Organzation Climate - Exe & Doc

EXECUTIVE SYNOPSIS

ORGANIZATION CLIMATE

Rayalaseema Thermal Power Project

EXECUTIVE SYNOPSIS

INDUSTRY PROFILE: Andhra Pradesh power Generation Corporation limited is one of the pivotal organizations of Andhra Pradesh engaged in the business of power generation. APGENCO came into existence on 28-12-1998 and commenced operations from 01-02-1999, this was sequel to governments reforms in power sector to unbundle the activities relating to generation, transmission and distribution of power.

The installed capacity of APGE NCO as on 31-03-2007 is 6760.9 MW comprising 3172.50 MW thermal 3586.4MW hydro and 2 MW power stations, and contributes about half the energy requirement of Andhra Pradesh. APGENCO is the third largest power generating utility in the country next to NTPC (national thermal power corporation) and Maharastra.COMPANY PROFILE: Rayalaseema thermal power project is one of the major powers generating facility in AP to meet the growing demand for power in the southern part of the state. The project envisaged the installation of 2X210 of thermal generation unit stages .The first 210MW units are commissioned on 31-03-1994 and second unit on 25-02-1995.

LOCATION:

The project is located at a distance of 8KM from Muddanur Railway station of south central railway on the Chennai, Mumbai railway line. The water requirement for the project is met from Mylavaram reservoir, which is at 20KM from the project through two dedicated pipelines.

COAL LINKAGE:

Coal is being supplied from singareni collieries under long-term coal linkage arrangements. The coal is being transported to powerhouse site by rail.NEED FOR THE STUDY: Organizational climate is the human environment with in which organizations employees do their work. This climate is being affected by a host of factors like organizational context, organizational structure, process, physical environment and system, value and norms. In order to retain in this competitive world the organizations has to focus more on this organizational climate and its improvement. it is possible by adopting appropriate measures like suitable management philosophy ,improved communication systems, understanding the motivation level of employees, showing leadership qualities which fits into the environment and showing concern for people. Objectives of the study To asses attitude of employees towards organizational climate

To analyze various factors that influence organizational climate

To suggest measures for improvisation of positive organizational climateScope of the study:

The study is focused on organizational climate at RTPP. The study covers on civil, o&m, audit departmental members in the organization.

RESEARCH METHODOLOGY:

Research design : Descriptive in natureResearch instrument : A well-structured questionnairePopulation : 500

Sample size : 100

Sample procedure : Random samplingSources of data : Primary & secondary data

Primary data : Primary data is collected from the respondents through

A structured questionnaire

Secondary data : It was collected from the company records, company

Websites, brouchers (www.apzenco.com)

Statistical tool : Simple percentage. CHAPTER - IINDUSTRY PROFILE

POWER SECTOR REFORMS IN INDIA:

Introduction: The power sector has transited to an era or controlled competition giving a meaningful role for the private sector and the market to play in the nations infrastructure building. Reform in the power sector was officially kicked off in September 1991 with the passing of the electricity laws (amendment) act, allowing the private sector in power generation. This was followed by the centers resolution in October 1991 that opened up electricity generation, supply and distribution to the private sector. These came soon after the assumption of office by the Narasimha Rao Government.

REFORMS IN THE STATE ELECTRICITY BOARD:

The reforms process turned active only in late 1996 with the adoption of the common minimum nation action plan for power at the Chief Ministers conference. The action plan, which laid the foundation for reforms, is the state electricity boards [SEBs] have the following salient features.

Formulation of national energy policy.

Setting up of the central and state electricity regulatory commissions.

Rationalization of retail tariffs.

Private sector participation in private distribution.

Streaming the role of central agencies concerned with project approvals.

Autonomy and improvement in the management and physical parameters of SEBs.

It took another 18 months before the reforms process got into implementation mode with the promulgation of the electricity regulatory commissions ordinance by the precedence of India April 25, 1998. This ordinance primarily gave legal shape to the two cardinal features of the common minimum action plan establishment of regulatory commission and rationalization of retail tariff. This provision invited considerable flak from the prefer power lobby and was unceremoniously shelved when the ordinance was passed in to, an I act of parliament of July 2, 1998, reducing SERCs to toothless tigers as far as rationalization of retail tariff was concerned. However, the clause requiring the State Government to compensate the person affected by the grant of subsidy in the manner state commission may direct was retained, there by giving some vestige of authority to the regulators.

Andhra Pradesh Power Generation Corporation Limited is one of the pivotal organizations of Andhra Pradesh, engaged in the business of Power generation. Apart from operation & Maintenance of the power plants it has undertaken the execution of the ongoing & new power projects scheduled under capacity addition programmed and is taking up renovation & modernization works of the old power stations.

When APSEB came into existence in 1959, APSEB started functioning with the objectives of maintaining the power sector efficiently and economically simultaneously ensuring demand meets the supply.

During the last decade inadequate capacity addition and low system frequency operation of less than 48.5 Hz for more than half a decade considerably reduced the power supply reliability.

The consumer have grown up from two and half lakhs to over one crore, the energy handled per annum from 686 MV to over 40,000 MV. The annual revenue has increased from mere Rs.65 crore to Rs.48000 crore. In the after reforms process is taken up in a big way and APGENCO could complete 2X250MU KTPS V stage and Srisailam left bank Power House. International agencies have are now interested in taking part in VTPS stage IV.

HISTROY OF APGENCO:

APGENCO came into existence on 28.12.1998 and commenced operations from 01.02.1999. This was a sequel to Governments reforms in Power Sector to unbundle the activities relating to Generation, Transmission and Distribution of Power. All the Generating Stations owned by erstwhile APSEB were transferred to the control of APGENCO.

The installed capacity of APGENCO as on 31.03.2007 is 6760.9 MW comprising 3172.50 MW Thermal, 3586.4 MW Hydro and 2 MW Wing power stations, and contributes about half the total Energy Requirement of Andhra Pradesh. APGENCO is third largest

Power generating utility in the Country next NTPC and Maharashtra. Its installed Hydro capacity of 3586.4 MW is the highest among the Country.sss

APGENCO has an equity base of Rs.2107 crore with 10804 dedicated employees as on 31.12.2006. The company has an asset base of approximately Rs. 12000 crores.Power Sector Status in India:

Generation during 2007-08 (April).

Daily reservoir levels.

Daily generation report.

Generation during 2006-07 (April March).

OUR POWER PLANTS:

Our Power Plants meet half the total Energy Requirement of Andhra Pradesh. As on 31-03-2005 APGENCO Owns, Operates and Maintains Five Thermal Plants with an installed capacity of 3882.50 MW, 18 Hydel Plants (including 4 Mini Hydel Plants) with an installed capacity of 3703.4MW, among them, Tungabadhra HES is joint project (80:20) with Govt. of Karnataka and Machkund Power Utility (70:30) with Orissa Government, and 2 MW Ramagiri Wind Power Plant.

APGENCO has also under taken Operation and Maintenance of Gas Power Plant at Vijjeswaram owned by APGPCL.

