ACKNOWLEDGEMENT

I thank the god the almighty for having showered his blessings on me for the successful completion of this project report within the stipulated period of time. I express my sincere thanks to MR. N. Srinivasan gave the official permission for doing the project. I take this opportunity to express my sincere gratitude to the head of our department Mr. J.P.Thiagarajan for his guidance, for his valuable advice and timely co-operation towards the accomplishment of the study. I am extremely thankful to to undertake the project. I am grateful to my guide, convenient Manner. My sincere thanks to my dear parents and brother who have taken efforts and pain to reach my project. Their love and blessing helped me to acquire knowledge and experience that would keep in good stead for life. who gave me time out of his busy schedule. His whose references has made it possible Dean of the department who

valued information about the topic helped me to complete my project in a

S.SUREKA

CHAPTER - I
1. INTRODUCTION

EARLY HISTORY
Otto-Flugzeugwerke
. GUSTAV OTTO WAS THE SON OF NIKOLAS AUGUST OTTO, THE INVENTOR OF THE FOUR-STROKE INTERNAL
COMBUSTION ENGINE . GUSTAV WAS A PIONEER AVIATOR IN BAVARIA.

An Otto B-type pusher biplane, license-built by Pfalz, in front of the Pfalz factory, circa 1914 In 1910, Otto received German aviation license no. 34 and, in the same year, set up a training school and a aircraft factory, The factory, which was named Otto-Flugzeugwerke in 1913, was located on Lerchenauer Strasse, east of the Oberwiesenfeld troop maneuver area in the Milbertshofen district of Munich. Otto concentrated on building Farman inspired pushers (he had got his own license on an Aviatik-Farman), and soon became the main supplier for the Bayerische Fliegertruppen (Royal Bavarian Flying Corps). Neither the Otto-Werke nor his AGO Werke companies, which from 1914 developed different aircraft, was successful in getting orders from the Prussian military due to unexplained quality issues. The military urged Otto to revise his production line, but the issues were never resolved. Suffering financially, the Otto company was purchased by a consortium, which included MAN AG as well as some banks, in February 1916. One month later, on this companys premises, the investors established a new business, Bayerische Flugzeugwerke AG. AGO closed down in 1918, and its facilities were taken over by AEG.

Rapp Motorenwerke
In 1913 Karl Rapp established Rapp Motorenwerke near the Oberwiesenfeld in a few wooden buildings of a former bicycle factory Rapp had chosen the site because it was close to Gustav Otto Flugmaschinenfabrik, with whom he had contracts to supply his four cylinder aircraft engines. After the outbreak of World War I, Rapp started to supply aircraft engines to the Austrian army. However, the engines suffered severe vibration problems, causing the military to decline purchasing the poorly performing engines . Rapp was sub-contracted by Austro-Daimler to manufacture their V12 aircraft engines. Austro-Daimler at the time was unable to meet its own demands to build V12 Aero engines. The officer supervising aero-engine building at Austro-Daimler on behalf of the Austrian

government was Franz Josef Popp. When it was decided to produce Austro-Daimler engines at Rapp Motorenwerke, Popp was delegated to Munich from Vienna to supervise engine quality. However, Popp did not restrict himself to the role of observer, but became actively involved in the overall management of the company. On 7 March 1916, Rapp Motorenwerke became Bayerische Motoren Werke GmbH. Popp was also the person who convinced Karl Rapp to accept the application of Max Friz, a young aircraft engine designer and engineer at Daimler. At first Rapp was going to turn down Frizs request; however, Popp successfully intervened on Frizs behalf, because he recognized that Rapp Motorenwerke lacked an able designer. In the space of a few weeks he designed a new aircraft engine which, with an innovative carburettor and a variety of other technical details, was superior to any other German aero-engine. Later, this engine would gain world renown under the designation BMW IIIa The recognition that Max Friz gained with his engine made it clear to all the senior managers that up to now Karl Rapp and his inadequate engine designs had held the company back from success. In Friz they now had an excellent chief designer on hand and were no longer dependent on Rapp. On 25 July 1917 the partners in the company therefore terminated Karl Rapps contract.

Bayerische Flugzeugwerke (BFW)

In February 1916, the south German engineering company MAN AG and several banks purchased the aircraft builder Gustav Otto Flugmaschinenfabrik. On this companys premises the investors established a new business, Bayerische Flugzeugwerke AG (BFW). There was no time for development work, so BFW manufactured aircraft under license from the Albatros Flugzeugwerke of Berlin. This meant that within a month of being set up, the company was able to supply aircraft to the war ministries of Prussia and Bavaria. However, major quality problems were encountered at the start. The German air crews frequently complained about the serious defects that appeared in the first machines from BFW. The same thing had happened with the aircraft from the predecessor company run by Gustav Otto. The reason for these deficiencies was a lack of precision in production. The majority of the workforce had been taken over by BFW from Otto Flugzeugwerke. It was only organizational changes and more intensive supervision of the assembly line that succeeded in resolving these problems by the end of 1916. This done, BFW was able, in the months that followed, to turn out over 100 aircraft per month with a workforce of around 3,000, and rose to become the largest aircraft manufacturer in Bavaria. The end of the war hit BFW hard, since military demand for aircraft collapsed. The companys management were thus forced to look for new products with which to maintain their position in the market. Since World War I aircraft were largely built from wood to keep their weight down, BFW was equipped with the very latest joinery plant. What is more, the company still held stocks of materials sufficient for about 200 aircraft, and worth 4.7 million reichsmarks. It therefore seemed a good idea to use both the machinery and the materials for the production of furniture and fitted kitchens. In addition, from 1921 onwards, the company manufactured motorcycles of its own design under the names of Flink and Helios.

ADVERTISEMENT FOR BFW IN 1916 In the autumn of 1921 the Austrian financier Camillo Castiglioni first announced his interest in purchasing BFW. While most of the shareholders accepted his offer, MAN AG initially held on to its shareholding in BFW. But Castiglioni wanted to acquire all the shares. He was supported in this by BMWs Managing Director Franz Josef Popp who, in a letter to the chairman of MAN, described BFW as a dead factory, which possesses no plant worth mentioning, and consists very largely of dilapidated and unsuitable wooden sheds situated in a town that is extremely unfavorable for industrial activities and whose status continues to give little cause for enthusiasm. Apparently Popp was still in close contact with Castiglioni and was perhaps even privy to the latters plans for merging BMW with BFW. It was probably in the spring of 1922 that Castiglioni and Popp persuaded MAN to give up its shares in BFW, so that now the company belonged exclusively to Castiglioni. Then in May of the same year, when the Italian-born investor was able to acquire BMWs engine business from Knorr-Bremse, nothing more stood in the way of a merger between the aircraft company BFW and the engine builders BMW. The name Bayerische Flugzeugwerke AG was revived in 1926 when Udet-Flugzeugbau GmbH was changed into a joint-stock company. In the early stages, BMW AG held a stake in this company and was represented by Popp, who held a place on the Supervisory Board. In time this company was renamed to Messerschmitt, an important and leading aircraft company for the Third Reich.

Bayerische Motoren Werke GmbH 1917

The departure of Karl Rapp enabled a fundamental restructuring of BMW GmbH, formerly Rapp Motorenwerke. While the development side was placed under Max Friz, Franz Josef Popp took over the post of Managing Director. Popp held this key position until his retirement in 1942, and was instrumental in shaping the future of BMW.

BMW LOGO BMW roundel on a 1939 BMW motorcycle.

Growth
For the small BMW business, the large orders received from the Reichswehr for the BMW IIIa engine were overwhelming. Under Karl Rapp only a small number of engines had been produced and the manufacturing facilities were not in any way adequate to handle the mass production now required. Not only did BMW lack suitable machine tools but, to a very large degree, skilled manpower as well. However, the most serious drawback was in the small and aging workshops. Nevertheless, under the state-controlled war economy, officials in the relevant ministries were able to give BMW extensive practical support. So in a short time BMW got the skilled workers and machinery it needed. In addition, the Munich Company received a high level of financial assistance, which enabled it to build a completely new factory from the ground up, in the immediate vicinity of the old workshops. Due to the share capital being too small, both the building of the new plant and the working capital needed for materials and wages had to be financed with external funds, i.e. bank loans or state assistance. The war ministries of Bavaria and Prussia (then both separate kingdoms within the Kaisers Empire) did not, however, wish to go on supporting BMW with loans and guarantees, and therefore urged the flotation of a public limited company.

BMW is forced to close down

The end of the war in November 1918 had a huge impact on the entire German aircraft industry. Since 1914 the military had been placing lucrative orders with aircraft and aero-engine firms. But now military demand collapsed completely, from one day to the next. However, civil aviation was still in its infancy, and no substitute business could be expected from that quarter. The end of the war hit BMW particularly hard, since the BMW IIIa aero-engine was the only product the company was building in 1918. And suddenly there was no more demand for aircraft engines. In the years from 1914 to 1918 the German economy had been placed on a war footing. In order to enable companies to resume civil production as rapidly as possible, a central demobilization office was set up as soon as the war was over, and branches opened right across Germany. The Commissioner for Demobilization with responsibility for Bavaria ordered the closure of BMWs Munich plant with effect from 6 December 1918. The employees of the fledgling company faced locked factory gates and a future that was far from certain. The reason given by the civil servants for this factory closure was the general shortage of raw materials such as coal and metals. The small supplies of coal that were still on hand had to be made available for the freezing

population, and such supplies of metals as remained were diverted to consumer industries. As a former armaments manufacturer, BMW was sent away empty-handed.

