role of MDP on Ludhiana Industry

8/10/2019 role of MDP on Ludhiana Industry

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A Project Report

On

Role of MDP in development of organizationsA study on the industries in

Ludhiana.

Submitted to Punjab College of Technical Education, Baddowal, Ludhiana

As a part of assessment of MBA- Major Research Project Session: 2010-2012

Submitted to: Submitted By:

Navtej Singh Sahil Arora

Acknowledgement


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I am fortunate enough to study in Punjab College of Technical Education, Baddowal in the

guidance of the Management Faculty.

I am very thankful to Prof. Navtej Singhfor giving me such an important live project, which

can be made use of in the practice. This project work would never have been an achievable task,

had I not been under the great shelter of guidance of respectedProf. Navtej Singhwho helped

me till the very last minute (at the oddest of hours) of the final dictate and supported me

summing up the work without whom this work would not have reached this place.I wish to

express my deep sense of gratitude to such a cheerful, energetic and enthusiastic person.

Mentioning needs to be made of various industries in Ludhiana, where I have carried out

necessary field study for the project work. They were very supportive while replying to my

questionnaire.

An ample use of various reference readings has been very frequently made while compiling data

for this project. I am very much grateful to the library staff of the college for their unfailing co-

operation.

At last but not the least, I express my sincere sense of gratitude to my Parentsfor their blessings,

that is always a source of Inspiration for me, and the Almightywithout whom there wont be any

existence of mine.

SAHIL ARORA.

(MBA 2013-15)


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Preface

The generation of such dynamic leadership is the crucial concern of organizations, which occupythe commanding heights in the Indian economy. This requires very efficient and effective

management of the process of growing executive leadership in the organizations and how well

this is accomplished today will determine the future of the organizations in the economy.

Executive development programs can be organized in various situations i.e. on-the-job or off-

the-job in the company or outside the company. It involves the use of many techniques e.g.

decision-making skills, interpersonal skills, job knowledge, organizational knowledge, general

knowledge by special courses, meetings, conferences, group discussion, seminars, get together

etc. These techniques of executive development program are deployed by executive trainers,

specialists, external trainers and educationists.


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Certificate

This is to certify that the research project report entitled, Role of MDP in development of

organizationsA study on the industries in Ludhiana. Submittedin partial fulfillment of the

requirement for the degree of Master of Business Administration at Ludhiana, of the Punjab

Technical University, Jallandhar is a research work carried out by SAHIL ARORA under my

supervision and that no part of this research project has been submitted for any other degree.

The assistance and help received during the course of this investigation has been fully

acknowledged.

MR NAVTEJ SINGH

(Faculty Advisor)


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Contents

Chapter No Contents Page No.

1. Introduction 1-14

2. Review Of Literature 15-18

3. Research Methodology 19-21

4. Data Analysis & Interpretation 22-34

5. Results & Findings 35-37

Bibliography 38

Annexure 39-41


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List of Tables

Table No. Heading Page No.

4.1 Organizations conducting MDP in Ludhiana 23

4.2 Type of MDPs conducted in the organizations 24

4.3 Reasons for conducting MDP in organizations 25

4.4 Type of Programs which are conducted in Executive Development 26

4.5 Impact of MDPs on performance of employees 27

4.6 No of times training programs for senior executives take place every year 29

4.7 Duration of training programs for senior executives 30

4.8 Any change in trend of executive education pattern in your organization 31

4.9 Kind of changes which have taken place due to MDP programs 32

4.10 Benefit for organizations with the launch of MDP program. 33

4.11 Kind of benefit with MDP 34


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List of Figures

Figure No. Heading Page No.

4.1 Organizations conducting MDP in Ludhiana 23

4.2 Type of MDPs conducted in the organizations 24

4.3 Reasons for conducting MDP in organizations 25

4.4 Type of Programs which are conducted in Executive Development 26

4.5 Impact of MDPs on performance of employees 27

4.6 No of times training programs for senior executives take place every year 29

4.7 Duration of training programs for senior executives 30

4.8 Any change in trend of executive education pattern in your organization 31

4.9 Kind of changes which have taken place due to MDP programs 32

4.10 Benefit for organizations with the launch of MDP program. 33

4.11 Kind of benefit with MDP 34


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EXECUTIVE SUMMARY

The generation of such dynamic leadership is the crucial concern of organizations, which occupy

the commanding heights in the Indian economy. This requires very efficient and effective

management of the process of growing executive leadership in the organizations and how well

this is accomplished today will determine the future of the organizations in the economy.

