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CHAPTER – 1
INTRODUCTION

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 RASHTRIA ISPAT NIGAM LIMITED

INTRODUCTION:

The Government of India has decided to set up an integrated Steel Plant at

Visakhapatnam to meet the growing domestic needs of steel. Visakhapatnam Steel
Plant was the effect of the persistent demands and mass movements. It is another
step towards increasing the country’s steel production.
The decision of the Government to set up an integrated steel plant was laid
down by the then Prime Minister Smt. Indira Gandhi. The Prime Minister laid the
foundation stone on 20th January 1971.
Visakhapatnam Steel Plant, the first coastal based Steel Plant of India is
located, 16 KM South West of city of Destiny i.e. Visakhapatnam. Bestowed
with modern technologies, VSP has a installed capacity of 3 Million Tones
per annum of Liquid Steel and 2.656 Million Tones of saleable steel. VSP has
become the first integrated Steel Plant in the country to be certified to all the three
International Standards for quality (ISO-9001), for Environment Management
(ISO-14001) & for Occupational Health & Safety (OHSAS-18001).

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The project was estimated to cost to Rs. 3,897.28 cores based on prices as on 4th
Quarter of 1981. However, on completion of the construction and commissioning
of the whole Plant 1992, the cost escalated to Rs.8, 755 cores based on prices
as on 2nd Quarter of 1994.
Unlike other integrated Steel Plants in India, Visakhapatnam Steel Plant is
one of the most modern steel plants in the country. The plant was dedicated to the
nation on 1st August 1992 by the then Prime Minister, Sri.P.V.Narasimha Rao.
New technology, large-scale computerization and automation etc, are
incorporated in the Plant at the international levels and attain such labour
productivity the organizational manpower has been rationalized. The
manpower in the VSP has been limited to17, 500 employees. The plant has the
capacity of producing 3.0 million tones of liquid steel and 2.656 million tones of
saleable steel.
It has set up two major Blast Furnaces, the Godavari and the Krishna, which
are the envy of any modern steel making complex.
The economy of a nation depends on core sector industries like iron and
steel. Steel is the basic input for construction, machines building and transport
industries. Keeping in view the importance of steel the following integrated steel
plant with foreign collaborations was constructed in the public sector in the post
independence era.

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INDIA’S STEEL SCENARIO:

Indian Steel industry has always remained isolated and protected by

Government, where the steel industry was never expected to generate profit from
business, but was expected to provide employment to the unemployed. Presently
India is operating with open-hearth furnaces. The existing equipment, energy and
labor in Indian Steel industry are much low than the developed countries

Indian Steel industry generates a significant amount of waste materials, which can
cause environmental problems. The four aspects of “Waste Management” namely
-residue reprocess, recycle and recovery do not hold much ground in the Indian Steel
Industry. The Indian companies cannot spend more for pollution control. The energy
consumption per tone is 50-100% higher than that of the International norms

The Indian steel industries have developed a bit in the recent years. The production
is going on properly. Many techniques are being implemented in the steel industries.
The country’s aim is to sell quality steel. The government is also helping the steel
industries in this basis. The apparent consumption of steel is shown below:

The development of steel industry in India should be viewed in conjunction with the
type and system of government that had been ruling the country. The production steel
in significant quality started after a1990. The growth of steel industry can be
conveniently started by dividing the period into pre and post independence era. In the
period of pre Independence steel production was 1.5 million tones per year, which as

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raised to 9.0 million tones of target by the seventies. This is the present of the bold
steps taken by the government to develop this sector.

PROBLEMS OF STEEL INDUSTRY

Non-availability of good quality raw material is another problem faced by iron and
steel industry. The modern giant blast furnace needs high-grade iron ore and good
metallurgical coal.

Further, the industry is unable to get good quality coke and manganese is which
the principal raw materials next to iron ore are unfortunately most of our resources of
manganese ore are of poor quality besides the non availability of good quality raw
material, regular supplies of raw materials are very much handicapped due to the
absence of good transport facilities. Another problem faced by the steel industry
related to the difficulty in getting Zinc supplies for the continuous galvanizing line.

LACK OF TECHNICAL PROBLEMS

Bhilai had to execute orders for shipment of rails to Iran, South Korea and
Malaysia. Because of technical limitations, Rourkela plant is unable substitute
aluminum of Zinc for the production of galvanized sheet apart from source internal
technical problems; our technology in the field of steel production is not a developed
one when compared to other advanced countries. For instance, Japan is production
quality steel in spite of importing raw material and additional material from other
country.

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GOVERNMENT CONTROL AND PRICING POLICY

Since 1941, India steel and iron industry was almost completely state
regulated. Both prices and distribution of steel were under the control of Govt. The
Govt. decided to remove statutory control over the price and distribution of all, but a
few categories with effect from 1st March 1964 the Govt., supervise the steel and iron
inducted according to the recommendation of Raja committee. But Raj committee in
fixing the steel price didn’t regulate the price of the raw materials.