First crisis for BMW AG WWI aftermath

BMWs top management was not discouraged by the compulsory closure decreed by the government. When permission was given for the gates to re-open on 1 February 1919, Managing Director Franz Josef Popp got the design department working constantly in order to have new products ready to sell to the peacetime market. Engines were designed for boats, cars, trucks and motorcycles. From the outset, BMW tried to remain an engine manufacturer. At the same time it also supplied industrial customers with products from its aluminum foundry. In 1919 BMW was forced to give up building aircraft engines completely, which it had initially continued on a modest scale. The Allies had banned Germany from building aircraft and aircraft engines, and in addition had demanded that all aviation assets manufactured up to that date should be handed over or destroyed. While the new BMW products for civilian use were technically advanced, they could not provide the company with any long-term security in a highly competitive market. The top management therefore began looking for alternatives. On 18 June 1919, BMW obtained a license agreement for the production of brake assemblies with the Berlin-based company Knorr-Bremse AG. The contract was to run for ten years and was intended to provide BMW with employment and profits until 1930. At that time, Knorr-Bremse manufactured stateof-the-art pneumatic brakes for trains and had the benefit of large, long-term contracts, which it could not, however, handle at its own factory. For this reason the Berlin Company was looking for a manufacturer to license and found it in Munich. One advantage BMW had in negotiating the contract was the announcement by the Bavarian government that they would be prepared to fit Bavarian trains with Knorr brakes provided they were manufactured in Bavaria.

BMW loses its independence

From the summer of 1919 onward, the manufacture of pneumatic brakes increasingly overshadowed engine production. The brake business occupied the majority of the BMW workforce, which was once again being expanded. This reorientation of the BMW product range had an effect on the ownership structure. As soon as the war ended, most of the BMW shareholders had lost interest in the company. Only the major shareholder Camillo Castiglioni still believed at first that BMW had a future, and took up all the company shares himself. However, Castiglioni was not an entrepreneur who took the long view; he was an astute financier in search of a quick return. The manufacture of railway brakes provided an opportunity to build up a solid business with sure profits, albeit small ones too small for Castiglioni. In August 1920, when the chairman of Knorr-Bremse AG, Johannes Vielmetter, offered to buy all of Castiglioni's shares in BMW, the Viennese speculator accepted. BMW was now wholly owned by the Knorr-Bremse company of Berlin. The new proprietors made only minor alterations to the structure of BMW, since they wished neither to change the management nor to get involved in the production process.

Aero engines for Russia

The aircraft engine business with Russia secured BMW's success in the 1920s. Meanwhile the competition, Junkers in particular, were confounded as to how BMW was managing to pay out such huge dividends. They conjectured that BMW was the victim of stock market speculation and would soon face bankruptcy. Others made allegations that the Munich Company was receiving millions of marks in government subsidies. But all these conjectures were wide of the mark. BMW had merely succeeded in securing Eastern Europe's biggest customer early on: the air force of the Red Army. However, while BMW benefited from these business deals with Russia, sole shareholder Castiglioni benefited even more. As an alleged brokerage fee, ten percent of the gross price of each aircraft engine delivered to Russia was paid, through shadow companies, to Castiglioni. In 1926, the financier from Vienna had to transfer over his majority shareholding to Deutsche Bank to resolve financial difficulties, but he continued as a major shareholder of BMW.

1923 The year of decisions

In 1922 BMW had once again become independent, and owed this position to its new major shareholder, Castiglioni. However, Castiglioni was only interested in making a "quick buck", which he did through the license agreement with Czechoslovakia, his "commission payments" from Russia, and various other deals. The long-term future of BMW was secured by the efforts of its employees and senior management at that time. In particular, the commitment to BMW of chief executive Franz Josef Popp and chief designer Max Friz established the company as a permanent international player in the building of aircraft engines and motorcycles. In this respect, 1923 was a year of great significance, and it can justifiably be called a decisive year for BMW. While Germany was forced to live through a year of runaway inflation and numerous attempted coups, the Munich Company made a successful new start for it was in 1923 that BMW resumed production of aviation engines. A crucial factor in this was the interest shown by the Soviet Union in BMW aircraft engines and the solid prospect of large orders. In the years that followed, the Soviet Union was to become BMWs most important customer. In addition to this, on 28 September 1923, BMW launched the first motorcycle of its own design, the R32. The R32 was the first in a series of products that would prove successful and profitable over the following years.

R32 motorcycle
Main article: History of BMW motorcycles

Automobiles
Austin-licensed BMW Dixi

BMW's first automobile, the BMW Dixi

BMWs automobile history had begun much earlier than 1924, if only in the form of proposals and prototypes. Correspondence dating back to 1918 shows the first use of the term automobile in BMW history. But no details, let alone images have come down to us regarding this four wheeled primogenitor. Subsequently, BMW manufactured various built-in motors with four and two cylinders that powered a wide variety of agricultural vehicles in the early 1920s. The spectrum of machinery driven across the land by BMW units ranged from single-track cars to huge farm tractors. Around 1925 two specially hired BMW designers, Max Friz and Gotthilf Drrwchter, both former employees of Daimler-Benz in Stuttgart, were commissioned by BMWs Managing Director Franz Josef Popp to design a BMW production car. From this first, demonstrably operational BMW car though as yet lacking any bodywork, BMW laid the groundwork for one of the world's most respected manufacturer of automobiles. Success for BMW in this industry came from an already proven source-the Seven. In 1927 the tiny Dixi, an Austin seven produced under license, began production in Eisenach. BMW bought the Dixi Company the following year, and this became the company's first car, the BMW 3/15.

BMW designs its own cars

Towards the end of 1930, BMW attempted to introduce a new front axle with independent wheel suspension for both their models, the BMW 'Dixi' 3/15 DA4 and BMW 'Wartburg' DA3, but this resulted in accidents with the prototypes because of construction faults. However, as the license with Austin would end in 1932, BMW decided upon the development of a completely new model and called in the help of German engineer Josef Ganz. He was hired as a consultant engineer at BMW in July 1931. At first, Josef Ganz negotiated with BMW about possible manufacture of his innovative rear-engined Maikfer prototype at BMW. However, BMW decided for a different model, more along the lines of the previous Dixi model. Therefore, with the assistance of Ganz, work started on the development of the BMW AM1 (Automobilkonstruktion Mnchen 1), a small car with a front-mounted engine, rear-wheel drive, and independent wheel suspension with swing-axles. The BMW AM1 was introduced in the first half of 1932 and quickly became a great success.

By 1933 BMW was producing cars that could be called truly theirs, offering steadily more advanced I6 sports and saloons (sedans). The pre-war cars culminated in the 327 coup and convertible, the 328 roadster, fast 2.0 L cars, both very advanced for their time, as well as the upscale 335 luxury sedan.

World War II
The German invasion of Poland and commencement of hostilities meant that manufacturing facilities in Germany were directed by the Nazi regime to re-focus on the manufacture of products required to support the war effort. For BMW, that meant an emphasis on production of aero (airplane) engines. Josef Popp argued against this, contending that, although financially lucrative, the change in focus would mean that the BMW AG would be heavily dependent on decisions made by the Nazi regime. In June 1940, he wrote to the Chairman of the Supervisory Board, Emil Georg von Stauss, explaining that the situation could threaten the very existence of BMW AG if there were any setback to aero engine production. This change in focus did in fact lead to a significant increase in external control from political and military agencies, weakening the position of the BMW management and eroding the position of Franz Josef Popp, whose leadership of BMW had been relatively autonomous and autocratic to that point. Statutes enacted on October 1, 1940 required all subsidiaries to transfer profit and loss responsibility to BMW AG. Expansion of the aero engine business required several injections of capital to Flugmotorenbau GmbH, with the total capitalization of BMW AG increasing in stages to RM 100 million by 1944. Further restructuring was carried out in 1944, with centralization of sales in BMW AG and the GmbHs acting only as property companies.

