PROJECT OF INTERNSHIP IN TITAN INDUSTRY

Titan Industries Ltd.

Titan Industries Ltd. set up in 1987 Joint venture of the Tata Group and TIDCO 1st factory at Hosur Financial and technical collaboration with Ebauches, France 1988: Estd. a component manufacturing facility 1990: Estd. a case manufacturing plant 1992: Integrated backwards to manufacture step motors Annually markets over 7 million watches
6th largest globally in the category of

manufacturer brands
2

Titan Industries Ltd. Brands

Insignia

Made with high-grade anti-allergenic steel, scratch-resistant sapphire crystal and special hard gold plating Sports & Multi-functional watches Magic in gold and unique futuristic material Elegant corporate wear

Psi2000, Technology

Regalia, Royale

Classique Spectra

Combines the sturdiness of steel with the richness of gold

The Everyday Watch Exclusive watches for women Contemporary styles for the young For young boys and girls Watches for him and her
3

Exacta Raga Fastrack Dash! Bandhan

TITAN

Watch

Jewelery

Eye

wear

Tanshiq

Zoya

Gold plus

TRAINING AND DEVELOPMENT PROCESS IN TITAN

PMS

Department need

Organization Need
Business Need

Forms used Supporting Document Supporting activities

Individual Need Training Need Analysis

Training Advisory Committee Business Impact

Faculty Identification

TNA Format

Training Effectiveness

Design
Content Approval
Check List Participant List

F/B Sharing & Action Plan Feedback Consolidation

Execution

Payment Process

Mid Course Correction

Titan Industries Limited Learning & Development - Hosur

Feedback

LEADERSHIP
Presented by: UDAY JAT

Definition
Leadership is defined as the ability

to influencing people or a group

towards the achievement of a vision or set of goals.

Leadership
Influence

Leader-Follower

LEADERSHIP

Organizational Objectives

Change

People

LEVELS of LEADERSHIP: Individual (Dyadic) Group Organization Org. Perf = f(Group; Individual) Grp. Perf = f(Individual)

Effective leadership Robert N. Lussier

THEORIES OF LEADERSHIP

TRAIT THEORY
Trait theory of leadership

differentiate leader to nonleader by

focusing on personal quality and characteristics.

 Also called Great Man (Person) Approach: Tries to figure out

common attributes (traits) effective leaders have had

Focuses on: Physical ability work related and social

characteristics

Born as a leader or nonleader

But all said and doneHuman beings are most dynamic machine No readymade tool to accurately determine the kind of person an individual is

Behavioral Theory of Leadership

Focuses on what leader says and does One best leadership style for all situations What determines the behavior of a person? Behavior is influenced by Traits to a great extent but Behavior is

easier to learn/change than traits Major models in Behavioral Theory: University of Iowa: Autocratic Democratic University of Michigan: Job centered Employee centered Ohio State University: Initiating structure Consideration behavior Leadership Grid: Concern for people Concern for production

University of Iowa Leadership Styles

Leadership Style = F (Traits, Skills, Behaviors)

Indentified to leadership styles:

Autocratic L S: Make decisionCommunicate it to

employeesClosely supervise
Democratic L S: Encourage participation in decisionWork with

employee to determine what needs to be doneDont closely supervise

The above two are opposite ends of continuum

University of Michigan Studies

Didnt focus on styles of leadership
Rather, tried to determine behavior of effective leaders Following were the aims:
Classify leaders as effective and ineffective Determine reasons for effectiveness

Identified two styles: Job Centered & Employee Centered

Job Centered: (Goal emphasis & Work facilitation)

Extent to which leader takes charge to get job done

Employee Centered: (Supportive leadership & Interaction facilitation)

Extent to which leader is sensitive to subordinates

Ohio State University

Worked on determine various leadership style

Developed a Leadership Behavior Description Questionnaire

An indicator for leaders given by followers Two different parameters used: Initiating Structure & Consideration

Initiating Structure = Job-centered (focuses on getting task done) Consideration Behavior = Employee-centered (focuses on meeting peoples need and developing relationships)

Low---------------------INITIATING STRUCTURE---------------------High
High | CONSIDERATION | Low Two way communication Share decision making

One way communication Managers make decisions

Although there is no one best leadership style in all situations, employees are more satisfied with a leader who is high in consideration

Leadership Grid
Based on 2 dimensions: Concern for Production and Concern for

People
High
C O N C E R N P E O P L E

1,9
Country Club

9,9
Team Leader

5,5
Middle of the Road Impoverished Authority-Compliance

Low

1,1
1 Low CONCERN for PRODUCTION

9,1
9 High

CONTINGENCY THEORY OF LEADERSHIP

Drawbacks of early theories & Rise of Contingency Leadership Paradigm

Focused on the quality of an individual

Equated Organizational Effectiveness to Managerial Effectiveness Tried to standardize a very dynamic thing: BEHAVIOR

======================================================= Tried to find 1 Best Leadership Style for all situations By late 60s it became clear that Different situations need different leadership styles

The rise of Contingency Leadership Paradigm

It Depends

Attempts to explain appropriate leadership styles based on 3 things:

Leader Follower - Situation
Effective leadership Robert N. Lussier

Contingency Framework and Variables

follower
Capacity

Leader
Personality

Situations
Task

motivation

Traits
Behavior Experience

Structure
Environment

Fred Fiedlers Situational Leadership Theory

Proposed that leadership style is a reflection of PERSONALITY and

BEHAVIOR
Leadership styles are constant They dont change styles rather they change situations

Used to determine if a persons leadership style is task or relationship

oriented, and if the situation (leader-member relationship, task structure,

and position power) matches the leaders style to maximize performance Whats unique about Fiedlers theory?
FOLLOWERS Situational Favorableness LEADER SITUATION
Leader-member relation Task structure Position power Leader-member relations

LEADERSHIP STYLES
Task Relationship

Situational Favorableness
1. Leadermember relations SITUATION S 2. Task structure

3. Position Power

Leadership Situation Effectiveness Leader-member relations Task Structure Position Power

Victorstudy.com(http://www.vectorstudy.com/management_th eories/fiedlers_contingency_model.htm)

Fiedlers Contingency Model

STRONG REPETITIVE WEAK GOOD STRONG NONREPETITIVE 3. TASK 4. RELATIONSHIP 5. RELATIONSHIP 6. RELATIONSHIP 7. RELATIONSHIP 8. TASK 2. TASK 1. TASK

start
REPETITIVE

WEAK STRONG

WEAK POOR STRONG NONREPETITIVE WEAK

Transactional leadership theory

Transactional leadership involves motivating and directing

followers primarily through appealing to their own self-interest.

The power of transactional leaders comes from their formal

authority and responsibility in the organization. The main goal of the follower is to obey the instructions of the leader
The leader believes in motivating through a system of rewards

and punishment. If a subordinate does what is desired, a reward will follow, and if he does not go as per the wishes of the

leader, a punishment will follow. Here, the exchange between

leader and follower takes place to achieve routine performance goals

Exchanges involve four dimensions

Contingent reward

Active management by exception

Passive management by exception

Laissez-faire

Chrmglobal.com

Assumptions of Transactional Theory

Employees are motivated by reward and punishment The subordinates have to obey the orders of the superior The subordinates are not self-motivated

They have to be closely monitored and controlled to get the work done from them

Transformational leadership
Transformational leadership theory is about leadership that

creates positive change in the followers whereby they take care of

each other's interests and act in the interests of the group as a

whole. In this leadership style, the leader enhances the motivation, moral and performance of his follower group.
According to MacGregor - transformational leadership is all

about values and meaning, and a purpose that transcends short-term goals and focuses on higher order needs.

Chrmglobal.com

 At times of organisational change, and big step change, people

do feel insecure, anxious and low in energy - so in these

situations and especially in these difficult times, enthusiasm

and energy are infectious and inspiring
The transformational approach also depends on winning the

trust of people - which is made possible by the unconscious assumption that they too will be changed or transformed in some way by following the leader

The four components of the transformational leadership style are:

Idealized influence (charisma): - follower admiration & respect, - risk sharing - consideration for follower needs - ethical & moral conduct (trust)

Inspirational motivation

- meaning & challenge to work

 Intellectual stimulation

- creative problem solving

individualized consideration - listening, praising

Differences between transactional and transformational leadership

Transactional Leadership is responsive Works within the organizational culture Transformational Leadership is proactive Work to change the organizational culture by implementing new ideas Transactional leaders make Transformational leaders motivate employees achieve organizational and empower employees to objectives through rewards and achieve companys objectives by punishment appealing to higher ideals and moral values Motivates followers by appealing Motivates followers by to their own self-interest encouraging them to transcend their own interests for those of the group or unit

Seven habit of highly effective people

Private victory

Be proactive

Begin with end in mind

Put first thing first

Public victory

Win win situation

Seek first to understand, then to be understood Synergize

Sharpen the show

Seven habit of highly effective people(Stephen R Covey)

LEADERSHIP DEVELOPMENT TOOLS

The leadership development tools largely

focus on strengthening leadership capabilities

at all levels, and include self-assessments and

skill-building exercises designed to increase

managers' self-awareness and self-confidence.

Myers Briggs type indicator

Extroverting (E) versus Introverting (I)

Sensing (S) versus intuiting (N)

Thinking (T) versus Feeling (F)

Judging (J) versus Perceiving (P)

BIG FIVE PERSONALITY INDICATORS

Surgency

Agreeableness
Conscientiousness

Neuroticism
Openness to Experience

The fundamental interpersonal relationship Orientation- behaviour* (FIRO - B):

Inclusion (I)

Control (C)
Affection (A)

The FIRO-B measures a persons need for:

Expressed Behaviour (E) Wanted Behaviour (W)

Johari window

Thomas-Kilmann Conflict Mode Instrument (TKI)

Type of conflict handling style

Competing Avoiding Compromising Collaborating Accommodating

Emotional intelligence
Self awareness

Self management
Social awareness

Social management

360 DEGREE FEEDBACK SYSTEM

360 degree feedback system

360 degree feedback system is a management feedback system or process in which an individual can take feedback from his surrounding people (self, superior, subordinate, peers, internal customer and

external customer) for getting realistic picture of

oneself.