Steel Plants with Foreign Collaborations

Collaboration Capacity of Finished Steel

S No Plant Products
1 Rourkela Steel West Germany
Plant
2 Bhilai Steel Plant Erstwhile USSR
3 Durgapur Steel Britan
Plant
4 Bokaro Steel Erst USSR
Plant

COMPANY PROFILE

CORE VALUES:

• COMMITEMENT
• CUSTMER SATISFACTION
• CONTINUOUS IMPROVEMENT
• CONCERN FOR ENVIRONMENT

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 • CREATIVITY & INNOVATION
VSP takes all necessary actions for the fulfillment of regulatory requirements. It
has decided departments for this purpose. Energy conversation, environmental
preservation, safety in work place, and occupational health gets highest priority in
the company.
VISION:
To be a continuously growing a world – class company
• Harness our growth potential and sustain profitable growth.
• Deliver high quality and cost competitive products and be the first choice of
customers.
• Creative an inspiring work environment to unleash the creative energy of
people.
• Achieve excellence in enterprise management.
• Be a respected corporate citizen, ensure clean and green environment and
develop vibrant communities around us.

MISSION:

To attain 16 million ton liquid steel capacity through technological Up-

gradation, operational efficiency and expansion, to produce steel at international
standards of cost and quality and to meet the aspirations of the stakeholders.

OBJECTIVES:

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 • Expand plant capacity to 6.3 Mt by 2010-11, with the mission to expand
further in subsequent phases as per the corporate plan.
• Sustain gross margin to turnover ration > 25%.
• Be amongst top five lowest cost steel producers in the world by 2009-10.
• Achieve higher levels of customer satisfaction than competitors.
• Instill right attitude amongst employees and facilitate them to excel in their
professional, personal and social life.
• Be recognized as an excellent business organization by 2008-09.
• Be proactive in conserving environment, maintaining high levels of safety
and addressing social concerns.

VSP Technology: State – of – the – Art:

• 7 meter tall Coke Oven Batteries with coke dry quenching.
• Biggest Blast Furnaces in the Country.
• Bell-less top charging system in Blast Furnace.
• 100 % slag granulation at the BF Cast House.
• Suppressed continuous casting of liquid steel.
• “Tempcore” and “Stelmor” cooling process in LMMM&WRM respectively.
• Extensive waste heat recovery systems.
• Comprehensive pollution control measures.

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Major Sources of Raw Materials

Raw Material source Source

Iron Ore Lumps & Fines Bailadilla, MP
BF Lime Stone Jaggayyapeta, AP
SMS Lime Stone UAE
BF Dolomite Madharam, AP
SMS Dolomite Madharam, AP
Manganese Ore Chipurupalli, AP
Boiler Coal Talcher, Orissa
Coking Coal Australia
Medium Coking Coal(MCC) Gidi/swang/Rajarappa/Kargali

Water Supply:
Operational water requirement of 36 mgd is being met from the Yeleru water
supply Scheme.

Power Supply:
Operation power requirement of 180 to 200 MW is being met through
Captive Power Plant. The capacity of the power plant is 286.5 MW. VSP is
exporting 60 MW power to APSEB.

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Department Annul Capacity Units (3.0 MT Stage)
(‘000T) Major
Coke Ovens 2,261 3 Batteries of 67 Ovens & 7
Mtrs Height. Units:
Sinter Plant 5,256 2 Sinter Machines of 312 Sq.
Mtr Grate area each.
Blast Furnace 3,400 2 Furnaces of 3200 Cu.Mtr.
Volume each
Steel Melt 3,000 3 LD Converters each of 133
Shop Cu. Mtr. Volume and Six 4
strand Bloom casters.
LMMM 710 4 Strand finishing Mill
WRM 850 2*10 Strand finishing Mill
MMSM 850 6 Strand finishing Mill

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Steel Products By-Products
MAJOR
Angles Nut Coke Granulated Slag
Billets Coke Dust Lime Fines PRODUCTS
Channels Coal Tar Ammonium
Sulphate OF VSP:
Beams Anthracene
Squares HP Napthalence
Flats Benzene
Rounds Toulene
Re-Bars Xylene
Wire Rods Wash Oil
Steel Products By-Products
Angles Nut Coke Granulated Slag
Billets Coke Dust Lime Fines
Channels Coal Tar Ammonium
Sulphate
Beams Anthracene
Squares HP Napthalence
Flats Benzene
Rounds Toulene
Re-Bars Xylene
Wire Rods Wash Oil

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 MAJOR DEPARTMENTS
1. RAW MATERIAL HANDLING PLANT (RMHP)

Visakhapatnam Steel Plant requires quality materials via, Iron Ore,

fluxes (lime stone, dolomite), coking and non-coking coals etc, to the tune of 12-13
mt for producing 3million tons of liquid steel. To handle such a large volume of
incoming raw materials received from different sources and to ensure timely
supply of consistent quality of feed materials to different VSP consumers, raw
material handling plant serves a vital function. This unit is provided with elaborate
uploading, blending, stacking& reclaiming facilities viz. wagon tipplers, ground
and track hoppers, stock yards crushing plants, vibrating screens, twin boom
stickers and blender reclaimers.