Second crisis for BMW AG WWII aftermath

1954 BMW 502 V8 Super

The acclaimed 1956 BMW 507

Third crisis for BMW AG a company for sale

Mnchen, BMW Autowerk, 1968

BMW 5 series (E12)

Rover

The Rover 75, the only new Rover released under BMW
Between 1994 and 2000, under the leadership of Bernd Pischetsrieder, BMW owned the Rover Group in an attempt to get into mass market production, buying it from British Aerospace. This brought the active Rover, Mini and Land Rover brands as well as rights to many dormant marques such as Austin, Morris, Riley, Triumph and Wolseley under BMW ownership. The venture was not successful. For years, Rover tried to rival BMW, if not in product, then in market positioning and "snob appeal". BMW found it difficult to reposition the English automaker alongside its own products and the Rover division was faced with endless changes in its marketing strategy. In the six years under BMW, Rover was positioned as a premium automaker, a mass-market automaker, a division of BMW and an independent unit. A five part BBC documentary, When Rover Met BMW (1996), gave some insight into the difficulties faced by the two firms. BMW was more successful with the Mini, MG and Land Rover brands, which did not have parallels in its own range at the time. In 2000, BMW disposed of Rover after years of losses, with Rover cars going to the Phoenix Venture Holdings for a nominal 10 and Land Rover going to the Ford Motor Company. The German press ridiculed the English firm as "The English Patient", after the film. BMW itself, protected by its product range's image, was largely spared the blame. Even the British press was not particularly sympathetic towards Rover. BMW retained the rights to Mini, Triumph and other marques. MINI has been a highly successful business, though the other names have not been used yet. Following the bankruptcy of MG Rover in 2005, the Rover name was sold to Ford in 2006 after BMW gave it a first refusal offer in 2000. However, Ford did not release any Rover-badged cars before selling the name to Tata Group, while the MG brand has been relaunched by Nanjing Automobile of China.

COMPANY PROFILE

BMW US Manufacturing Company

BMW US Manufacturing Company profile

TYPE INDUSTRY FOUNDED FOUNDER(S) HEADQUARTERS AREA SERVED KEY PEOPLE PRODUCTS OWNER(S) WEBSITE PRODUCTION F ACILITY AUTOMOTIVE 1994 BMW AG (MUNICH, GERMANY) GREER, SPARTANBURG COUNTY, SOUTH CAROLINA, UNITED STATES WORLDWIDE JOSEF KERSCHER (PRESIDENT) BMW X3, BMW X5, BMW X6 BMW AG
BMWUSFACTORY . COM

PRODUCTION DEPARTMENT

The BMW US Manufacturing Company in Greer, South Carolina is BMW's only US production facility. It was built to serve the demand of BMW automobiles directly in the US. Due to the structure of BMW's production plan, however, the Spartanburg plant does not actually assemble all BMW vehicles sold in the US market; instead, the plant serves as the only X3 and X6 production site in the world. Hence, all models of these vehicles exported worldwide originate from BMW Spartanburg. When BMW announced in 1992 that it would build a manufacturing facility in the United States to strengthen its international production system, a new era began. The location: a 1,150-acre (4.7 km2) site in Spartanburg County, South Carolina, a state with little-known expertise for automotive production. Among South Carolinas assets: a qualified workforce and additional training through its Technical Education System; easily accessible transportation facilities, including a deep-water port, major airport, modern rail and road systems (BMW has a transportation contract with Norfolk Southern Railway); and strategic location within easy distribution range of a majority of BMWs primary United States markets. The now $2.2 billion investment solidly positions BMW Manufacturing as an integral part in the companys five-plant production network. Presently employing 7,000 people, unlike many other automobile factories, all of the manufacturing processes at the plant are under one roof, creating an open communications environment that enhances the focus on quality. BMW Manufacturing Co. is a BMW Group company. In addition to the South Carolina manufacturing facility, BMW's North American companies include sale, marketing, design and financial services operations in the United States, Mexico and Canada, as well as throughout Latin America.

PRODUCT PROFILE:

X3 Sports Activity Vehicle (SAV) (2nd generation was transferred from Austria) X5 Sports Activity Vehicle (SAV) (1st & 2nd generations) o xDrive30i o xDrive48i o xDrive50i o xDrive35d (diesel) o Motorsport X6 Sports Activity Coupe (SAC) (1st generation) o xDrive35i o xDrive50i o Motorsport o Active Hybrid Z4 (1st generation 2003-2008, 2nd generation production was transferred to Regensburg, Germany in 2008) o Roadster o M Roadster o Coupe o M Coupe Z3 (19952002) o Roadster o M Roadster o Coupe o M Coupe 318i/318is (19941996, BMW Plant Spartanburg was not the sole producer of this model)

World premiere: 2012 BMW M3 CRT Sedan E90

The all-new: BMW M5 Sedan F10

World premiere: 2012 BMW 1 Series F20

World premiere: BMW 328 Hommage Concept

2006 BMW HARTGE HUNTER X3 E83

1936 BMW 329

2011 BMW Concept M5

2011 BMW M3 Pickup Concept

1972 BMW Turbo Concept

2011 G-POWER BMW X6 M Typhoon S E71

HUMAN RESOURCE DEPARTMENT

BMW Constructors Human Resources Department is responsible for recruiting the non-signatory, General & Administrative staff for the subsidiary companies, which include BMW Constructors, Inc. and BMW Constructors, Inc. HR is also responsible for managing employee benefits for the same operating companies. Mitch Prunty is the Recruiting Manager, based in our Munster, IN office. HR administrative support and benefits administration is provided by Diane Prosser in Indianapolis.

In academic terms, the human resource can be described as follows: Getting people Preparing people Keeping people

LABOR WELFARE FACILITIES

Labour Welfare Welfare includes anything that is done for the comfort and improvement of employees and is provided over and above the wages. Welfare helps in keeping the morale and motivation of the employees high so as to retain the employees for longer duration. The welfare measures need not be in monetary terms only but in any kind/forms. Employee welfare includes monitoring of working conditions, creation of industrial harmony through infrastructure for health, industrial relations and insurance against disease, accident and unemployment for the workers and their families. Labor welfare entails all those activities of employer, which are directed towards providing the employees with certain facilities and services in addition to wages or salaries. Labor welfare has the following objectives: 1. To provide better life and health to the workers 2. To make the workers happy and satisfied 3. To relieve workers from industrial fatigue and to improve intellectual, cultural and material conditions of living of the workers. The basic features of labor welfare measures are as follows: 1. Labor welfare includes various facilities, services and amenities provided to workers for improving their health, efficiency, economic betterment and social status. 2. Welfare measures are in addition to regular wages and other economic benefits available to workers

due to legal provisions and collective bargaining 3. Labor welfare schemes are flexible and ever-changing. New welfare measures are added to the existing ones from time to time. 4. Welfare measures may be introduced by the employers, government, employees or by any social or charitable agency. 5. The purpose of labor welfare is to bring about the development of the whole personality of the workers to make a better workforce. The very logic behind providing welfare schemes is to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose of providing such facilities is to make their work life better and also to raise their standard of living. The important benefits of welfare measures can be summarized as follows: They provide better physical and mental health to workers and thus promote a healthy work environment Facilities like housing schemes, medical benefits, and education and recreation facilities for workers' families help in raising their standards of living. This makes workers to pay more attention towards work and thus increases their productivity. Employers get stable labor force by providing welfare facilities. Workers take active interest in their jobs and work with a feeling of involvement and participation. Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace. The social evils prevalent among the labors such as substance abuse, etc are reduced to a greater extent by the welfare policies. Organizations provide welfare facilities to their employees to keep their motivation levels high. The employee welfare schemes can be classified into two categories viz. statutory and non-statutory welfare schemes. The statutory schemes are those schemes that are compulsory to provide by an organization as compliance to the laws governing employee health and safety. These include provisions provided in industrial acts like Factories Act 1948, Dock Workers Act (safety, health and welfare) 1986, Mines Act 1962. The non statutory schemes differ from organization to organization and from industry to industry.

STATUTORY WELFARE SCHEMES

The statutory welfare schemes include the following provisions: 1. Drinking Water: At all the working places safe hygienic drinking water should be provided. 2. Facilities for sitting: In every organization, especially factories, suitable seating arrangements are to be provided. 3. First aid appliances: First aid appliances are to be provided and should be readily assessable so that in

case of any minor accident initial medication can be provided to the needed employee. 4. Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in the office and factory premises and are also to be maintained in a neat and clean condition. 5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to provide hygienic and nutritious food to the employees. 6. Spittoons: In every work place, such as ware houses, store places, in the dock area and office premises spittoons are to be provided in convenient places and same are to be maintained in a hygienic condition. 7. Lighting: Proper and sufficient lights are to be provided for employees so that they can work safely during the night shifts. 8. Washing places: Adequate washing places such as bathrooms, wash basins with tap and tap on the stand pipe are provided in the port area in the vicinity of the work places. 9. Changing rooms: Adequate changing rooms are to be provided for workers to change their cloth in the factory area and office premises. Adequate lockers are also provided to the workers to keep their clothes and belongings. 10. Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions of water supply, wash basins, toilets, bathrooms, etc.

