project introductory

WHAT IS A PROJECTWHAT IS A PROJECT

A Project is a scientific orA Project is a scientific or

systematic studysystematic study

of a real issue or a problem.of a real issue or a problem.

It is intended to resolve the problemIt is intended to resolve the problem

with the application of with the application of

Management Concepts and SkillsManagement Concepts and Skills

Examples of a Problem:Examples of a Problem:

The problem can be from any discipline.The problem can be from any discipline.

It can be large or a small issue needing study.It can be large or a small issue needing study.

It can even be a case study It can even be a case study

where the problem has been dealt with through the where the problem has been dealt with through the process of management.process of management.

Essential requirement to call it a Essential requirement to call it a ProjectProject

It should entail scientific method It should entail scientific method ofof

CollectionCollection AnalysisAnalysis Interpretation of dataInterpretation of data Leading to valid conclusions.Leading to valid conclusions.

Why Project is necessaryWhy Project is necessary

Project work is the best way to practice what Project work is the best way to practice what you have learnt.you have learnt.

It is an opportunity given to MBA students It is an opportunity given to MBA students

to investigate a problem to investigate a problem

applying management concepts learnt, applying management concepts learnt,

in a scientific manner.in a scientific manner.

Why Project is necessaryWhy Project is necessary

It enables you to apply your It enables you to apply your conceptual knowledge conceptual knowledge in a practical situation and in a practical situation and to learn to learn the art of conducting a study the art of conducting a study in a systematic way and in a systematic way and presenting its findings in a coherent report.presenting its findings in a coherent report.

How well this task can be done is shown by How well this task can be done is shown by you by means of your Project report.you by means of your Project report.

Criteria for Selection of a ProjectCriteria for Selection of a Project

1. Will the implementation of 1. Will the implementation of the project bring about an the project bring about an improvement in the present improvement in the present status of an activity.status of an activity.

2. Can the improvement be quantified 2. Can the improvement be quantified by means of money saved,by means of money saved, better utilization of time better utilization of time

andand

manpowermanpower better sales performancebetter sales performance higher productionhigher production

Criteria for Selection of a ProjectCriteria for Selection of a Project

3. Does it have an underlying 3. Does it have an underlying management principle,management principle,

framework or mode framework or mode

based on which based on which

the data is collected, the data is collected,

analysed and arguments developed?analysed and arguments developed?

Criteria for Selection of a ProjectCriteria for Selection of a Project

4. Is the project idea applicable in other similar 4. Is the project idea applicable in other similar situations?situations?

Development of the idea thesis,Development of the idea thesis,the proving or disproving of a hypothesis,the proving or disproving of a hypothesis,the methodology, the framework for analysisthe methodology, the framework for analysisshould be such that it can be applied to another should be such that it can be applied to another

problem of similar nature.problem of similar nature.

The project should not be so exclusive that its The project should not be so exclusive that its principles have no other application or use.principles have no other application or use.

Criteria for Selection of a ProjectCriteria for Selection of a Project

5. Does the Project Report take into 5. Does the Project Report take into account factual data which is account factual data which is relevant to the particular situation?relevant to the particular situation?

Selecting a TopicSelecting a Topic

This choice will be entirely personal This choice will be entirely personal emerging from your area of interest.emerging from your area of interest.

There can be more than one area of There can be more than one area of interestinterest

There can be more than one topic in There can be more than one topic in each area.each area.

Selecting a TopicSelecting a Topic

When faced with such a wide choice, a When faced with such a wide choice, a discussion with your colleagues, discussion with your colleagues, superiors or guide can help you in superiors or guide can help you in narrowing down your choice by the narrowing down your choice by the method of elimination.method of elimination.

Selecting a TopicSelecting a Topic

While selecting the topic you have to While selecting the topic you have to take into account the organisation take into account the organisation you work in and the opportunities you work in and the opportunities you get to generate relevant data you get to generate relevant data required for your Project.required for your Project.

Selecting an OrganizationSelecting an Organization

You have to choose an organization You have to choose an organization

for your Project work.for your Project work.

Selecting an OrganizationSelecting an Organization

The organization could be your own The organization could be your own

or or

any other organization any other organization

in the vicinity. in the vicinity.

Selecting an OrganizationSelecting an Organization

It would be one where you have It would be one where you have access to information and an access to information and an opportunity to discuss your ideas and opportunity to discuss your ideas and views with the executives working views with the executives working there.there.

Selecting an OrganizationSelecting an Organization

The Project outline and its formulation The Project outline and its formulation must be freely discussed with those must be freely discussed with those who are responsible for similar who are responsible for similar activities in the organization.activities in the organization.

DO’S AND DON’TS BEFORE YOU START.DO’S AND DON’TS BEFORE YOU START.

Be punctual during every visit.Be punctual during every visit.

Be regular time and again.Be regular time and again.

Confirm and reconfirm your schedules, Confirm and reconfirm your schedules, visits and appointments.visits and appointments.

Organizations don’t welcome time Organizations don’t welcome time wasters.wasters.

Do’s and Don’tsDo’s and Don’ts

While discussing remember –While discussing remember –

Have you found out as much as Have you found out as much as possible about the company.possible about the company.