2. COKEOVENS & COAL CHEMICAL PLANT (CO&CCP):

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 Blast furnaces, the mother units of any steel plant require huge quantities of
strong, hard and porous solid fuel on the form of hard metallurgical coke for
supplying necessary heat for carrying out the reduction and refining reactions
besides acting as a reducing agent.

Coke is manufactured by heating of crushed coking coal (< 3mm) in absence

of air at temperature of 1000 degrees centigrade and above for 16 to 18 hours. A
coke oven comprises of two hollow chambers namely coal chamber and heating
chamber a gaseous fuel such as blast furnace gas; coke oven gas etc is burnt. The
heat so generated is conducted through the common wall to heat and carbonize the
coking coal placed in the adjacent coal chamber.

At VSP there are three coke oven batteries, 7mt tall and having 67 ovens
each. Each oven is having a volume of 41.6cu.mt & can hold up to 31.6 tons of dry
coal charge. The carbonization takes place at 1000-1050 deg centi in absence of air
for 16 to 18 hours.
Red hot coke is pushed out the oven and sent to coke dry cooling plants for
cooling to avoid its combustion. There are three dry cooling plants (CDCP) each
having a 4 cooling chambers.
The capacity of each cooling chamber is 50 to 52 TPH Nitrogen gas is used as
the cooling medium. The heat recovery from nitrogen is done by generating steam
and expanding in two back pressure turbines to produce 7.5 power each. The coal
chemicals such as Benzole, tar, ammonium sulphate etc are extracted in coal
chemical plant from CO gas. The gas is used as by product fuel by mixing it with
gases such as BF gas, LD gas etc.
3. SINTER PLANT (SP):

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 Sinter is a hard porous ferrous material obtained by agglomeration of iron
ore fines, coke breeze, and lime stone fines, metallurgical wastes etc.
Sinter is a better feed-material to blast furnace in comparison to iron ore
lumps and its usage in blast furnaces help in increasing productivity, decreasing the
coke rate &improving the quality of the hot metal produced. Sintering is done in
2noas. Of 312sq.mt, sinter machines of Dwight Lloyd type by heating the prepared
feed on a continuous metallic belt made of pallets at 1200-1300 deg c.18
Hot sinter discharged from sintering machine is crushed to +5mm-
50mm size and cooled before dispatching to blast furnaces. The dust laden air from
the machines are cleaned in the scrubbers and electro static precipitators to reduce
the dust contents to 100mg/m3 level before allowing to escape in to the atmosphere
and thus helping in maintaining a clean and dust pre environment.
4.BLAST FURNACES (BF):
Hot metal is produced in blast furnaces which are tall vertical furnaces. The
furnace is named blast furnace as it runs with blast with high pressure and
temperature. Raw materials such as sinter/iron ore/ lumps, fluxes and coke are
charged from the top and hot blast at 1100 deg c – 1300 deg c and 5.75 kg pressure
is blown almost from the bottom. The furnaces are designed for 80% sinter in the
burden.
VSP has two 3200 cu. mt. blast furnaces equipped with Paul worth bell less
top equipment with conveyor charging named as Godavari and Krishna after the
two rivers of A.P.

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 The two furnaces with novel curricular cast house and four tap holes each
are capable of producing 9700 tons of hot metal daily or 3.4 million tones of low
sulfur annually.
6. STEEL MELTING SHOP:
Steel is an alloy of iron with carbon up to 1.8%, hot metal produced in blast
furnace contains impurities such as carbon silicon manganese silver and
phosphorus is not suitable as a common engineering metal. To improve the quality
the impurities are to be eliminated by oxidation process.
VSP produces steel employing 3 no’s of top blown oxygen converters called
L.D. converters which is having 133 cu mtr. Volume capable of producing
3million tones of liquid steel annually. Liquid steel produced in L.D. converters is
solidified in the form of blooms in continuous bloom casters. To homogenize the
steel and to raise its temperature if needed steel is first routed through, organ
releasing station input (injection refining and up temp.)/ ladle furnaces.
7. LIGHT AND MEDIUM MERCHANT MILL (L.M.M.M.):
LMMM comprises of two units. In the billet down mill 250 x 320mm size
blooms are rolled into billets of 125 x 125 mm size. After heating them into two
nos. of beam furnaces of 200 tones capacity each. These billets are supplied from
this mill to bar mill of LMMM and wire rod mill.
The billets for rolling in bar mill or LMMM are first heated in two strand
roller earth furnace of 200 t/h capacities to temp. Of 1150 deg c to 1200 deg c. the
mill is facilitated with temp. Core heat treatment technology evaporative cooling
system in walking beam furnaces, automated piling and bundling facilities and
computerization.