1) Thermal Plants.2) Hydel Plants.3) Wind PlantsWind Plants

Name & AddressCapacity (MW)Date of Installation

Ramiro Wind Farm,HLC ColonyAnantapur-515001Ananthapur (Dt). Phone:08554-276541Fax: 210/10/1994sss

Total Capacity: 2

OVERALL PERFORMANCE

YearGeneration(MU)Plant Load Factor

APGENCOAll India Average

2005-0628750.579.973.6

2004-052336089.774.8

2003-0422455.28672.7

PLANT WISE PERFORMANCE

StationGENERATION (MU)PLF %

2005-062006-072007-08(Apr-Feb)2005-062006-072007-08 (Apr-Feb)

VTPS97559010.7088.489.20

RTPP23712989.71064.488.880

KTPS47324298.2507576.60

KTPS-V34823309.41079.582.60

RTS-B282283.74068.456.60

NTS7.420016.900

APGENCO ACHIEVED RECORD PLF:

The APGENCO has achieved highest ever PLF of 88.9 % in thermal generation during 2000-01 surprising all other power utilities in the country including the giant National Thermal Power Corporation (NTPC). The all India average PLF during the year 2004 was 70 % and that of NTPC 82.3 %. The overall thermal generation of APGENCO stations was 23,032 MU the highest ever achieved against 22,245 MU of 2003. The RTPP has created a landmark with a PLF of 94.83 % and stood first among all thermal stations in the country.

The Vijayawada Thermal Power Station realized a PLF of 93.17 % stood second, with the completion of renovation and modernization works of Kothagudem Thermal Power Station A in its four units of 60 MW each, it achieved the highest PLF of 77.4 % in 2004 as against 71.1 % before undertaking of renovation and life extension works. Overall the APGENCO thermal power stations contributed about two-thirds of the total A.P. power systems.

State Wise Performance:Apr-Mar 2005-06

Name of the stationCapacity( MW )PLF ( % )

Unchahar (NTPC)84095.7

Sabarmati (AEC)33093.5

Vindhyachal (NTPC)226092.5

Dadri NCTPP (NTPC)84092.0

Suratgarh (RRVUNL)125090.9

Kota (RRVUNL))104590.6

Kahalgaon (NTPC)84089.3

Mettur (TNEB)84088.6

Singrauli (NTPC)200088.5

ssssVijayawada (APGENCO)126088.4

Simhadri (NTPC)100088.4

PERFORMANCE OF APGENCO POWER PLANTS: During 2002-03, performance of thermal power station has been very good as they contributed 23032 MU against 21155 MU generated during 2001-02 and this was achieved without any addition in generation capacity.

APGENCO stood first during the period 2002-03 among all SEB/utilities in the country by achieving 88.9% plant load factor (PLF).

The overall PLF of APGENCO thermal stations is 8.9 % during the calendar year surpassing the previous best of 86.3 % achieved during 2001-02.

RTPP, VTPS, KTPS-V stage stations has improved substantially with an increase of 4.6 % in PLF; after completion of R&M works and achieved all time high PLF that is 77.4 %.

Even after the completion of 35 years, Nellore Thermal Station has achieved 80.8% PLF during September 2000, which is the highest during the last 11 years and during 2002-03 the PLF is 55.5 % whereas all India average is only 34.9 %.

APGENCO has commissioned a mini hydro plant of 2*500 KW capacities at 16th mile on D-83 Kakatiya canal on 31 December 2000.

Annual overall works on sixteen thermal units were completed.ORGANISATION STRUCTURE

COMPANY PROFILE

HISTORICAL BACKGROUND OF RTPP, KADAPA (Dist), A.P:

A Beginning:

Almost a century after the invention of electricity it was introduced in India for commercial use in a humble way. Fr the first time in the year 1889 a mini hydroelectric power house with a capacity of 15KW was constructed on a small rivulet in Darjeeling district and electric power was supplied n its vicinity. Within, two decades, in 1909 a 10KW diesel set was installed in Hyderabad for supply of electricity to the kings palaces. This was the first step in the development of electric power in Andhra Pradesh (HYDERABAD).SSS

GENERAL:

Rayalaseema Thermal Power Project is one of the major Powers generating facilities in Andhra Pradesh to meet the growing demand for power in the Southern part of the state. The Project envisaged the installation of 2X210 MW of Thermal Generation units under Stage 1.

LOCATION:

The Project Is located at a distance of 8 KM from Muddanur Railway station of South Central Railway on the Chennai Mumbai Railway line. The site selected is at an adequate distance from populous Town and land belonged to the government and was not in use. It is quiet near to the existing Railway line and Transmission lines of AP TRANSCO.

The water requirement for the Project from Mylavaram Reservoir, which is at 20 KM from the Project through two dedicated pipelines.

COAL LINKAGE: The main Coal Linkage to RTPP is M/s SCCL and is transported through rail. Occasionally RTPP gets the coal requirements from M/s MCL, Orissa and this is transported through Rail-Sea-Rail Method.

OBJECTIVE OF THE PROJECT: The Rayalaseema region is in the Southern part of the state and most of the generation facilities are in the Northern part of the state, except for two major Hydel stations in the Central part of the state. The Rayalaseema region thus used to get power through long EHT line and frequently it is used to face the low voltage problem particularly during the summer when the Hydel stations generations goes down. The region is a drought prone area and has to depend on Industrial growth for its economic development power bring basic need, RTPP has ensured the proper and quality supply the objective also improved the base load Thermal generating capacity of the AP Grid.

PROJECT COST: The original cost of the Project as approved by the Planning Commissioner is Rs. 503.71 crores and the revised cost of the Project based on actual expenditure is Rs. 860.30 crores and the increase over general cost is 70%.

Unit 3 (210 MW) of Vijayawada Thermal Power Station has established a National Record of continuous service for 441 days from 14.12.2004 to 28.02.2006

APGENCO is the third Largest Power utility in the country in terms of Installed Capacity - 7587.9 MW

Our Hydro Installed Capacity 3703.4 MW is highest in the country.

Thermal plants are consistently winning the Gold and silver medals for Meritorious Productivity Award

Availability of thermal plants has been (over a decade) well above the national average

Recently Srisailam Left Bank Power House, a unique complete under ground powerhouse is successfully commissioned and being operated. This is the first such one in southern region.

AMRP LIFT IRRIGATION Scheme is taken up and completed well below the stipulated time & budget .In that, the pumping station commissioned (18 MW) is first such one in India where water is lifted to an height of 100Mts.

Srisailam complex is the largest hydro power station with installed capacity 1670 MW in the country.

Nagarjuna Sagar Left canal Power House is the first hydro station in the country to use SCDCA for operation of the units from control room besides enhancing the Excitation and Governor systems with microprocessor controls.

Pochampadss Hydro electric Scheme is the first hydro power station to use microprocessor controls in the powerhouse

Thermal generation during 2004-05 - 23360 MU - is highest ever achieved by APGENCO

The average PLF of 89.7 % during 2004-05 is the highest ever achieved and highest in the country when compared with the utilities having comparable installed capacity and vintage.

