers have been withdrawn on the reduction of telegraph ,ooking etc.

4?

4.1;

S!7&-" E H&!/-9 !)* E)+ir#) &)- ( /ecurity guards are provided to all Telephone e!changes to avoid therefore

and untoward incidents round the clock. &ur facilities ensure utmost safety to the e!change personnel and our work places are ergonomically designed to reduce fatigue, create a cheerful ambience and minimi)e e!posure to the operating personnel. 4egarding health l?r?o employees, the following hospitals are empanelled for indoor treatment of free of cost. 213 253 2>3 2=3 /ri 1enkata *adma -ospital, 1i)ianagaram. Tirumala (ursuing -ome, 1i)ianagaram. <are -ospital, 1i)ianagaram. ;%;/, 1i)ianagaram. ;edical allownaces have been granted to all employees of ,/(0 for outdoor treatment on #uarterly basis, who opted for treatment without vouchers. 4egarding welfare loans have been granted to purchase ;otor cycle, <omputers, Aans, <ycles, ;otor <ar etc. and also free interest loans to ;arriage of <hildren of the employees. $omen $elfare +ssociations are being organi)ed awards for best studies, scholarship for merit candidates of ,/(0 employees family members are met from $elfare Aund granted by <ircle &fficers.

Vi'i#) !)* Mi''i#) (

50

To be the leader in the ,/(0, organi)ation, giving high #uality of service at low cost to the customers of ,/(0, 1i)ianagaram to them best satisfaction. P$r6#'& !)* Mi''i#) ( To enhance the customer satisfaction in the present competent environment and giving high #uality of service to ensure the value of money. V!/$& !)* Bri&7' ( +dhere to ethical norms in all dealings with, shareholders employees, customers, supplies, financial %nstitutions and Bovernment provide value for money to customers though #uality products and services treat our people with respect and concern, provide opportunities to learn contribute and advanceQ recogni)e and reward initiatives, innovativeness and creativity. ;otivation an organi)ation climate conductive to trust open communication and team spirit. ;anage environment effectively for harnessing opportunities. Discharge responsibilities to various section of society and preserve environment. Brow is an accelerated manner, consistent with values and briefs, by continuous organi)ation renewal.

5&" P#/i%i&' 4.1< H$ !) R&'#$r%& P#/i%" ( $e consider it our commitment to achieve organi)ational e!cellence by fostering a culture of high performance and continuous improvement by encouraging a diverse and vibrant work environment which promotes knowledge.
51

<apability building &penness and transparency Iuality of work life <ontinuous learning and <reativity and innovation "mpowerment Dialogue Team work

+sst. Beneral ;anager 2+dministration3 o?o B;TD, 1i)ianagaram.

4.1=

C#

$)i%!-i#) P#/i%" (

$e are committed to ensure that communication across the organisation well coordinated, effectively managed and responsive to the diverse information needs of its people. The communication policy seeks to create a communication culture in which employees become informed and carried partners in the organi)ations communication effects. ,y Aostering positive dialogue with employees the policy gives to harness the necessary support and resources to fulfill the organi)ations mandate. This policy seeks to create a culture of inter-connections through sharing of information and hence the challenge is to ensure that information and corporate

52

messages reach our people, using appropriate communication took and technologies in the most cost effective way. %t is our strong belief that internal communication amount ,/(0 employees enhance the #uality of them work and enables them to interact effectively with people outside the organi)ation as the basis of a share foundation of knowledge and commitment. The e!change of ideas and information helps in building and strengthening relationships and impacting behaviours to meet future challenges of the business. 4.1? S!7&-" P#/i%" ( %t is the policy of the company to achieve high standards for personal safety and create a healthy work environment for its employees, contractor s employees and neighbouring communities. %t is the obligation for every employee to F(&$ /afety 4ules Aollow /afety procedures $+4( others of unsafe condition 4eact positively to emergency situation *rotect the company s property *erform his?her tasks to total safety ;anagement has the responsibility to conduct its activities in a manner to ensure the above ob'ectives and maintain a safe and highly work environment.

/afety at ,/(0 &rganisation, 1i)ianagaram

53

4.1?.1 A$!/i-" P#/i%" ( $e consider it our corporate commitment to provide full value for money to our customers through #uality products and services. $e commit ourselves as a corporation and as individually to carryout every activity, however view, by doing it right first time and every time. $e commit ourselves to create and maintain organi)ational climate conductive to trust, openness and team spirit necessary for improving #uality to higher and higher levels.

5&" P#/i%i&' 4.1?.2 H$ !) R&'#$r%&' P#/i%" ( $e consider it our commitment to achieve organi)ational e!cellence by fostering a culture of high performance and continuous improvement by encouraging a diverse and vibrant work environment which promotes knowledge. <apability building &penness and transparency Iuality of work life <ontinuous learning and <reativity and innovation "mpowerment
54

 Dialogue Team work 4.1?.3 C# $)i%!-i#) P#/i%" (

$e are committed to ensure that communication across the organi)ation is well coordinated, effectively managed and responsive to the diverse information needs of its people. The communication policy seeks to create a communication culture in which employees because informed and convicted partners in the organi)ation s communication efforts. ,y fostering positive dialogue with employees the policy aims to harness the necessary support and resources to fulfill the organi)ation mandate. This policy seeks to create a culture of with connectedness through sharing of information and have the challenge is to ensure that information and corporate messages reach our people, issuing appropriate communication tools and technologies in the management cost . effective way. %t is our strong belief this internal communication amount ,/(0 employees enhances the #uality of then work and enables them to interact effectively with people outside the organi)ation on the basis of a share foundation of knowledge and commitment. The e!change of ideas and information helps in building and strengthening relationships and improving behaviours to meet future challenges of the business. 4.1?.4 S!7&-" P#/i%" (

55

%t is the policy of the company to achieve high standards for personnel safety and create a healthy work environment for the employees, contractions and neighbouring community it is the obligation for employee to : Fnow /afety 4ules Aollow /afety procedures $arn others of unsafe conditions 4eact positively to emergency situation *rotect the company s properly *erform his?her tasks to ensure that safety ;anagement has the responsibility to conduct its activities in a manner to ensure the above ob'ectives and maintenance a safe and healthy environment. 4.1?.5 A$!/i-" P#/i%" ( $e consider it our corporate commitment to provide full value for money to our customers through #uality products and services. $e commit ourselves as a corporation and as individuals to carry out every activity, however miner, by doing it right first-time and every time. $e cannot ourselves to create and maintain organi)ational climate, conductive to trust, openness and team spirit necessary for improving #uality to higher and higher levels. D& !)* !) #66#r-$)i-" ( C&// C#))&%-i#)' Y&!r D& !)* C#))&%-i#)' i''$&* Pr&26!i*

5;

5001-0= 5001-05 5005-0> 500>-0= 500=-06 5006-0H 500H-08

. . . . . . .