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 This mill designed to produce 7, 10,000 tones per annum of various finished
products such as rounds, rebars, squares, flats, angles, channels.

7. WIRE ROD MILL (WRM):

Wire rod mill is a four strand, 25 strands; fully automated and sophisticated
mill. The mill has a four zone combination type reheating furnace for heating the
billets received from billet mill or LMMM or rolling temp. Of 1200 deg c. the mill
produces rounds in 5.5 – 12mm range and rebars in 8-12mm range. The mill is
equipped with standard and retarded stelmore lines for producing
High quality wire rods in low medium and high carbon grade meeting the stringent
national and international standards.
8. MEDIUM MERCHANT AND STRUCTURAL MILL (MM&SM):
This mill is a high capacity consisting of 20 strands arranged in three trains.
The feed material to the mill is 250 x 250 mm size bloom which is heated to rolling
temp. Of 1200 deg c in two walking beam furnaces. The mill is designed to
produce 8, 50,000 tones /annum of various products such as rounds, squares, flats,
angles, channels, t-bars, IPE beams/he beams.
9. ROLL SHOP & REPAIR SHOP (RS & RS):
Roll shop & Repair shop is in the complex of Rolling mills catering to the
needs of mills in respect of roll assemblies, guides little maintenance spares and
roll passes design. Geographically this dept. is in three areas as Roll shop-1, Roll

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shop-2 and Area Repair Shop. The main activity of this shop is Roll pass
Design, grooving of rolls, assembly of rolls with bearings.
For the first time in the country, VSP has adopted CNC technology for
grooving of steel rolling mill rolls. High constant respective accuracy, higher
productivity, use of standard tool for any groove turning, elimination of the use of
different templates, easier to incorporate groove modification etc., are some of the
advantages of CNC lathes over the conventional one.
The Roll Pass design section takes care of design of grooves for
development of new sections, modification of existing pass designs for
improving the productivity and quality. Preparation of rolling schedules,
groove detail and distribution and template drags, part programming for
grooving of rolls on CNC lathes. This section also looks after procurement of
rolls, establishment and improvement of their performance, failure analysis of
rolls etc.

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 PRODUCTION FLOW CHART

Raw Materials Coke Ovens & Cool

Chemical Department Sinter Plant
Handing Plant

Blast Furnace

Converter Shop

Continuous Casting

Machines

Light Medium
Merchant Mill

Wire Rod Mill Medium Merchant

& Structural Mill

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PLAN:

Product Capacity (MT) Additional Facilities

Present Future Envisaged
Hot Metal 4.00 6.50 New BF with 3800 Cum
capacity
Charger Sinter 5.26 8.50 New Sinter Plant of 400
Sq.m area
Liquid Steel 3.70 6.30 SMS-2 with two 150 CuM
Converters, Two 6 std
Billet
Casters & One std Round
Caster
Saleable Steel 3.34 5.72
Wire Rods 1.05 1.65 New WRM of
600,000/Annum
Bars & 1.95 3.40 New SBM of 750,000
Structural T/Annum
New SM of 700,000
T/Annum
Seamless Pipes - 0.30 Seamless Tube Plant of
300,000 T/Annum

Achievements & Awards:-

The efforts of VSP have been recognized in various for a. some of the major
awards received by VSP are in the area of energy conservation, environment

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protection, safety, Quality, Quality circles, Rajbhasha, MOU, sports related awards
and a number of awards at the individual level.
Some of the important awards received by VSP are indicated below:
 ISO 9002 for SMS and all the downstream units – a unique distinction in the
Indian Steel Industry.
 Indira Priya Darshini Vriskha Mitra Award: 1992 – 93.
 Nehru Memorial National Award for Pollution Control: 1992 – 93 & 1993-
94.
 EEPC Export Excellence award: 1994 – 95.
 CII (Southern Region) Energy Conservation Award: 1995-96.
 Golden Peacock (Ist Prize) “National Quality Award – 96” IIM in the

National Quality Competition 1996.