Since 1994-95 VTPS and RTPP are occupying top two positions in terms of PLF rankings, except in the year 1999-00 in which RTPP stood second. VTPS stood FIRST in the country during 1994-95, 1995-96, 1996-97, 1997-98, and 2001-02 and RTPP stood first in the country during 1998-99, 2000-01, 2002-03 and 2003-04.

VTPS has been receiving Meritorious Productivity Award for last twenty consecutive years and bagged Gold Medal 9 times in a row since 1994-95.

RTPP has been receiving Meritorious Productivity Award for last six consecutive years and bagged Gold Medal five years in a row since 1998-99.

KTPS V Stage has been receiving Meritorious Productivity Award for last four consecutive years and bagged Gold Medal four times in a row since 1999-00.

APGENCO RTPP ITS VISION, MISSION AND CORE VALUES:-

Our Vision: To be the best power utility in the country and one of the best in the world.

Our Mission:

To generate adequate and reliable power most economically, efficiently and eco-friendly.

To spearhead accelerated power development by planning and implementing new power projects.

To implement Renovation and Modernization of all existing units and enhance their performance.

Core Values:

To proactively manage change to the liberalized environment and global trends.

To build leadership through professional excellence and quality.

To build a team based organization by sharing knowledge and empowering employees.

To treat everyone with personal attention, openness, honesty and respect they deserve.

To break down all departmental barriers for working together.

To have concern for ecology and environment.CORPORATE OBJECTIVES:

To operate and maintain Power Stations availability ensuring minimum cost of generation.

To add generating capacity with in prescribed time and cost.

To maintain the financial soundness of the Company by managing financial operations.

In accordance with good commercial utility practices.

To adopt appropriate Human Resources development policy leading to creation of team of motivated and competent power professional.

Quotations Regarding Power:

Save Energy Today Avoid Crisis Tomorrow.

A Thing Which Burns Never Returns.

Save One Unit A Day Keep Power WT A Way.

When it is Bright Switch of the Light.

ESSENTIAL INPUTS TO PROJECTS:

LAND: An extent of 2621.587 acres of government land has been acquired for the main plant, colony, and ash pond and marshalling yard areas. In addition to that 52.59 acres of patta land was also acquired.

WATER SUPPLY: The water required for running of the power station is being drawn from the Mylavaram reservoir through a 21Mm long steel pipeline. The water flows from Myalavaram to RTPP through gravity. Government of A.P irrigation department has allocated 20 cusecs of water per day and 1.3 TMC per year from the reservoir for the project.

COAL SUPPLY: The power station requires about 2.5 million tones of coal every year, which is being supplied from SINGARENI COLLIRIES under long-term coal linkage arrangements. The coal is being transported to powerhouse site by rail over a distance of about 800Km by one of the routes, Vijayawada-Guntur-Reniguntla. An approach railway line is formed from Muddanur Railway Station to the project site as a part of the project.

EVACUATION OF POWER: The power generated at the project is evacuated through six number 220KV transmission lines to Yerraguntla, Kadapa, and Anantapur.

STATE OF CLEARENCE: All the clearances required for the construction of the project like NO OBJECTION from Airports Authority, NO OBJECTION from state Pollution control Board and clearance of India wide letter dated 09-03-1998 accorded investment approval for the project at an estimated cost of Rs.503.71 crores for the power station based on 1987 prices.

SPECIAL FEATURES AT RAYALASEEMA THERMAL POWER PROJECT:

At RTPP, the Coal Bunkers and Mills are located. Boiler House and ESPS unlike usual arrangements else where in the Country placing the Bunkers and Mills in between the Turbine House and the Boiler thus. Turbine House is totally isolated from the Mills and it will ensure the dust free atmosphere in the Turbine House and also ensure the easy accessibility of Mills for maintenance.

Multiple fuels Chimney are also a new feature of the Power Station.

Tower type Boiler of single pass design manufactured by M/s BHEL limited under collaboration M/s Stein Industries [France]. This type of Boiler will have less erosion and will be better then the two pass Boiler for high ash content coal also maintenance of Super Heaters and Economizers.

Turbo Generator was supplied by M/s BHEL and is manufactured by M/s KWU, West Germany.

Tubular Mills in place of Bowl Mills are employed which can run for a very long durations without stopping as the Grinding Media can be fed into the Running Mill. Another advantage is more fineness of coal can be achieved and smoother control over the varying loads.

Distributed digital and M/s BHEL (DDC System) by M/s Yakogowa Blue Star Limited and M/s BHEL (PROCONTROL) is employed for effective and efficient control of Boiler, Turbine and Generator and their auxiliaries.

A new system called Dry ash system, which stores the Dry ash in SILOS and is being issued to cement and brick Industries around the Rayalaseema region.

Approximately Rs. 5.00 lakhs per annum is being invested to improve the Green Belt in the Power House and Colony premises.

ELECTRICITY PROGRESS IN A.P (1911-1922):

The electricity department was established in 1911 under the Government Mint. Later Hussain Sugar Bund was electrified on Saturday 25th October, 1913 A.D and street electrification work was started within and outside the Municipal limits of Hyderabad and electricity was provided on the residency roads. In Hederabad 10 substations were erected for the distribution of power in the city. The tariff was 6 annas (Osmania sikka) per unit with a minimum of Rs.5/- O.S. per month. Programmes of expansion to cover other town if the Nizams State was take up. Under this programme steps were taken to generate electric power at Aurangabad, Raichur, Warangal and Gulbarga etc.

The Government of India Framed Electricity rules in 1910 so as to ensure fair distribution and supply of power as well as take all necessary precaution for the use of power by the consumers and concerned departments.

POWER DEVELOPMENT IN A.P AN OPPORTUNITY KNOWKING:

We are standing at the entrance of 21st century and opportunity is knocking at its door. The end of the century offers us the opportunity to assure Indias and in particular out states electricity needs for decades to come.sss

Electricity demand in A.P is estimated to grow at an annual compound growth rate of around 10% as against the National growth rage of 6.8%. The installed capacity of A.P state Electricity Board has grown from 213 MW in 1960-61 to 6124 MW at present (Excluding central share).

The available capacity in A.P is 6135.5 MW, which includes 897 MW from central generating stations. As the capacity addition could not keep pace with the growth in demand, a shortage of 2000MW in the installed capacity exists now. The growth in demand has been mainly due to extensive Rural Electrification Programme and energisation of agricultural pump sets at one lakhs pump sets per year since 1985-86 besides increase in domestic loads.

A.P.S.E.B has long been a trendsetter in breaking new paths and adopting the STATE-OF-THEATRE technology in its power plants. The technology adopted in the power station has been continuously upgraded both in the Hydro and Thermal station and also in transmission distribution and general management to enhance the productivity and improve the operations.

