Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
MR UMESH SINGH
General Manager(P&IR)
INTRODUCTION
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TYPE :- COAL SERVICE PROVIDER
AVAILABILITY :- COUNTRYWIDE
WEBSITE :- WWW.CCL.IN
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(From 28.03.2017 to 28.04.2017)
Submitted by
GAURAV SAURABH
REGISTRATION NO:
P. K. Lala
RANCHI
Of
(2017-2019)
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Whenever people interact in organizations, many factors come into
play.Moderno r g a n i z a t i o n a l s t u d i e s a t t e m p t t o u n d e r s t a n d a n
d m o d e l t h e s e f a c t o r s . L i k e a l l modernist social sciences, o
rganizational studies seeks to control, predict, and explain
GAURAV
SAURABH
(BBA 5 th SEM)
DECLARATION
I Gaurav , student of MBA , declare that I have done the project on “ A Study of
Program- during academic year-2016-19. All the data represented in this project is
true & correct to the best of my knowledge & belief. I also declare that this project
report is my own preparation and not copied from anywhere else. I take this
opportunity to express my deep sense of gratitude, thanks and regards towards all
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of those who have directly or indirectly helped me in the successful completion of
this project.
allowed me to take training at CCL. I would also like to thank IR-L, DEPARTMENT ‘s
Staffs for their wonderful€ support & inspirable guiding. I also thank Pushpak Kumar
Date: -
Place: -
Signature
STUDENT’S DECLARATION
I hereby declare that this report, submitted in partial fulfillment of
the requirement of the requirement for the award for the MBA, HR
Management, to RANCHI COLLEGE, RANCHI is my original work
and not used anywhere for award of any degree .
Place: Ranchi
Signature
Name: GAURAV SAURABH
Class: BBA, H.R Management
Semester : 3 years
Roll No:
6
MBA Project Reports Acknowledgement
“It is not possible to prepare a project report without the
(GAURAV SAURABH)
ACKNOWLEDGMENT
organization .
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BOARD OF ORGANIZATIONAL SETUP
PERSON DESIGNATION
9
CERTIFICATE
THIS IS TO CERTIFY THAT PROJECT ON “ORZATIONAL
BEHAVIOUR” IN CCL, RANCHI HAS BEEN CARRIED OUT BY
CONTENT
Chapter Title
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1. INTRODUCTION
a) Types of coal
b) Production of coal in other parts of world
c) Objective
d) Gradation of coal
2. REVIEW OF LITERATURE
3. RESEACH METHODOLOGY
4. DATA ANALYSIS
BIBLIOGRAPHY
APPENDIX
INTRODUCTION
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INTRODUCTION OF COAL
Coal from the Old English term “coal”, which has meant "mineral of fossilized carbon" since
the 13th century is a combustible black or brownish-black sedimentary rock usually
occurring in rock strata in layers or veins called coal beds or coal seams. The harder forms,
such as anthracite coal, can be regarded as metamorphic rock because of later exposure to
elevated temperature and pressure. Coal is composed primarily of carbon along with
variable quantities of other elements, chiefly hydrogen, sulfur, oxygen, and nitrogen.
FORMATION OF COAL
At various times in the geologic past, the Earth had dense forests in low-lying
wetland areas. Due to natural processes such as flooding, these forests were buried
underneath soil. As more and more soil deposited over them, they were compressed.
The temperature also rose as they sank deeper and deeper. As the process
continued the plant matter was protected from biodegradation and oxidation, usually
by mud or acidic water.
This trapped the carbon in immense peat bogs that were eventually covered and
deeply buried by sediments. Under high pressure and high temperature, dead
vegetation was slowly converted to coal. As coal contains mainly carbon, the
conversion of dead vegetation into coal is called carbonization.
The wide, shallow seas of the Carboniferous Period provided ideal conditions for
coal formation, although coal is known from most geological periods. The exception
is the coal gap in the Permian–Triassic extinction event, where coal is rare. Coal is
known from Precambrian strata, which predate land plants — this coal is presumed
to have originated from residues of algae.
USES OF COAL
Coal is the most important & abundant fossil fuel in India and accounts for 55% of India's
energy need. India's industrial heritage was built upon indigenous coal, largely mined in the
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eastern and the central regions of the country. India is, however, poorly endowed with oil
assets and has to depend on crude imports to meet a major share of its needs (around 70
percent).
A large population of India in the rural areas depends on traditional sources of energy such
as firewood, animal dung and biomass. The usage of such sources of energy is estimated
at around 155 mtoe per annum or approximately 47 percent of total primary energy
use.Coal has been recognized as the most important source of energy for electricity
generation in India. About 75% of the coal in India is consumed in the power sector. In
addition, other industries like steel, cement, fertilizers, chemicals, paper and thousands of
medium and small-scale industries are also dependent on coal for their process and energy
requirements.
In the transport sector, though direct consumption of coal by the Railways is almost
negligible on account of phasing out of steam locomotives, the energy requirement for
electric traction is still dependent on coal converted into electric power.
The coal reserves of India up to the depth of 1200 m have been estimated by the
Geological Survey of India at 247.85 billion tones as on January 1, 2005 of which 92 billion
tonnes are proven. Hard coal deposits spread over 27 major coalfields, are mainly confined
to eastern and south central parts of India.
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capitalisation was INR 1.952 trillion (US $35.9 billion) making it India's 5th most
valuable company by market value.
with the dawn of the Indian independence a greater need for coal production was felt in the
First Five Year Plan. In 1951 the Working Party for the coal Industry was set up which
included representatives of coal industry, labour unions and government which suggested
the amalgamation of small and fragmented producing units. Thus the idea for a nationalized
unified coal sector was born. Integrated overall planning in coal mining is a post-
independence phenomenon. National Coal Development Corporation was formed with 11
collieries with the task of exploring new coalfields and expediting development of new coal
mines.
With the Government's national energy policy the near total national control of coal mines in
India took place in two stages in 1970s. The Coking Coal Mines (Emergency Provisions)
Act 1971 was promulgated by Government on 16 October 1971 under which except the
captive mines of IISCO, TISCO, and DVC, the Government of India took over the
management of all 226 coking coal mines and nationalized them on 1 May, 1972. Bharat
Coking Coal Limited was thus born. Further by promulgation of Coal Mines (Taking over of
Management) Ordinance 1973 on 31 January 1973 the Central Government took over the
management of all 711 non-coking coal mines. In the next phase of nationalization these
mines were nationalized with effect from 1 May 1973 and a public sector company named
Coal Mines Authority Limited (CMAL) was formed to manage these non coking mines.