FINANCIAL STATEMENT
/w EPDw ULLTEzM /w EWBALYlY+rA

Annual

Interim 2010 2009 2008

12/31/2008 12 Months ARS 03/17/2010 Reclassified

2007
12/31/2007 12 Months ARS 03/18/2008 Updated

2006
12/31/2006 12 Months ARS 03/18/2008 Reclassified

Period End Date Period Length Stmt Source Stmt Source Date Stmt Update Type

12/31/2010 12/31/2009 12 Months ARS 12 Months ARS

03/15/2011 03/17/2010 Updated Updated

Revenue Total Revenue

60,477.0 60,477.0

50,681.0 50,681.0

53,197.0 53,197.0

56,018.0 56,018.0

48,999.0 48,999.0

Cost of Revenue, Total Gross Profit

49,562.0 10,915.0

45,356.0 5,325.0

47,148.0 6,049.0

43,832.0 12,186.0

37,660.0 11,339.0

Selling/General/Administrative Expenses, Total Research & Development Depreciation/Amortization Interest Expense (Income), Net Operating Unusual Expense (Income) Other Operating Expenses, Total Operating Income

5,529.0

5,040.0

5,369.0

5,254.0

4,972.0

0.0 0.0 0.0 166.0 305.0 4,915.0

0.0 0.0 0.0 -9.0 11.0 283.0

0.0 0.0 0.0 123.0 -235.0 792.0

2,920.0 0.0 0.0 55.0 -200.0 4,157.0

2,544.0 0.0 0.0 -32.0 -1,261.0 5,116.0

Interest Income (Expense), Net NonOperating Gain (Loss) on Sale of Assets Other, Net Income Before Tax

0.0

0.0

0.0

0.0

0.0

0.0 453.0 4,836.0

0.0 513.0 413.0

0.0 -81.0 351.0

0.0 177.0 3,873.0

0.0 630.0 5,222.0

Income Tax - Total Income After Tax

1,602.0 3,234.0

203.0 210.0

21.0 330.0

739.0 3,134.0

1,250.0 3,972.0

Minority Interest Equity In Affiliates U.S. GAAP Adjustment Net Income Before Extra. Items

-16.0 0.0 0.0 3,218.0

-6.0 0.0 0.0 204.0

-6.0 0.0 0.0 324.0

-8.0 0.0 0.0 3,126.0

-6.0 0.0 0.0 3,966.0

Total Extraordinary Items Net Income

0.0 3,218.0

0.0 204.0

0.0 324.0

0.0 3,126.0

0.0 3,966.0

Total Adjustments to Net Income Preferred Dividends General Partners' Distributions

0.0

0.0

0.0

0.0

0.0

Basic Weighted Average Shares

654.66

653.83

653.29

653.53

653.97

Basic EPS Excluding Extraordinary Items Basic EPS Including Extraordinary Items

4.92 4.92

0.31 0.31

0.5 0.5

4.78 4.78

6.06 6.06

Diluted Weighted Average Shares Diluted EPS Excluding Extraordinary Items Diluted EPS Including Extraordinary Items

654.66 4.92 4.92

653.83 0.31 0.31

653.29 0.5 0.5

653.53 4.78 4.78

653.97 6.06 6.06

Dividends per Share - Common Stock Primary Issue Dividends per Share - Common Stock Issue 2 Gross Dividends - Common Stock Interest Expense, Supplemental Depreciation, Supplemental

1.3

0.3

0.3

1.06

0.7

1.32 852.0 251.0 2,303.0

0.32 197.0 364.0 2,260.0

0.32 197.0 161.0 2,375.0

1.08 694.0 225.0 2,471.0

0.72 458.0 319.0 2,313.0

Normalized EBITDA Normalized EBIT Normalized Income Before Tax Normalized Income After Taxes Normalized Income Available to Common

8,763.0 5,081.0 5,002.0 3,345.01 3,329.01

3,874.0 274.0 404.0 205.42 199.42

4,585.0 915.0 474.0 445.64 439.64

7,895.0 4,212.0 3,928.0 3,178.51 3,170.51

8,356.0 5,084.0 5,190.0 3,947.66 3,941.66

Basic Normalized EPS Diluted Normalized EPS Amortization of Intangibles

5.09 5.09 1,379.0

0.31 0.31 1,340.0

0.67 0.67 1,295.0

4.85 4.85 1,212.0

6.03 6.03 959.0

TURN OVER
FRANKFURT (Market Watch) -- Germany's BMW AG (BMW.XE) said Friday revenue in 2009 declined 4.7% year-on-year to EUR50.68 billion, reflecting the woes luxury car makers faced as demand for their vehicles contracted sharply amid the economic downturn and tightening credit markets, but it still hit its targets. "Despite the ongoing worldwide financial and economic crisis, the BMW group has, from today's perspective, achieved the objectives for 2009," the Munich-based company said in a statement.

The company expects to post a pretax profit for the year, as planned. BMW Chief Executive Norbert Reithofer attributed that profit to cost management and other measures aimed at improving profitability. BMW previously had said it could avoid a loss even if sales slumped by up to 15%. Sales in 2009 fell 10.4% on the year to 1.29 million cars, but BMW retained the crown as the world's best-selling premium car maker ahead of Daimler AG's Mercedes-Benz brand and Volkswagen AG's (VOW.XE) Audi AG (NSU.XE) unit. BMW is expected to release detailed earnings figures for the fourth quarter and full year on March 17. For 2010, the company expects a slight increase in vehicle sales, namely a single-digit percentage rise to 1.3 million cars. Growth is expected in Brazil, China and India, emerging markets where BMW also saw increased sales in 2009. The car maker also targets sales growth in Germany in 2010 and in the U.S. market as well. The company last year was particularly hard-hit by the U.S. market downturn as North America has been the company's largest sales region until recently. BMW currently is expanding annual production capacity at its U.S. plant in Spartanburg to around 240,000 cars from about 160,000 vehicles previously, mainly to reduce its exposure to currency fluctuations, which have been a major concern in recent years. Although the economic crisis will continue to affect car makers in 2010, BMW said it will grow profitably this year due to the gradual economic recovery and a slate of new models. "The BMW group can start the new year with a certain amount of optimism," Reithofer said, adding the company will remain the leading provider of premium vehicles. As previously reported, car sales at the company's core BMW brand were down 11.1% in 2009 at 1.07 million vehicles. BMW's compact Mini brand posted a 6.8% decline year-on-year to 216,538 vehicles. BMW expects the new X1 and 5-Series Gran Turismo will foster sales momentum, with demand fueled further between 2010 and 2012 when the new versions of the fast-selling models are set to hit showrooms.

PRODUCTION PROCESS
To this point in the process, BMW team members have worked meticulously to prepare the canvas. Now begins the work of our finish team to fill the vehicle with a unique combination of components, options, and luxuries that will make this BMW as distinctive as its owner. This is Assembly, where it all comes together. The body formed, painted, and protected waits in the stacker, arranged in order. Sequenced parts such as instrument panel, front end, and power train are at the ready in other areas of the plant. What follows is a careful and intricate performance involving the flow of parts and precisely-timed processes. From this point on, every vehicle has a name.

All computers and controls in Assembly are linked together by nearly 16,000 miles of communications cables. Ergonomics are very important in the Tilt area. Carriers position the car so associates can install parts on the underbody. Doors are removed from the car body and travel via an overhead conveyor to a separate door assembly line. On the door line, the glass, water seals, mirrors, airbags, speakers and other trim pieces are installed. The doors then travel on an overhead conveyor back to the main line and are reunited with the same car body. The Wiring Harness is the nervous system of the cars electronics. The contents of the Wiring Harness bag are heated to about 100 degrees, which makes the thick wiring harness pieces more flexible and easier to install. The Wiring Harness is routed throughout the cabin, trunk, and engine area and fastened to the car body with clips and wire ties. A transponder is on every hood. This device helps track the car throughout the Assembly process. The paper taped to the car is the Build Sheet. Digit codes tell associates which part goes on the car. About 8,000 parts are installed on every BMW X5 and X6. Powertrain is a separate assembly area. The engine, transmission, front/rear axles, and other parts are assembled here. We get our six and eight cylinder gas and diesel engines for the X5 and X6 from Steyr, Austria. Our Motorsport engines for the X5 M and X6 M come from Munich. A floor transport system is used to move the powertrain to the Marriage area. Engine Marriage is where every car becomes a BMW. The entire power train is raised as the car body is lowered. Robots tighten ten primary bolts that hold the engine and power train in place. Fluid Fill: Most all fluids (radiator, brake, power steering, coolant, gas) are added here. We use a special gas that has additional cleaning agents and lubricants to help with the first car start-up. Roll Booth: The car is driven on rollers at speeds up to 85 mph, giving the engine and transmission its first good test.

At Final Inspection, associates closely inspect the interior and exterior. Then the car is driven off the line. BMW Manufacturing exports about 70% of its cars to more than 130 markets throughout the world. Charleston, SC, is our primary port.

