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BESCOM
INDUSTRY PROFILE
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Training and Development Programmes at
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BESCOM HISTORY :
The erstwhile Mysore State had the enviable and glorious position of
establishing the first major hydroelectric generating station for
commercial operations at Shivanasamudram as early as 1902. The art
at that time was still in its infancy, even in the advanced countries. The
longest transmission line, at the highest voltage in the world, was
constructed to meet the power needs of mining operations at Kolar
Gold Fields.
The demand for power saw a phenomenal increase in the mid sixties
and onwards with the setting up of many public sector and private
industries in the State. As power generation in the state was entirely
dependent on monsoon and was subject to its vagaries, the state
government set up a coal based power plant at Raichur. The present
installed capacity of the power plant at Raichur is 1260 MW. To
augment the energy resources of the State, the Kalinadi Project with an
installed capacity of 810 MW at Nagahari Power House and 100MW at
Supa Dam Power House, with an energy potential of 4,112 Mkwh, were
set up.
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Training and Development Programmes at
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The transmission and distribution system in the state was under the
control of the Government of Karnataka (then Mysore) till year 1957. In
the year 1957, MSEB was formed and the private distribution
companies were amalgamated with Karnataka Electricity Board.
To improve the performance of the power sector and in tune with the
reforms initiated by Government of India, the Government of
Karnataka came out with a general policy proposing fundamental and
radical reforms in the power sector. Accordingly an Act, namely the
Karnataka Electricity Reforms Act was passed by the Karnataka
Legislature. The Reform has mandated major restructuring of the
Karnataka Electricity Board and its Corporatisation. As part of
corporatisation, Karnataka Electricity Board ceased to exit and
Karnataka Power Transmission Corporation Limited was constituted
from 1st August 1999.
As a part of the reforms, the distribution sector was further divided into
4 companies viz. Bangalore Electricity Supply Company Limited –
BESCOM; Hubli Electricity Supply Company Limited - HESCOM;
Mangalore Electricity Supply Company Limited – MESCOM; Gulbarga
Electricity Supply Company Limited - GESCOM. These companies came
into existence from 1st June.
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COMPANY PROFILE
In the year 1999, Karnataka embarked
on a major reform of the power sector. As a first step, Karnataka
Electricity Board (KEB) was dissolved and in its
place, the Karnataka Power Transmission
Corporation Limited (KPTCL) was incorporated.
This was followed by the constitution of
Karnataka Electricity Regulatory Commission
(KERC) in November 1999.
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turnover of the organisation was nearly Rs.4000 crores during the year
2000-01.
KPTCL Unbundled:
Government vide order No. 69 BSR 2001 Bangalore, dated 15/02/2002
has unbundled KPTCL and formed four distribution companies.
Consequent to this the function of distribution of power has been
totally separated from KPTCL. KPTCL is now vested with the
responsibility of transmitting power all over the State and construction
and maintenance of Stations and lines of 66KV and above. KPTCL will
purchase power from various power producers and sell it to the
distribution companies.
The four newly formed independent distribution companies, which
were registered on 30/04/2002, are Bangalore Electricity Supply
Company, Mangalore Electricity Supply Company, Hubli Electricity
Supply Company and Gulbarga Electricity Supply Company. They have
started functioning w.e.f.. 01/06/2002. These companies are incharge
of distribution of power within their jurisdiction.
BESCOM :
Districts, which are serviced by BESCOM:
Bangalore Urban
Bangalore Rural
Kolar
Tumkur
Chitradurga
Davangere
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MISSION STATEMENT :
BESCOM SERVICES :
Improving the Quality of Power
In the coming years the main focus of BESCOM would be on improving
the distribution network by inducting the latest technologies. All our
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BESCOM STATISTICS :
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Introduction to HRM
Evolution of HRM
Earlier references: In western countries HRM had its primitive
beginning in 1930s. Not much thought was given on this subject in
particular and no written records or documents interesting to note HRM
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Nature of Human
Resource
Prospects Management Employee hiring
of HRM
Employee and
Human Resource executive
Industrial
Management Remuneration
Relations
Scope of HRM
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The following steps must form the basis of any training activity:
• Determine the training needs and objectives.