Executive development programs can be organized in various situations i.e. on-the-job or off-

the-job in the company or out side the company. It involves the use of many techniques e.g.

decision-making skills, interpersonal skills, job knowledge, organizational knowledge, general

knowledge by special courses, meetings, conferences, group discussion, seminars, get together

etc. These techniques of executive development program are deployed by executive trainers,

specialists, external trainers and educationists.

The First chapterIntroduce about the subject under study, it clears some of relevant concepts

about managers and executives and there Development with putting some light on Executive

Development.

The Second chapteris devoted to examinethe concept and importance of the Management development

for Senior Executives.

The Third Chapterreviews the basic requisites of MDPs for senior executives and essential Ingredients.

The fourth Chaptergives brief introduction about the organization under study i.e. BHEL, New Delhi.

The fifth Chapterprovides information about data collected from Field study

In the sixth chapter a detailed analysis and interpretation of the data available by the survey through

questionnaire and personal observation is provided in the modified and simplified way to fulfill the

Objectives of Research work.

The seventh chapterconcludes the Research Project and last chapter provides Recommendations.


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STATEMENT OF OBJECTIVES

To study different categories of management development programs for executives.

To study the role of management development programs in job affectivity.

To analyze the benefits and outcome of MDPs for organization.


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RESEARCH METHODOLOGY

The research will be based on non-doctrinal method under which a field study will be carried out

to collect the primary data through questionnaires and interview of Managers of Ludhiana

Industry .Use of secondary data in form of various facts and figures with respect to the

framework of MDP,s for Executives be resorted to whenever necessary.

The nature of the data that has been used in the project under study is both primary and

secondary in nature.

Primary data

Questionnaire, personal meetings, interview method with the concerned persons will be used to

collect the primary data.

Secondary data

Offer documents, fact sheets, news papers, magazines published from time to time and Internet,

Company sources.

Research Design

A descriptive research design will be used in this project.

Sampling Plan

Convenient Sampling plan will be used in this project.

Universe

All the executives/ managers in Ludhiana industry.

Sample size

Sample size is 20-30 for this project


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organizations may have different levels of managers, including top managers, middle managers

and first-line managers.

Top (or executive) managers are responsible for overseeing the whole organization and

typically engage in more strategic and conceptual matters, with less attention to day-to-day

detail. Top managers have middle managers working for them and who are in charge of a major

function or departmentiii

. Middle managers

may have first-line managers working for

them and who are responsible to manage

the day-to-day activities of a group of

workers.

Note that you can also have different types

of managers across the same levels in the

organization. A project manager is in

charge of developing a certain project, e.g.,

development of a new building.iv

A functional manager is in charge of a major function, such as

a department in the organization, e.g., marketing, sales, engineering, finance, etc. (For example,

see Program Planning) A product manager is in charge of a product or service. Similarly, a

product line manager is in charge of a group of closely related products. General Managers are in

charge of numerous functions within an organization or department.

Executives as a term generally applies to those people or specific positions in top levels of

management, e.g., chief executive officers, chief operating officers, chief

financial officers, vice presidents, general managers of large organizations,

etcv

. In large organizations, executives often have different forms of

compensation or pay, e.g., they receive portions of the company's stock,

receive executive-level "perks, etc. Chief executives usually pay strongattention to strategic plans and organizational performance, whether measured

financially or from impact of services to a community. Many people think of the Chief Executive

Officer as heading up large, for-profit corporations. This is not entirely true. The majority of

businesses in the United States are small businesses, whether for-profit or nonprofit. Their top

executives could be called Chief Executive Officers.


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Management Developmentrefers to the activities involved in enhancing leaders', managers' and

supervisor's abilities to plan, organize, lead and control the organization and

its members. Consequently, many view the term "management

development" to include executive development (developing executives),

leadership development (developing leaders), managerial development

(developing managers) and supervisorial development (developing

supervisors).vi

Management Development is best described as the process

from which managers learn and improve their skills not only to benefit

themselves but also their employing organizations.