. 6,81> 8,000 1>,596 15,76= 19,50= 67,0HH

. 600 900 1,500 1,=70 1,800 6,870

F200;20<G L!)*2Li)&' 4LL C$'-# &r' 5005-0> 500>-0= 500=-06 5006-0H 500H-08 200;20< ( 1. $orking connection statement for the month of ;arch, 5008 is enclosed in +nne!ures. l?r?o 0and 0ine as $00 working status of K <ellone in 1i)ianagaram //+ is enclosed in the +nne!ures. 5. Data of charges at various types of plans and new schemes l?r?o land e!cel 4LL FM#,i/&G J 52H502 >0,000 P >6,000 P =0,000 P =>,000 P =8,19> P 4LL 600 1500 1=00 1,H00 6,>09 FiI&* >0,600 >H,500 =1,=00 ==,H00 65,605

line 2,-fare3 cell connections 2e!cel-pre-paid3, cellone 2pre-paid3 as anne!ures at the end pages.

are enclosed

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MODEL FOR FEED BAC5 AN TRAINING

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CHAPTER V
INTRODUCTION AND TRAINING AND DEVELOPMENT IN BSNL
I)-r#*$%-i#) -# Tr!i)i). !)* D&+&/#6 &)- ( &rgani)ations spend billans of dollars each year an employee training and development. To achieve them desired goals and outcomes, companies need individuals, who are clearly responsive for training employees to do them present 'obs effectively and developing people and organi)ation or the future university of will using .stout s master of science degree programme in Training and Development prepares training professionals to meet the -uman 4esource Development needs of business and industry. The program provides employees with a broad knowledge base in training an development. -owever curriculum is fle!ible enough for those who want to ac#uire in-depth knowledge and skills and in particular area of the field. %t is especially appropriate for individuals, who have a business or technology . oriented under graduate degree such as business administration or industrial technology. T9& Pr#.r! (

The training and development program is intended for individuals employed in business and industry or the public sector who have a technical background and a career interest in training and development students will refine them technical presentation skills, analyse training needs and design, develop and deliver training programs. They will also learn to manage and coordinate training programs and processes. Tr!i)i). !)* D&+&/#6 &)- Pr#%&'' (
5?

1ery simply put, formal training in training the follows some designed form, informal training occurs rather spontamovily and?or casually, for e!ample, reading a book o having an enlightening discussion with a friend. Aormal training friends to include preformed results, learning activities intended to achieve the results and some form of evaluation. /ystematic, formal training includes careful assessments and attention to determining training goals designing and building methods and material that are directly designed 2and often protested3 to achieve the goals, implementing training and careful evaluation to ensue that training is carried out effectively and that training goals were reached in systematic, formal training, each phase of the process produces results directly needed by the ne!t phase. P$r6#'& #7 Tr!i)i). A)!/"'i' ( + training analysis is conducted ultimately to identify training goals, that is what areas of knowledge or skills that training needs to accomplish with learners in order that learners can meet organi)ational goals 2usually in terms of a performances farmland3 usually this phase also includes identifying when training should occur out who should attend as learners. (ote that employees can re#uire training for a variety of reasons, which usually fall not two categories. 1. Training to fill a Cperformance gapD as identified during the performance

management process. 5. Training to fill a Cgrowth gapD that is to the promoted or be able to fill

another open position in the organi)ation. Training and Development for ;otivating and 4eduction Training and Development options are key factor is employee motivation and relation in the opportunity the continue to grow and develop 'ob and career enhancing skills. There are a couple of secrets to what employees want from training development
;0

opportunities, however, plus, training and development opportunities are not push four in training classes and seminars learn more about what employees want is training and development opportunities. Tr!i)i).H D&+&/#6 &)- !)* E*$%!-i#) 7#r E 6/#"&& ( 13 Aree training online, 53 Training evaluation, >3 Training needs assessment, =3 "ducation general, 63 management development, H3 training Tools?ice breakers, 83 "-learning ? on line training, 73 Training Transfer, 93 %nformers?Training, 103 Training (eeds, 113 (ew employee orientation, 153 Training publications, 1>3 Training lists. ,harat /anchar (igam 0imited gives importance to -uman 4esource and it lays emphasis as human safety and welfare. *resently the ,/(0, 1i)ianagaram Telecom District comprises of 679 employees among whom about 650 employees are non managerial and about H9 employees are managerial. O,>&%-i+&' ( The main ob'ectives of -.4. Department in ,/(0 are : &rganisational restructure through re-skilling and redeployment Training in core competency areas "mployees cost reduction through man power nationali)ation and optimum utili)ation. 1. H$ !) R&'#$r%& D&6!r- &)- ( This department deals with the mater pertaining to managerial staff and non-managerial self and is headed by a senior management e!ecutive, who looks after the matters like recruitment, career planning, training and development,

;1

performance appraisal and smooth administration of remuneration and policies of managerial staff. 2. G&)&r!/ !)* 6&r'#)!/ D&6!r- &)- ( The department deals with the matters pertaining to all cadres of the staff, pertaining to welfare activities, including canteen, housing and vehicle loans, computed loans etc. /ecurity and vigilance supply of uniforms, safety induces, etc to all the non management staff of ,/(0 organi)ation. H$ !) R&'#$r%& P#/i%" ( This human resource policy was drafted in the year 5000 it may and it is considered to be the corporate commitment. To create and nature an organi)ational culture committed to multidisciplined team-work in order to meet the customers needs high #uality producers and services. To facilitate and provide an environment regnant for continual learning aimed at increasing productivity, creativity and adaptability. based

To device and sustain an appraisal and reward system, which is

on performance and meet. R&%r$i- &)- ( ,harat /anchar (igam 0imited has got the policy of two types of recruitments. 13 Departmental staff through departmental organisation

;2

53

Direct recruitment from outside through a written e!amination and interview etc. The vacancy position will be estimated as per the 500 point roasts

maintained by the department and basing on working strength and sanctioned strength of a particular cadre, which is considered to appoint in the organi)ation. The direct recruitment of staff will be advertised through news papers. S&/&%-i#) ( The received application will be reviewed by the -4D in consultation with the recruitment department and suitable applicants will be invited to meet the preliminary evaluation panel at employee relations department or the human resource department. The process of selection in ,/(0 organi)ation as follows : <onducting written e!amination and as critical evaluation *ersonal interview by the selection panel and its appraisal. +ppointment order will be issued to the candidate and it contains the

placement, commencement of service, remuneration benefits, compensation review, age of retirement, notice of termination etc. Thus when the person is selected for a particular 'ob he is sent for training to know the work correctly so that he performs the 'ob effectively. HRD P#/i%" !- BSNL L The -4 development policy at policy at ,/(0 has been conspicuously and clearly inscribed in their -4 policy and read as follows. EI-r!%- #7 HR P#/i%"H R&/&+!)- -# HR D&+&/#6 &)- (
;3

To facilitate and provide an environment congenial for continual learning aimed at increasing productivity, creativity and adaptability. Tr!i)i). ( Training and Development at ,/(0 is being given much importance. %t is a systematic approach and its ob'ectives are to : <ollection of feed back from the applicant about the effectiveness. Thus training and Development at ,/(0, 1i)ianagaram playing an important role on the employees by upgrading their skills and knowledge. Telecom training centres located in %ndia are listed as below : 1. 5. >. =. 6. H. 8. 7. 9. +0TT< ,rabait 4TT< TT< TT< TT< TT< 4TT< TT< . Bha)iabad . Gabalpur . -yderabad . . . . . (agpur ;ysore ,hubaneswar Trivandrum ;umbai

. <hennai

C#*&' ( 1. 5. >. Telecom Training <entre 4egional Telecom Training <entres +dvanced 0evel Telecom Training <entre

;4

@pgrade and maintain the technical and functional skills levels of employees to match the company s present as well as envisaged re#uirements.