A formal holding company in the form of Coal India Limited was formed in November 1975
to manage both the companies.
CIL having fulfilled the financial and other prerequisites was granted the Maharani
recognition in April 2011. It is a privileged status conferred by Government of India to select
state owned enterprises in order to empower them to expand their operations and emerge
as global giants. So far, the select club has only five members out of 217 Central Public
Sector Enterprises in the country.
Unmatched Strategic Relevance:-
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1. Produces around 81.1% of India's overall coal production
2. In India where approximately 52% of primary commercial energy is coal dependent, CIL
alone meets to the tune of 40% of primary commercial energy requirement
5. Accounts for 76% of total thermal power generating capacity of the Utility sector
Thus, plays a key role in "India Growth Story" and making India incorporate globally
competitive.
Majority of the coal producing states are found in the eastern part of India comprising part
of Jharkhand, Orissa, Chhattisgarh and West Bengal. Jharkhand is the largest coal
producing state in the country followed by Orissa, Chhattisgarh, West Bengal, Madhya
Pradesh, Andhra Pradesh and Maharashtra.
1. Jharkhand: 38% of the total reserves of India are found in this state. Darla is the most
important and most productive coal field in India. The field accounts for 100% of the
country’s prime coking coal production. Other significant coal producing regions of this state
are Bokaro, North Karanpura, South Karanpura, Girded, Ramgarh, Daltonganj and
Rajmahal.
2.Orissa (Odisha): Orissa account for around 13.4% of the country’s total production.
Talcher and RanapurHimgir are the two important coal fields. Talker accounts for nearly
3/4th of the total coal reserve of the state.
3. Chhattisgarh and Madhya Pradesh: Major coal fields are Korba, Umaria, Singrauli,
Chirmiri and Sohagpur. Other coal fields include PenchKanhan, Mohpani, Sonhat, Jhilimili,
Bisrampur, Raigarh and Tatapani – Ramkola.
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4. Andhra Pradesh: The major coal producing districts are Adilabad, Karimnagar,
Warangal, Khammam, East Godavari and West Godavari. Major coal fields are Tandur,
Singareni, Kothagudem and Ramagundam.
5. Maharashtra: The major coal fields are found in Nagpur-Wareham region. The important
mining areas are – Wardha, Ballarpur, Chanda and Kamahi.
6. West Bengal: Raniganj is the largest coal field of West Bengal and the second biggest in
India in terms of total reserve. The coal fields of Asansol are also famous. Recently a large
coal field has been discovered in Mejia in the Bankura district.
Vision
To emerge as a global player in the primary energy sector committed to provide energy
security to the country by attaining environmentally & socially sustainable growth through
best practices from mine to market.
Mission
To produce and market the planned quantity of coal and coal products efficiently and
economically in an eco-friendly manner with due regard to safety, conservation and quality.
9. The consultancy company is Central Mine Planning and Design Institute Limited
North Eastern Coalfields (NEC) a small coal producing unit operating in Margherita, Assam
is under direct operational control of CIL.
Coal India's major consumers are Power and Steel sectors. Others include Cement,
Fertilizer, Brick Kilns, and small scale industries.
CORPORATE STRUCTURE
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Central Coalfields Limited
Central Coalfields Limited (CCL) is a subsidiary of Coal India Limited (CIL), an undertaking
of the Government of India. CCL manages the nationalized coal mines of the Coal Mines
Authority, Central division. The registered and corporate office is at Darbhanga House,
Ranchi, Jharkhand.
It presently has 62 mines (22 underground, 40open cast) in the Coal belt of East Bokaro,
West Bokaro, North Karnpura, South Karnpura, Ramgarh and Giridih. Their facilities include
seven coal preparation plants, three for non-coking coal and four for medium coking coal.
They earned their Mini Ratna status in 2007.The majority of coal field is in Khalari
commonly two branches are Piparwar-area and Asoka coal field.
Central Coalfields Limited is a Category-I Mini-Ratna Company since October 2007. During
2009-10, coal production of the company reached its highest-ever figure of 47.08 million
tones, with net worth amounting to Rs. 2644 core against a paid-up capital of Rs. 940 crore.
Formed on 1st November 1975, CCL (formerly National Coal Development Corporation Ltd)
was one of the five subsidiaries of Coal India Ltd. which was the first holding company for
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coal in the country (CIL now has 8 subsidiaries).
CCL had a proud past. As NCDC, it heralded the beginning of nationalization of coal mines
in India.
National Coal Development Corporation Ltd. (NCDC) was set up in October, 1956 as
Government-owned Company in pursuance of the Industrial Policy Resolutions of 1948 and
1956 of the Government of India. It was started with a nucleus of 11 old state collieries
(owned by the Railways) having a total annual production of 2.9 million tonnes of coal.
Until the formation of NCDC, coal mining in India was largely confined to the Raniganj coal
belt in West Bengal and the Jharia coalfields in Bihar (now in Jharkhand), besides a few
other areas in Bihar (now in Jharkhand) and a part of Madhya Pradesh (now Chattishgarh
also) and Orissa.
From its very beginning, NCDC addressed itself to the task of increasing coal production
and developing new coal resources in the outlying areas, besides introducing modern and
scientific techniques of coal mining.
In the Second Five Year Plan (1956-1961) NCDC was called upon to increase its
production from new collieries, to be opened mainly in areas away from the already
developed Raniganj and Jharia coalfields. Eight new collieries were opened during this
period and the production increased to 8.05 million tonnes by the end of Second Plan.
During Third Five Year Plan (1961-1966), though the Corporation had built up a much larger
production capacity, it could not be utilized due to a sluggish domestic coal market.
Production had, therefore, to be pegged down and the development of several collieries
undertaken from the early part of the Plan period, had to be suspended. By this time, the
contribution of NCDC to the nation’s coal production (67.72 million tones) increased to
around 9.6 million tonnes.
Vision of CCL
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The Mission of CCL is to produce and market the planned quantity of coal and
coal products efficiently and economically with due regard to safety,
conservation and quality.
The main thrust of CCL in the present context is to orient its operations
towards market requirements maintaining at the same time financial viability
to meet the resource needs.