QUALITY CONTROL AND QUALITY ASSURANCE

Events
o o o o o o o o o o o o o o

GOM Events GOM Inspect Introduction Seminars GOM Workshop CD - Injection Molding 2011 Exhibitions History Review GOM Events Exhibition History Metrology Systems 3D Coordinate Measuring 3D Scanner Automated Quality Control Large Scale CMM Tactile Measurement Material & Component Testing Digital Image Correlation 3D Motion Analysis Sheet Metal Forming Static Deformation System Overview ARAMIS ARGUS ATOS

 o o o o o o o o o o o o o

ATOS Inspection Cell GOM Touch Probe PONTOS TRITOP TRITOP Deformation 3D Software GOM Inspect Features Download GOM Inspect Professional ATOS Professional TRITOP CMM Software TRITOP Deformation Software ARAMIS Software PONTOS Software PONTOS Viewer ARGUS Software Open Data Formats Download Industries Automotive Automotive Design Material Testing & Simulation Press and Body Shop Power Train Plastic Components Test Stands & Component Testing Assembly Aerospace Aero structure Fuselage & Cabin

 o o o o

Propulsion Power Generation - Turbines Gas- & Steam turbines Hydropower Wind Energy Propulsion Transportation Railway Engineering Shipbuilding Utility Vehicles Medical Technology Biomechanics Forensics Dental Sheet Metal Forming Material Properties/FLC Tool Manufacture Tool Try-Out FEA / Simulation Verification Tool Maintenance Sheet Metal Parts Automated Quality Control Application Engineer / Technician C++ Software Developer Electrical / Mechanical technician for Robotics Electrical or IT Engineer ERP System Administrator Lotus Notes Administrator Management Assistant Software Testing Engineer Support Engineer or Technician

Student Assistants Technical Writer

New Application: Quality assurance on BMW convertibles

09/2009Mobile optical 3D coordinate measuring technology is used for quality assurance on the production line in the BMW Regensburg plant. On the assembly line the photogrammetric system then enables flexible inspection to be carried out during manufacture. Thus trends and deviations in production can be detected at an early stage. As result of using optical metrology rework time is reduced and production costs are cut down significantly. Also Quality Management can be specifically improved by means of process capability studies.

Measuring Systems: TRITOP

Keywords: Process optimization in production line, Quality assurance in production, Validation of fitting dimensions, Calibration stability of assembly jigs, MCS, PCS

TRAINING AND DEVELOPMENT

Training and Development

BMW Constructors believes that educating our employees is a critical necessity to remain competitive, enhance morale, increase productivity, and recruit/retain the best in our industry. Learning is a Lifelong Process BMW Constructors, Inc. does not expect employees to show up to work knowing everything they need to know. Why? Its because the best employees are students willing and able to learn new skills and the best employers are prepared to be teachers. Our belief is that the goal must be on restructuring employee education efforts to change the focus from training to learning; that is, to acutely focus on individual employees, and allow them to take responsibility for their own learning with the guided support from our Training & Development Team. BMW Constructors has committed to this process for every employee, recognizing that everyone learns at their own pace and not everybody learns in the same way. Every year, BMW Constructors dedicates thousands of hours of training to our co-workers at all levels of the organization. This formalized training may occur in the office, on the jobsite, at offsite seminars, at the local union hall or in conjunction with major universities across the country.

As a core value of our companies, this can only be actualized through talented people who share a passion for our industry and for personal excellence. Our employees are diverse, knowledgeable, confident, and caring (best in the industry) with an attention to the details that relate our clients needs to the training we seek. We believe in life-long learning. We encourage our employees to stay current on trends and practices affecting our industry. Each employee has a development plan in place with the companys financial support to continue to grow and develop.

MISSION STATEMENT

"To become most successful premium manufacturer in the car industry.

VISSION STATEMENT
Uniqueness through diversity, Leadership, taking Risk, courteous.

SCOPE OF SERVICES
What is CBS?
Conditional Based Service (CBS) is an evolution of BMWs standard service indicator system (SIA) previously fitted across the model range. It was first introduced in 2002 when the new 7 series model was launched and is now a standard feature on most new models.

Benefits of CBS
The concept of CBS was to create a flexible yet economical maintenance schedule for serviceable items fitted to a vehicle. Unlike its predecessor (SIA) which used fixed time and distance service schedules (days and m/kms) the innovative CBS system goes one step further. This intelligent system constantly gathers information from modules and sensors fitted around the vehicle which allows flexible intervals to be created preventing unnecessary replacement of components which still have substantial service life left. In essence there is an aim to lengthen service intervals and maximize the use of serviceable components.

Components supported by CBS

The type of CBS components supported on a particular model will vary depending on specification and engine type. Items fall into 2 main groups:
1) Sensor based items

These items are monitored by physical and virtual sensors with some reference being made to variables such as vehicle mileage, driving styles and temperature. Items included in this group are: -Engine oil Monitored by the DME/DDE engine control module -Micro filter/Pollen filter Monitored by the IHKA climate control module -Front brake pads Monitored by the DSC stability control module -Rear brake pads Monitored by the DSC stability control module -Diesel Particulate filter - Monitored by the DME/DDE engine control module
2) Internally calculated items

Certain items monitored by the CBS system do not require physical sensors. These serviceable items still operate under fixed intervals with remaining service life calculated by the instrument cluster based on time and distance. Items included in this group are: -Brake fluid -Spark plugs

-User interface -Instrument cluster The instrument cluster gives advanced notification of any pending service requirements via information displayed on the LCD. This is displayed in the form on a SERVICE warning followed by information relevant to the component requiring maintenance. BMW aim to give approximately four weeks advanced notification of any maintenance requirements to prevent drivers accidently running over service schedules.

i-Drive
Further information can be accessed via the i-Drive system. By navigating through the i-Drive menu into the Service Menu, it is possible to check the current state and remaining serviceable life of all CBS monitored components. Each item will be highlighted in either Green, Yellow or Red and display a percentage value indicating remaining serviceable life. Green item = No service required at present -Yellow item = Service life nearing its end -Red item = Service deadline has been passed

Resetting CBS service indicators

Inevitably this extra complexity demands more advanced reset procedures. The first noticeable requirement is the need to set the on-board time and date prior to making any resets. This is taken as the reference point for any time dependant CBS items such as Brake fluid
Resetting manually

It is possible to carry out the reset of CBS items manually by following specific procedures relevant to supported vehicles. These procedures will NOT work if: - The remaining percentage is greater than 80% - The time and date have not been set
Resetting using diagnostic equipment

By using suitable diagnostic equipment connected to the vehicle diagnostic connector it is possible to reset CBS service schedules at any time. By selecting the CBS option, the diagnostic equipment will gather information regarding the current state of CBS items from their relevant modules on the CAN network.

Manual Reset Procedure

Step 1 Insert key into slot Step 2 Press start/stop button without depressing clutch/brake and wait for the service reminder to disappear. Step 3 Immediately after service reminder goes out, press and hold the odometer reset. After 3 secs a warning triangle will appear, keep the odometer button pressed and after another 2-3 secs the Oil can will appear. If you hold it too long (10 secs in total) you will overshoot and some German writing will appear giving the software level/ can bus etc. of the car. Go back to the beginning and start again. Step 4 you are now in the service menu, use the toggle switch on indicator stalk to scroll up/down through the various service items.

Step 5 When you have the item you want to reset showing, press the BC button on end of indicator stalk. Reset should now appear in the display. Press in and hold the BC button for 2-3 secs and a clock will start whirling around and then its done. Step 6 You can now either scroll up/down to select another item (as in step 4) or you can press the start/stop button to exit. The above procedure will NOT work if:- The remaining percentage is greater than 80%; - The time and date have not been set.

Engine oil
CBS models: What's checked or changed when this symbol appears? * The engine oil and oil filter are changed because keeping the oil at the right level and clean is vital to the protection and longevity of the life of movable engine parts. Also, if you do a lot of short journeys, your oil filter will be more susceptible to blockages caused by the condensation of water in the oil. * The handbrake is checked - unlike the foot brakes, the handbrake is a mechanical function and therefore has to be checked for any necessary adjustment as standard. * With every 3rd oil change. - Intake silencer: replace air filter element - this can reduce your fuel consumption by up to 10% as the engine can breathe more easily. - Fuel filter: replace main fuel filter (only if diesel) - this will ensure a higher purification level of your fuel.

Micro-filters
CBS models: What's checked or changed when this symbol appears? * Heating, air conditioning or automatic air conditioning: replace micro filter/carbon canister - this is important because micro filters trap 80% of the pollen and traffic fumes before it gets into the cabin, helps keep drivers and passengers alert and helps demist windows quickly even on a rainy winter's day. * Reset indicator.

Front brakes
CBS models: What's checked or changed when this symbol appears?

* Brake pads are changed, and the brake caliper cavities are cleaned. Failure to get your brake pads replaced will result in a reduction in braking performance, and if the callipers are cleaned, any squeaking in the brakes should be diminished. * Brake discs: o Surface and thickness - the importance of having a safe level of thickness in your brake discs is paramount to your driving safety; if necessary, the brake discs will be replaced. * Reset indicator.

Rear brakes
CBS models: What's checked or changed when this symbol appears? * Brake pads are changed, and the brake caliper cavities are cleaned. Failure to get your brake pads matched correctly will result in a brake imbalance front to rear on your vehicle, and if the callipers are cleaned, any squeaking in the brakes should be diminished. * Brake discs: - Surface and thickness - the importance of having a safe level of thickness in your brake discs is paramount to your driving safety; if necessary; the brake discs will be replaced. * Handbrake: - Condition, brake lining thickness and function - unlike the foot brakes, the handbrake is a mechanical function and therefore has to be checked for any necessary adjustment. As the handbrake is connected to the rear brake shoes, over time these shoes wear and therefore these will also require inspection to ensure a serviceable condition. (The brake shoes when applied by the handbrake clamps the drums of the rear brake disc, therefore securing the rear wheels in a locked position, the mating surfaces have to be in good order). - If necessary, the handbrake or any of its other components will be replaced. * Reset indicator.