%mprove the understanding commitment and general effectiveness

of

employees through appropriate workers education supervisory and management development programmes.

development

(ormally our organi)ation will try to achieve the training targets upto a ma!imum of 109 staff to be trainee for every moth in different fields of training. The training policy of ,/(0 is to provide an environment congenial for continual learning aimed at increasing proactively, creativity and adaptability. The main function of training centres are : "ffective coordination with various departments aiming at alignment of

training needs and training activity. *reparation of training calendars and obtaining sufficient budget from

top management. &rgani)ing the training effectively in line with the training calendar. %n the competitive environment, ,/(0 organi)ation. %n the competitive environment, ,/(0 organi)ation is conducting training an various sub'ects, latest technology, developments ;arketing slab, -.4. /kills, ;oderni)ation, %nnovation, ;anagement as leadership skills etc. I 6#r-!)- -r!i)i). %#$r'&' i)-r#*$%&* ," -9& -r!i)i). D&6!r- &)- #7 BSNL Or.!)i'!-i#)

;5

4#r8'9#6' K S& i)!r ( Training given by (+AT;, 4TT<, -yderabad a3 b3 c3 d3 e3 f3 g3 h3 i3 '3 k3 *ro'ect ;anagement <orporate Bovernance The -uman 4elation -olistic ;anagement 0evel . % The -uman 4elation -olistic ;anagement 0evel . %% -.4. /kills +nnual +ccounts closing and +uditing Ainali)ation of +ccounts for the year 500H-08 <;T/ . ,illing over view Ainance ;anagement <orporate Ta! 0aws *urchase and Tending procedures for /enior &fficers.

I) '&r+i%& %#$r'&' ," RTTC H"*&r!,!* ( 1. 5. >. =. 6. H. 8. 7. 9. 10. ,ehaviour and +ttitude B/; . ,road ,and <ustomer 4elation ;anagement %nternet and %nternet ? "-mail ;./. &ffice 0%(@N Technical Aamiliari)ation Aamiliari)ation in Tele e!change ;,; ? &<, &A< K &A/ $ork /hops /eminars 2a3 2b3 1igilance activities $eb based Telegraph ;essage Transmission

;;

2c3 2d3 2e3 11. 15. 1>. 1=. 16. 1H. 18. 17. 19. 50. 51.

/<?/Ts &,< . 4eservation *olicy ,road ,and Technology /team . ;anagement, Disaster ;anagement

;anagement Tools K Techni#ues *ublic +dministration *ersonnel ;anagement D&T-/oft user Training (e!t Beneration (et work and %* Ta! Developing 0eadership e!cellence <ontracts K +rbitration ,alances ,usiness /core <ard -.4. *ackage ;obile <ommunication <oncepts $00 . TN-%% etc.

P&r7#r !)%& A66r!i'!/ ( $hen an employee s performance is e!cellent it is the result of a number of circumstances that work together to make his e!cellence possible. The level of performance of an employee is influenced by si! factors. They are : +ptitude 0evel of /kill @nderstanding the task Degree of effort ;otivation &ther factors

;<

*erformance appraisal system at ,/(0 are at 80 and 650 in cases of ;anagement /taff and (on-;anagement /taff performance appraisal is mainly used as tools to access the individual s competency, potential and performance and based in the factors increments, compensation reviews and promotion are affected. %t improves the performance of the employees so that he performance well is future ,/(0, has a very good performance appraisal system through then performance in evaluated and compensation is awarded every year ,/(0 is giving /anchar /aradhi?/ri?D&&T and /anchar save pathaks to non-e!ecutives and e!ecutive respectively, who are considered to lee the best workers during the particular year. + cash award of 4s. 11,000?- a?with mementoes, model, cafficala etc will be awarded to the best workers, recommend by the ;anagement during the year. T!,/& 1 Pr#.r! Y&!r T&%9)i%!/ /!@' 10 10 16 50 56 >0 50 130 & @i'& )$ ,&r #7 E 6/#"&& Tr!i)&* H.R. S8i//' . . . 10 16 50 50 ;5 B&9!+i#$r E S8i//' 60 60 60 100 160 160 60 500 C# 6$-&r ,!'&* -r!.' 10 16 50 >0 60 86 56 225 N&@ S&r+i%&' I)-&r)&. . . 10 16 50 >0 <5 Br#!* B!)* 80 86 76 180 566 596 1=6 10?5

5000-01 5001-05 5005-0> 500>-0= 500=-06 5006-0H 500H-08 T#-!/

TRAINING ASPECTS OF THE COMPANY Tr!i)i). M&-9#*' (

;=

+ centrali)ed Training ;anagement centre is located at ,4+,4+%TT Gabalpur, ;adhya . *radesh. %t is headed by the Beneral ;anager Telecom e!clusively for planning and designing trainings to employees from top to bottom cadres, through out the country and implementing the training by the decentrali)ed training centres located at various states. The forms and types of employee training methods are interrelated. +n effective training techni#ue generally fulfils these ob'ectivesQ provide motivation to the trainee to improve 'ob performance etc. 1. O) -9& J#, Tr!i)i). ( The most common, widely used and the most necessary methods of training employees in the skills essential for 'ob-performance. Trainees earn as they learn under the watchful eyes of a master and associate with the same people they will work after training. C#!%9i). ( %f is also known as understudy method or internship. The employee is trained on the 'ob by his immediate supervisor and usually applied to managerial personnel and provides wide variety of 'ob e!perience. J#, R#-!-i#) ( ;anagement trainee is made to more from 'ob to 'ob at certain intervals. Gobs vary in content. Trainee comes to know about different 'obs in different department. S6&%i!/ A''i.) &)-' (

;?

%t is also known at committee study. They provide lower level e!ecutives with first-hand e!perience in working on actual problems "!ecutives from various functional areas serve as boards and are re#uired to analy)e problems are recommended solutions to top ;anagement. A66r&)-i%&'9i6 ( %t is the oldest and most commonly used method in crafts, trades and in technical areas. + ma'or part of the training time is spent as the 'ob productive work. "ach apprentice is given a programme of assignments according to a predetermined schedule, which provides for efficient training in vote skills. ,&+T, <hennai, is sponsoring apprenticeship training in ,/(0 on stipendiary basis for one year as a measure of gaining e!perience in difference organi)ations. (o of engineering graduates are being sent for apprenticeship training to ,/(0 organi)ation. O77 -9& J#, Tr!i)i). ( Training is not a part of every day 'ob activity. The actual location may be in the company, class rooms or in places, which are owned by the company, or associations, which have no connections with the company.