Mission of CCL
Objectives Of CCL
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ORGANISATIONAL STRUCTURE OFCENTRAL COALFIELDS LIMITED
Formation of CCL
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The CMAL, with its three divisions continued up to 1st November 1975 when it was
renamed as Coal India Limited (CIL) following the decision of Govt. of India to restructure
the coal industry. The Central Division of CMAL came to be known as Central Coalfields
Limited and became a separate company with the status of a subsidiary of CIL, which
became the holding company.
Strengths
-High growth rate
-Barriers of market entry
-Weaknesses
-Tax structure
Opportunities
Global markets
-New markets
Threats
Rising cost of raw materials
-Government regulations
-Price Changes
-External Business Risks
-Increasing Costs
-Financial Capacity
-Growing Competition And Lower Profitability
-Increase In Labor Costs
-Global Economy
Organization behavior is the study of the way people interact within groups. Normally
these studies applied in an attempt to create more efficient business organizations.
The central idea of the study of organizational behavior is that a scientific approach
can be applied to the management of workers.
Organizational behavior theories are used for human resources purposes to maximize
the output from individual group member.
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It can be defined as the understanding, prediction, and management of human
behavior both individually or in a group that occur within an organization. I intend to
carry out this study in Central Coalfield Limited.
CCL is a subsidiary of Coal India Limited (CIL) and is a “Mini-ratna” public sector
undertaking under ministry of coal, Government of India with headquarters in Ranchi,
Jharkhand. It has operation in the state of Jharkhand.
CCL manages the nationalized coalmines of the coalmines authority, central division.
CCL is headquartered at Darbhanga house, Ranchi, Jharkhand. It presently has 62
operative mines (22 underground and 40 opencast) in areas of east Bokaro ,west
Bokaro, north karanpura, south karanpura, ramgarh , giridih and hutar.
2) LITERATURE REVIEW
OVERVIEW
Chester Barnard recognized that individual behave differently when acting in their
organizational role than when acting separately from the organization.
HISTORY
Thus CCL follow the history of organizational behavior and also correlates with it. It is
the type of public sector undertaking government owned and it is the industry of
coal. CCL was founded on 1st November 1975. Its headquarters are located in Ranchi,
Jharkhand. Its key people are Gopal Singh, CMD. Its products is coal whose net
income= INR 965.79 CRORE (2010). There are number of employees 53 to
86(31.07.2010). The website of CCL is http://www.centralcoalfield.in/ind.
A variety of methods are used in organizational behavior, many of which are found in
other social sciences.
QUANTITATIVE METHOD
COMPUTER SIMULATION
It is a prominent method in organizational behavior. While there are many uses for
computer simulation, most OB researcher has used computer simulation to
understand how organizations or firms operate. More recently, however, researchers
have also started to apply computer simulation to understand individual behavior at a
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micro level, focusing on individual and interpersonal cognition and behavior such as
the thought process and behaviors that makeup team work.
QUALITATIVE METHOD
3) RESEARCH OBJECTIVE
4) RESEARCH PROBLEM
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A research problem is a definite or clear expression about an area of concern, a
condition to be improved upon, a difficulty to be eliminated, or a troubling
question that exist in scholarly literature, in theory, or within existing practice that
point to a need for meaningful understanding and deliberate.
5) RESEARCH METHODOLOGY
The figure summarizes the relationship between the practical behavior problems and
unanswered questions facing today’s manager, research methodology, and the
exciting body of knowledge
When a question arises, or an issue evolves, the first place to turn for an answer is
the current body of the knowledge .It is possible that the question can be answered
immediately or the problem solve without going any further .Unfortunately the
answer is not always found in the body of knowledge and must be discovered
through appropriate research methodology. Although behavioral science in general
compared to the physical and biological sciences is relatively young, and the only field
of organizational behavior is even younger. Its direct origin go back only to the early
1970s .There is now enough accumulative knowledge that organizational behavior
principles can be provide for the effective management of human behavior in
organization . It is the research techniques of meta analysis shows what work and the
condition under which management techniques may work better or worse in the real
world .
Meta analysis is based on simple idea that if once study shows that a management
techniques doesn’t work and another study shows that it does , an average of those
result is probably the best estimate of how well that management practice work(or
doesn’t work) Although we believe that there are now enough research studies in
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some areas of organizational behavior to be quantitatively synthesized through meta
analysis into guiding principles , it is also recognized that many questions and
problems organizational behavior cannot be answered or solve directly by existing
knowledge , as the accompanying ob in action . A working knowledge of research
methodology becomes especially important to future managers, both as knowledge
and critical consumers of the rapidly expanding literature reporting the result of
organizational behavior research and as sophisticated practitioner’s research method
who solve difficult problems in the work place.
It has often been said that there is nothing as practical as a good theory. The editors
of a general of applied psychology recently declare “theory tells us why something
occurs not simply what occurs”.
Yet, student of organization behavior are usually “turned off” by all the theories that
pervade the field.
The reason for all the theories, off course is the still relative newness of the field and
the complexity and multidimensionality of the variables involved.
The purpose of any theory, including those found in organization behavior, is to
explain and predict the phenomenon in question. Theories allow the researcher to
deduce logical proposition or hypothesis that can be tested by acceptable research
design.
However, as don Ham brick point out, theory by its very nature is a simplification of
reality. When we develop or test theory we inevitably exclude an array of factors that
might potentiality effect the phenomenon under examination. Thus, theories are ever
changing on the basis of the empirical result. In other word, theory and research go
hand in hand. After pleading for more and stronger theory in organizational behavior,
Sutton and staw have pointed out that references, data, list of variable and
constructs, diagrams and hypothesis are not theory. Instead, they point out that-
Theory is the answer to queries of why.
Theory is about the connection among phenomenon, a story about why acts, events,
structure and thought occur.
Theory emphasizes the nature of casual relationship, identifying what comes first as
well as the timing of such events.
Strong theory, in our view, delves into the underlying processes to understand the
systematic reason for a particular occurrence or non occurrence. Such theory is not
easy. Theorizing takes scientist on, mental journey between the worlds of observe
event. Such as falling apples and the imaged world by hypothetical concept a
challenge.
As Samantha Ghoshal recently noted our theories and idea have done much to
strengthen the management practice that we all are so now so loudly condemning.
This is also danger that theories can become self-fulfilling without empirical
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verification. As recently noted by Ferraro, Prefer, and Sutton, theories can win in the
marketplace for idea, becomes and taken for granted and normatively valued,
therefore creating condition that make them come true. However, as Karl weick,
perhaps the most widely recognize theories in organization behavior, note: a good
theories explains, predict and delights.