• Translate them into programs that meet the needs of the
selected trainees.
• Evaluate the results.
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There are few generalizations about training that can help the
practitioner. Training should be seen as a long term investment in
human resources using the equation given below:
Performance = ability (x) motivation
Training can have an impact on both these factors. It can heighten the
skills and abilities of the employees and their motivation by increasing
their sense of commitment and encouraging them to develop and use
new skills. It is a powerful tool that can have a major impact on both
employee productivity and morale, if properly used.
What is Training?
What is Development?
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Training objectives :
The personnel manager formulates the following training objectives
in keeping with the company’s goals and objectives:
To prepare the employees, both new and old to meet the present
as well as the changing requirement6s of the job and the
organization.
To prevent obsolescence.
To impart the new entrants the basic knowledge and skills they
need for an intelligent performance of a definite job.
To prepare employees for higher-level tasks.
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Classification of Training :
There are a number of training methods available. Use of particular
methods depends on the trainees’ viz., worker, supervisor, and
manager. Basically these methods can be classified into following
broad categories:
On the job training
Off the job training
In regard to employees, other than managers (executives following are
the methods of training:
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Apprenticeship Training:
Skilled worker and apprenticeship training. The duration of the
course/training depends on the nature of trade and desired skill level.
Apprenticeship training is normally given to artisans, electricians,
plumbers, bricklayers and the like. The duration normally varies from 2
to 5 years. This should not mix up with government sponsored
“Apprenticeship Training” for unemployed youth certain
underdeveloped nations like India. Apprenticeship training is carried
out under the guidance and intimate supervision of a master
craftsmans/expert worker/supervisior. During apprenticeship training
period, the trainee is paid less than that of a qualified worker.
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Simulation/Computer Modelling:
Any training activity in which actual working environment is artificially
created as near and realistic as possible, is called simulation training.
Case study analysis experimenting exercises, game playing, computer
modeling and vestibule training etc. come under this category. When
using computer-programming method artificially creates work
environment, we call it computer modeling.
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Vestibule Training :
In vestibule training, employees are trained on the equipment they are
employed, but the training is conducted away from the place of work.
For training a machineshop operator, a vestibule or separate room is
arranged for training in which all necessary equipment and machines
required in an actual machineshop are duplicated.
Programmed instruction:
Programmed instruction is a structured method of instruction aided
through texts, handouts, books, and computer aided instructions(CAI) .
In this case the instruction material and information is broken down in
meaningful units and arranged in a proper sequence to form a logical
method of learning package, the learning ability is tested and
evaluated in real time basis.
Retraining:
Technology is advancing at a very rapid pace. Hence obsolescence is a
major problem fixed by individual workers. Second problem faced by
the workers are the introduction of automation. Loyal workers of long
service, suddenly find themselves useless to the company. There are
many instances of protests and fear by many workers in various fields
like railways, posts and telegraphs, LIC, Banking etc..
Phases of training:
The various steps involved in the design and development of training
programme particularly for the employees are:
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Benefits of training
How Training Benefits the Organization :
Leads to improved profitability and/or more positive attitudes
toward profits orientation
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Research Problem
The Training programme plays an important role in increasing the
knowledge and skill of an employee for doing a particular job. Training
is a short term educational process and utilizing a systematic and
organized procedure by which employees learn technical knowledge
and skills for a definite purpose and then reward the employees based
on the performance through performance appraisal system after the
training programme are conducted. Therefore the study is completely
based on the training and development programmes conducted in
BESCOM .
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Research Methodology:
The purpose of the study is to understand the training and
development
programme followed in BESCOM. The methodology evolves from the
objectives
of the project and involves collecting primary and secondary data.
Research Design
The research design adopted is descriptive research design. It involves
fact-finding, Inquiries of different kinds etc. The researcher has a wide
variety of methods to consider, either singly or in combination. They
can be grouped as
1. Primary source of data
2. Secondary source of data
For this dissertation the data was collected from both the sources.
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Sample size
As the name indicates, sample size refers to the number of
respondents or the size of the sample, which is to be surveyed. Here
the sample size taken for the study was 40.