L&%-$r&' ( %t is the simplest of imparting knowledge to the trainees. 0ectures are Aormal organi)ed talks of the training specialist, the formal superior or other individual specific topless. C!'& S-$*" (

<0

<hristopher long dell first developed this method in 1770. <ase study is based upon the belief that managerial can belt be attained through the study, contemplation and discussion of concrete cases. R#/&26/!" ( This method was developed by ;oreno. "mphasis on learning human relation skills through practice and insight into one s own behaviour and its effects on others. + method of human interaction, which involves realistic behaviour in the imaginary situations. Pr#.r! &* I)'-r$%-i#) (

/e#uence of step, which are often set up through the central panel of an electronic computer as guides in the performance of a desired operation or series of operation. Tr!i)i). .r#$6 -r!i)i). ( @sually comprises of association, audio, visual and planned regarding programmes. 4egular supply of professional 'ournals and informal social contacts or gather map, members are kept informed of the latest development in their particular field. ,/(0 is conducting ,usiness Development meetings and showing latest development plans and schemes and also giving awards, who are well aware of new tariffs are plans in the ,/(0 development programmes. Tr!i)i). E+!/$!-i#) ( &b'ectives of training evaluation is to determine the ability of the participant in the training programme to perform 'obs for which they were trained, the specific nature of training deficiencies whether the trainees re#uired any

<1

additional on the 'ob training and the e!tent of training not needed for the participants to meet 'ob re#uirements. The process of training evaluation has been defined as any attempt to obtain information on the effects of training programme and access the value of training in the right of information. C"valuation leads to controlling and correcting the training programmeD. %n 1969 Donald Firk *atrik published a paper that classified training outcomes into four categories. 4eactions . Trainee reactions to all aspects of learnings 0earning . <hange in attitudes knowledge and skills Gob behaviour . <hange in trainees behaviour because of training programme. @ltimate value . achievement of final results, effects in trainees self concept.

Aour levels evaluations are as follows : "valuations are definitive "valuation e#uals effectiveness Trainees are accountable for effectiveness "valuation is superior &' (

E+!/$!-i#) #7 Tr!i)i). Pr#.r!

<2

"valuation of training programmes should not be 'ust a one-time actively like concluding ceremony. %t should be rather a systematic process to elicit and analy)e feed back from the trainee. "valuation of effectiveness of training programmes is important for management in assessing whether the training was worth while and how it can be made worthwhile in future. "valuation is the mechanism to seek information on the relevance and impart of training. "valuation done at different interals of time both during the process of training as well as after the completion of training essentially aims of assessing the various components of a training programmes but also promotes the value of training. E''&)-i!/ i).r&*i&)-' #7 '$%%&''7$/ &+!/$!-i#) : There are three essential ingriendus for a successful evaluation. They are : data /upport throughout the evaluation process. /upport items are human resources, time finance, e#uipment and availability fo source records etc. "!istence of sound management process.

B!'&' 7#r &+!/$!-i#) ( 1. Pr#*$%-i#) 7!%-#r' ( %n ,/(0, no of connections issued and installation and supply rates covering both #uantity and #uality are good indicators of the values of training the other factors are decrease in unit time and unit cost of the new schemes of providing communication e#uipment and less rates.

<3

2.

G&)&r!/ #,'&r+!-i#) ( Beneral observation should not be overlooking as a means of training

evaluation. The efficient supervision observes accurately the level of skill and knowledge ac#uired by the training during programme. 3. H$ !) R&'#$r%& 7!%-#r' ( Training programme can also be evaluated on the basis of employee satisfaction which in turn can be viewed on the basis of : Decrease in employee turnover Decrease in absenteeism ,etterment of employee morale Decrease in grievance and disciplinary cases Decrease in time to earn piece rates. V!ri#$' M&-9#*' #7 -r!i)i). &+!/$!-i#) ( 1. 5. >. =. %mmediate assessment of trainee s reaction to programme Trainee observation during training programme "valuation of trainees skills levels before and after training programme <ost value relationship of training programme is helpful in 6. Determining the priorities for training ;atching the employer and 'ob through training Determining the work of management sacrifices <hossing the right training method.

/eeking opinion of trainees sub ordinates regarding his?her Gob performance and behaviour.

<4

F&&* ,!%8 ( Training evaluation information should be provided to the trainer and instructors, trainees and to all other parties concerned for control, correction and improvement of trainee s activities. Training evaluator should follow it up ensure implementation of the evaluation report at every stage. Aeed back information can be collected on the basis of #uestionnaire and through interviews. I 6r#+i). &77&%-i+&)&'' #7 Tr!i)i). 6r#.r! &(

The effectiveness of training programme can be improved by applying the learning principles. 1. 5. >. =. 6. H. 8. 7. 9. 10. Aocus on the real world problems 4elate the material to their past e!perience ;otivate the employees to improve performance +ssist the employees to improve performance "mphasi)e on how the employees can apply the knowledge skills or attitude and transfer from training to the G&,. Training programme should be planned so that it is related to the trainee s previous e!perience and back ground. /pecific training ob'ectives should be outlined on the basis of the type of performance re#uired to achieve organi)ational goals and ob'ectives. Trainee should be provided with regular, constructive feedback concerning his progress in training and implementation of the newly ac#uired abilities. Trainee should be provided with personal assistance when he encounters learning obstacles. Determine if the trainee has intelligence, maturity and maturation to successfully complete the training programme.

<5

%n order to training effectively it is necessary first to decide in same detail what specific knowledge and skills the 'ob involve, what individuals already possess and what gaps in such knowledge and skills the training can fill. %t such gap is filled in the employees by the ;anagement then three would be no serious problem in the company and the company would be successfully in all aspects and areas.

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MODEL FOR FEED BAC5 ON TRAINING

E 6/#"&& P&r7#r !)%& #) Pr&'&)- J#,

E 6/#"&&' I*&)-i7i&* 7#r Tr!i)i).

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Tr!i)i). Pr#.r!

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E 6/#"&& 7#r N&@ A''i.) &)-

E 6/#"&&' !7-&r Tr!i)i).

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CHAPTER VI
ANALYSIS EMPLOYEES PERCEPTION ON TRAINING AND DEVELOPMENT
;.1 I)-r#*$%-i#) ( Training and Development are planned learning e!perience that teach workers how to perform their current as well as future 'obs more effectively. Training and Development practices are designed to improve organi)ational performance through enhancing knowledge and skills of employment. % is essential that all the activities relating to trainings should be in tune with the specific needs of both the organi)ation and the employees. %dentifying the training needs these forms ma'or cru! in any organi)ation. + variety of training methods are available and used by the training agencies and the organi)ation. -ence there is need for evaluating the training programme. "valuation of training programme helps in identifying the effectiveness of the knowledge, imparted, usefulness of the methods used in the training, effectiveness of the resource persons, ade#uacy of infrastructural facilities and so on. This sort of evaluation helps in identifying lacunae in all these areas of training and in creating an environment congenial for learning. Therefore, an attempt is mode in this paper to understand the perception of the employees for the training programme, in the public sector. There is also need to assess the attitude and inclination of the trainees or employees, regarding the training. %t is also important to obtain feed back on to what e!tent the training has brought about changer in perception attitude and behaviour of the trainees and also to what e!tent it is helping the individual to develop his skills, improving performance and also for the development of the employee.

<=

;.2 S/.N#. 1. 5. >. =.

F!%i/i-i&' #7 Tr!i)i). 6r#.r!