The three design most often used in organizational behavior research today are:-
1. Survey
All three have played important role in the development of meaningful
knowledge.
All three designs can be used for effectively for researching organizational behavior.
COMMUNICATION:
People were encouraged to participate and they could easily communicate with their
co-workers. Few of the things that we noticed about their communication flow were:
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Employees and workers are encouraged to participate in decision making to some
extent. They are asked their opinions in any new package that the company is offering.
But mostly at higher level, GM of all the departments interacts with each other for
major decisions. And the lower level is informed about the decision.
They mostly contact through a phone call or email. In a way we see that there is an
open communication channel within the company.
There is the network of communication links within organization, to achieve the goals as
well as institutional objectives.
INTERNAL COMMUNICATION:
CCL has maintained open communication channels both downward and upward in the
company’s hierarchy. This is quite effective in creating a good working environment for the
employees.
Mostly all the conversation that is being carried on is through e-mails within departments
and employees. All sorts of announcements are made through e-mails most of the time no
such memos are used.
Downward Communication:
Downward communication takes place when managers like to inform or educate the
employees.
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Upward Communication:
The message or any other data which is sent to authorities by the employees is
called upward communication.
Through this, top management can maintain continuous touch with the low levels.
In absence of this communication top level will be isolated and in the long run
managers will be totally fail to manage people and work
Examples include, Complaints about working conditions or about any other negligent
employee. The medium used include letters and emails.
EXTERNAL COMMUNICATION:
In CCL the external communication means sending messages to persons outside the
company. The sources used by Nestle for its external communication are as follows
By Annual Report
Media Advertisement
Print media advertisement
By giving packages
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Through services
Through Presidents message
Commercials breaks
Cultural Difference:
Since CCL is a multinational company having thousands of employees from different areas
and having entirely different culture, it faces a great problem in its day to day business
activities.
Emotional Interference:
CCL has a huge area all over the world. And operate this huge mob employees is not an
easy task. There are many reasons in which the employees become anger and which may
cause of barriers.
Nestle in Lahore is the land office in Pakistan which deals to the whole Pakistan. There are
millions of message which come from customer and they have not enough time to read and
reply, thus barrier in communication.
“Individuals are the bricks of an organization and Individuals create groups and groups
create organization”
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CCL organizational behavior focuses primarily on two major areas. Organization behavior
looks at individual behavior based mainly on contributions from psychologist; this area
includes such topics as personality, perception, learning and motivations. Nestle knows the
importance of individuals (MAN) who are the main bricks for organization behavior. Nestle
has been placing greater focus on employee empowerment and participation, which are
essential for long-term growth and success of the company, and therefore employees have
been encouraged to put forward their issues, concerns and suggestions. Nestle trust its
employee’s focus on integrity, competence, consistency, loyalty and openness. Manager
stops at people desks during the day to chat with them about their work, keeping up to date
also earns the trust of employees.
Secondly their organizational behavior is concerned with group behaviors, which influence
roles, team building and conflict. The organization group behavior is good. Once the
individuals are skillful, energetic, responsible, agreeable etc, then it is easy to make form
successful groups.
In order to make all business affairs transparent, smooth and effective, following
committees and teams have been formed which work cohesively and independently:
Biographical Characteristics
AGE:
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GENDER:
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Tenure
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ORGANIZATIONAL CULTURE OF CCL
ORGANIZATION CULTURE
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Top manager is aware of his rights privileges responsibilities and
outcome of efforts being invested.
LEADERSHIP:
Leadership is the manner and approach of providing direction,
implementing plans, and motivating employees in the organization. A
Manager’s leadership style contributes, to the subordinates’
incentive, work fulfillment, and the work growth in the
organization. Leadership plays a vital role for the success of
organization. Lack of leadership does not lead to increased
employee turnover, increase absenteeism, and dissatisfied customers
from poor customer service.
In CCL 53% of the employees feel that their managers are employee
oriented leaders and remaining 47% feels that their managers are
task orientated leaders. So this shows that the CCL has got the
combination of leaders that are task oriented and leadership
oriented. This shows that CCL have the leaders that perform better
in all situations and can manage their teams more effective.
Task-Oriented:
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A manager with a task-oriented style will have work results as his
major concerns and therefore, he will enlarge rigid policy that
would lead the subordinates to reach the preferred results.
Employee-oriented:
A manager with an employee-oriented behavior objective is to
improve the employee’s confidence and influence them to work
jointly and to resolve the problems.
Participative:
In CCL the leadership style is participative in which the leader
involves one or more employees in the decision making process
(determining what to do and how to do it). The leader allows the
employees to make the decisions. However, the leader is still
responsible for the decisions that are made. This is used when
employees are able to analyze the situation and determine what
needs to be done and how to do it. Positive leaders use rewards,
such as education, independence, etc. to motivate employees.
Legitimate Power:
Expert Power:
LEARNING:
In CCL learning is done to make the employees skilled at creating,
acquiring, transferring knowledge, and to enhance their skills. In
an Organization learning is a long-term activity that builds
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competitive advantage over time and requires sustained management
attention, commitment, and effort. In CCL collaboration with team
members give the employees opportunity for learning social,
technical and creative skills. When learning is effective the
organization is highly aware of how to motivate its employees in
the best ways. Rewards, such as education, bonuses are given to
motivate employees. There are different kinds of rewards CCL gives
to their employees which are as follows:
Cash bonuses
Promotions
Make team leader
Increments in salaries
Allowances like (U/G allowance, HRA, mobile allowance ETC.)
Overall employees are somewhat satisfied with their jobs but not
completely. There is need of improvement to make employees more
satisfied so that they can perform well.
Training:
Career Advancement:
Discrimination:
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According to employees, they face or experiences not any form of
discrimination in CCL. They are fairly treated by their boss
Working environment:
Almost all the employees are satisfied with their physical working
of employees. CCL aim’s to ensure a workplace that necessitates
open and respectful communication between the employees’ abilities.
Recognition:
CONFLICT MANAGEMENT:
PERSONALITY:
Competitiveness
Strong Achievement-Orientation
Multi-tasking
Aggressiveness
Strive to think or to do more things at once.
A commitment to achieve goals and an intense desire to
compete.