Brake fluid
CBS models: What's checked or changed when this symbol appears? * Brake fluid is changed. The problem with brake fluid is that it absorbs moisture from the air quickly. This is important because the amount of moisture in your brake fluid affects your vehicle's performance. As water content in brake fluid increases over time, the boiling point decreases. Fluid with a reduced boiling point (or high water content) can create vapour by boiling in the caliper, or wheel cylinder. Potentially, this could reduce braking performance significantly, and can also contribute to corrosion of parts, such as steel pistons and ABS modulators. * Reset indicator.

Diesel filter
CBS models: What's checked or changed when this symbol appears? (Only on diesel models) * Diesel filter is changed. This filter is important to the general efficiency of diesel engines. As the fuel passes through this filter, unwanted particles and residue will become trapped, so that the fuel is passing to the engine is 'clean'. Therefore, this filter has to be replaced when indicated to ensure that your engine is running at optimum performance. * Reset indicator.

MOT
CBS models: * Statutory inspection for vehicles 3 years and older. * Annual check comprising of over 150 safety related items and exhaust emission system test. * Checked items, for example include lights, steering, brakes, suspension and fuel system. * Government regulated inspection.

Spark plugs
CBS models: What's checked or changed when this symbol appears? (Only on petrol models) * Spark plugs are replaced. When it comes to fuel efficiently, spark plugs are one of the most critical parts of a petrol car's engine. Defective spark plugs can result in worsening emissions and increased fuel consumption, and can even result in misfires if not replaced. Replacing these worn spark plugs will improve the performance of the engine. * Reset indicator.

Vehicle check
CBS models: What's checked or changed when this symbol appears? * Diagnosis test. * Horn, headlight flasher and hazard warning lights. * Instrument and indication field lighting, check heater blower. * Windscreen wash/wipe system. * Body: checked for corrosion.

* Tyres: tread depths, tread pattern and external condition, check inflation pressures and correct if necessary (spare wheel checked also). * Battery: display checked, and if necessary, replaced. - If your car is a few years old it is worth getting your battery checked prior to the onset of cold and damp weather, as these conditions can contribute to deterioration in the battery. * Steering fluid reservoir: fluid level checked. * Coolant level and refill if necessary: if there's too little water and anti-freeze in the cooling system, then the engine can overheat and cause potentially serious damage. * Windscreen washer system: check fluid level, top up if necessary. * Brake lines and connections: checked for leaks, damage, and correct position. * Under-body including all visible parts: checked for damage, leaks and corrosion. * Steering components: checked for clearance, leaks, damage and wear. * Check for roadworthiness - Brakes - Steering - Shock absorbers; and - Clutch / automatic transmission

ADDITIONALLY: A Standard Scope inspection is carried out on your BMW when it is

brought in for a service. This inspection includes: * Check of control messages. * Check of telltale and warning lights flagged in the LCD display.

CHAPTER - II RESEARCH METHODOLOGY

Title of the project: The title of the project is study on BMW.

OBJECTIVES OF THE STUDY:

To make their position with the global motor vehicle market much stronger, than at the moment. This is by increasing the sales to over 2 million cars per year. To help the environment by making the right type of cars To make money To provide cars for the public for all uses.

To stay ahead in the competition .

AIMS OF THE STUDY

By 2012, we want to increase automobile retail to 1.8 million units and motorcycle sales by 50 percent to stand at 150,000 bikes per year. From 2012 onwards, we intend to achieve a return on capital employed of 26 percent and therefore a return on sales of between eight and ten percent.

TYPES OF RESEARCH
The present study is in descriptive form. The descriptive design enables researcher to describe the present picture of an existing organization culture.

SOURCES OF DATA COLLECTION

Both primary & secondary data were collected from the executives of BMW. Primary data was collected through questionnaire. Secondary data were collected from books, websites, journals & HRD manuals maintained by the department.

SAMPLING TECHNIQUE
Stratified random sampling technique was adopted for the present study, where the stratas includes Manager, Lab assistance, senior manager, Clerical members, and workers.

SAMPLE UNIT
The total population constitute of 18300 employees, among which the workers chosen sample size is 100 that includes 8 managers, 10 Deputy managers, 12 lab assistants , 4 Senior managers, 6 clerical members, 60 workers.

TOOLS USED FOR ANALYSIS

Percentage analysis, weighted arithmetic mean & Chi square tests are used for analysis.

PERIOD OF STUDY
Period of study is from July to October 2011 (4 months)

IMITATION OF THE STUDY

The study was conducted only among the workers working at corporate office.

CHAPTER -III DATA ANALYSIS AND INTERPRETATION:

Table no: 1 GENDER OF THE RESPONDENTS:

SR.NO 1. 2.

GENDER MALE FEMALE TOTAL

NO.OF RESPONDENTS 38 62 100

PERCENTAGE (%) 38% 62% 100

INTERPRETATION Table 1: indicates that among the total respondents, 62% of the respondents are female and 38% of respondents are male. Thus it is inferred that most of the respondents are female.

FIGURE-1 GENDER CATEGORY OF THE RESPONDENTS

100% 80% 60% 40%

38%

62% 100

38

62 100

20% 0% Male 1 Female 2 Total

Table 2. AGE GROUP OF RESPONDENTS

s.no
1 Age 20-40 No of respondents 60 Percentage (%) 60

41-50

30

30

51-60

10

10

total

100

100

Source: Survey data

Interpretation
Table 2: indicates that 60% of the respondents belong to the age group of 20-40 years, 30 % of the respondents belong to the age group of 41-50 of the respondents belong to the age group of 10% of the respondents belong to the age group of 51-60 years. Thus it is inferred that most of the respondents belong to the age group of 20-40years.

250

200

150

Percentage (%) No of respondents

100

Age

50

0 1 2 3 Total

Table 3: Experience of respondents:

s.no 1 2 3 4 total Source: survey data Experience <5 years 10-15 years 20-25 years 20-35years No of respondents 20 35 30 15 100 Percentage (%) 20 35 30 15 100

Interpretation
Table 3: indicates that 35% of the respondents have experience between 10-15years, 30% of the respondents have experience between 20-25 years , 20 of the respondents have below 5 years experience, 15 % of the respondents have experience between 25-35 years experience. Thus it is inferred that most of the respondents are 10-15 years.

Figure-3 The work experience of the respondents

1 <5 years 2 10-15 years 3 20-25 years 4 25-35 years 4 total

Table 4: Educational qualification of Respondents:

S.no Educational qualification Higher secondary Undergraduate Post Graduate No. of respondents Percentage (%)

1 2 3

42 30 28

42 30 28

Total

100

100

Source: survey data

Interpretation
Table 4: indicates that 42% of the respondents finished their higher secondary level and 30% of the respondents are graduate holders 28% of the respondents are postgraduate. Thus it is inferred that most of the respondents have finished their higher secondary level.

Figure: 4 Educational qualifications of the respondents No.of repondents

1 Higher secondary 2 Undergraduate 3 Post graduate 3 Total

Table: 5 Designation of respondents

S.no 1 2 3 4 5 6 Designation Manager Deputy Manager Lab assistance Seiner managers Clerical members Workers Total Source: Survey data No of respondents 8 10 12 4 6 60 100 Percentage (%) 8 10 12 4 6 60 100

Interpretation:
Table 5: Indicates that 60(%) of the respondents are workers, 12(%) of the respondents are lab assistance, 10 (%) of the respondents are deputy manager, 8(%) of the respondents are Managers, 6(%) of the respondents are clerical members, 4 (%) of the respondents are seiner Managers. Thus it is inferred that most of the respondents are workers.

Figure: 5 Figure showing the designation of the respondents No of respondents

1 Manager 2 Deputy manager 3 Lab assistance 4 seiner Managers 5 Clerical Members 6 Workers 6 Total

WEIGHTED ARITHMETIC MEAN

Table-1 weighted arithmetic Mean for Attitude of Workers towards Organizational structure

Response/ opinion FACILITIES SMOOTH FUNCTIONING SATISFIED WITH

Strongly Agree (5) 34* 5 =170 12*5 =60

Agree (4) 57*4 =228 59*4 =236

Neutral (3) 4*3 =12 15*3 =45

Disagree (2) 5*2 =10 8*2 =16

Strongly Disagree (1) 0*1 =0 6*1 =6

Total weightage 420

Weighted average 28

363

24.2

HIERARCHICAL FACILITATES 34*5 OPENESS TO =170 SUGGESTIONS Source: Survey data

51*4 =204

10*3 =30

4*2 =8

1*1 =1

413

27.5

Interpretation
Table 1 indicates that the weighted arithmetic mean score for the variables organization facilitating smooth functioning is 28 for openness to suggestion people at all levels of organization is 27.5 satisfaction level of heretical style is 24.2. thus it is inferred that organizational facilitating smooth functioning This dimension reasonably influences the organization culture due to the fact that an organizations structure reduces ambiguity for employees and shapes their attitudes and facilities and motivates them to higher level of performance.