RAYALASEEMA THERMAL POWER PROJECT STAGE I:

Rayalaseema comprises of four districts Kadapa, Kurnool, Anantapur and Chittoor which are considered to be in backward region and the area lags behind in all respects such as Agriculture, Industry and education prior to the Industrial development, Agriculture is purely dependent on rainfall. People used to live on Agriculture sector owing to the advancement of Science and Technology some of barites and Mine Industries were started subsequently and more industries were established in this region. Added to this, the region is considered to be hottest region and temperature often goes up to 50 degrees centigrade in summer. Therefore the need for Electricity to meet the necessity of the inhabitants and the Industrial belt of this region was felt, as the supply that was generated by the Agencies was found insufficient. Hence the Government established Rayalaseema Thermal Power Project in 1994. Rayalaseema Thermal Power Project is one of the major power generation facilities began developed in Andhra Pradesh to meet the growing demand for power. The project envisages the installation of 210 MW power generation units under Stages - I.

The first 210 MW under commissioned on 31-3-1994 and second unit on 25-2-1995. Rayalaseema region is in the Southern part of the state and most of generating facilities are in the Northern part of the state except two major Hydel stations in the Central part. The Rayalaseema region therefore gets in power, therefore gets power during summer when the Hydro stations generations goes down. Priority is therefore given for Industrial development and power being the basic infrastructure; it is necessary to ensure proper power supplies. In this context the RTPP is taken up not only to improve the base load capacity of the Grid but also to ensure proper voltage profile in the area under all conditions.

RAYALASEEMA THERMAL POWER PROJECT STAGE II:

Salient Features:Installed Capacity

420 MW (2 X 210 MW)

Estimated Cost

Rs. 1640 Cr

Location

V V Reddy Nagar-516 312, Kadapa (Dt)

Coal Source

Singareni Coal Collieries Limited

Water Source

Mailavaram Dam

Units Commissioning

Unit-111: January 2007

Schedule

Unit-IV :July 2007

Financial AssistancePower Finance Corporation, Rural Electrification Corporation, central bank & Indian Overseas Bank.

STATUS AS ON 04.06.2007:

All Statutory Clearances/Approvals obtained.

Total Project cost including IDC is about Rs. 1640 Crores (Rs. 3.90 Cr per MW).

Contract of Main Plant and balance of plant except coal & ash plants and civil works was awarded to BHEL on 27.12.2003 at Rs. 1125 Cr.

Contract for major civil works like Foundations, Structures, Cooling Towers, Chimney,

C.W. Pump House and Railway siding were also awarded and civil works are under brisk progress.

Financial Closure achieved through PFC, REC, Central Bank and Indian Overseas Bank.RAYALASEEMA THERMAL POWER PROJECT STAGE III:

Salient Features:

Installed Capacity710 MW (1 X 210 MW + 1X 500 MW)

Installed CostRs. 2800 Cr

LocationV.V Reddy Nagar-516 312, Kadapa (Dt)

Coal sourceIt is being Finalized

Water source Mailavaram Dam

Units CommissioningInit-V: February, 2009

Schedule Unit-VI: March, 2010

Financial assistancePower Finance Corporation,

Rural Electricification Corporation

SALIENT FEATURES OF THE PROJECT:

Single tower type boilers on concrete pylons with a capacity of 690 T/HR at a pressure of 155Kg/cm2 and at 540oc for each unit are installed.

MILLING PLANT: Three horizontal tube mills each having capacity of 105 T/HR are provided for each of the boilers.

ELECTROSTATIC PRECIPITATORS: In order to achieve total pollution control 6 field electrostatic precipitators having capacity of 13, 82,000 M/s and 99.89% efficiency are installed.

CHIMNEY: A 220mts tall chimney with two flues conforming to the latest requirement of Emission Regulators is installed.

TURBO GENERATORS: German designed steam turbines with lowest heat rate with 3 cylinders reaction type were commissioned. Microprocessors based automatic Turbine runs up systems are installed.

GENERATOR TRANSFORMERS: 2 Numbers 240MVA, 15.75, 236KV, 3 phase step up transformer, one for each unit are installed for transmitting power at 220KV.

INSTRUMENTATION AND CONTROLS: Total automation and highly sophisticated DDC control system supplied by M/S YBL and M/S BHEL Ltd are in use to smoother and finer control.

COAL HANDLING PLANT: The coal handling plant has two wagon tipplers complete weighing arrangement and double stream conveying systems and one stacker reclaimed with a capacity of 1275 T/HR.

BOTTOM ASH SYSTEM: Bottom ash system provided for the collection of furnace bottom ash through water impounded storage type bottom ash hopper. The ash slurry is being pumped to ash pond.

FLY ASH REMOVAL SYSTEM: A wet de-ash system in which fly ash is collected in the hoppers of electrostatic precipitators, air heaters etc. is mixed with water and sluiced to ash slurry sump by means of high pressure sluicing jets. Dry fly ash system is intended for the recovery of dry fly ash from the selected rows of ESP hoppers.

This system will empty the dry fly ash-to-ash silos from where the ash is distributed to cement and brick manufactures. In the recent times the dry fly ash is being used for laying roads and also is used to fill the mines.

WATER TREATMENT PLANT: Water treatment plant produces 225M3/hr of DM plant water through three steams of capacity 75M3/hr each to meet the requirement of stage-II.

CIRCULATING WATER SYSTEM: The circulating water system uses water from Mylavaram reservoir through natural draught cooling towers with provision for makeup water needs. One cooling tower for each unit is constructed. Three circulating water pumps each having 50% capacity is installed for each unit.

SWITCH YARD: The generated voltage of the units is being stepped up to 220 KV by means of 240MVA, 15.75KV/236MV unit step up transformers and fed to the 220KV transmission lines through Yerraguntla, Kadapa and Anantapur.

LOAD GROWTH: This project is located in the load center of the grid and there is consistent load growth around this project every year.

PERFORMANCE SINCE INSPECTION:

YEARACHIEVED PLANT

LOAD FACTORAWARDS WONRANK

1995-9670.9 %--

1996-9766.2 %--

1997-9881.1 %SILVER MEDAL-

1998-9991.5 %GOLD MEDALFIRST IN COUNTRY

1999-200094.9 %GOLD MEDALSECOND IN COUNTRY


2001-0292.4 %GOLD MEDALSECOND IN COUNTRY


2003-0491.0 %--

ENVIRONMENTAL DEVELOPMET IN R.T.P.P:

Measures have been taken to check environmental pollution by plantation i.e. avenue plantation development of green belt area, lawns, gardens were extended in and around R.T.P.P to establish environmental and ecological balances as follows.AREALENGTH IN SQUARE METERS

MAIN PLANT AREA5500

COAL PLANT AREA510

DM PLANT AREA8550

COLONY AREA770

AROUND PLANT AREA775

DEVELOPMENT OF GREE BELT INSIDE4850

Previously ash water from ash pond was let out into the Kallamalla River. It is now stored in a tank and re-circulated back to the plant. As such water pollution has been effectively controlled and water is being conserved. Also oxidation pond for treatment of sanitary effluents was commissioned on 03-01-1998.