Always in a hurry
Code of Conduct
In line with CCL management’s effort to maintain the decorum and
ensure an environment that is cohesive to the development and
success of the people, a Code of Conduct has been put in place
where the following activities can result in disciplinary action:
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1. Unsatisfactory and negligent job performance.
2. Excessive and unauthorized absence from duty.
3. Unsatisfactory safety performance.
4. Reporting on duty under the influence of drug or intoxicants.
5. Absence from duty without notice or permission from the
supervisor unless the cause of absence prevents giving notice.
6. Using influence for promotion, transfer or posting.
7. Conduct that violates common decency and morality.
8. Engaging in a fight or in activity that could provoke fighting
on site property.
9. Insubordination or deliberate refusal to comply with
reasonable requests or instructions.
10. Use or possession of weapons, ammunitions, explosives,
intoxicants, illicit drugs ornarcotics on site.
11. Acts of “horse play” on site property.
12. Gambling on site property or bringing illegal gambling
paraphernalia on to the site.
13. Theft or unauthorized removal of site property or property
belonging to site employee, contractor and vendor.
14. Intentional damage to site, employee, contractor or vendor
property.
15. Dishonest act or fortification of records, including the
giving of false information when required.
16. Bringing combustible material on site or having any type of
match sticks, cigarette lighter or flame producing device in
restricted areas.
17. Smoking except in designated areas.
18. Using or divulging without permission, any confidential
information gained through employment at the site.
19. Physical, mental or sexual harassment of fellow employee
including threat to do bodily harm.
20. Crime involving fraud, indecency, breach of dignity or public
morals and other serious offences.
21. Any other commission or omission which, in the opinion of the
company, requires/justifies dismissal/termination of employment.
ANALYSIS:
After studying various issues related to the organizational
behavior within the organization we analyzed that
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There are different kinds of rewards CCL gives to their employees
which are as follows:
Bonuses
Promotions Make team leader
Increments in salaries
Allowances like ( fuel allowance, mobile allowance)
We found very different kind of reward in CCL that they motivate
their employees whose performance is not up to the mark by giving
them the salaries equivalent to the market value of the any other
employee of same rank so as to motivate their employees. Many of
the employees are being rewarded after accomplishment of their
sales target in such a way that their management take them to the
picnic or invite them for dinner frequently. And another very
interesting fact which I found in Nestle is that their management
does not fire their employees even their performance level is not
up to the mark.
44
Communication between the employee’s abilities. Almost all the
employees are satisfied with their physical working of employees.
CCL has got the combination of leaders that are both task oriented
and leadership oriented. This shows that Nestle have the leaders
that perform better in all situations and can manage their teams
more effective and efficiently.
RECOMMENDATIONS:
45
1. Meaning of Organization BEHAVIOUR:
Organizational behavior (OB) is the study of the way people interact within groups. Normally
this study is applied in an attempt to create more efficient business organizations. The
central idea of the study of organizational behavior is that a scientific approach can be
applied to the management of workers. Organizational behavior theories are used for human
resource purposes to maximize the output from individual group members.
46
other things, take into account the ways in which identity and background can inform
decision making.
Academic Focuses
Academic Programs focusing on organizational behavior are usually found in business
schools, and schools of social work and psychology. They draw from the fields of
anthropology, ethnography, and leadership studies and use quantitative, qualitative, and
computer models as methods to explore and test ideas. Depending on the program, one
can study specific topics within organizational behavior, or broader fields.
The topics covered by Micro OB include cognition, decision making, learning, motivation,
negotiation, impressions, group process, stereotyping, and power and influence.
Macro OB covers organizations as social systems, dynamics of change, markets,
relationships between organizations and their environments, as well as identity in
organizational process, how social movements influence markets, and the power of social
networks.
OB in Practice
Findings from the organizational behavior body of research can be used by
executives and human relations professionals to better understand a business’s
culture, how that culture may facilitate or hinder productivity and employee
retention, and how to best evaluate candidates skill set and personality during the
hiring process.
The application of theory and knowledge from the field of organizational behavior
can be broken down into sections of personality, job satisfaction and reward
management, leadership, authority, power, and politics. There is rarely one correct
way to assess the right way to manage any of these things, but OB research can
provide a set of guidelines and topics to follow.
Personality – essentially a series patterned behavior – plays a large role in the way a
person interacts with groups and produces work. Knowing a person’s personality,
either through a series of tests or through conversation can give a better idea of
whether they are a fit for the environment they’d be hired into, and how best to
motivate that person.
Theories around job satisfaction vary widely, but some argue that a satisfying job
consists of a solid reward system, compelling work, good supervisors, and
satisfactory working conditions.
Leadership, what it looks like and where it is derived from is a rich topic of debate
and study within the field of organizational behavior. When one views it connected to
management, it can be either broad, focused, centralized or de-centralized, decision-
oriented, intrinsic in a person’s personality or a result of a place of authority.
Power, authority, and politics all operate inter-dependently in a workplace.
Understanding the appropriate ways, as agreed upon by a workplace rules and
general ethical guidelines, in which these elements are exhibited and used are key
components to running a cohesive business
47
In the recent past , CCL is developing his organization with the combination of electronic
media.
Aadhar based Bio Matrics attendance system has been introduced in the
Central Coalfields Limited to making attendance to the employee. It is a device
connected with Wi-Fi . Every employee has a PIN which is his last eight digit of
his/her Aadhar number. Employee has to put his one of his fingure of hand for
his/her authentication. After putting his attendance in Bio Matrics device his
attendance opened at the time mentioned therein and he has to repeat the
same at the time of closing.
2. Starting of E-Office.
E-Office has been introduced in the CCL for movement of the file. This type of
system encourage t o use less paper in the office and also quick movement of
file.
Loading Steps
Point the muzzle in a safe direction.
Put the safety on if the firearm can be loaded with the safety on.
Unloading Steps
Point the muzzle in a safe direction.
Coal and Power Minister Piyush Goyal will tomorrow launch the Contract
Labour Payment Management System, a portal of Coal India, to keep a tab on
compliance of labour payment and other benefits to contract workers.
The minister will also felicitate employees for their “path-breaking work”
towards lighting up India in the last two years, the Coal Ministry said in a
statement.
The Web portal is created for monitoring compliance of labour payment and
other benefits to contract workers under the Contract Labour (Regulation &
Abolition) Act, 1970.
The system has in-built mechanism to validate minimum wages paid, generate
wage slips and employment cards, among others, for contract workers as
required under the Act.