 Steel Minister’s Trophy for “Best Safety Performance – 1996”.
 Selected for “World Quality Commitment Award – 1997” of J* BAN,
Spain.
 Gold Star Award for Excellent performance in Productivity.
 Udyog Excellence Gold Medal Award for Excellence in Steel Industry.
 Excellence Award for outstanding performance in productivity management,
Quality * Innovation.
 Ispat Suraksha puraskar (First Prize) for longerst Accident free period, 1991-
94.
 Best Labour Management Award form the Govt. of A.P.
 SCOPE Award for best turn around for 2001.

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  Environment Excellence Award from Greentech Foundation for energy
conservation in 2002.
 Best Enterprise award from SCOPE, WIPS for 2001-02.
 A number of Awards at the Local, Regional & National Level competitions
in the area of Quality circles & Suggestion schemes etc.
Today, VSP is moving forward with an aura of confidence with pride
amongst its employees who are determined to give their best for the company to
enable it to reach new heights in organizational excellence.

HUMAN RESOURCES:

HRD OBJECTIVES OF VISAKHAPATNAM STEEL PLANT

 To provide initially a suitable match between employee competence level

and company’s work requirements

 To foster an appropriate climate and culture which nurtures employee

competence and adequate motivational levels for the application of their
abilities to assigned jobs/roles with required commitment.

 To enable employees seek greater identification with the company by fusing

management decisions and actions with the requisite care, concern and
developmental approach.

 To initially enable the employees and the organization achieve its mission
and objectives and business goals through HRD.

TECHNOLOGICAL HIGHLIGHTS OF VSP

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• First shore based integrated steel plant.
• Selective crushing with pneumatic separation of coal blend.
• 7 Meter tall Coke Ovens.
• Dry Quenching of hot coke and production of steam and power from hot inert
gases.
• Base-mix yard for the Sinter Plant.
• 3200 cu. m Blast Furnace having belled-less top equipment with conveyor
charging.
• Granulation of 100% molten slag at the Cast House.
• B.F. top pressure recovery turbine for power generation.
• Desulphurization facilities for pre-treatment of hot metal.

VIZAG STEEL-YESTERDAY, TODAY, TOMORROW:

• Visakhapatnam steel plant is the only shore based Indian integrated Steel
Plant, with a rated capacity of 34mt Hot Metal 3.0 liquid steel and 2.656 mt
saleable steel.
• YESTERDAY:
• The momentus decision to establish a steel plant at Visakhapatnam was
announced in the parliament in 1970 by the Prime Minister,Smt.Indira
Gandhi.The foundation stone for this massive project was laid in the year
1971.However it was only in 1979 with the government of ernstwhile Sovient
Union offering techno economic corporation.

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TODAY:
• Presently the plant is operating at higher efficiency levels surpassing the
rated capacities thus achieving 4.15 mt of hot metal 3.6mt of liquid steel and 3.2
mt of saleable steel.

TOMORROW:
• In line with vision in National Steel Policy 110mt steel by 2019-20.Considering
the buoyancy in domestic steel marker for the ling products, with the product
mix of VSP. The envisaged expansion plan has been proposed.

Expansion Plan:
Product Capacity (mt) Capacity (mt) Additional
present Future Facilities
Envisaged
Hot Metal 4.00 6.50 New BF with 3800
CuM Capacity
Charge Sinter 5.26 8.50 New Sinter Plant
of 400 Sq.m. area.
Liquid Steel 3.70 6.30 SMS-2 with two
150 CuM
converters.

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 CHAPTER – 2
 Objective Of Study
 Research Methodology

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OBJECTIVES FOR STUDY:

1. To study the effectiveness of Leaders in VSP.

2. To know the skills of the leaders and their proper implementation.
3. To examine the impact of executive leadership on organizational performance

RESERCH METHODOLOGY:

The project entitled “leadership” at Visakhapatnam steel plant and its impact on the employees
was carried out for eight weeks at Vishakhapatnam steel plant .The study was carried out by
collecting; analyzing data collected both from primary and secondary sources.

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 Primary data collected by discussion with managers. A questionnaire was prepared and
administrated on a sample of 45 containing different level of employees.
The data collected is analyzed to know the leadership qualities of different levels of
employees and their contribution towards the organization.
Secondary data is collected from company profile and internet regarding the industry and
also from books.

RESEARCH DESIGN
• Research design is a framework or blueprint for conducting the market or project
research. It specifies the details of the procedure necessary for obtaining the information
needed to structure or solve the problems.

In my research project we have followed exploratory research design as well as

descriptive research design. Both of the research design has been taken because of the
following reasons.

Exploratory research design is used because:

• Exploratory research is most commonly research that is undertaken to gain background
information about the general nature of the research problem.

Descriptive research design is used because:

Descriptive research is undertaken to provide answers to questions of who, what, where, when,
and how.

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& the questionnaire that I have created is having the questions of both types.