&' !*&:$!-&Ki)!*&:$!-& A*&:$!-&KI)!*&:$!-& +de#uate +de#uate +de#uate +de#uate

N#. #7 R&'6#)*&)-' Aaculty -ostels 0ibrary Aood 160 556 115 556 HH9 1009 609 1009

Arom the table it is observed that 1009 employees responded that the -ostel and food facilities are good and 609 employees responded that Aaculty and 0ibrary facilities are ade#uate and 609 employees responded that the facilities are inade#uate and are to be improved keeping in view the strength of the total trainees attended for the training programme. Arom the table it is clear that =69of employees re#uire e!ternal training because they feel that they will be away from routine work and can concentrate better without any disturbances and it is also the place where knowledge with different people is shared. $here 5=9of employees feel that in-house internal training is appropriate as practical study is possible and it also avoids burden of traveling and concentration as each participant is possible in-house training. >>9 of employees feel that training programmes should be conducted at both in house?e!ternal depending upon the course content. Benerally it is difficult to give raining in-house as the accommodation, motivation are not possible. Training environment is possible only when the training are conducted is e!ternal training centre which given good output to the development of organi)ation. ;.3 Pr&7&r&)%& #7 Tr!i)i). P/!%&' (

<?

S/.N#. 1. 5. >.

Pr&7&r&)%& #7 P/!%& %nternal "!ternal ,oth

N#. #7 R&'6#)*&)-' 60 100 86

P&r%&)-!.& 5>9 ==9 >>9

PREFERENCE 100 90 80 70 60 50 40 30 20 10 0 No. of Respondents 50 75 100

F !R"#N#N$ P%"CE&

#nterna' E(terna' )ot*

23% 44% 33% Percentage

;.4

R!-i). #7 A$!/i-" #7 Tr!i)i). 7r#

-9& *i77&r&)- %!-&.#ri&' #7

& 6/#"&&' '!-i'7!%-#r" .##* +&r" .##* &I%&//&)%& ( Broup-+ Broup-, Broup-< Broup-D 6 2593 60 2553 100 2==3 80 2>53 0 203 10 25093 50 25093 10 21=.63 > 2H03 50 2=093 60 26093 =0 2=5.=93 5 2=03 16 2>093 50 25093 50 257.H93 . 203 6 21093 10 21093 10 21=.693

=0

The table indicates thus from Broup-+ officers, H09 of officers respondent the training programme as good and =09 officers responded as very good. Arom Broup-, officers 509 responded as satisfactory and =09 responded as good from Broup-< employees 609 of employees responded as good and from lower cadre Broup-D, =5.=9 responded as good. +s the cadre is increasing, the response is more %?r?o #uality of training. ,y the above table, it is observed that 6>9 respondents recommended as good, 559 employees responded as very good, 559 as satisfactory and in people as e!cellent.

=1

;.5

I)7#r !-i#) i' %#//&%-&* 7r# C!-&.#r" Broup-+ Broup-, Broup-< Broup-D

-9& *i77&r&)- %!-&.#ri&' #7 N#. #7 R&'6#)*&)-' 6 60 100 80

& 6/#"&&'. P&r%&)-!.& 59 559 ==9 >59

S/.N#. 1. 5. >. =.

#NF R+"!# N #& C %%EC!E, FR + !-E ,#FFEREN! C"!E$ R#E& F E+P% .EE& 100 90 80 70 60 50 40 30 20 10 0 No. of Respondents 5
44% 32% 2%22% 50 70 100

$ro/p0" $ro/p0) $ro/p0C $ro/p0,

Percentage

=2

;.;

R!-i). #7 -9& A$!/i-" #7 -9& Tr!i)i). -9& S! 6/& 'iB& i' -!8&) 7#r 225 & 6/#"&&'

S/.N#. 1. 5. >. =.

C!-&.#r" /atisfactory Bood 1ery good "!cellence

N#. #7 R&'6#)*&)-' 60 150 60 6

P&r%&)-!.& 559 6>9 559 >9

#NF R+"!# N #& C %%EC!E, FR + !-E ,#FFEREN! C"!E$ R#E& F E+P% .EE& 120 100 80 60
50

120

50

40 20
5

&at1sfactor2 $ood 3er2 $ood E(ce''ence

0 No. of Respondents

22%53% 22%3%

Percentage

=3

The figures in the table indicate and brings and the fact that the more number of employees were trained in behaviour and attitude 959 and ne!t computer based trainings and last other technical courses. The behaviour of the employees are very poor towards customers in the past due to monopoly system of organi)ation. ,ut now in the present competitive environment, customers are very important factor in the organi)ation. $ithout customers there is no e!istence of the company. -ence there is a need to improve or change the behaviour of the employees. /o trainings are so designed to improve the attitude of the employees by importing, motivating, training in C,ehavioural and attitudeD in large number. (ow the feed back of the employees are as follows. ;.< Pr#.r! & @#r8 )$ ,&r #7 & 6/#"&&' -r!i)&* T#-!/ N#. #7

@#r8&r' i) -9& C# 6!)" J ;00 & 6/#"&&' ( Y&!r 5000-01 5001-05 5005-0> 500>-0= 500=-06 5006-0H T#-!/ T&%9)i%!/ C#$r'&' 10 10 16 50 56 >0 110 HR S8i//' (il (il (il 10 16 50 45 B&9!+i#$r A--i-$*& 60 60 60 100 160 160 550 C# 6$-&r ,!'&* -r!i)i). 10 16 50 >0 60 86 200 N&@ S&r+i%&' (il (il (il 10 16 50 45

=4

;.=

D$r!-i#) #7 -9& -r!i)i). 6r#.r! T"6& #7 -9& C#$r'& $orkshops?/eminars %n /ervices <ourses

& S! 6/& 'iB& i' 225 & 6/#"&&'( D$r!-i#) 1 day > days

S/.N#. 1. 5.

;.=.1 N#. #7 & 6/#"&&' -r!i)&* i) *i77&r&)- -"6&' # %#$r'&' ( S/. N#. 1. 5. "!ecutives (on-e!ecutives 4#r8'9#6'K S& i)!r' 10 6 ;;1 I) S&r+i%&' C#$r'&' 16 90 4;.<1 B#-9 >0 86 4;.<1 T#-!/ 66 180 225

The above table indicates =H.89 employees trained %n service courses and both. H.69 of employees were trained in workshops and seminars. ;ore number of e!ecutives were given workshop?seminar. 0ess number of non-e!ecutive were given training on workshop?seminars and via-versa.

=5

;.? S/. N#. 1. 5. >. =.

A.&2.r#$6 7#r '&)*i). -r!i)i). 6r#.r! A.& .r#$6' "&!r' =6 . 6= >6 . == 56 . >= 50 . 5= T#-!/

&' ( 1 #7 A.& 55.69 >>9 >>9 11.69 1001

N#. #7 -r!i)&&' 0 86 86 56 225

E+P% .EE& )E!4EEN "$E $R 5P

8000.00% 75 7000.00% 75

6000.00%

5000.00% 45054 4000.00% 35044 25034 3000.00% 20024 25

2000.00%

1000.00% 0.00% No. of !ra1nees 22.50%33% 33% 11.50% % of "ge

0.00%

;.?.1 E)+ir#) &)- i) Tr!i)i). C&)-r&' Pr#.r!

&(

=;

S/.N#. 1. 5. >.

C!-&.#r" /uitable @nsuitable /atisfactory T#-!/

N#. #7 R&'6#)*&)-' 160 56 60 225

P&r%&)-!.& HH.H9 11.59 55.59 1001

EN3#R N+EN! #N !R"#N#N$ CEN!RE& PR $R"++E

160 150 140

120

100 &/1ta6'e 5ns/1ta6'e &at1sfactor2 60 50 40 25 20 66.60% 11.20% 22.20% No. of Respondents Percentage

80

The table indicates that HH.H9 trainees e!pressed that the environment in the training programme is congenial and suitable. 1ery less 119 of trainees felt that the environment in the training programme in polluted and unsuitable. ,ut
=<

559 of employees 2trainees3 e!pressed that the environment in the training programme is satisfactory. Bood environment will always attract the employees to participate in the training programme irrespective of difficulties he faces. Bood environment fetches good results. ;.10 Tr!i)i). M&-9#*' F#//#@&* i) Tr!i)i). Pr#.r! &(

S/.N#. 1. 5. >. =. /lides

T"6& #7 T&%9)#/#."