WELFARE MEASURES:

During the survey it was found that the organization is very particular about all the welfare activities and improving. So, it takes effective steps to maintain the continuously. The following are the welfare measures that the organization is providing.

DRINIKING WATER: Every establishment or factory is under a duty to make effective arrangement to provide and maintain sufficient supply of drinking water at suitable points, as it is essential. And in this organization also drinking water facility is provided properly.HOUSING FACILITY: As it is must for every organization to provide proper housing facility for every employee as usual it is providing good housing facility for different categories of employees based on their designation and 1268 different type of quarters have been constructed and there is proposal for construction of new quarters as per the requirement.

EDUCTIONAL FACILITY: Educational facility is provided for the children of the employees in the plant itself. The following are the educational institutions located in RTPP.

Dayananda Anglo Vedic Public School.

Saraswathi Sisu Mandir.

MEDICAL BENEFITS: Plant is provided with a project hospital with sufficient number of staff and a dispensary to provide suitable medicine for the employees and their family members.

CANTEEN: A subsidized canteen has been provided in the plant with healthy and hygienic environment.CHILDREN`S PARK: Abundant number of childrens parks was provided with cradles, seesaw, Merry goes round etc. in a wide area to enable the children to enjoy their free time.

RECREATIONAL FACILITIES: The management in the housing colony provided arrangement for entertainment and recreation of workers and officers employed in R.T.P.P. Generally on the eve o0f festivals some cultural programs are arranged by the management.

CONVEYANCE: For traveling to the nearby town, conveyance facility has been provided with many trips. Three buses are arranged one for executives and two for non-executives.

COMMUNITY HALL: A community hall is provided to arrange different functions of the R.T.P.P members and different programs are being arranged. An open-air theatre was inaugurated recently to facilitate cultural programs and is also used to screen the movies during weekends.

CO-OPERATIVE STORES: Two consumers co-operative stores with all the provisions are provided in the colony. One is for officers and the other for workers.

LIBRARY: government of A.P provides Library with all kinds of books including weeklies, technical, journals and newspapers etc.

LADIES CLUB: In the colony, separate ladies club is opened with different indoor and outdoor games for recreation.

GUEST HOUSE: Highly sophisticated guesthouse is constructed for the VIPs who visit the plant.

HOLY PLACES: Colony is provided with temples indicating the culture and is also provided with a church and mosque giving the symbol of equity, peace and harmony. In addition to the above facilities, plant is also provided with a bank i.e., Andhra Bank, Post Office and bakery.

Chapter - IIREVIEW OF RELATED LITERATURECHAPTER - IIREVIEW OF RELATED LITERATUREThe study of organizational climate gained lot of significance due to its impact on a employee satisfaction on productivity. Organizational climate is the human environment within which

An organizations employees do their work. Organizational climate cant be touched or seen but is experienced by people working in an organization. Organizational climate is to an organization what personality is to a person. It conveys that impressions people have of organizational internal environment. The climate of an organization is viewed is from a total system perspective While there may be difference in climates within subsystems, they will be integrated to certain extent to denote overall organizational climates.

SIGNIFICANCE OF ORGANIZATIONAL CLIMATE:-

The study of organizational climate is gaining a lot of significance because of the following reasons.

1. ACTS AS STIMULI:-

The elements of organizational climate define the stimuli that confront the individuals. As stimuli they influence individuals arousal level, which is a motivational variable directing human behavior. Thus, behavior of the people in the organization is affected by organizational climate. Further, the level of arousal will directly affect the level of activation and hence performance.

2. CONSTRAINT SYSTEM:

Organizational climate places constraints upon the individuals freedom of choice and this has both the positive and negative sense. Providing information to the employees about what kind of behavior will be rewarded, punished or ignored can do this. Thus it provides sources of rewards and punishments. Further, the varying degrees of rewards and punishments can influence behavior. Such a constraint system would influence the behavior of those people who are most interested in those specific values, which are assigned to different behavioral outcomes.

3. EVALUATION OF SELF AND OTHERS: The elements of organizational climate may affect behavior through evaluation of self and others. In this evaluation process both physiological variables will be associated. Thus organizational climate help to evaluate self and others.

4. HELP THE INDIVIDUALS TO FROM A PERCEPTION : Organizational factors influence the behavior by helping the individual in forming a perception of the organization .the perception then influences behavior.

Therefore, there is a need to understand the various dimensions of organizational climate. Those enable the organization to attract and keep people who fit into the climate, so that its patterns are to some extent perpetuated. Employees of the organization can expect certain rewards, satisfaction and frustration by properly perceiving the organizational climate.

DEFINITIONS: Through it is difficult to define precisely what the organizational climate is, let us examine a few definitions to understand the concept and its dimensions.

A relatively enduring quality of the internal environment that is experienced by its members, influences their behavior, and can be described in terms of the values of a particular set of characteristics of the organization.

- RENATE TAGIURIA set of characteristics that describe an organization and that (a) distinguish one organization from another (b) are relatively enduring over a period of time, and (c) influence the behavior of people in the organization

CHARACTERISTICS OF ORGANIZATIONAL CLIMATE :

A careful examination of the above definitions reveals the following characteristics of organizational climate.

1. General perception

2. Qualitative concept

3. Abstract and intangible concept

4. Unique and distinct identity

5. Enduring quality

6. Multi-dimensional Let us discuss these characteristics in detail.

1. GENERAL PERCEPTION: Organizational climate is a general perception and representation of the summary of the perception of people in the organization .It conveys the impression people have of the organizational internal environment with in which they work.

2. QUALITATIVE CONCEPT : Since it is an abstract an intangible concept, very difficult to quantify and explain the components of the organizational climate. It is qualitative concept.

3. UNIQUE AND DISTINCT IDENTITY:

Organizational climate gives a distinct identity to every organization .it explains how one organization is different from other organization.4. ENDURING QUALITY: As it is built up over a period of time, it exhibits a relatively enduring quality of the interest environment experienced by the members.

5.MULTI-DIMENSIONAL : It has several dimensions like individual autonomy, authority, leadership and others. Therefore, it is called multi-dimensional concept. Having discussed what the organizational climate is, let us learn the dimensions of organizational climate.DIMENSIONS OF ORGANIZATIONAL CLIMATEThe following are the major dimensions of organizational climate are:

1. DOMINANT ORGANIZATION : Dominant organization of the organization is an important determinant of climate. It is the major concern of its members .It shows the members organization to the existing rules and regulations. If the dominant orientation is to adhere to established rules and regulations. It indicates the control orientation. On the other hand, if the orientation is to produce excellence the climate is characterized by achievement orientation.

2.INTER-PERSONAL RELATIONS: Interpersonal relations, which are reflected in the form of the way inform organizations formed and operated. Informal organizations, many times benefit the organizations. Some times, they also result in goal displacement.