7. Vision 20-20.
20/20 vision is a term used to express normal visual acuity (the clarity or
sharpness of vision) measured at a distance of 20 feet. If you have 20/20
vision, you can see clearly at 20 feet what should normally be seen at that
distance. If you have 20/100 vision, it means that you must be as close as 20
feet to see what a person with normal vision can see at 100 feet.
Having 20/20 vision does not necessarily mean you have perfect vision. 20/20
vision only indicates the sharpness or clarity of vision at a distance. Other
important vision skills, including peripheral awareness or side vision, eye
49
coordination, depth perception, focusing ability and color vision, contribute to
your overall visual ability.
8. New HR Policy.
They represent specific guidelines to HR managers on various matters
concerning employment and state the intent of the organization on different
aspects of Human Resource management such as recruitment, promotion,
compensation, training, selections etc.
RESEARCH OBJECTIVES
The study is focused on achievement of following objectives.
RESEARCH METHODOLOGY
Objectives, Functions, Schemes and Organizational
Structure
The core objectives of MoC are linked to its vision of securing the availability of coal
to meet the demand of different sectors of the economy in an eco-friendly and
sustainable manner and the overall mission of augmenting production through
Government companies as well as the captive mining route by adopting state-of-the-
art, clean-coal technologies; enhancing exploration efforts with thrust on increasing
proven resources and developing the necessary infrastructure for prompt evacuation
of coal Sector.
1.1 Objectives
Ensuring achievement of Annual Action Plan targets for coal production and off-
take, OBR removal, lignite production and lignite based power generation.
Infrastructure development to augment coal and washed coal production.
Leveraging technology to minimize environmental externalities.
Cutting edge research and development initiatives.
Enhancing exploration to augment resource base.
Quality and reliability in customer services.
Expeditious and joint solutions to inter-ministerial issues.
50
Improving efficiency of Coal India
Attracting private investments
Allocating new coal blocks in a transparent manner.
1.2 Functions
Facilitating exploration, development and exploitation of coking and non-coking coal and
lignite reserves in India.
All matters related to production, supply, distribution and prices of coal.
Development and operation of coal washeries other than those for which Department of
Steel is responsible.
Administration of the Coal Mines (Nationalisation) Act, 1973; Mines and Minerals
(Development and Regulation) Act, 1957; the Coal Mines (Special Provisions) Act, 2015; the
Coal Bearing Areas (Acquisition and Development) Act, 1957; the Coal Mines Provident
Fund and Miscellaneous Provision Act, 1948; rules under the Mines Act, 1952 for levy and
collection of excise duty on coke and coal produced and dispatched from mines; the Coal
Mines (Conservation and Development) Act 1974 and other Union laws related to coal and
lignite and sand for stowing and the business incidental to such administration
1.3 Schemes
1.5 Coal India Limited (CIL) and its Subsidiary Coal Companies:
The Ministry of Coal has under its administrative control the Coal India Limited, a
Maha-ratna category Public Sector Undertaking with eight subsidiary companies
namely:-
Bharat Coking Coal Limited at Dhanbad, Jharkhand
Central Coalfields Limited at Ranchi, Jharkhand
Eastern Coalfields Limited at Sanctoria, West Bengal
51
Western Coalfields Limited at Nagpur, Maharashtra
South Eastern Coalfields Limited at Bilaspur, Chhattisgarh
Northern Coalfields Limited at Singrauli, Madhya Pradesh
Mahanadi Coalfields Limited at Sambalpur, Odisha
Central Mine Planning and Design Institute Limited at Ranchi, Jharkhand
The CIL and its subsidiaries are incorporated under the Companies Act, 1956 and
are wholly owned by the Central Government. The Coal mines in Assam and its
neighboring areas are controlled directly by CIL under the unit North Eastern
Coalfields.
The Ministry of Coal has under its administrative control the Neyveli Lignite
Corporation Limited, a Navaratna PSU, with its registered office at Chennai and
corporate office at Neyveli in Tamil Nadu. The company is engaged in exploitation
and excavation of lignite, generation of thermal power and sale of raw lignite.
1.7 Singareni Collieries Company Limited (SCCL):
In addition to CIL and its subsidiaries and Neyveli Lignite Corporation Limited, there
is another Coal company in the public sector, namely, the Singareni Collieries
Telangana and Government of India, with equity capital shared in the ratio of 51:49
respectively
The Collection of Statistics Act, 1953[32 of 1953] and the Collection of Statistics
(Central) Rules, 1959. The Coal Bearing Areas (Acquisition and Development) Act
1957 [20 to 1957].
52
In addition Coal Controller’s Organization discharges the following functions;
Monitoring progress of development of Captive Coal/lignite blocks
Monitoring of washeries
Monitoring disposal of various Coal products
Following up on submission of Mine Closure Plans
The Coal Controller office has a statistical wing responsible for collection,
compilation and publication of Coal Statistics on a regular basis. This is the major
source of coal statistics in Government of India.
Human resource development is the integrated use of training, organization and career
development effort to improve individual, group and organizational effectiveness. HRD
develops the key competencies that enable individuals in organizations to perform current
and future jobs through planned learning activities. Groups within organization use HRD to
initiate and manage change. Also, HRD ensures a match between individual and
organizational needs.
SAMPLE SIZE : 30
DATA COLLECTION
Primary data- In CCL, Primary data & information have been collected through
questionnaire. A set of questionnaire was prepared with well structured questions.
Secondary data- Secondary data were collected from books, website and annual reports
and official records of the CCL.
SAMPLING METHOD:
Survey was done by QUESTIONNARE method.
54
SAMPLE UNIT: Officials and Employees of C.C.L
CASE STUDY
o CASE UNDER INDIAN PENAL CODE (U/S 376 & 452)
55
1. JAMUNA NAYAK VERSES STATE OF JHARKHAND
FACTS OF THE CASE : The prosecution case was started on the basis of a first
information report lodge by the informant ,Bhukhali Devi on 6.10.1994 stating therein that
she was married to Late Brahmdeoravidas who died due to illness leaving behind two
daughters one was aged about 16 years and other was aged about 8 years . After the death
of her husband she came to live with her mother and later on her mother gave her job to
her daughter working in CCL ,thereafter she started to live with her daughter and then she
met the accused as both of them were working at the same place they became friends later
on the accused committed rape on her but then got married to her but on day when she
came from office she saw the door was closed from inside and her daughter was bleeding
from internal parts .accused committed rape on her daughter who was minor .accused
used to take her salary and sick allowances
JUDGEMENT : JAMUNA NAYAK FOUND GUILTY UNDER SECTIONS 376 AND 452 OF
INDIAN PENAL CODE AND SENTENCED HIM TO UNDERGO REGRESSIVE
IMPRISONMENT FOR 7 AND 3 YEARS UNDER SECTION 376 AND 452 RESPECTIVELY
OF IPC . HOWEVER HE DIRECTED THAT BOTH THE SENTENCES SHALL RUN
CONCURRENTLY .