<ase /tudy $orkshops ? /eminars Broup discussion

==

R&'6#)'& #7 -9& -r!i)&&' r&.!r*i). -&%9)i:$&' 6r#+i*&* i) -9& -r!i)i). 6r#.r! S/.N#. 1. 5. >. &( C!-&.#r" 1ery Bood Bood /atisfactory T#-!/ N#. #7 R&'6#)*&)-' 160 60 56 225 P&r%&)-!.& HH.H9 55.59 1159 1001

RE&P N&E

F !-E !R"#NEE& RE$"R,#N$ !EC-N#75E& PR 3#,E, #N !-E !R"#N#N$ PR $R"++E

160 150 140

120

100 3er2 $ood $ood &at1sfactor2 60 50 40 25 20 66.60% 22.20%112.00% No. of Respondents Percentage

80

=?

HH9 of the respondents feel that the techni#ues provided in the training programme, develop as training ob'ective on the basis of organi)ational operations and man analysis as case study techni#ue drives the person to thank creativity and out upon the live incidents. $here as 119 of the respondents e!pressed the techni#ues are satisfactory. 559 respondents e!pressed that the techni#ues provided in the training programme are good and will develop the skills of the individual. Broup discussion are very encourasive and creates understanding the sub'ect more effectively. ;.11 L#). -&r -r!i)i).'Kr&2-r!i)i).' (

(umber of visits 1. 5. Airst 1isit /econd 1isit T#-!/ 500 56 225 779 159 1001

% N$0!ER+ !R"#N#N$8RE0!R"#N#N$&
200 180 160 140 120 100 80 60 40 20 0 200

F1rst 31s1t &econd 31s1t 25 88.00% 12.00% No. of Respondents Percentage

?0

Aor basic courses for useful appointment all employees will be given layterm trainings 2> months to H months3 after words short-term trainings in service course trainings. =09 of employees feel that managers are not interested to spore then employees for long term trainings for second time due to lack of man power and work compulsions. $here as 609 of e!ecutives feel that ;anagers are interested to spare their employees for long-term training as change in moveable and in order to cope with his day to day work he has to improve?enhance his skills and 109 of the employees have not any work.

?1

;.12

R!-i). #7 F!%$/-" 7#r -r!i)i). 6r#.r! R!-i). /atisfactory Bood 1ery good "!cellence T#-!/

&( P&r%&)-!.& >>9 ==9 179 69 1001

S/.N#. 1. 5. >. =.

N#. #7 R&'6#)*&)-' 86 100 =0 10 225

RE&P N&E

F !-E !R"#NEE& RE$"R,#N$ !EC-N#75E& PR 3#,E, #N !-E !R"#N#N$ PR $R"++E

100 90 80 70 60

100

75

&at1sfactor2 50 40 30 20 10 0 No. of Respondents 10 33.00%44.00%18.00% 5% Percentage 40 $ood 3er2 $ood E(ce''ence

?2

The table indicates that the facility of training programme depends upon the faculty available at raining centres. Bood e!perienced teaching staff should be posted in the training workers. /ufficient staff are also to be available in the training programme. The response of the trainees reveals that good teaching staff are not available in the training programme. &nly 109 of the employees responded that the teaching is e!cellent as =09 of trainees e!pressed that the teaching Aaculty are very good. 4ent of the family are arrange in nature. To bring change in the trainees, good faculty should to available in the training programme. Aaculty should able to create interest in the trainees for better learning and good response. ;.13 T9& &77&%- #7 -9& -r!i)i). 6r#.r! Or.!)i'!-i#) ( S/.N#. 1. 5. >. =. 6. H. Y&!r 5001 5005 500> 500= 5006 500H L!)* /i)& E 4LL =0,000 =5,000 ==,000 =H,000 =8,000 65,000 C&//$/!r F&I%&/ E %&//#)&G (il (il 10,000 >0,000 =0,000 H>,000 & i) -9& D&+&/#6 &)- #7

?3

;.14

C&//$/!r C#))&%-i#)' ( M#)-9 +pril . 500H ;ay . 500H Gune . 500H Guly . 500H +ugust . 500H /eptember . 500H &ctober . 500H (ovember . 500H December . 500H Ganuary . 5008 Aebruary . 5008 ;arch . 5008 EI%&// 600 1000 5000 >000 =000 6000 H000 8000 8600 7000 7600 10000 C&//#)& 60 100 1H0 500 560 >00 >60 =00 =60 H00 800 700

S/.N#. 1. 5. >. =. 6. H. 8. 7. 9. 10. 11. 15. ;.15

R!-i). #7 I 6r#+& &)- ( The tables and the Braph indicates this three is good improvement in the

development of sales is different types of products and schemes. The training datively improves the individual capability and customer related management in the competitive environment. /o there is continuous increase in the business marketing. /o training programme plays an import role in the development of an organi)ation. +ll the staff?employees are to the sent for training in the last developments technical familiari)ation, computer based training for giving more information to the customer in less time. Eoga and ;editation are compulsory for personality development in the organi)ation.

CHAPTER VII
SUMMARY AND CONCLUSIONS
?4

<.1

INTRODUCTION Training often has been referred to as teaching specific skills and

behaviour.

The skills are almost behavioural as distinct from conceptual or

intellectual. The ma'or outcome of training is learning. + trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. The training enables an employee to do his present 'ob more efficiently and prepare himself for higher level 'ob. Training thus may be defined as a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviours of employees. ,asically it is learning e!perience that is planned and carried out by the organi)ation to enable more skilled task bahaviours by the trainee. Training imports to ability to defect and correct error, further more, it provides skills and ability that may be called on in the future to satisfy the organi)ation human resource needs. There is more theory involved with such education and hence less concern. <.2 NEED FOR THE STUDY + number of studies have been conducted in the areas of training and developments in the %ndian conte!t as well as in the conte!t of other countries. -owever studies from than part of the country are mainly concentrated on aspects like need assessment of the training, attitude and behaviour of the employees, methods of training . effectiveness of training evolution of training pogramme etc. -owever studies an knowledge and perception of the employees about the different training programme and the effectiveness of the training in their opinion appear to the some what sparse. -ence it is thought appropriate to carryout a study on these lines on employees from the ,/(0, 1i)ianagaram, one of the

?5

biggest government enterprises in 1i)ianagaram. This organi)ation is providing training continuously to its employees every year a substantial number of employees are getting training. There a study on knowledge and perception of the employees about the different training programmes and the effectiveness of the training in them opinion in proposed to carryout in upto organi)ation with the following ob'ectives. <.3 2a3 OBJECTIVES OF THE STUDY To en#uire into the profile of organi)ation and to understand their training activities. 2b3 To study and understand the knowledge, perception and awareness of

employees an various aspects of training. 2c3 To inculcate behaviour and attitude towards customers and to attract the

customers. 2d3 %ntroduction of new . packages such as -.4. package *ay-roll package to

facilitate of easy without involvement of more-man power and knowledge on new cellular schemes such as mobile 2post-paid, prepaid3 and $00 2$ireless in 0ocal 0oop3 ,road ,ank high speed of 10 kg etc.