Executive Educationis the term used for programs at graduate-level business schools that aim

to give classes for Chief Executives and other top managers or entrepreneurs. These programs do

not usually end in a degree, although there is an ever-growing number of an Executive MBA

program that are very similar and offer a Masters of Business Administration upon completion of

the coursework.

Executive Development

(Today's organizations are changing dramatically. Successful change requires strong leadership

from top positions in the organizations. Therefore, writers often interchange use of the phrases

"leadership development" with "executive development". They are not the same. As noted above,

this is handy, but it can cause substantial confusion.)

Executive development refers to the activities involved in enhancing one's ability to carry out

top-level roles in the organization. Some key skills for executives to have included understanding

the external environment of the organization, leadership, strategic planning, financial forecasting

and analysis, organizing, program planning and human resource management.

vii


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Management Development Program for senior executivesis the whole of activities aimed at

developing the skills and competencies of those that (will) have executive positions in

organizations. While "executive" and "manager" and "leader" is often used interchangeably,

"executive" is commonly used to signify the top 5% to 10% of the organization. Similarly,

"development" and "training" and "education" are often used as synonyms, however

"development" is generally seen as the most encompassing of the three in terms of activities that

build skills and competencies.viii

While it is typical to find

organizations that have

dedicated corporate training &

development people and

processes, it is not always the

case that an organization will

have a dedicated executive

development set of activities.

In some organizations (typically large multi-nationals), there is a separate executive development

team, in other organizations executive development is handled as one of many activities by the

larger corporate training group, and in yet other scenarios there is no executive development

activity to speak of.

In contrast to other corporate training & development activities, which have as their core purpose

to build tactical skills for employees, executive development plays a different role for the

organization. Indeed some executive development is conducted for the purpose of building

tactical skills (sometimes referred to as "hard skills" such as business fundamentals- finance,

marketing, operations and also "soft skills" such as communication and team building), yet

executive development is also used to evaluate future potential future executives as well as amechanism for the CEO and the executive team to cascade their strategies, goals, and even

elements of the culture to the rest of the management team and ultimately the organization. In the

best of cases, executive development not only helps an organization execute its key strategies, it

can also help provide input to the strategy creation process.ix


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In this way, executive development is much more strategic than typical corporate training &

development which is used for most employees of an organization.

While executive development continues to become enriched by many approaches, one approach,

adult development and its subfield Positive Adult Development is beginning to create

opportunities for what has been essentially reserved for academic research to become an

increasing part of executive practices.

UNIT-II

MANAGEMENT DEVELOPMENT PROGRAMES FOR SR.

EXECUTIVES: AN OVERVIEW

Raining and development are Intentional efforts to improve current and future performance by

helping the employees acquiring Skill, Knowledge, and Attitude required to give competitive

Advantage. Management development is also part of Training and Development

Training is the formal and systematic modification of behavior through learning which occurs as

a result of education, instruction, development and planned experience, while Development is

any learning activity, which is directed towards future, needs rather than present needs, and

which is concerned more with career growth than immediate performance.x

What is Management Development?

Management development is a systematic process of growth and development by which the

managers develop their abilities to manage .So it is the

result of not only participation in formal courses of

instruction but also of actual job experience .It is

concerned with improving the performance of the

managers by giving them opportunities for growth and

development.xi


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Global economy is also experiencing increasing clustering of some industries in the nations that

have achieved disproportionate worldwide success. This has consequently resulted in swift

changes in the business environment and the modern business world demands quality, ethics and

excellence, properly injected into the organization at the level of person, process, product and

services. To cope with these changes, core competency is identified and leverage for success and

all this is made possible through competitive, skilled and professional executives. This kind of

changing management requires training and development i.e. executive development. Technical

skills are less important whereas the conceptual skills are especially important at the top levelxii

.

Executive development should not be viewed just as a capital investment and asset building for

the future but also as a tool of employee motivation and retention. It helps contribute in job

satisfaction and creates new roles and functions for existing employees of the organizationxiii

.