3. INDIVIDUAL AUTONOMY : Individual autonomy and freedom experienced at the work place, if the individual employees given sufficient freedom to work and exercise authority, it may result in greater efficiency in operations, the autonomy will reduce the burden of higher level executive.

4. ORGANIZATIONAL CONTROL SYSTEM: The organizational control system talks about the degree of control on the subordinates. These controls could be rigid or flexible. Rigid control will lead to impersonal or bureaucratic atmosphere in the organization. There will be minimum scope for self-regulation.

5. ORGANIZATIONAL STRUCTURE:

The organizational structure serves the basis of inter personal relations between superiors and subordinates. It states that who is responsible to whom and who is to direct them. Thus structure could be, centralized or decentralized, mechanistic or organic structure. A decentralized and organic structure could result in greater participation from subordinates compared to centralized and mechanistic structures.

6. MANEGEMENT ORIENTATION TOWARDS EMPLOYEES:

The dominant style of managers will also have impact on the climate of organization. This style could be concern for production .In task orientation leaders will be autocratic. Employees obey out of punishment. This may result in low morale. On the other hand, relationship orientation, results in considerate and supportive climate. This may result in team spirit because the needs and aspirations of the workers will be given due importance.

7. REWARD AND PUNISHMENT SYSTEM:

Yet another component in organizational climate is the reward and punishment system. It could be based on merit or seniority based. The reward system based on performance could result in an atmosphere of competition and greater productivity.8. COMMUNICATION SYSTEM: The communication system of the organization will also affect the organizational climate .The flow of information; its direction, its dispersement and its types are all-important determinants. A good communication system encourages subordinates to express their ideas, suggestions and reactions. When this is blocked it results greater frustration.

9. CONFLICT TOLERANCE AND CONFLICT MANAGEMENT:

In every organization, there will be inter-group and intra group conflicts, the organizational climate depends upon how effectively these conflicts are managed. If they are managed effectively, there will be an atmosphere of cooperation in the organization; otherwise, there will be atmosphere of distrust and low morale.

10. MUTUAL TRUST AND CONFIDENCE:

Another important dimension is the amount of mutual trust and confidence enjoyed between employer and employee. An atmosphere of suspicion results in low morale and negative climate where employees will not be in a position to give their best.

11. RISK TAKING AND THE ENVIRONMENT: How members respond to risk whose help are sought in situations involving risks are important any organization if the individuals feel free to try out without any fear they will not hesitate in taking risks. Such an atmosphere encourages innovation.

Since the above dimensions are not mutually exclusive, they do overlap each other. The way in which these different dimensions operate an organization indicates the underlying philosophy of the management. FACTORS AFFECTING ORGIZATIONAL CLIMATE

The climate of organization is influenced by a host of factors such as organizational context; organizational structure process, physical environment, system values and norms influence the climate of an organization.

The following are the various factors, which are affecting the organizational factors

1. ORGANIZATIONAL CONTEXT :

Organizational climate is being influenced by contextual factors like the philosophy of management, which is vividly manifested in the form of the rules and regulations, and policies. Besides the reactions of the associations of employees and the degree to which they are agree with managements philosophy is critical to the development of a favorable climate. If management is able to match employees goals, it is mostly likely to put a positive influence on climate. The managements attitude towards employees is indeed a major determinant to the overall organizational climate.

2. ORGANIZATIONAL STRUCTURE:

The organizational structure is one of the ways through which philosophy of the management is the manifested .the structure of an organization is a framework with in which the formal , relationship namely, authority and responsibility exist. This structure serves as the basis of interpersonal relationships between the superiors and subordinates and the peers. The formal structure could be a centralized one or decentralized one this structure again depends, among others, the philosophy of management. The centralized structure or decentralized structure, with in the given frame work of the system affects the climate of the organization. a large considers important .many of these values standards stem the words and deeds of the manages in there day-to-day operations. Besides the informal organizations too have their own norms to govern the behavior of the members. there are too many behavioral norms in a typical organization to count ,and most them are consciously understood and enforced .these include communication , dress code, protocol, etc .,thus values and norms of both the formal and informal system of an organization exert influence on the climate of the organization

. MEASURING ORGANIZATIONAL CLIMATE Measuring organizational climate enables to capture the essence, environment, order and patterns of organization usually organizational climate is measured through survey questionnaire. Several instruments have been developed to measure organizational climate. These instruments measure a number of elements of climate, assign them numerical scores, and them interpret the scores. The various elements measured to determine organizational climate are related to conformity, responsibility, standards, motivation, leadership, communication and others. To measure these elements questionnaires are developed based on five points or ten points scale .organization climate scores can range along a continuum from favorable to neutral to unfavorable. The score of the organizational climate give a fairly good idea about the attitudes of employees towards organization. They also enable the managers to take suitable steps to build a congenial climate, which contributes to higher level performance and greater job satisfaction. Litwin and stringer developed a questionnaire covering nine elements viz., structure, responsibility, reward, and risk. Warmth, support, standards, conflicts and identity. They concluded that different management approaches lead to different climates.Another research ,which was developed by rensis Likert , focused on the style of management .his study covered seven elements viz., leadership , process , motivational forces , communication , interaction influence process, decision making , goal setting and control. The researcher concluded that the more human oriented climate produces both a higher levels of performance and greater job satisfaction. HOW TO IMPROVE ORGANIZATIONAL CLIMATE

The purpose of measuring organizational climate is to improve it to reap the benefits of good organizational climate in the form of greater productivity, higher level of job satisfaction and reducing absenteeism and labor turn over. The following techniques, to a large extent may be useful in improving the organizational climate.

1.Effective communication system : By encouraging open communication and allowing employees to express their opinions freely. The manager can modify the decision on basis of feed back received.

2. Concern for people:

The managers must be interested in developing the human resources of the organization they should work for welfare of employees and the improvement in their working conditions by showing concern for people and their development the management can build favorable organizational climate.1. Participative decision making: By allowing employees to take active part in decision- making process through participative. Decision making will make the employees committed to the organization and more co-operative also.

1. Changes in policies, procedures and rules: By bringing changes in the technology and also the policies in the organization and management practices the climate of the organization can be changed. This should be done after taking the employees into confidence.

2. Technological changes: When technological changes improve the working conditions of the employees, they have to be, introduced. They will enhance the climate of the organization.

Thus a better organizational climate can be brought about in the organizations. This should be done, by understanding people, and motivating them for a better performance. This necessitates deeper insights, on the part of the managements, into the human side of the management. When these measures are implemented with a human perspective, they will enhance the organizational climate in the long run.

CHAPTER III RESEARCH METHODOLOGYChapter IIIRESEARCH METHODOLOGYDATA SOURCES:

Data is collected from primary and secondary sources. So this collection of data is of primary importance in the research process.

Data which is collected for the purpose of research helps in proper analysis in develop finding which is helpful to conduct research effectively. The data source, which is very important in the collection of data, is primary data and secondary data.