Sampling procedure
It refers to the definite plan adopted by the research for obtaining the
data from the respondents; the technique adopted here is to gather
data from sampling unit, questionnaire method and interview.
FORMULATION OF HYPOTHESIS
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NULL HYPOTHESIS
It states there is no significance difference between the sample value
and population value. This means that the observe difference is clue to
the random fluctuations Ho denotes the null hypothesis.
ALTERNATIVE HYPOTHESIS
In case the null is rejected, we should have the alternate hypothesis to
accept alternative hypothesis denoted by Ha.
Types of Errors
While testing hypothesis, there are four possible combinations between
the population value and sample value. The four combinations are:
Hypothesis is true & test accepts it.
Hypothesis is true & test rejects it. (Type 1 error)
Hypothesis is false & test accepts it. (Type 2 error)
Hypothesis is false & test rejects it.
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Level of significance
It is nothing but the probability of rejecting a true hypothesis and
denoted by α.
1-α gives the level of confidence of the experiment in taking the
decision. It is always preferable to keep the level of significance at a
low percentage. It means that we should not reject a true hypothesis. β
represents the risk of accepting a false hypothesis 1-β is called the
power of the test.
Acceptance region
This represents the region with in which the calculated of the statistics
must lie to accept the null hypothesis. If calculated value lies in this
region then the null hypothesis will be rejected.
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1. The time duration was very short, to complete the study in the
stipulated time.
2. The study is purely confined to BESCOM and based on the facts and
data provided by the company.
3. Due to time and financial constraints it was possible to interview 40
respondents though we selected 60 respondents. However, adequate
representation was given for all categories of employees and officers.
Profile of BESCOM
Development in BESCOM :
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Training in BESCOM :
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Training categories :
Training is being imparted to the following categories of employees
regularly.
• Linemen (including gangmen)
• Attenders
• Drivers
• Overseers/meter readers
• Jr. Assts / Daftary / Typists
• Assts / Sr. Assts
• AEES/AES/JES (including contract aes/jes)
• All women employees.
• AOS/AAOS
Training Methods adopted in BESCOM :
Classroom lectures:
Arranging classroom lecture to the participants which do not involve
much participation except some questions from participants. This is
suitable for large audience.
Talk:
Incorporates variety of techniques, allows participation and discussion
from trainees. Suitable for groups of not more than 20. Lack of
participation may reduce it to a lecture.
Discussion:
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Role-play:
Trainees asked to enact role they would be called upon to play in the
job. Suitable for subjects where near-to-life practices in the training
situation is helpful. Very useful in building confidence to handle real
problem.
Case study:
A history of some event or set of circumstances with the relevant
details examined by the trainees. It provides opportunities for
exchange of ideas and consideration of possible solutions.
Exercise:
Trainees asked to undertake a particular task leading to a required
result following the laid down steps. May be used to discover trainee’s
existing knowledge. Can be posted to individuals or to the groups.
Suitable for situations where the trainees need to practice.
Behavioural and attitudinal training - Key factors
• Stress management
• Health & eating the right food
• Attitude & motivation
• Team work
• Role play
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Technical Training :
• Energy Audit, AT & C Losses
• ES & D Code and Electrification of Layouts
• Works unit and Field works, Preventive Maintenance
• Safety Devices and Proper usage at working places.
• Rural Management System
• Fire fighting training for the cadre of linemen and Gangemen.
Job training – Key factors :
• Company accounts
• IE ACT – 2003 and ERC Filing
• Budget and Budgetary control
• Revenue
• Reforms
• Meter & Meter Testing
• Safety aspects and procedures
• ES & D Code
• RLMS, Distribution losses, Energy audit, Field works
• IT initiatives in BESCOM.
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EXTERNAL FACULTY
They have engaged following external faculty :
M/S. Cartman
M/S. Quality circle forum of india
M/S. Shine.
M/S. Expert solutions.
M/S. Chinmaya institute of management
M/S. Parimala consultants (for training drivers & attenders)
M/S. Central board for workmen education (for linemen)
Training sessions
• Training sessions are being continuously held at the hrd
centre right from 03.03.2004.
• HRD training commences at 9.30 am everyday and ends at
6.00 pm.