Table 2: WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS COMMUNICATION

RESPONSE/ OPINION Strongly Agree (5) 21*5 =105 Agree (4) 40*4 =160 Neutral (3) 30*3 =90 Disagree (2) 8*2 =16 Strongly Disagree (1) 1*1 =1 Total Weightage 372 Weighted average 24.8

MANAGERS SHARE INFORMATION WITH THEIR SUBORDINATES INFORMATION 42*5 COMMUNICATED =210 TO THEM IN A NON THREATENING WAY WELL 17*5 INFORMED OF =85 THE ACTIVITIES OF THE ORGANIZATION Source: Survey data

51*4 =204

5*3 =15

2*2 =4

0*1 =0

433

28.9

57*4 =228

15*3 =45

6*2 =12

5*1 =5

375

25

Interpretation
Table 2 indicates that the weighted arithmetic mean score for the variables , for the weakness of employee were communicated in a non threatening way is 28.9 for employee were well informed of the activities of the organization 25. And managers share information with their subordinates is 24.8. Thus it is inferred that most of the workers believe that Weakness of employee were communicated in non threatening way.

Table-3: WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS LEADERSHIP

Response/ Opinion Strongly Agree (5) 30*5 =150 Agree (4) 39*4 =156 Neutral (3) 18*3 =54 Disagree (2) 8*2 =16 Strongly Disagree (1) 5*1 =5 Total Weightage 381 Weighted average 25.4

MANAGERS INFLUENCE USING POSITION POWER APPLICATION 27*5 OF =135 MANAGERIAL POWER FOR ORGANIZATION GOALS CONFLICTS ARE 26*5 RESOLVED IN A =130 RATIONAL MANNER Source: Survey data

37*4 =148

26*3 =78

6*2 =12

4*1 =4

377

25

39*4 =156

17*3 =51

10*2 =20

8*1 =8

365

24.3

Interpretation
Table 3 indicates that the weighted arithmetic mean score for the variables, the subordinates were influenced by the positional power of the managers rather than their expertise is 25.4 for the managers had used their power for personal rather than organizational goals is25 and conflicts are, generally resolved in a rational manner is 24.3. Thus it is inferred that most of the workers believe that subordinates were influenced by the positional power of the managers rather than their expertise So leadership plays a central part in understanding organizational culture for its the leader who usually provides the direction towards goal attainment.

TABLE- 4: WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS DECISION MAKING
RESPONSE/ OPINION Strongly Agree (5) FREE TO TAKE 19*5 DECISIONS =95 PARTICIPATION 26*5 STYLE OF =130 DECISION MAKING FEW 10*5 INSTANCES OF =50 VIOLATION OF VALUES Source: Survey data Agree (4) 38*4 =152 41*4 =164 Neutral (3) 20*3 =60 19*3 =57 Disagree (2) 14*2 =28 9*2 =18 Strongly Disagree (1) 9*1 =9 5*1 =5 Total Weightage 344 374 Weighted average 22.9 24.9

34*4 =136

51*3 =153

1*2 =2

4*1 =4

345

23

Interpretation:
Table 4 indicates that the weighted arithmetic mean score for the variables. Management had encouraged participative style of decision making is at all levels is 24.9, and the actions of management had violated the espoused values of the firm is23. And free to take decisions of my own is 22.9. Thus it is inferred that most of the workers believe that Management encourages participative style of decision making at all levels. A participative style of decision making where the subordinates share a significant degree of decision making power with their supervisors is ideal for sustaining a good organization culture.

TABLE-5: WEIGHTED ARITHMETIC MEAN FOR ATTITUDEOF WORKERS TOWARDS WORK ATMOSPHERE
RESPONSE/ OPINION Strongly Agree (5) ORGANIZATION 30*5 CLIMATE IS =150 CONDUCIVE TO ACQUIRE NEW KNOWLEDGE INVOLVEMENT 15*5 OF FAMILY =75 GATHERING RESPONSE TO 57*5 COMPLAINTS =285 Source : Survey data Agree (4) 21*4 =84 Neutral (3) 40*3 =120 Disagree (2) 8*2 =16 Strongly Disagree (1) 1*1 =1 Total Weightage 371 Weighted Average 24.7

41*4 =164 15*4 =60

40*3 =120 17*3 =51

2*2 =4 6*2 =12

2*1 =2 5*1 =5

365

24.3

413

27.5

Interpretation
Table 5 indicates that the weighted arithmetic mean score for the variables, their ideas and views were listened and taken seriously is 27.5, for climate in the organization was very conductive to acquire new knowledge and skills for employees is 24.7 and involve office collogues in family gathering is 24.3. Thus it is inferred that most of the workers believe that The climate in this organization was very conductive to acquire new knowledge and skills. The overall work atmosphere in the organization was conductive and supportive. The employees perception on work atmosphere greatly influences the organization culture.

TABLE-6: WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS SUBCULTURE

RESPONSE/ OPINION Strongly Agree (5) ORGANIZATION 59*5 HAD LOT OF =295 SUBGROUP DIFFERENCE IN 39*5 OPINION =195 Source: Survey data Agree (4) 12*4 =48 30*4 =120 Neutral (3) 8*3 =24 18*3 =54 Disagree (2) 15*2 =30 8*2 =16 Strongly Disagree (1) 6*1 =6 5*1 =5 Total Weightage 403 Weighted average 26.9

390

26

Interpretation
Table 5 indicates that the weighted arithmetic mean score for the variables the organization had a lot of subgroups is 26.9, and cliques had difference of opinion, values and norms is 26. Thus it is inferred that most of the workers believe that organization had a lot of subgroups.

TABLE-6: WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS PERFORMANCE APPRAISAL SYSTEM
RESPONSE/ OPINION Strongly Agree (5) EFFECTIVENESS OF 26*5 PERFORMANANCE =130 APPRAISAL SYSTEM SUITABLE 10*5 PARAMETER FOR =50 PROMOTION DECISION IMPLEMENTATION 40*5 Agree (4) 37*4 =148 Neutral (3) 27*3 =81 Disagree (2) 4*2 =8 Strongly Disagree (1) 6*1 =6 Total Weightage 373 Weighted Average 24.9

39*4 =156

17*3 =51

26*2 =52

8*1 =8

317

21.1

21*4

30*3

1*2

8*1

384

25.6

OF OPINION OF =200 SUBORDINATES Source: Survey data

=84

=90

=2

=8

Interpretation
Table 5 indicates that the weighted arithmetic mean score for the variables their superiors had valued the ides of subordinates and implemented quickly is 25.6, performance appraisal system of the company had identified and utilized potential of employees groom them to take up higher position in future is 24.9, and performance appraisal for promotion decisions are based on suitable parameters is 21.1, and thus it is inferred that most of the workers believe that Their superiors had valued the ideas of subordinates and implemented them quickly so performance appraisal system serves as a useful basis for job change (or) promotion. The parameters for performance appraisal system in the company included job knowledge, leadership, work output, co operation etc.

TABLE-6: WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS INCENTIVE AND REWARD SYSTEM
RESPONSE/ OPINION Strongly Agree (5) 41*5 =205 Agree (4) 19*4 =76 Neutral (3) 26*3 =78 Disagree (2) 5*2 =10 Strongly Disagree (1) 9*1 =9 Total Weightage 378 Weighted average 25.2

MASTERY OF CORE DISCIPLINE FOR ADVANCEMENT REWARD 20*5 SYSTEM =100 REFLECT A HIGH DEGREE OF CONGRURNCE REWARDING 17*5 ANY GOOD =85 WORK MADE BY EMPLOYEES Source: Survey data

38*4 =152

19*3 =57

14*2 =28

9*1 =9

346

23.07

39*4 =156

26*3 =78

10*2 =20

8*1 =8

347

23.13

Interpretation
Table 6 indicates that the weighted arithmetic mean score for the variables reward system and promotion criteria required a core discipline that had lead to the advancement of employees is 25.2 and company had adequate mechanisms to reward any good work / contribution made by the employees 23.13 and reward system and promotion criteria and performance incentive and other measure of success had reflected a high degree of congruence is 23.07 Thus it is inferred that most of the workers believe that The company had adequate mechanisms to reward any good work made by the employees.

TABLE-7 WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS TRAINING AND DEVELOPMENT
RESPONSE/ OPINION Strongly Agree (5) 37*5 =185 Agree (4) 27*4 =108 Neutral (3) 26*3 =78 Disagree (2) 6*2 =12 Strongly Disagree (1) 4*1 =4 Total Weightage 387 Weighted Average 25.8

EMPLOYEES TAKE TRAINING SERIOUSLY AND LEARN RECRUITS 30*5 RECEIVE ONE =150 WEEK OF INTENSIVE TRAINING JOB ROTATION 26*5 FACILITIES =130 EMPLOYEES DEVELOPMENT Source: Survey data

18*4 =72

39*3 =117

5*2 =10

8*1 =8

357

23.8

6*4 =24

37*3 =111

27*2 =54

4*1 =4

323

21.5

Interpretation
Table 7 indicates that the weighted arithmetic mean score for the variables employees sponsored for training had taken seriously and learnt from the programme is 25.8 for recruits receive at least one week of intensive training is 23.8 and job rotation in the organization facilities employees development is 21.5. Thus it is inferred that most of the executives believe that Recruits receive at least one week of intensive training.