Both primary and secondary data are taken into consideration for the study of ORGANIZATIONAL CLIMATE. PRIMARY DATA:

The primary data is collected through personal interview using structure questionnaire, discussions and observations.

SECONDARY DATA: Secondary data involves the history of the and relevant information for my study.

SAMPLING PLAN: All the executives employee of RTPP was surveyed. Employee were surveyed using non probabilistic and convenience sampling

Sample size : 100

Sampling procedure : convenience sampling method

Statistical tool : simple percentages

RESEARCH INSTRUMENTS: The instrument which is used to had done the research. The questionnaire method is one of the instruments to done the research.

Survey approach:

The questionnaire was administered through contacts with respondents.

Questionnaire: A structured questionnaire is designed consists of closed ended questions with 5 point scale the respondents were made personally to get their responses. The 5 point is named as strongly agree, agree, neutral, disagree, and strongly disagree.

LIMITATIONS:

1. Sample size of employees was limited to 100 due to time constraint. 2. Lack of response and unavailability of employee.

To achieve the objectives of research, a planned and strategic descriptive investigation is carried out descriptive study is helpful to know the proportion of people is given population who have behaved in particular manner making projection of a certain thing or determining the relationship between two or more variables. Descriptive method is adopted to study the ORGANIZATIONAL CLIMATE power project.

CHAPTER -IVDATA ANALYSIS&

INTERPRETATIONChapter IVDATA ANALYSIS AND INTERPRETATION

1. Employees obey rules and regulations because of fear of punishments. Opinion No of respondents % of respondents

Strongly agree 42 42%

Agree 43 43%

Neutral 13 13%

Disagree 01 1%

Strongly disagree 01 1%

Total 100 100%

Graphical representation-

INFERENCE:The above table shows 85% of the respondents opine that the employees obey rules and regulations because of fear of punishments, 13% are neutral, and 2% are disagreed. 2. Trade unions are actively worked for the improvement of employees facilities.OPINIONNO OF RESPONDENTS% RESPONDENTS

Strongly agree2929%

Agree4848%

Neutral1414%

Disagree033%

Strongly disagree066%

Total100100%

Graphical representation:-

INFERENCE:-The above tables shows 77% of the respondents opine that the trade unions are actively worked for the improvement of employee facilities, and 14% are neutral, 9% are disagreed.

3. In your organization people are clear reporting structure have been established.OPINIONNO OF RESPONDENTS% OF RESPONDENTS

STRONGLY AGREE3131%

AGREE5151%

NEUTRAL1212%

DISAGREE055%

STRONGLY DISAGREE011%

TOTAL100100%


INFERENCE:-

The above table shows 82% of the respondents opine that the employees in this organization are clear reporting structure have been established.12% are neutral, 6% are disagreed.

4. Management encourages employees to participate in decision-making.

OPINIONNO OF RESPONDENTS% OF RESPONDENTS

Strongly agree 12 12%

Agree 20 20%

Neutral 43 43%

Disagree 15 15%

Strongly disagree 10 10%

Total 100 100%


INFERENCE;-

The above tables shows that 32% of the respondents opine that the management encourages employees to participate in decision-making 43% are neutral, 25% are disagreed.5. My co-employees are very co-operative and friendly.

OPINION NO OF RESPONDENTS

YES 54

NO 46

INFERENCE:-

The above table shows that 54% of the respondents opine that co-employees are very cooperative and friendly, 46% are disagreed.

6 .In your organization people gain satisfaction from their current job responsibilities.


Strongly agree5454%

Agree3939%

Neutral033%

Disagree022%


Total100100%


INFERENCE:-

The above tables shows that 93% of the respondents opine that the employees gain satisfaction from their current job responsibilities, 3% are neutral, 4% disagreed.7. In your organization people are treated with respect and dignity.OPINIONNO OF RESPONDENTS% OF RESPONDENTS

Strongly agree3333%

Agree6060%

Neutral044%

Disagree022%


Total100100%


INFERENCE:-The above table shows that 93% of the respondents opine that the employees in this organization are treated with respect and dignity, 4% are neutral, and 3% disagreed.

8. In your organization people take problems as a challenge and tried to find better solutions.


Strongly agree5555%

Agree2222%

Neutral1313%

Disagree066%


Total100100%


INFERENCE:-

The above table shows that 77% of the respondents opine that there is possible orientation, 13% respondents are neutral and 10% disagreed.

9. In your organization effective communication system is maintained for employees.


Strongly agree2828%

Agree2020%

Neutral3030%

Disagree1212%


Total100100%


INFERENCE:-

48% of the respondents opine that the effective communication system is maintained for employees in their organization, 30% of the respondents are neutral, and 22% are disagreed.

10. Leader motivates and directs us towards organizational goals.


YES 92

NO 08

`

INFERENCE:-

The above table shows that the 92% are agree with leader motivates and direct us towards organizational goals and 8% are disagreed.

11. In your organization complaints are taken seriously and actions is initiated on them immediately.


Strongly agree4242%

Agree5050%

Neutral055%

Disagree022%


Total100100%


INFERENCE:-

The above table shows that 92% respondents are agree with organization complaints are taken seriously and actions is initiated on them immediately ,5% are neutral,3% are disagreed.

12. In your organization welfare facilities provided for employees.


Very good3030%

Good4949%

Normal1111%

Poor1010%

Total100100%


INFERENCE:-

The above table shows that 79% respondents agree that the welfare facilities are good in their organization, 11% are normal, and 10% are said poor.

13. Senior management sets high standards of excellence.


Strongly agree4040%

Agree5050%

Neutral022%

Disagree055%


Total100100%

Graphical representation:

INFERENCE:-

The above table shows that 90% respondents agree that the senior management sets high standards of excellence, and 2% are neutral, and 8% are disagreed.

14. In your organization there is no women employees harassments.


Strongly agree6565%

Agree3232%

Neutral022%

Disagree011%


Total100100%


INFERENCE:

The above table shows that 97% respondents are agree that in their organization is no women employees harassments ,and 2% are neutral,1% are disagree.

15. Organization should provide training and development programs for there employees.


YES 74

NO 26

INFERENCE: 74% of the respondents opine that the organization should provide better training and developmental programs, 26% opine that not better.

16. In this organization management provide rewards and awards based on the performance appraisal system.


YES 78

NO 22

INFERENCE:

78% of the respondents opine that the organization should give rewards and awards based on the performance appraisal system. 22% of the respondents opine that disagreed.

CHAPTER - VFINDINGS&

SUGGESTIONSCHAPTER - VFINDINGS

1. 85% of the respondents opine that the employees obey rules and regulations because of fear of punishments, 13% are neutral, and 2% are disagreed.

2. 77% of the respondents opine that the trade unions are actively worked for the improvement of employee facilities, and 14% are neutral, 9% are disagreed.

3. 82% of the respondents opine that the employees in this organization are clear reporting structure have been established.12% are neutral, 6% are disagreed.

4. 32% of the respondents opine that the management encourages employees to participate in decision-making 43% are neutral, 25% are disagreed.