SAMPLING PLAN
Sampling is the only feasible way to collect research data in most situations. A sample plan is
used where sample researches are carried out.

Sampling Technique

Random Sampling
Random sampling is the purest form of probability sampling. Each member of the population
has an equal and known chance of being selected. When there are very large populations, it is
often difficult or impossible to identify every member of the population, so the pool of available
subjects becomes biased.
I used this technique of sampling because of it is not such a time consuming. With that we can
make approximately the exact idea about our project. & it would not provide the 100% correct
result. But the result with this type of sampling will be very close to that 100% correction.

INDUSTRY
UNDERSTANDI
NG

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 FACE TO FACE
BUSINESS PRIMARY
UNDERSTANDI INTERVIEW WITH
RESEARCH Employer
NG

RESEARCH
RESEARCH METHODOLG
Y

ANALYSIS/FINDI
NG SECONDARY DATA
RESEARCH COLLECTION

RECOMMENDATIO
NS

LIMITATIONS:

In a study of this nature, the finding from the survey is based on the perception of the
respondents and they are influenced by their own bias, values and experiences etc.While
responding to the survey or questionnaire.

Hence the proposed survey would also have such elements of bias and individual values
and beliefs. Therefore the finding of the survey and resulted suggested future course of action
may have such normal limitation in the suitability and utility.

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 CHAPTER 3
Data Analysis And Interpretation

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The data was collected through the survey which was conducted among 45
employees of different HR departments.

Q1 Leaders are effective.

S.no. Particulars % of respondents
1 Strongly Agree 15.56
2 Agree 66.67
3 Disagree 13.34
4 Cannot say 4.44

GRAPHICAL REPRESENTATION:

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 80
70
60
50
% of
40 respondents
30
20
10
0
strongly agree disagree cannot
agree say

INTERPRETATION:

According to the above statement it is observed that Leaders in VSP are quite
effective and are sound. This is because around 83% of the respondents have
agreed and 18% have not agreed to the statement.

Q2. There is enough mutual trust in the Leaders and members in VSP.

S.no. Particulars % of respondents

1 Strongly Agree 6.67
2 Agree 66.67
3 Disagree 15.56
4 Cannot say 11.11

GRAPHICAL REPRESENTATION:

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 80
70
60
50
40 %of respondents
30
20
10
0
strongly agree disagree cannot
agree say

INTERPRETATION:

Around 73% respondents have the opinion that in VSP there is enough mutual trust
in Leaders and the members. Only 27 % of have expressed in their opinions that
there is no mutual trust. So according to this opinion, Leaders and members should
improve their mutual relationship between them.

Q3. The level of decision making skills of the Leaders in VSP is adequately
contributing to the success of the VSP.

S.no. Particulars % of respondents

1 Strongly Agree 6.67
2 Agree 66.67
3 Disagree 15.56
4 Cannot say 11.11

GRAPHICAL REPRESENTATION:

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 70
60
50
40
30 % of respondents
20
10
0
strongly agree disagree cannot
agree say

INTERPRETATION:

75% of the employees opinioned that the level of decision making skills of the
Leaders in VSP is adequately contributing to the success of the VSP and around
24% of the employees did not agree to the statement. This expression says that the
decision making skills of the Leaders are good and there can be an improvement.
Considering the fact that generally some members like the decision making skills
of the Leaders and some do not like. So accordingly, the decision making skills of
the Leaders can be improved to contribute more to the success of the VSP.

Q4. Goal setting is done mutually by the Leaders along with members in VSP
by having a vision for the future.

S.no. Particulars % of respondents

1 Strongly Agree 6.67
2 Agree 57.78
3 Disagree 31.78
4 Cannot say 4.44

GRAPHICAL REPRESENTATION:

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 70
60
50
40
% of respondents
30
20
10
0
strongly agree disagree cannot
agree say

INTERPRETATION:

Around 64% of the respondents felt that goal setting is done mutually by the
Leaders along with the members in VSP by having a vision in the future, around
31% disagreed to the statement and 5% did not comment. So, from this it is
understood that goal setting done by the Leaders along with the members is not
done mutually. Goals should be made with the concern of the members which may
otherwise create misunderstanding among them. Therefore, there should be made
an improvement in goal settings.

Q5. The flow of Communication from top to bottom is good in VSP.

S.no. Particulars % of respondents

1 Strongly Agree 8.89
2 Agree 66.67
3 Disagree 15.56
4 Cannot say 8.89

GRAPHICAL REPRESENTATION:

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 70
60
50
40
30
% of respondents
20
10
0
strongly agree disagree cannot
agree say

INTERPRETATION:

This statement explains that flow of communication from top to bottom is good in
VSP as 75% of the respondents have positively expressed to this statement. Top to
bottom communication is very important for any organization otherwise there may
create an interruption between the superiors and the sub ordinates.