TABLE-8: WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS INTERPERSAONAL RELATION
RESPONSE/ OPINION HELPFUL AND TRUST WORTHY STRONGLY TRUST THEI SUPERIOR Strongly Agree (5) 8*5 =40 51*5 =255 Agree (4) 10*4 =40 34*4 =136 Neutral (3) 39*3 =117 10*3 =30 Disagree (2) 26*2 =52 1*2 =2 Strongly Disagree (1) 17*1 =17 4*1 =4 Total Weightage 266 Weighted Average 17.73

427

28.5

TEAMSPRIT IS 39*5 OF =195 HIGHESTORDER Source: Survey data

10*4 =40

26*3 =78

17*2 =34

8*1 =8

355

23.7

Interpretation
Table 8 indicates that the weighted arithmetic mean score for the variables the climate in the variables strongly trust my superior is 28.5. And team spirit is of highest order in this organization is 23.7 and people in this organization were helpful and trust worthy is 17.73. Thus it is inferred that most of the workers believe that People in this organization were helpful and trust worthy This plays a vital role in sustaining a better organizational culture. So there was a strong interpersonal relationship in the organization.

TABLE-9: WEIGHTED ARITHMETIC MEAN FOR ATTITUDE OF WORKERS TOWARDS MOTIVATION AND MORALE
RESPONSE/ OPINION LIFE WAS WORTH LIVING Strongly Agree (5) 27*5 =135 Agree (4) 37*4 =148 Neutral (3) 6*3 =18 Disagree (2) 26*2 =52 Strongly Disagree (1) 4*1 =4 Total Weightage 357 Weighted Average 23.8

EMPLOYEES 41*5 WERE =205 MADE AWARE OF THEIR JOB EMPLOYEES 39*5 HAVE =195 MADE PERSONEL SACRIFICES FOR THE FIRM Source: Survey data

26*4 =104

19*3 =57

9*2 =18

5*1 =5

389

25.9

26*4 =104

17*3 =51

8*2 =16

10*1 =10

376

25.1

Interpretation
Table 9: indicates that the weighted arithmetic mean score for the variables employee were made aware of their job 25.9, and employees have made personal sacrifices for the form out of commitment to the firms shared values 25.1. Life was worth living is 23.8. Thus it is inferred that most of the workers believe that Life was worth living. Motivation and morale plays a central part in understanding the organizational culture. The high morality of the employees makes the work more pleasant and helps in improving the work culture.

TABLE 1: Chi-square table showing Relationship between Age group of Respondents and Attitude towards work atmosphere. Null Hypothesis
Ho: There is no significant relationship between Age group of respondents and work atmosphere in their work.

Alternative Hypothesis
H1: There is significant relationship between Age group of respondents and work atmosphere in their work Atmosphere in their work.

Table showing observed frequency

RESPONSE/ AGE GROUP Strongly Agree Agree Neutral Disagree Strongly Disagree Total

20-40 70 41-50 28 51-60 4 Total 102 Source: Survey data

48 22 7 77

51 32 14 97

8 5 3 16

3 3 2 8

180 90 30 300

Expected value= Row total * column total Grand total

Chi- square calculations:

S.NO 1 2 3 4 5 6 7 8 9 10 11 12 OBSERVED FREQUENCY (O) 70 28 4 48 22 7 51 32 14 8 5 3 EXPECTED FREQUENCY (E) 61.2 46.2 58.2 9.6 4.8 30.6 23.1 29.1 4.8 2.4 10.2 7.7 (O-E)2 77.44 331.24 2937.64 1474.56 295.84 556.96 778.41 8.41 84.64 31.36 27.04 22.09 (O-E)2/E 1.27 7.169 50.475 153.6 61.63 18.2 33.697 0.289 17.63 13.067 2.65 2.843

13 3 14 3 15 2 Source: Calculated data Calculated value = 24.68 Levels of significance =5% Degrees of freedom= (row-1) (column-1) = (5-1) (3-1) = 4*2 =8 Tabulated value = 0.05 = 15.507

9.7 1.6 0.8

44.89 1.96 1.44

4.628 1.23 1.8 = 24.6

Calculated value > Table value : Null hypothesis is rejected Interpretation: Thus it is inferred that there is n o relationship between Age group work atmospheres in their work.

TABLE 2: Chi- square table showing relationship between experience of respondents and Attitude towards decision making.
Ho: There is no significant relationship between experience of respondents and Attitude towards decision making. H1: There is significant relationship between experience of respondents and Attitude towards decision making

Table: 2 showing observed frequency

Response/ Experience Below 5 Years Strongly Agree 22 Agree 14 Neutral 18 Disagree 2 Strongly Disagree 4 Total 60

5-10 years 10-15 years Above 15 Total

4 6 23 55

53 40 6 113

40 30 2 90

5 8 9 24

3 6 5 18

105 90 45 300

Source: Survey data Expected value= Row total * Column total/ Grand total

Chi-square calculations
S.NO 1 2 3 4 5 6 7 8 9 OBSERVED FREQUENCY (O) 22 4 6 23 14 53 40 6 18 EXPECTED FREQUENCY (E) 11 22.6 18 4.8 3.6 19.25 39.55 31.5 8.4 (O-E)2 121 345.96 144 331.24 108.16 1139.06 0.203 650.25 92.16 (O-E)2/E 11 15.308 8 69.008 30.04 59.172 5.133 20.643 10.97

10 40 6.3 11 30 16.5 12 2 30.9 13 2 27 14 5 7.2 15 8 5.4 16 9 8.25 17 4 16.95 18 3 13.5 19 6 3.6 20 5 2.7 Source: Calculated data Calculated value = 24.72 Levels of significance = 5%

1135.69 182.25 835.21 625 4.84 6.76 0.563 167.70 110.25 5.76 5.29

180.268 11.045 27.029 23.148 0.67 1.25 0.068 9.89 8.167 1.6 1.959 =24.72

Degrees of freedom = (row-1) (column -1) = (5-1) (3-1) = 4 3= 12 Tabulated value = 0.05 =21.026 :. Null hypothesis is rejected => Calculated value> Table value

Interpretation: Thus it is inferred that there is no relationship between experience of

respondents and Attitude towards Decision making.

CHAPTER IV
FINDINGS
Most of the respondents are female. Most of the respondents belong to the age group of 20-40 years. Most of the respondents are 10-15 years (30) Most of the respondents have finished their higher secondary level Most of the respondents are workers Most of the workers believe that organization facilitating smooth functioning Most of the workers believe that Weakness of employees was communicated in non threatening way. Most of the workers believe that Subordinates were influenced by the positional power of the managers rather than their expertise. A participative style of decisions making where the subordinates share a significant degree of decision making power with their supervisors is ideal for sustaining a good organization culture.

 The overall work atmosphere in the organization was conductive and supportive. Most of the workers believe that organization had a lot of subgroups Most of the workers believe that Their superiors had valued the ideas of subordinates and implemented them quickly so performance appraisal system serves as a useful basis for job change (or) promotion. Most of the workers believe that The company had adequate mechanisms to reward any good work made by the employees Most of the workers believe that Recruits receive at least one week of intensive training Most of the workers believe that People in this organization were helpful and trust worthy This plays a vital role in sustaining a better organizational culture. Most of the workers believe that life was worth living. Motivation and morale plays a central pact in understanding the organizational culture. Most of the respondents are pride and feeling 5-7 (32) There is no relationship between Age group work atmospheres in their work. There is no relationship between Experience of respondents and Attitude towards Decision making.

CHAPTER-V SUGGESTIONS
1. The organization should improve the hierarchical structure. The number of workers assigned under each deputy managers should be reduced. 2. Managers should share vital information with their subordinates. 3. Proper conflict resolution strategies should be adopted by the organizations. 4. Work atmosphere can be still improved by encouraging interested employees to acquire new skills. 5. Grievance handling cell can be established in the organization to fasten the process of Solving complaints (or) grievances of the employees.

CHAPTER-VI CONCLUSION
The project report is title A study on organizational culture in BMW . The organizational culture is identified through its dimensions such as organizational structure, communication, Leadership, Decision making, Work atmosphere, Sub culture, Performance, Appraisal system, Incentives and reward system, Training and Development, and interpersonal relations.

Though the study it is identified that the organizational structure facilitates smooth functioning, encourages participative style of decision making and the ideas and complaints of the workers are listened to and taken seriously. It is also identified that there are adequate mechanisms to reward the contribution made by employee. The organization in order to enhance its organizational culture can establish a grievance cell, in its premises. The work atmosphere can be improved through encouraging interested employees to acquire new skill and proper communication flow should be facilitated, throughout the organizations. These suggestions when implemented will increase the pride and feeling of oneness among the workers towards the organization.

BIBLIOGRAPHY
Website: www.Bmwusfactory.com