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Training to Trainers :
Dr.J.Jayathirtha of M/S Bullseye Consulting Group was contacted in this
regard. He has agreed to conduct this training programme for all the
internal trainers of BESCOM. he has also agreed to submit the
proposal for the same shortly.
In this connection, it is also proposed to identify more internal trainers
in BESCOM .
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3 AOs/AAOs 15 167
4 Senior Officers 65
5 AEs/JEs 268 774
6 Sr. Asst. /Asst. 259 779
7 Training for Trainers 23
8 Jr. Asst. /Typists 222 898
9 AEEs 31 225
10 PWD Engineers 264
11 Training for Lady Officers 113 439
12 Training for MT Engineers 58
13 Overseers/Meter readers 560 802
14 Training on System Audit 70
15 Attenders /Watchmen 182 202
16 Drivers 57 72
17 B&C Software Training 56 71
18 P/S, SPA, JPA 19 19
19 KAVIKA Personnel 62 62
20 NTPC Training 53 53
21 Retiring employees 18 18
Total 3444 8107
Super 10 subdivisions
In order to motivate the employees working in 10 subdivisions of
Bangalore (E2, E6, S1, S4, C4, C6 N1, N4, W4 AND W6) which are being
projected towards super subdivisions, a training on HRD, accounts and
technical is being imparted to these subdivisions to achieve specific
targets. So far, about 600 employees out of 1000 have been trained.
Impact of training
1. Public Affair Centre (PAC) an NGO conducts survey to evaluate the
performane of the service providers in Bangalore city viz., BESCOM,
BMP, BMTC, BDA, BWSSB & BSNL – once in 3 years.
2. The Third Citizen Report card on Bangalore’s public service
announced by the Public Affairs Center in December 2003/January
2004 has in fact ranked BESCOM among the top performers
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TOTAL 40 100%
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15%
ON THE
JOB
OFF THE
JOB
85%
From the Table1 and graph, it reveals that 85% of employees are
interested in on-the-job and only 15% of the employees are interested
in off-the-job.
REFRESHER 4 10%
SENSITIVITY 1 2.5%
CONVERGENT 4 10%
LATEST
TECHNOLOGY 8 20%
CEP 23 57.5%
TOTAL 40 100%
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REFRESHER
10%
3% SENSITIVITY
10%
CONVERGENT
LATEST
20% TECHNOLOGY
57%
CEP
INTRAPERSONAL 1 5%
INTERPERSONAL 12 30%
TECHNICAL 26 65%
TOTAL 40 100%
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5%
30% INTRAPERSONAL
INTERPERSONAL
65%
TECHNICAL
From the above Table3 and graph, it is highlighted that 65% of the
employees opine training is helpful for their technical activities, 30% of
the employees opine training is helpful for interpersonal activities and
only 2.5% said training is helpful for intrapersonal activities.
It clearly indicates that about 98% of respondents opine that the
training facilities so far offered was not helpful for the enhancement of
intrapersonal activities in the institution.
Hence, the organization should also give priority for conducting
training programmes which can enhance the intrapersonal activities.
YES 38 95%
NO 12 5%
TOTAL 40 100%
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5%
YES
NO
95%
From the above Table4 and graph, it can be viewed that 95% of the
employees are comfortable during the training programme, and only
5% are not comfortable during the training period.
Thus most of the employees are comfortable during the training
programme.
YES 36 90%
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NO 4 10%
TOTAL 40 100%
10%
YES
NO
90%
From the above Table5 and graph, it is analysed that 90% of the
employees are satisfied with the training programme they had and
only 10% are not satisfied with the training programme.
Thus it can be concluded that most of the employees are fully satisfied
with the training programme conducted by the organization.
WORK SHOP 2 5%
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TOTAL 40 100%
WORK SHOP
33% 5%
CLASS ROOMS
CONFERENCE
HALL 39%
23%
OUTSIDE THE
ESTABLISHMENT
The above are the places were the training are held, from the graph it
is viewed that 5% of them were trained in work shops, 39% in class
rooms, 23% in conference hall, 33% of them outside the establishment.
Hence, it can suggested that in order let out the fatigue it is better to
conduct some out station programme outside the factory specially for
the technicians and other skilled workers.