Q6. The flow of Communication from bottom to top is good in VSP.

S.no. Particulars % of respondents

1 Strongly Agree 4.44
2 Agree 57.78
3 Disagree 33.33
4 Cannot say 4.44

GRAPHICAL REPRESENTATION:

36 | P a g e
 60
50
40
30
20 %of respondents

10
0
strongly agree disagree cannot
agree say

INTERPRETATION:

Many employees are not satisfied with bottom to top communication in VSP. They
feel that Leaders does not listen to the problems of the members and don’t pay
attention to their wordings. Whereas only 62% say that bottom to top
communication is good in VSP. Therefore, Leaders should look after their
members and their problems.

Q7. Motivational levels in VSP are good enough to contribute for the progress
of the organization.

S.no. Particulars % of respondents

1 Strongly Agree 13.44
2 Agree 68.89
3 Disagree 8.89
4 Cannot say 8.89

GRAPHICAL REPRESENTATION:

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 80
70
60
50
40 %of respondents
30
20
10
0
strongly agree agree disagree cannot say

INTERPRETATION:

Motivational levels in VSP are very good and helping for the success of the
organization. It is expressed that members are motivated by the Leaders and are
also impressed by them. The survey says that 82% of the employees are satisfied
and around 17% of them are not satisfied.

Q8. Responsibility given by the leaders to the members is adequately

supported by the authority to take decisions and implement them.

S.no. Particulars % of respondents

1 Strongly Agree 11.11
2 Agree 57.78
3 Disagree 13.33
4 Cannot say 17.78

GRAPHICAL REPRESENTATION:

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 70
60
50
40
% of respondents
30
20
10
0
strongly agree agree disagree cannot say

INTERPRETATION:

Around 69% have expressed in their opinions that Leaders in VSP give
responsibility along with the authority. This is possible because of the trust towards
them. But around 31% felt that Leaders do not support responsibility with the
authority. They feel that Leaders don’t give full authority to them.

9. Leaders in VSP are accessible to their members.

S.no. Particulars % of respondents

1 Strongly Agree 17.78
2 Agree 66.67
3 Disagree 2.22
4 Cannot say 13.33

GRAPHICAL REPRESENTATION:

39 | P a g e
 % of respondents

strongly agree
agree
disagree
cannot say

INTERPRETATION:

Around 84% expressed that leaders are accessible to their members.

This says that leaders reach their members and obtain something from them. This
strengthens their relationship and helps the members to work smoothly. Only 16%
opposed that leaders are not accessible towards their members.

Q10. Enough opportunities are provided by the VSP to the members to

become Leaders.

S.no. Particulars % of respondents

1 Strongly Agree 6.67
2 Agree 68.89
3 Disagree 11.11
4 Cannot say 13.33

GRAPHICAL REPRESENTATION:

% of respondents

40 | P a g e
 strongly agree
agree
disagree
cannot say

INTERPRETATION:

75% gave their opinion that enough opportunities are provided to their members to
become Leaders. Leader is one who makes his/her follower to become leader. This
is the most important quality which a leader should possess. As in VSP
opportunities are provided to their members to become leaders, it helps the
organization to achieve the success.

Q11. In VSP employees support all programmes organized by the Leaders.

S.no. Particulars % of respondents

1 Strongly Agree 17.78
2 Agree 33.33
3 Disagree 17.78
4 Cannot say 31.11

GRAPHICAL REPRESENTATION:

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 35
30
25
20
%of rspondents
15
10
5
0
strongly agree disagree cannot
agree say

INTERPRETATION:

The table/ graph say that the response from the employees is almost neutral. They
say that some programmes are related to the members and some may not relate to
them. They say that the unrelated programmes cannot be supported. Around 51%
agreed that all programmes are supported by the members and around 18%
disagreed whereas 31% did not want to comment.

Q12. Leadership in trade unions has sufficient maturity compared to many

other organizations.

S.no. Particulars % of respondents

1 Strongly Agree 8.89
2 Agree 48.89
3 Disagree 11.11
4 Cannot say 31.11

GRAPHICAL REPRESENTATION:

42 | P a g e
 60
50
40
30 %of respondents
20
10
0
stronly agree disagree cannot
agree say

INTERPRETATION:

57% say that there is leadership in trade unions compared to other organizations.
43% say that there is no leadership in trade unions compared to other
organizations.

Q13. Leadership in VSP functions in much disciplined way.

S.no. Particulars % of respondents

1 Strongly Agree 8.89
2 Agree 64.44
3 Disagree 13.33
4 Cannot say 13.33

GRAPHICAL REPRESENTATION:

43 | P a g e
 % of respondents

stronglyagree
agree
disagree
cannot say

INTERPRETATION:

The opinions of the employees explain that leadership in VSP function in a much
disciplined way and there can also be made an improvement in the function.
Around 73% of them accepted the statement and 27% did not accept the statement.