Therefore, the basic purpose of executive development program is to promote managerial

performance by imparting knowledge, changing behavior and enhancing professional and

attitudinal skills. Hence the knowledge is the need of the 21st century due to changing business

environment not only in India but also globally.

It is a systematic process of growth and development by which managers develop their abilities

to manage.

Executive development may be referred as systematic process of growth and development by

which the managers develop their abilities and managerial skills to manage. It is the result of not

only participation in formal courses of instruction but also of actual job experience.xiv

Evaluation

of executive development programs literally means the assessment of value and work. Therefore,

evaluation of executive development program may be defined as an attempt to obtain feedback

on the effects of development program, which helps to improve future development programs on

the basis of current experience. The important tools of evaluation of executive development

programs are observation, rating, trainee survey and trainee interviews, job satisfaction, morale,

promotions, results of behavioral changes such as increased sales, increased productivity and

efficiency.

There is a need to develop professionalism among the executives in order to face the global

competitive environment. Hence, every organization has to ask what are the competencies that


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contribute for the effectiveness of executives; their competencies used to be sharpened and this

needs appropriate training. Effectiveness itself helps in the achievement of organizational goals

Management Development Programs for senior Executives are referred as Executive

Development.

The term Executive Development is used essentially as an indication of a complex process of

raising managerial ability in order to improve the effectiveness of management actions.

Executive Development is the planned experience, guided growth and training opportunities

provides for those who perform the management functions.xv

This includes all members of

management from the president through all supervisory levels and staff personnel.

By executive development programs, an executive gets unprecedented growth and has come to

acquire an added relevance and a more central role in business operations and enterprise

management. These programmes prepare the candidate for Senior Executive Services.

Development programs offer a window of opportunity and provides a platform for young

executive development professionals to present innovative and new ideas that could further

stretch the envelope for executive development, besides also helping to devise effective

strategies for cracking perennial evaluation issues of the development programs like retention

and compensation patterns, improvement in taking the managerial decisions and skills, value

creation in employee-employers relationships and bridging the generation and gender gap.

Some of the players in the field of executive Education are: Business schools, Nonprofit

organizations, Corporate universities, Foundations Trade associations, Consulting firms,

Freelance educators, Online learning companies.


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UNIT-III

BASIC REQUISITS & INGRADIENTS OF

MDPSFOR SENIOR EXECUTIVES

The concept of executive development program is not new to the

world. It has flourished in the US and produced magnificent

outcomes. However, in our country, development program of

executives is still in its formative stages. The Indian mindset needs

to change to adapt to this practice. A limited number of

organizations have made use of this development programs. It needs to be understood that

development program is not always a remedial measure but more of a developmental technique.

Executive development is to socialize the vision, values and mission of an organization.

SENIOR executives play a vital and significant role in the upper echelons of management. The

efficacy of their performance will determine the success or failure of an organization. As an

executive moves vertically in an organization, a metamorphosis takes place at some point of time

in the scope and scale of his job. When it happens, it is a paradigm shift and a jump.xvi

There are some basic competencies which are very essential in Development aspect of senior

Executives and to outperform competitors. These 7 workplace competencies are:

1. Learning to learn;

2. Communication and collaboration;

3. Creative thinking and problem-solving;

4. Technological literacy;

5. Global business literacy;

6. Leadership development;

7. Career self-management.


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For Executive development programs basically following methodologies are applied:

Lesson by both in-house and guest faculty.

Panel discussion to promote appreciation divergence of opinions and views.

Case study.

Films.

Group discussion.

Simulation exercise.

Seminars.

Moot Court and Mock Trial.

Order and judgments writing practice.

Practical demonstration.

Problem solving exercises.

Report Writing (Term Paper, Syndicate Paper)

Group Work.

The important steps or ingredients of a management development programs are:

1. Analysis of Organizational Present and Development Needs

2. Appraisal of Present Management Talent

3. Inventory of Management Manpower

4. Planning of Individual Development Programs

5. Establishment of development Programs

6. Evaluation of the programs

Analysis of Organizational Present and development Needs:


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The decision to launch a management development programs having been made, the next

thing to do is the close and critical examination of organizational present and future

developmental needs. We should know how many and what type of managers are required to

meet the present and future needs. An examination of the organizational structure in the light

of the future plans of the organization should help one know what the organization requires

in terms of functions, departments and executive positions.