It will make you more comfortable, It will make you more comfortable, if you know the environment.if you know the environment.

Do’s and Don’tsDo’s and Don’ts

Carry your ID Card, Carry your ID Card, All bonafide papers, documents,All bonafide papers, documents, Letter from the collegeLetter from the college

Always show these on demand.Always show these on demand.

Do’s and Don’tsDo’s and Don’ts

What you wearWhat you wear

Make sure your clothes are Make sure your clothes are decent, formal and comfortable.decent, formal and comfortable.

Your shoes are polished.Your shoes are polished.

Do’s and Don’tsDo’s and Don’ts

HygieneHygiene

Make sure you don’t have body Make sure you don’t have body odour or bad breath.odour or bad breath.

Make sure your hair is combed,Make sure your hair is combed,

nails cut.nails cut. Be well groomedBe well groomed

Do’s and Don’tsDo’s and Don’ts

How you behaveHow you behave

Conduct yourself whenever you are Conduct yourself whenever you are inside the company or factory –inside the company or factory –

decently, honestly anddecently, honestly and

in a professional manner.in a professional manner.

Do’s and Don’tsDo’s and Don’ts

Value of TimeValue of Time

Do not waste anybody’s time.Do not waste anybody’s time.

Stick to your point. Be precise.Stick to your point. Be precise.

Quit the cabin of the Manager/OfficerQuit the cabin of the Manager/Officer immediately when you are finished.immediately when you are finished.

Do’s and Don’tsDo’s and Don’ts

Don’t disturb othersDon’t disturb others::

Your discussion with the concerned Your discussion with the concerned officer should not disturb the officer should not disturb the organization’s work.organization’s work.

Do’s and Don’tsDo’s and Don’ts

DISCUSSIONDISCUSSION::

Do not discuss personal matters. Do not discuss personal matters.

Do’s and Don’tsDo’s and Don’ts

No admission without permission:No admission without permission:

Do not enter into any Department Do not enter into any Department without prior permission.without prior permission.

Do’s and Don’tsDo’s and Don’ts

Commitment to the cause:Commitment to the cause:

Get serious about the task assigned Get serious about the task assigned to you.to you.

Show that you will give 100 per cent Show that you will give 100 per cent commitment to carry out the task.commitment to carry out the task.

Do’s and Don’tsDo’s and Don’ts

Out of the ordinary:Out of the ordinary:

Produce a unique project.Produce a unique project.

Let it look differentLet it look different

(while maintaining all other (while maintaining all other procedures laid down by the procedures laid down by the University)University)

Do’s and Don’tsDo’s and Don’ts

Behaviour:Behaviour:

Don’t get aggressive or over-Don’t get aggressive or over-ambitious. ambitious. Maintain a balanceMaintain a balance..

Do’s and Don’tsDo’s and Don’ts

BehaviourBehaviour

Don’t be too polite or smile right Don’t be too polite or smile right through.through.

Maintain a balance.Maintain a balance.

Do’s and Don’tsDo’s and Don’ts

Behaviour:Behaviour:

Don’t argueDon’t argue with anyone with anyone

Listen Listen patiently.patiently.

Remember that Remember that you are learning.you are learning.

Do’s and Don’tsDo’s and Don’ts

Pre-paration:Pre-paration:

Don’t begin talkingDon’t begin talking with any with any employeeemployee

Without prior preparationWithout prior preparation or or pointspoints

(be ready with your agenda)(be ready with your agenda)

Do’s and Don’tsDo’s and Don’ts

Don’t give model answersDon’t give model answers just just because they sound right.because they sound right.

Do’s and Don’tsDo’s and Don’ts

Don’t criticize anotherDon’t criticize another company or company or person, if asked for an opinion.person, if asked for an opinion.

Do’s and Don’tsDo’s and Don’ts

Don’t carry anything from the companyDon’t carry anything from the company, , such as such as

A copy of Balance SheetA copy of Balance Sheet PicturesPictures

Printed StationeryPrinted Stationery Trade JournalsTrade Journals

without prior permission.without prior permission.

Do’s and Don’tsDo’s and Don’ts

Don’t be present when Company Don’t be present when Company matters are being discussed.matters are being discussed.

Do’s and Don’tsDo’s and Don’ts

Don’t try to be over smartDon’t try to be over smart and act and act knowledgeable.knowledgeable.

Be humble, submissive andBe humble, submissive and

Hungry for knowledge.Hungry for knowledge.

Do’s and Don’tsDo’s and Don’ts

Don’t commit errorsDon’t commit errors in your Draft in your Draft ReportReport

Grammatical orGrammatical or

Linguistic.Linguistic.