Q14. Leadership in VSP gives a lot of importance to the organization.

S.no. Particulars % of respondents

1 Strongly Agree 15.56
2 Agree 60
3 Disagree 8.89
4 Cannot say 15.56

GRAPHICAL REPRESENTATION:

44 | P a g e
 70
60
50
40
%of respondents
30
20
10
0
strongly agree disagree cannot say
agree

INTERPRETATION:

The survey gave a positive than a negative result. It explains that leadership in VSP
gives lot of importance to the organization. Only 9% expressed that leadership in
VSP does not give any importance to the organization. 15% could not say anything
and 76% agreed that it gives lot of importance to the organization.

45 | P a g e
 CHAPTER 4

 Findings
 Suggestions
 Conclusions

FINDINGS

1. Leaders are effective and sound in the VSP.

2. As per survey conducted it shows that there is mutual trust between
the leaders and the members.
3. Most of the employ in the VSP believe that decision of the leaders
leads to the success of the organization.

46 | P a g e
 4. Maximum employ believes that there is proper communication
between the top level and the bottom employees.
5. Members of the VSP are highly motivated by the leaders.

6. Many believe that there is no proper Communication flow from

bottom to top level management. As if leader does not listen to word
properly.
7. Motivational level of the leaders in the VSP is very high. They

motivate the employs and workers for the success of the organization.
8. Average of the employees believes leaders in VSP give responsibility

along with the authority.

9. Maximum says that leaders reach their members and obtain something

from them. This strengthens their relationship and helps the members
to work smoothly.

SUGGESTIONS:

1. There should be a proper flow communication between the bottom

and top level members. So that bottom levels members can reach to
the top level members so that there problem can be short out.

47 | P a g e
 2. Leaders in VSP should be given maximum powers and authority for
taking decisions.
3. Proper training programs must be arranged for the unskilled members
by leaders for their development.
4. Maximum authority must be given to the members while allotting

works to them.

CONCLUSION:

1. At VSP leadership is very effective and is certain due to the

positive role played by the Leaders and members.

2. Leaders play very important role in VSP and help the

organization to a large extent.

48 | P a g e
 3. From the survey I could conclude that in VSP there is enough
mutual trust among the members and leaders and
accordingly the authority is transferred by the leaders to the
members.

4. It is observed that the skills of the leaders are good in VSP

and contribute for the progress of the organization.

5. The function of the leaders in VSP is in much disciplined way

only because of the strength given by the members to them.

6. Mostly it is observed that all Managers cannot be leaders but

all leaders can be Managers.

7. Leader is one who gives opportunities to their members to

become leader and leaders in VSP have always given
opportunities.

Bibliography

 VSP magazines Publish by the HRD group, VSP.

 Internet
 Study materials.

49 | P a g e
  With the help of Shri Kosireddy Raja Asst. Manager (HRD),
VSP.

“A STUDY ON THE LEADERSHIP IN VSP”

QUESTIONNAIRE

Dear Sir,

50 | P a g e
 I am pursuing my MBA. As a part of our course, I am
doing my project work in RINL/Visakhapatnam Steel Plant,
Visakhapatnam and I request you to please indicate one option
which is most appropriate in your opinion by marking( ) in the
relevant column.

NAME (OPTIONAL) :

DESIGNATION : AGE :

DEPARTMENT : EXPERIENCE :

Below statement have been framed basing on rating scale, using

the code given below for each statement, Please tick your choice.

Sl. Question Strongl Agree Disagr Cannot

No. y ee say
agree
1 Leaders are effective
in VSP.
2 There is enough
mutual trust in
leaders and
members.
3 The level of decision
making skills of the
leaders in VSP is
adequately
contributing to the
success of the VSP.
4 Goal setting is done
mutually by the
leaders along with
members in VSP by
having a vision for

51 | P a g e
 the future.
5 The flow of
communication from
top to bottom is good
in VSP.
6 The flow of
communication from
bottom to top is good
in VSP.
7 Motivational levels in
VSP are good enough
to contribute for the
progress of the
organization.
8 Responsibility is
given by the leaders
to the members is
adequately supported
by the authority to
take decision and
implement them.
9 Leaders in VSP are
accessible to their
members.

10 Enough opportunities
are provided by VSP
to the members to
become leaders.
11 In VSP employees
support all
programmes
organized by the
leaders.
12 Leadership in trade

52 | P a g e
 unions has sufficient
maturity compared to
many other
organizations.
13 Leaders in VSP
function in much
disciplined way.
14 Leaders in VSP give
lot of importance to
the organization.

53 | P a g e