Having got the above the information it is easy to prepare the descriptions and specifications

for all management positions which in turn, gives us the information as to the kind of

education, experience, training, special knowledge, skills and personal traits required for

each job..

Appraisal of Present Management Talent:

In order to make the above suggested comparison, a qualitative assessment of the existing

management talent should be made and an estimate of their potential for development should

be added to that. Only then can it be compared with the projected required talent.

Inventory of Management Manpower:

This is prepared to have complete information about each executive in each position. For

each member of the management team, a card is prepared listing such data as name, age,

length of service, education, work experience, training courses completed, health record,

psychological test results and performance appraisal data etc. The selection of the individuals

for the management development programs is made on the basis of the kind of background

they possess. The management may set certain standards in terms of each of the above

factors mentioned on the cards to qualify for the management development programs.

Such information when analyzed discloses the strengths as well as the deficiencies of

managers in certain functions relative to the future needs of the organization.

Planning of Individual development Program:


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Guided by the results of the performance appraisal which indicate the strengths and

weaknesses of each of his subordinates the executive performs this activity of planning of

individual development programs. Each of us has unique set of physical, intellectual,

emotional characteristics. Therefore, a development plan should be tailor-made for each

individual.

It would be possible to impart knowledge, skills and mould behavior of human beings, but it

would be difficult to change the basic personality and temperament of a person once he

reaches adulthood stage.

Establishment of Development Program:

It is the duty of the HR department to establish the well-conceived development

opportunities.

The HR department has to identify the existing level of skills, knowledge etc, of various

executives and compares them with their respective job requirements. Thus, it identifies

developmental needs and will establish specific development programs like leadership

courses, Management games, and Sensitivity training. The department may not be in a

position to organize development programs for executives at the top level as could be

organized by reputed institutes of management. In such situations, top management deputes

certain individuals to the executive development programs organized by the reputed

institutes.


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UNIT VII

CONCLUSION

Management Development Program is an in-depth professional intervention, which enhances

managerial functioning through multiple interactions with key executives, one-on-one or in

groups. Development is more effective when it includes senior level officials, as it then helps

change mind-set, and influence behavior throughout their organizations. It is customized to the

specific needs of employees, is based on on-the-job experience, has direct application to work

situations and thrives on the feedback of participants. The exercise involves continual guidance,follow-ups and learning.

By doing an intensive study on the various parameters to evaluate the effectiveness of the

executive development programs the researcher concluded that the executives are the dynamic

life-giving element in a business.

The caliber and performance of managers will largely determine the success of a business. If the

business wants to improve the quality of its managers, it must make a considerable investment on

its human resource and introduce imaginative and systematic development schemes for them-in

which managers themselves play a crucial role. All enterprises need to devote great attention to

the continuous supply of their future managers, both functional and general.

Management of most Indian companies which are striving to become major players in their

sectors are immersed in day-to-day issues and often do not devote adequate time and effort to

build long-term strength in their organizations. The executive developer or instructor is the

catalyst encouraging and supporting the CEO and his team to build an effective management.

Executive development program embodies professionalism in executives through correct,

deliberate and objective application of knowledge, skills and attitudes towards the

accomplishment of a set of objectives.


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Executive development program is an investment in human resource with a promise of better

returns in future. A companys executive development program pays dividends to the executives

and the organization by leads to enhance profitability and more positive attitude towards profit

orientation. It improves the job knowledge and skills at all levels of the organization. At last, the

researcher concluded that the executive development programs will return values to the

organizations in terms of increased productivity heightened morale, reduced costs, greater

organizational stability and flexibility to adopt the rapid changing business environment.

Change is the name of the game in which a senior executive is put to an acid test. The bad news

is that it has a beginning, but the end never seems to be in sight. There is an intrinsic danger that

people have a propensity to relax and turn complacent after the trauma of going through a

massive change programmer. Like termite to timber, this malaise may not be transparent, until

much damage has already been done below the surface.