?;

<.4

METHODOLOGY The data for the present study is collected from *rimary and /econdary

sources. 1. Pri !r" S#$r%&' ( Data is collected by personal discussions with senior officer management development and training manager and also contacts with various staff members of the personnel department. 2. S&%#)*!r" S#$r%&' ( The information regarding the study is also collected from various reports and 'ournals of ,/(0 organi)ation and also from various te!t books. + #uestionnaire of about 56 #uestions regarding the sub'ect was to the employees of ,/(0 2+nne!ure-13. This #uestionnaire gives as a measure of e!ecutive development and low for the training is helpful in shaping their personality and in developing their inter and intra personal relating. The ,harat /anchar (igam 0imited, 1i)ianagaram employed about 678 personnel. The total man power in broadly considered into e!ecutives and non e!ecutives. /ince the non-e!ecutives constitute about 709 of the total employees and also a study of this nature is more meaningful if conducted an employees at the lower strata, thus the group of non-e!ecutives has been studied. distribution of non-e!ecutives by their division of work is given below : Di+i'i#) 1. "!change ;T<" and new phone connection N$ ,&r =00 P&r%&)-!.& 709 The

?<

5. >.

*ro'ect $orks <able laying?repair works T#-!/

60 60 500

109 109 1001

DISTRIBUTION OF NON2E3ECUTIVES IN THE 4OR5S DEPARTMENT T"6& #7 4#r8 1. 5. >. -ighly skilled /killed @nskilled T#-!/ S-!-i'-i%!/ T&%9)i:$&' ( 2a3 + gradation list in maintained for all codres to maintain seniority of the employees. The seniority will be followed for issuing transform, training etc. 2b3 2c3 /eniority will be fi!ed as per the marks, obtained in the training centre. N$ ,&r 500 160 60 400 P&r%&)-!.& 609 >89 1>9 1001

"mployees, who were trained in various technical and in service causes will be recorded in /ervice ,ook and -.4. package. + monthly statement showing no of employees trained in various courses will be submitted to <ircle &fficer, -yderabad. 4eseller of telecommunications services are another sector of the

telecommunications industry. There resellers lease transmission facilities, such as telephone lives or space on a satellite, from e!isting telecommunications net works and than resell the services to other customers. &ther sectors in the industry include message communication services such as e-mal and facsimile serious,

?=

satellite telecommunications and operators of other communication services, ranging from radar station to radio networks used by ta!icab companies, same pay television systems now offer two-way-telecommunications services, such as video-as-demand and high speed %nternet access. <able companies are also increasing than share of the telephone communications market both through them (etwork of conventional phone lives in same areas and their growing ability to use high-speed %nternet access to provide 1&%* 2voice over %nternet protocol3. 1&%* is same times called %nternet telephony, because it was the %nternet to transmit phone calls while conventional phone networks use packet switching to breakup a call into multiple shared lives between central offices. 1&%* e!tends then process for the phone. + 1&%* phone will break the conversation into digital packets and transmit these packets over a high-speed %nternet communication. <able companies are using the . technology for offer phone services without building a conventional phone (etwork. $ire-line providers high-speed %nternet conventions also can be used for 1&%* and cellular phones are being developed their use 1&%* to make cells using local wireless %nternet connections. +ll of the ma'or sectors of the telecommunications industry are or will increasingly use 1&%*. /ome cable and satellite systems facilitate the transmission of digital television signals. Digital signals consists of simple elective code their can carry more information than conventional television signals. Digital transmission creates higher resolution television images and improved sound #uality. %t also allows the transmission of a variety of other information. Digital television also uses compression technology for e!pand the number of channels. <hanges in technology and regulation now allow cable television providers to complete directly with telephone companies. %n important change her been the rapid increase in two-way communications capacity. <onventional pay television
??

serious provided communications only from the distributor to the customer. These services could not provide effective communications from the customer back to other points in the system, due to signal interference and the limited capacity of conventional cable systems. +s cable operations implement new technologies to reduce signal interference and increase the capacity of them distribution systems by installing phone optic cables and improved data compression. +t the destination, the packets are reassembled and the transmission is complete. ,ecause packet switching considers alternate routes and allows multiple transmissions to share the same route, it results in a more efficient use of telecommunications capacity and packets are routed along less congested routes. The transmission of voice signals re#uires relatively small amounts of capacity on telecommunications networks. ,y contrast, the transmission of data, video and graphics re#uires much higher capacity. This transmission capacity is referred to as band width. +s the demand increases of high-capacity transmissions . especially with the rising volume of %nternet data . telecommunications companies have been e!panding and upgrading their net works to increase the amount of available band width. &ne way wired carriers are e!panding their band width in by replacing copper wires with fibre optic cable. Aibre optic cable which transmits light signals along glass strands, permits faster, higher . capacity transmissions than traditional copper wire-lines. %n same areas, carriers are e!tending fibre optic cable to residential customers, enabling them to offer cable television, video-as-demand, high speed %nternet and conventional telephone communications over a single line. -owever, the high cost of e!tending fibre to homes has slowed deployment. %n most areas, wired carriers are mislead lever aging e!isting copper lives that connect most residential customers with a central office, to provide digital

100

subsonber lines 2D/03 %nternet service. Technologies in development will further boost the speeds available through a D/0 connection. $ireless telecommunication carriers, many of which are subsidiaries of the wired carriers, transmit voice, graphics, data, and internet access through the transmission of signals over network of radio towers. through an antenna into the wireless (etwork. beeper and pagnig services. The signal is transmitted &ther wireless services include

,ecause wireless devices re#uire no wireless .

connection, they are popular with customers who need to communicate as they travel, residents of areas with inade#uate wireline services and those who simple desire the convenience of portable communication. %ncreasing number of consumers are chosing to replace them home landlines with wireless phones. $ireless telecommunications carriers are deploying several new

technologies to allow faster data transmission and better internt access that should make them competitive with wirelines carriers are technology is called third generation 2>B3 wireless access. $ith this technology wireless carriers plan to sell music, videos and other e!clusive content that can be downloaded and played on phones designed for >B technology. $ireless carriers are developing the ne!t generation of technologies that will surpass >B with even faster data transmission. +nother technology is called Cfi!ed wireless serviceD which involves connecting the telephone and?or internet wiring system in a home of business to an antenna, instead of a telephone line. The replacement of landlines with cellular services should become increasingly common because advances in wireless systems will provide data transmission speeds importable to broad band land line systems. <able and other programme distribution is another sector of the telecommunications industry. "stablishments in this sector provide television and other services on a sub sorption of fee basis. These establishments do not include cable networks 2%nformation on cable net works is included in the statement of broad casting, which appears else wherein the career guide3. Distribution of pay
101

television services transmit programming through two basic types of systems cable systems transmit programs over fibre optic and co-a!ial cables. Direct broad casting satellite 2D,/3 operators constitute a growing segment of the pay television industry D,/ operators transmit programming from orbiting satellites to customer s receivers known as mini dishes. "stablishments in the cable and other programme distribution %ndustry generates revenue through subscription, special service fees-primarily installation and advertising sales. They also change fees for services such as the transmission of speciality pay-per-view or video-on-demand programs these often are popular marks or sporting events. <.5 SCOPE OF THE STUDY The main scope of training is all personnel performing activities affecting environment. ;anager Training in responsible for effective training. O,>&%-i+&' ( Training and development is a systematic approach at ,/(0 and the ob'ectives are : @pgrade and maintain the technical and functional skill levels of employees to match the company s present as well as envisaged re#uirements. %mprove the understanding commitment and general effectiveness of

employees through appropriate workers education supervisory and management programmes.

development

102

Develop in line with career and succession plans to those different

management multiple

staff that has the potential for should owing higher, responsibilities.