5. 54% of the respondents opine that co-employees are very cooperative and friendly, 46% are disagreed.

6. 93% of the respondents opine that the employees gain satisfaction from their current job responsibilities, 3% are neutral, 4% disagreed.

7. 93% of the respondents opine that the employees in this organization are treated with respect and dignity, 4% are neutral, 3% disagreed.

8. 77% of the respondents opine that there is possible orientation, 13% respondents are neutral and 10% disagreed.

9. 48% of the respondents opine that the effective communication system is maintained for employees in their organization, 30% are neutral, 22% are disagreed.

10. 92% of the respondents opine that the leader motivate and direct us towards organizational goals and 8% are disagreed.

11. 92% of the respondents opine that the organization complaints are taken seriously and actions is initiated on them immediately, 5% are neutral, and 3% are disagreed.

12. 79% of the respondents opine that the welfare facilities are good in their organization, 11% are normal, and 10% are said poor.

13. 90% of the respondents opine that the senior management sets high standards of excellence, and 2% are neutral, 8% are disagreed.

14. 97% of the respondents opine that in their organization is no women employees harassment and 2% are neutral 1% are disagreed.

15. 74% of the respondents opine that the organization should provide better training and developmental programs, 26% opine that not better.

16.78% of the respondents opine that the organization should give rewards and awards based on the performance appraisal system. 22% of the respondents opine that disagreed.

.

SUGGESTIONS

1. Organization needs to improve the communication system in an effective manner. 2. Management has to encourage employees to participate in decision-making process. 3. Organization is enhanced when coworkers feel a connection or bond with their colleagues. Even if each employee has a different job within the organization, there needs to be a unifying, core purpose in what they do that is tied back to the organization as a whole.4. Management has to make their employees to feel that their work is valuable and they have some control in the final product. Empowerment leads to better execution because employees who are closest to the work product are able to address problems faster and have more ideas on how to improve efficiency.5. Organization has to plan the demand of future needs well in advance.6. .Management has to fill the gap between supply and demand during the peak times.

7. Organization has to maintain green belt to protect environment

8. Fill the vacant posts, provide appropriate training to update the knowledge and skills and consideration for subordinates suggestions while developing and implementing the programmes were suggested by the respondent to improve the organizational climate of the department. CONCLUSION

Fulfillment of needs and achievement of organization rules are possible only in an attractive organizational climate. Climate represents the entire social system. There is a sound climate prevailing in the organization, it is that which attracts the people and the productive and job security among the employees and job satisfaction are very high which a motivation factors. The organization has to except the external climate influences on the internal climate. The organization has to balance the needs and wants of the employees and development of the surrounding places. It has also provided employment opportunities to the local people on priorities basis. It has following the rules and regulations and maintaining the changes accordingly to change in the organizational climate , in adopting technological changes. There is a need to improve organization climate perception by providing adequate facilities at work place, introducing appropriate policy and recognizing good work QUESTIONNAIRE FOR ORGANIZATION CLIMATE RTPP

----------------------------------------------------------------------------------------------------------Respected sir,

I am S. MASTHANULLA BASHA doing in my second year MBA in SPIRTS College, KADAPA. As a part of my curriculum I am doing a project title as ORGANIZATIONAL CLIMATE in RTPP.

I request you kindly to extend your earnest co-operation in filling this questionnaire

NAME :

DESIGNATION:DEPATMENT :

AGE :

EXPERIENCE :

GENDER :

1. Employees obey rules and regulations because of fear of punishments. [ ]

(a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree 2. Trade unions are actively worked for the improvement of employees facilities. [ ]

(a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

3. In your organization people are clear reporting structure have been established. [ ]

(a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

4. Management encourages employees to participate in decision-making [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree 5. My co-employees are very co-operative and friendly. [ ] (a)Yes (b) No

6 .In your organization people gain satisfaction from their current job responsibilities [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree 7. In your organization people are treated with respect and dignity. [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree 8. In your organization people take problems as a challenge and tried to find better solutions [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree 9. In your organization effective communication system is maintained for employees. [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

10. Leader motivates and directs us towards organizational goals. [ ] (a)Yes (b) No

11. In your organization complaints are taken seriously and actions is initiated on them

Immediately. [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

12. In your organization welfare facilities provided for employees [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree 13. Senior management sets high standards of excellence [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree 14. In your organization there is no women employees harassments [ ] (a)Strongly agree (b) Agree (c) Neutral (d) Disagree (e) strongly disagree

15. Organization should provide training and development programs for there employees [ ] (a)Yes (b) No

16. In this organization management provide rewards and awards based on the performance appraisal system [ ] (a)Yes (b) No

BIBLIOGRAPHY

BIBLIOGRAPHYTitle of the book Name of the author

1. Organizational behavior

Stephen P. Robbins

2. Organizational behavior Fred Luthans

3. Personnel /human resource management P. Subba rao

4. personnel/human resource management Stephen p. Robbins

5. Research methodology C.R.KothariReading material:

Annual records and reports of the company with constants changing nature of internet and its designs , there are some possibly fairly permanent and useful sites available have been referred.

Websites:

1. www.apzenco.com

2. www.hr.com

Sri.A.K.Goyal I.A.SChairma

n

Sri Ajay Jain I.A.SManaging Director

Sri C. RadhakrishnaAdl.Charge - Director (Thermal)

Sri.G.AdisheshuDirector (Hydel)

Sri.U.G.Krishna MurthyDirector (Technical)

Sri. C. Radha KrishnaDirector (Projects)

Sri.D.Prabhakar RaoDirector (Finance)

G.Vaman RaoDirector (HR)

Sri A. Rama RaoE.D (Information Systems)

Sri A.Sunder Kumar Das,IPS Chief of Vigilance & Security

C.E (Civil / Environment)

G.M (Training)

C.E (O & M / Srisailam)

C.ETraining Inst (VTPS)

C.E (TPC)

S.E (O & M / NSHES)

C.E (Projects)

C.E (O & M / Sileru Complex)

C.E (Generation)

C.E (O & M / RTPP)

C.E (O & M / KTPS)

C.E (R & M / KTPS)

S.E (O & M / RTS-B)

FA & CCA (Accounts)

FA & CCA (Resources)

C.E (O & M / KTPS-V)

Chief Engineer (Commercial)

Dy.CCA (Audit)

C.E (Civil / Hydro)

65

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48

14

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6

NO OF RESPONDENTS

trade unions

Sheet1

OPINIONNO OF RESPONDENTS

Strongly agree29

Agree48

Neutral14

Disagree3

Strongly disagree6

Sheet1

0

0

0

0

0

NO OF RESPONDENTS

trade unions

Sheet2

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No of respondents

employees rules and regulations

Sheet1

OpinionNo of respondents% of respondents

Strongly agree4242%

Agree4343%

Neutral1313%

Disagree11%


Sheet1

Sheet2

No of respondents

employees rules and regulations

Sheet3

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Documents

Organzation Climate - Exe & Doc