It is the will and skill to stay in and sustain the game, despite no respite, which will take the

company to the top; and then, to retain it there may be a different ball game altogether; but the

key player everywhere will be the senior executive


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UNIT VII

RECOMMENDATIONS

Evaluation of training must be made a compulsory part of training.

At present BHEL spends just about 0.05%. The expenditure on training must be

increased in order to improve its turnover.

Executive Training in BHEL is not much advanced up to levels of Private firms LikeTATA, and Reliance there Mangers also go to foreign universities but there is no

occasion of Foreign education for BHEL executives.


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BIBLIOGRAPHY

Arthur, M., & Rousseau, D. (1996). A career lexicon for the 21st century. Academy of

Management Executive. (Web edition)

McCall, M. (1998). High Flyers: Developing the Next Generation of Leaders. Boston:

Harvard Business School Press.

Hoag, B. and Cooper, C.L. (2006) Managing Value Based Organizations: It's Not What

You Think.( e-book)

www.wikipedia.com.

www.themanagementor.com.

www.hindubusinessnews.om

www.books.google.co.in

www.sunholidays.co.in

www.eonomictimes.com

www.coolavenues.com

www.mbatuter.com

www.training.seedinfotech.com

www.high-impact-leaders.com

www.careerbuilder.com

www.bhel.co.in
http://www.wikipedia.com/http://www.wikipedia.com/http://www.themanagementor.com/http://www.themanagementor.com/http://www.themanagementor.com/http://www.wikipedia.com/


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ANNEXURE

Q1:- Do you conduct MDPs in your organization

Yes No

Q2:- If yes what types of MDPs are conducted in your organization

In House Out House

Q3:- What are the reasons for conducting MDPs in organization

Leadership Development

New Exposures

Enhancing Skills

Motivations

Technological literacy

Q4:- Type of Programs which are conducting in Executive Developments?

Symposiums

Workshops

Certificate Programs

Interactive meet

Seminars


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Q5:-MDPs have a very strong impact on performance of employees. Tick the appropriate

option

Strongly Agree Agree Neutral Disagree Strongly Disagree

Q6:- How many training programs for senior executives take place every year?

15-10

10-15

15-20

20-30

More than 30

Q7:- What is duration of training programs for senior executives?

2-4 hrs 4-6 hrs 8 hrs More than 8 hrs

Q8:- Is there any change in trend of executive education pattern in your organization?

Yes No

Q9:-If yes which of the following changes have taken place

Potential Leadership Styles

Managing Strategic Change

Stress Management

Dispute Resolutions

Improvements in Mentoring Skills

Any other


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As the BHEL is very big Organization to engage a meeting with HR manager was

very difficult job and he was not able to give much time to me.

There was lack of time in field study as this project requires comprehensive

discussions with the Managers. And the rule of deemed attendance is already

scraped in the university, so, researcher was not able to give more time of field

visits.

In BHEL pre analyzed data is not available with Organization on Executive

development Programs.

ihttp://www.indiaedu.com/career-courses/management-development.html as visited on 21 aug 2008


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iihttp://www.xlri.ac.in/scripts/faq_listing.php?section='Management%20Development%20Programme' as visited

on 26 august 2008

iiiwww.managementhelp.org/mgmnt/defntion as visited on 1 sept. 2008

ivibid

vwww.managementhelp.org/mgmnt/defntion.htm as visited on 23 august 2008.

viibid

viihttp://www.mbauniverse.com/executive_education.php?pageId=9 as visited on 27 august 2008.

viiihttp://www.indiastudychannel.com as visited on 21 august 2008

ixSupra note 1

xwww.nsph.gr/ecoman/word/humanresourcedevelopment.doc as visited on 12 sept.2008

xithttp://www.cieman.com/index.php/management-development/ as visited on 2 aug.2008.

xiiibid

xiiiSupra note 10.

xivwww.niceindia.com/qbank/MG1351_Principles_of_Management2.pdf as visited on 12 sept 2008

xven.wikipedia.org/wiki/Executive_development as visited 0n 12 sept. 2008

xviwww.economicstimes.com/june2408/ as visited on 22 aug 2008.

Documents

role of MDP on Ludhiana Industry