APPEAL OF THE ACCUSED :Being aggrieved from the order from the judgment of
the learned Sri Jai Govind Singh ,2 nd Additional judge ,Bermo at Tenughat in sessions trial
number 18 of 1995, Sri jamunaNayak preferred criminal appeal being number 40 of 2002
before the Hon’ble Court OF Jharkhand .
The Honorable high court by its judgment dated 29.04.2009 dismiss the appeal of Sri
JamunaNayak observing that :
1. The argument of the defense counsel that informant has falsely been implicated by
the accused out of grudge and enmity has not been proved by any evidence rather
in the contrary the informant suffered torture and rape by the hands of accused ,but
56
made no compliant but when found that the accused has committed rape upon her
minor daughter then cannot accept the same and made complaint
2.The Honorable court further directed that the accused was granted bail by this
court and his bail bond was cancelled. The learned court below is directed to
issue warrant of arrest against the accused and put behind the bar for serving
out the sentences as passed by the trail court.
The appellant Sri jamunaNayak has moved to the Honorable Supreme court of
India challenging the judgment and order dated 29.04.2009 passed by the
Honorable High court of Jharkhand in criminal appeal number 40 in 2002.
The case was registered before the Honorable SUPREME COURT of India being
special leave petition appeal number 7627 of 2009. The matter was heard on
23.10.2009 and the Honorable Supreme Court of India dismissed the aforesaid
special leave appeal .
FACTS OF THE CASE :By way of filing this writ petition under article 226 of the
constitution of India the petitioner has prayed a direction to the respondents to consider
the case of the petitioner for the purpose of giving employment on compassionate ground .
According to the petitioner his father while serving with respondent company died in
harness on 10.05.2001 . Thereafter The mother of the petitioner requested the respondent
company to give the benefit of compassionate appointment to her son Rohitkumari.e the
petitioner by submitting an application dated 19.02.2002 . However the claim of the
petitioner was rejected by the respondent company vide communication dated 09.05.2002
only on the ground that the application for getting compassionate appointment was
submitted after year and eight months that beyond the time limit prescribed for making such
application .
STAND OF THE PETITONER : Learned counsel for petitioner submitted that the
mother of the petitioner made application well within time . She being an illiterate widow
could not applied in a prescribed format at the first instance .
57
disputed by the company moreover the said application was not submitted in a prescribed
format and the same was also not submitted within the prescribed time limit and therefore
the case of the petitioner was rejected .
ORDER :In the present case ,the father of the petitioner had served the respondent
company for more than 20 years and therefore the case of the petitioner deserves to be
considered sympathetically without entering into the technicalities . In the view of the facts
and circumstances of the present case order dated 09.05.2003 regarding relation of the
petitioner claim for compassionate appointment mainly on the ground of delay in submitting
the application is set aside with a direction to the respondent company to reconsider the
case of petitioner compassionate appointment within 3 months from the date of receipt of
this order.
FACTS OF THE CASE : This writ petition was filed by Aaladevi seeking for payment of
Group Personal Accident Insurance Scheme (G.P.A.I.S) of her husband . That the husband
of the petitioner that is subhashBouri was working as PR worker Govindpur project CCL
and was died on 30.05.2009. After the death petitioner has informed the respondent
company that is CCL and further CCL has informed the Oriental Insurance Company
Limited ,there was an agreement between CCL and the Oriental company regarding
accidental death of the employee as per which CCL deduct premium from the salary of the
employees and on account of accidental death of the employee CCL will demand G.P.A.I.S
(Rs 5 lakhs ) from the Oriental Insurance Company and thereafter disburse the same to
legal heirs of the Deceased employee and CCL has regularly deducted the premium of the
G.P.A.I.S from the salary .
Petitioner has alleged that the CCL is not paying her the amount of G.P.A.I.S .
STAND OF THE PETITONER :This writ petition was filed by Aaladevi seeking for the
money of G.P.A.I.S of her husband who died on 30.05.2009 due to accident and to reopen
the claim because as per the letter dated 4.7.2012 written by the branch manager of
oriental insurance company limited branch office no. 1 Ranchi closed claim cannot be
reopen unless specific instruction receive from the competent authority
58
STAND OF THE RESPONDENT (CCL) :
. MOU signed between the two companies provided that in any case of accident claimaint
should inform the immediately but not later than 120 days from the date of accident to
CCL .
And the petitioner has informed the CCL within the time prescribed and that the premium
has been regularly deducted from the salary of the petitioner’s husband and the money was
deposited by CCL to OICL in advance .This factum also appears in the MOU.
The Insurance company by their letter dated 03.07.2012 informed the respondent CCL that
the claim file has been closed on 28.12.2010 as no claim due to non-submission of
documents
CURRENT STATUS OF THE CASE :The case is pending before the honorable high
court of Jharkhand and Order is yet to be delivered.
INTERPRETATION:
59
48% EMPLOYEES ARE HAPPY WITH THE RECUITMENT PROCESS.
52% EMPLOYEES ARE UNHAPPY WITH THE RECUITMENT PROCESS.
INTERPERTATION:
1.4 1.2
1st Qtr
2nd Qtr
3rd Qtr
8.2 4th Qtr
3.2
INTERPRETATION:
60
4. ARE YOU HAPPY WITH THE SALARY WHAT YOU OFFERED FROM THE
COMPANY?
INTERPRETATION:
5. COMPANY USE OWN WEBSITE FOR THE RECUITMENT PURPOSE. ARE YOU
SATISFIED WITH THIS SATETMENT?