103

<.;

LIMITATIONS OF THE STUDY ( +s the managers of the organisation are busy with their work schedule it was different to collect data for a detailed study. Time was the ma'or constraints and the data is collection with in a span of two months. +s the Telephone e!changes are prohibited areas, it is difficult to collect data on functioning of e!changes. /urveys were done with the sample si)e of 556 and the data collection became very difficult as the employees are scattered throughout the 1i)ianagaram District and in mostly field rural areas and they were not available as and when re#uired.

<.<

FINDINGS OF THE STUDY The information collected from the same si)e of 556 respondents the following findings are ascertained from the above analysis and interpretation.

609 of the respondents have completed 10->6 years of service in the organi)ation and are graduation and have good education back ground.

;a'ority of the respondents are Telecom ;achines and /r. Telecom &perating +ssistants of Broup-< cadre.

;a'ority of the respondents are satisfied with the training

programme

conducted.

104

+ll the respondents felt that there is an improvement in the work

area

after completion of training. +ll the respondents agreed to the fact that the training improves their

skill and knowledge and also supports then future personnel re#uirements. ;ost of the respondents recommended more number of training programmes, which would be helpful in them work area which improves then efficiency. +ll the respondent feel that the environment in the training is suitable to them. ;ost of the respondents feel that the education of the training programme is programme

sufficient to serve them purpose. +ll the respondents are particular of the training given so no are failed

to attain the training programme. <.= FUTURE DEVELOPMENTS <onse#uent on introduction of cellular services number of private operators came into e!istence. 1%R.4"0%+(<", T+T+, +%4T"0, -@T<-, %D"+ etc. ,/(0 has already achieved the targets of 56,000 <ell <ommunication in 1i)ianagaram. %n then competitive environment, staff should b given well training in ;arketing, ,ehaviour and attitude, customer relation ;anagement. %t is proposed to install more number of cell-towers and systems in 4ural areas in 1i)ianagaram District, where there is no private competition to provide Telecom /ervices to all the rural people during 500H-08. <.? CONCLUSION

105

,harat /anchar (igam 0imited, 1i)ianagaram, is one of the public sector undertaking in +ndhra *radesh Telecom <ircle. %t has total staff of H00 employees of all cadres 2+-D3. The -uman 4esource Development policy of the organi)ation is mainly aimed at all round development of the employees. The Training *rogramme are taken care of -4D 2establishment3 Department. The training programmes have been designed and planned by ,4+,4+%TT G+,+0*@4 2;*3 and conducting trainings in all training Telecom Training <entres in %ndia. 4egional Telecom Training <entre is located at Bachhibooli, -yderabad 2+ndhra *radesh3. +ll the employees have participated in atleast one in company training programme, while 500 out of 600 have attended out-station trainings. /atisfaction with regard to the infrastructural facilities available at the training centre has been e!pressed by all the respondents. +spects like schedule of Training *rogramme, location, ;ethodology, reading material supplied competency of the resources persons, course design etc. +ll were reported to the satisfactory by more than 909 of the respondents. The fact then non of the respondents have reported any problems during the training programmes roofless on the care taken by the organi)ation for organi)ing the programmes concerning the local or in-company training a ma'ority of the respondents are satisfied with the way of these trainings conducted. -owever it is also suggested to consider organi)ing periodical trainings at the work-spot by the supervisory self in respective department and also suggested this employees with an e!periences of 16 years can be considered for supervisory training and computer training.

10;

APPENDI3 I
AUESTIONNAIRE S! 6/& SiB& 225 E 6/#"&&' i) B9!r!- S!)%9!r Ni.! S&%-i#)2I 1. 5. (ame "ducation +3 ,3 <3 D3 @pto %nter ,achelor of Degree *ost Braduate &thers L-*.H ViBi!)!.!r!

>. =. 6. H. 8.

*rofessor +ge /e! ;onthly?Eearly %ncome Aamily /i)e : ;ale ? Aemale 4s.MMMMMMMMMMMMM 13 53 (o. of +dults (o. of <hildren

7. 9.

4eligion 0ocation of the -ouse

: :

-indu?;uslim?<hristian

S&%-i#) II 10. $hat are the courses, trained by the employees in the training programme.

11. $hat is the Iuality of training programme 15. Different categories of employees, trained in the ;odern <ourses of the &rganisation.

10<

1>. 4eading of #uality of training programme from different categories of the employees. 1=. 16. 1H. 18. *erformance of training places. $hether the facilities are ade#uate in the training programme. $hat are the duration of the training programmes. /ection of the employees, who trained in development course in training programme. $hat are the different +ge groups. $hat is the environmental condition in the training programmes. $hat are the different methods of teaching in the training 0ong term?short term trainings. Aaculty efficiency in the training programme. *roduction improvement on application of training with and knowledge. for the programme.

17. 19. 50. 51. 55. 5>.

5=. Aeed back information from the trainees whether training supports improvement of organi)ation. 56. 5H. /uggestion of the trainees for the development of training

programmesJ

*ersonality of the individual after attending courses in the training programme.

10=

BIBLIOGRAPHY
1. *.4. Dubashi C4ole of ,ureaucracy in DevelopmentD +ddress to the /eminar on role of ,ureaucracy in Development organi)ed by the Department of *ublic +dministration, *un'ab @niversity, December 9, 197>. 5. D.;. /ilvera : -uman 4esource Development : The %ndian e!perience, <handigarh,

(ew Delhi. >. G. *hilip C-uman 4esource Development in %ndia e!periments and "!periencesD, %ndian Gournal of Training and Development. =. +nnet et. al s Task analysis is a good e!ample of the ,ritish model of task analysis, where as the +merican ;odel can be found in 'ob analysis. 6. @dar *areck s Task +nalysis for -uman 4esource Development *ublished in the 1977 +nnual Developing -uman 4esources. H. /ri T.1. 4amanan, C%ncreasing productivity of Training at the /tate and Training and

the <entral Bovernment DepartmentsD %ndian Gournals of Development, 1>213, 197>, pp. >=->H. 8.

Fhandelwal. + : -uman 4esource Development in ,anks, (ew

Delhi,

&!ford s %,-, 1977.

10?

7.

;.,. +threya, C-uman 4esource Development in Bovernment in Towards &rganisational "ffectiveness through -4D, unedited papers Delhi.

at the 1979 conference of the (ational -4D (etwork, (ew 9. 10.

F.;. ;athur, C-uman 4esource Development in +dministrationD. T.1. 4amanan, C%ncreasing productivity of training at the /tate and <entral Bovernment DepartmentD, %ndian Gournal of Training and Development, 1>213, 197>, pp. >=->H.

110