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ALL(1+2+3) 14 36%
TOTAL 40 100%
QUALIFIED &
EXPERIENCED
36% 50%
SKILLFUL &
KNOWLEDGEABLE
ENCOURAGED
CLASS
PARTICIPATION
3%
11% ALL
From the Table7, it is analysed that 50% of the employees view their
trainers as qualified and experienced, 12.5% of them are skillful and
knowledgeable, 3% of them encourage class participation and other
36% said trainers are qualified & experienced, skillful &
knowledgeable, and also encouraged class participation.
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NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
IMPARTIAL 4 10%
RUDE 0 0%
FRIENDLY 28 28%
TOTAL 40 100%
IMPARTIAL
34% 17%
RUDE
0%
FRIENDLY
EASY
49% GOING
From the above graph and Table8 it reveals that 10% of the employees
feel that trainers were impartial, 70% feel that trainers were friendly,
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20% feel they were easy going and finally employees feel none of the
trainers were rude that is 0%.
QUARTERLY 4 10%
HALF YEARLY 1 3%
ANNUALLY 19 47%
TOTAL 40 100%
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MONTHLY
40%
47%
QUARTERLY
HALF
YEARLY
ANNUALLY
3% 10%
From the above Table9 it reveals that, when all training courses are
held, 40% of them said the fact that courses are conducted monthly,
2.5% for half yearly, 10% for quarterly, 47.5% for annually.
The table clearly indicates that most of the training programme were
conducted monthly(40%) some of the training programs are conducted
even once in a year(47.5). The table further reveals that no training
programms is been conducted with a period duration of a fortnight.
TABLE 10: DURATION OF THE TRAINING PROGRAMME
NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
ONE DAY 1 3%
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FORTNIGHT 13 33%
TOTAL 40 100%
3% 10%
ONE DAY
33%
2-3 DAYS
ONE WEEK
54%
FORTNIGHT
NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
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APPRAISAL
ALL 14 35%
TOTAL 40 100%
WORK
SCHEDULE
15%
35% 5% PERFORMANCE
APPRAISAL
CONTINOUS
LEARNING
45% ALL
YES 4 10%
NO 36 90%
TOTAL 40 100%
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10%
YES
NO
90%
NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
YES 38 92%
NO 2 8%
TOTAL 40 100%
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8%
YES
NO
92%
NO. OF
PARTICULARS RESPONDENTS PERCENTAGE
YES 35 87%
NO 5 13%
TOTAL 40 100
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13%
YES
NO
87%
From the above table 87% of the employees opine is that there is an
increase in their self improvement and the remaining 13% have not
noticed any improvement.
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OPERATIONAL
SKILLS
13% EFFICIENCY
42% BEHAVIOUR
25% COMMUNICATI
ON SKILLS
TEAM BUILDING
10% 5% 5%
ALL
It is seen from the graph that ,training has enhanced in the following
areas like 12.5% in operational skills for few employees, 25% in
efficiency for others, 5% in Behaviour for others, 5% in communication,
10% in team building for few employees and other 43% feel that
training has enhanced them for all the areas stated.
Test of Hypothesis
Whether the training and development activities has reached the
employees or not .
Efforts are made in the study for proving the following hypothesis.
Information:
Sample size : 40
Number of respondents for “YES” : 38
Number of respondents for “NO” : 2
Assumptions:
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Given:
p = 38/40 = 0.92
P = 95% = 0.95
Q = 1-P = 1-0.95 = 0.05
n = 40
Therfore,
Zcal = │p-P│
√PQ/n
= √0.95×0.05/40
= 0.03
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Zcal = │0.92-0.95│
0.03
Ztab = 1.96
Conclusion
Zcal < Ztab
Therefore , we can infer that training and development activities has
reached the employees effectively.
Findings
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BIBLIOGRAPHY
BY K. ASWATHAPPA
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ANNEXURES
Questionnaire :
A project undertaken by Prathibha M, On the Training programmes
conducted
at BESCOM. [Please tick ( ) the appropriate answers]
1. Name (optional):
Designation (optional):
3. What according to you is Training?
An instrument of change.
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