INTERPRETATION:
61
6. :
INTERPERTATION:
Sales
1.4 1.2
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
3.2 8.2
INTERPRETATION:
62
16; 53.33% 14; 46.67%
INTERPRETATION:
C0MMUNICATION:
40%
37%
35%
30%
NUMBER OF RESPOND
25% 23%
20%
20%
15%
10% 10%
10%
5%
0%
1 2 3 4 5
RANK
INTERPRETATION:
QUALIFICATION:
70%
63%
60%
50%
NUMBER OF RESPOND
40%
30%
24%
20%
10%
10%
3%
0%
1 2 3 4 5
RANK
INTERPRETATION:
CONFIDENCE:
64
35% 33%
30%
25% 23%
NUMBER OF RESPOND
20%
17% 17%
15%
10%
10%
5%
0%
1 2 3 4 5
RANK
INTERPRETATION:
LANGUAGE SKILLS:
50%
45% 43%
40%
35%
NUMBER OF RESPOND
30% 27%
25%
20%
15% 13%
10%
10% 7%
5%
0%
1 2 3 4 5
RANK
65
INTERPRETATION:
CONVINCING SKILLS:
60%
50%
NUMBER OF RESPOND
40%
30%
20%
10%
0%
1 2 3 4 5
RANK
INTERPRETATION:
CONVENCING SKILLS:
66
60%
50%
50%
NUMBER OF RESPOND
40%
30%
20%
20% 17%
13%
10%
0%
0%
1 2 3 4 5
RANK
INTERPRETATION:
67
10. RECRUITMENT PROCESS FOR DIFFERENT GRADES OF EMPLOYEES?
7
2
2
8
%
Y
N
O
E
S
INTERPRETATION:
78% Employees tell that in CCL there are different recruitment process for different
grades of employees
And 25% respond there is no different recruitment process for different grades of
employees.
O n l i n e s u p p o r t s
C a n ' t s a y
o t h e r
O n l i n e s u p p o r t s
V i d e o s c o n f e r e n c i n g
C a n ' t s a y
o t h e r
V i d e o s c o n f e r e n c i n g
INTERPRETATION:
68
13%Enployee tell that telephone is use for recruitment.
13%tell that videos conferencing is use for recruitment.
47% respond that online support.
27% employee can’t say about this statement.
243
046
%
INTERPRETATION:
36% EMPLOYEES SAY THAT THE PERFORMANCE OF HRD IN POOR
44% EMPLOYEES SAY THAT THE PERFORMANCE OF HRD IN ADEQUTE.
20% EMPLOYEES SAY THAT THE PERFORMANCE OF HRD IN EXCELLENT.
69
INTERPRETATION:
13.00%
SATISFACTORY
UNSATOSFACTORY
87.00%
INTERPRETATION:
89% Employee think that the recruitment and selection procedure in CCL is
satisfactory.
11% think that it is not satisfactory.
70
41
26
%
YTN
EOO
SS
A
M
E
E
X
T
E
N
T
INTERPRETATION:
42% Respond on the recruitment and selection procedure enables to give at the right
person right job.
12% tell not able to give right person right job.
46% employee think to same extent it is enable.
FINDINGS
To large extent recruitment policy is helpful in archiving the goals of the company.
A mostly external source is used for recruit the employee.
Employees agree to some extent that internet recruitment is effective.
Present recruitment process needs improvement in terms of its procedure.
The company do utilizes company’s website for the recruitment process and for
finding the talent candidate.
E- recruitment provide an innovative cost efficient and effective recruitment
system.
E-recruitment dramatically reduces paper work and administration work.
RECOMMENDATIONS
71
After analyzing the collected data the following recommendation were made to
improve the present recruitment and selection scenario in the organization.
First of all the management should review their recruitment policy and look for
the areas of improvement for ensuring the best hiring.
Recruitment management systems should helps to incorporate and integrate
the various links like application system on the official website of the company
the unsolicited application outsourcing recruitment the final decision making to
the main recruitment process.
Recruitment manager system should help to reduce the time per hire and cost
per hire.
Management should structure and systematically organize the entire
recruitment process.
Recruitment management system should facilitate faster unbiased accurate
and reliable processing of application from various applications.
Recruitment management system should maintain an automated active
database of the applicants facilitating the talent management and increasing
the efficiency of recruitment process.
Management should follow a systematic process of HR planning.
Internal promotion should be done on regular basis during specified time
period.
Recruitment management process should help to communicate and create
healthy relationships with the candidates’ process.
Induction should be properly done for selected candidates.
Physical examination and reference check should be given due consideration
after selecting a candidates.
Effectiveness of the selection process should be evaluated on regular basis for
ensuring availability of competent and committed personnel. In order to do so,
a periodic audit can be done.
CONCLUSION:
Every company looks for an employee who can work effectively. They are in
search of a person who has the maximum skill required for the job. After selecting
the right person company main aim is to place that person at the right job. The
main strength of any company is its employee. Effective worker are the best route
to success for this reason a company strives to attract and hire the best and to
provide best place to work.
Some of the biggest and most constant challenge that plague organization is
people related because they don’t give more emphasis on getting the recruitment
72
process right .If they get the right person in the right line and many other
business benefit are immediate tangible and significant.
CCL has competent and committed workforce still there are scope for more
improvement .To ensure that company recruit the right people it has to identify
essential skill and behavior that applicant should demonstrate for each position
there should be a job description outlining typical duties and responsibilities and a
person specification defining personal skill and competences .The emphasis
should be on matching the needs of the applicants. This would minimize
employee turnover and enhance satisfaction.
It is important for the company to have a clear and concise recruitment policy in
place which can be executed effective to recruit the best talent pool for the
recruitment selection of the right candidates at right place quickly creating a
suitable recruitment policy is the first step in efficient hiring process. A clear and
concise recruitment policy help to ensure a sound recruitment process. The
recruitment management system should be such that it helps to save the time
and cost of the HR recruiters in company and improving the recruitment process
BIBLOGRAPHY
BOOKS REFERED:
WEBSITE REFERED:
www.google.com
www.wikipedia.com
www.centralcoalfield.in
www.ccl.gov.in
73
QUESTIONNAIRE
74
QUESTIONNARE ON “A RECURITMENT & SELECTION PROCESS ”
HELLO SIR / MA’AM
My name is Amish Hasan and I am pursuing BBA from Annada college,
Hazariabgh,JHARKHAND
I am an intern in CCL and doing a project on Study of Organizational Development
Process .
I am conducting a survey which is based on the employee attitude level to NEE/IR-L
department. It will be very helpful, if you spend your precious time in filing up this
questionnaire so that I can collect the data and complete my project which will
reflect the current status of all facilities provided by CCL to its employee.
THANK YOU
PERSONAL DATA
(a) Name :
(b) Designation :
75