Why 360 degree feedback system

When done properly, 360 is highly effective as a development tool. The feedback process gives people an opportunity to provide anonymous feedback to a co-worker that they might otherwise be

uncomfortable giving.
Allow learner to get high quality feedback about their

skill, behavior and performance

Continue
Managers and leaders within organizations use 360

feedback surveys to get a better understanding of their strengths and weaknesses. The 360 feedback system automatically tabulates the results and

presents them in a format that helps the feedback

recipient create a development plan

Anonymity
Individual responses are always combined with

responses from other people in the same ratter category (e.g. peer, direct report) in order to preserve anonymity and to give the employee a clear picture

of his/her greatest overall strengths and

weaknesses. Which he can improve and use his strengths in a better way

Scope in titan industry

Employee must be at an L6 manager level or above to be able to participate in the 360 degree feedback process and also must have completed at least 1 year service with the organization

What a 360 Feedback Survey Measures

360 feedback measures behaviours and competencies

360 assessments provide feedback on how others

perceive an employee
360 feedback addresses skills such as listening,

planning, and goal-setting

A 360 evaluation focuses on subjective areas such as

teamwork, character, and leadership effectiveness

Best practices for an effective 360 degree feedback system

1. Clarify the purpose for every member of the organization 2. Clarify rater anonymity, accountability, and selection 3. Prepare participants

4. Review and interpret feedback results

5. Develop an action plan

6. Followup

Perception matters!
perceptions are real because their consequences

are real
we are viewed
not by what we are, but by how people perceive

us to be
not by what we say, but by what people hear not by what

Tips for giving feedback

Feedback is a powerful tool when used correctly, so

we have to trying give feedback in a effective manner.

Before give your feedback ensure that you are in the

right frame of mind i.e no anxiety, fear, tension and

anger etc.
Dont fall victim to the recency, hallo or horn effect

Continue
Rating must be based on certain observation,

repeated and consistent behavior

Remind some incident while giving feedback Take time if it require

Instructions for provide feedback

First, identify the person who is asking you to provide

360 degree feedback

You may decline the request if you do not feel

comfortable providing feedback. This is to be expected

Determine the start and end dates of the 360 degree

feedback process. You will want plenty of time to think about the person and the feedback you want to

Continue
Answer each 360 degree question based on your

experience with the person over the past 12 months. Evaluating a person over the past 12 months should provide plenty of examples that you can reference.
provide sufficient data to support your written

response. Do not leave any question unanswered.

provide. Schedule time on your calendar to go

through this 360 degree feedback process

......
- Train everyone on the process - from top managers

to subordinates. Explain how it is going to help, and develop key skills that will increase the effectiveness of the system.
- Constantly review how the program is going and

make the necessary adjustment according to the specifics of your organization

Tips for receiving feedback

Listen to the feedback rather than reacting, rejecting or

disputing it.
Clarify if necessary Sound out others - they may see things differently, but

remember that others perceptions are, in this context,

important data about you
Ask for the feedback you need, which is not always

volunteered. If it is not specific or very helpful, say so

.....
Decide how you will use the feedback - dont

waste it, others have spent their time and energy trying to help you
Thank people for their feedback - it is often a good

idea to share with them what you have drawn from

the experience and what changes you intend to take

Why 360 degree feedback system

Multiple perspective Customer Input Confidentiality Credible Feedback Training Needs

How to Create 360 Degree Feedback Survey

Plannin g

Review

Piloting

feedbac k

Implem entation

Planning
Establishing the purpose Establishing the process Establishing resources

Implementation
The most critical part of the implementation process is ensuring

that everybody involved in the process is clear about what it involves and their specific role
It is also necessary to consider, ideally prior to implementation,

the resource implications of providing feedback. Setting out a timetable monitoring questionnaire completion and provision for feedback can help ensure that realistic timescales are set at the beginning of the programme

feedback
Effective feedback is the springboard for subsequent development and is integral to the success of the process, so for it we have to plan before taking feedback
How will the feedback be communicated?

When will the feedback be communicated?

Review
Reviewing the success of the programme is a widely

overlooked part of the implementation process. Too often, organisations assume that by introducing a process it will automatically by a success. The key

question, is whether the 360 degree feedback met its

original purpose. If the original purpose was to improve performance, have relevant development needs been identified?

Benefits of 360 degree feedback system

To the individual:
Perception is reality and this process helps

individuals to understand how others perceive them

Uncover blind spots Feedback is essential for learning Individuals can better manage their own

performance and careers

Quantifiable data on soft skills

To the team
Increases communication between team members higher levels of trust and better communication as

individuals identify the causes of breakdowns

Better team environment as people discover how to

treat others how they want to be treated

Supports teamwork by involving team members in

the development process

Increased team effectiveness

Recommendation
Ask relevant question to a particular type of rater Increase the number of rater Should use it in your organization training need

identification program also

Before giving feedback train all the rater and assesses

also

Thank

you