IntroductionIntroduction 2 2Industry ProfileIndustry Profile 4 4Company Profile with referenceCompany Profile with reference

to McKenzie’s 7S Modelto McKenzie’s 7S Model 6 6Organization StructureOrganization Structure 1515

Product and Service ProfileProduct and Service Profile 2020Swot analysis Swot analysis 3131

TABLE OF CONTENTS:

McKinsey 7-S framework modelMcKinsey 7-S framework model

In 1981 Richard Pascale and Anthony Athos were In 1981 Richard Pascale and Anthony Athos were finding out how Japanese Industry had been so finding out how Japanese Industry had been so successful and published the article “The Art of successful and published the article “The Art of Japanese Management”. Around the same time Japanese Management”. Around the same time Tom Peters and Robert Waterman were exploring Tom Peters and Robert Waterman were exploring what made a company excellent. At a meeting of what made a company excellent. At a meeting of the four authors the 7S model was born and it the four authors the 7S model was born and it appeared in “In search of Excellence” by Peters appeared in “In search of Excellence” by Peters and Waterman.and Waterman.

This model was adopted as the basic tool by the This model was adopted as the basic tool by the Global Consultancy firm McKinsey successfully in Global Consultancy firm McKinsey successfully in more than 70 cases.more than 70 cases.

Meaning of 7SMeaning of 7S

1. Shared Values 1. Shared Values (Super-ordinate Goals)(Super-ordinate Goals)

2. Strategy2. Strategy 3. Structure3. Structure 4. Systems4. Systems 5. Style5. Style 6. Staff6. Staff 7. Skill7. Skill

Shared Values (Super Ordinate Goals)Shared Values (Super Ordinate Goals)

The interconnecting center of The interconnecting center of McKinsey’s Model is : Shared Values. McKinsey’s Model is : Shared Values. What does the Organization stand for What does the Organization stand for and what it believes in.and what it believes in.

Central beliefs and attitudes.Central beliefs and attitudes.

These are the values shared by the These are the values shared by the members of the Organisation.members of the Organisation.

StrategyStrategy

Systematic action and allocation of a Systematic action and allocation of a firm’s scarce resources to achieve firm’s scarce resources to achieve the company’s aims the company’s aims

StrategyStrategy

Determine Determine

the purpose or missionthe purpose or mission The basic long-term objectivesThe basic long-term objectives

Of the enterpriseOf the enterprise

StrategyStrategy

Adopt a course of actionAdopt a course of action

StrategyStrategy

Allocate resources necessaryAllocate resources necessary

for achieving these aims.for achieving these aims.

Strategies and PoliciesStrategies and Policies

Policies are general statements or Policies are general statements or understandings that guide manager’s understandings that guide manager’s thinking in decision making.thinking in decision making.

Strategies and policies give directions Strategies and policies give directions to plans. And serve as a basis for to plans. And serve as a basis for developing tactics and other developing tactics and other managerial activities.managerial activities.

Strategy Strategy

Tools for analysing and allocating Tools for analysing and allocating resources:resources:

TOWSTOWS Matrix is used to analyse the Matrix is used to analyse the ThreatsThreats OpportunitiesOpportunities in the in the external environment and the external environment and the relationships to the Organization’s relationships to the Organization’s internal internal weaknessesweaknesses and and strengths.strengths.

Portfolio Matrix is a tool for allocating Portfolio Matrix is a tool for allocating resources linking the business resources linking the business growth rate with market share.growth rate with market share.

McKinsey’s matrix (GE Matrix) is a McKinsey’s matrix (GE Matrix) is a model to perform Portfolio analysis.model to perform Portfolio analysis.

Portfolio is a collection of Strategic Portfolio is a collection of Strategic Business Units.Business Units.

Strategic Business Units (SBU) can be Strategic Business Units (SBU) can be a medium size company of the Group a medium size company of the Group or a Division of a large Corporation.or a Division of a large Corporation.

Strategy:Strategy:

ANALYSE portfolio and decide which ANALYSE portfolio and decide which SBUs should get less and which SBU SBUs should get less and which SBU should get more resources.should get more resources.

ADD new Products and BusinessesADD new Products and Businesses

SUBSTRACT – Decide which Products SUBSTRACT – Decide which Products or businesses are no longer requiredor businesses are no longer required

StructureStructure

Organization Structure and Authority- Organization Structure and Authority-

Responsibility and RelationshipsResponsibility and Relationships

StructureStructure

Strategy and Structure are closely Strategy and Structure are closely linked.linked.

Structure should follow strategy.Structure should follow strategy.

If the organization changes its If the organization changes its strategy, the structure will have to strategy, the structure will have to be altered.be altered.

StructureStructure

Organizational structure can be Organizational structure can be broadly of two models:broadly of two models:

The Mechanistic ModelThe Mechanistic Model

The Organic Model.The Organic Model.

The Mechanistic StructureThe Mechanistic Structure

•High Specialization•Rigid Departmentalization•Clear Chain of Command

•Narrow spans of control•Centralization•High formalization

The Organic ModelThe Organic ModelSimilar to Similar to

McKenzie’s 7-S Model.McKenzie’s 7-S Model.

•Cross functional teams•Cross-hierarchical teams•Free-flow of information

• Wide spans of control •Decentralization•Low formalization

McKINSEY’S 7-S MODELMcKINSEY’S 7-S MODEL

STRUCTURE

STRATEGY

SKILLS

STAFF

STYLE

SYSTEMS

SUPERORDINATE

GOALS

SystemsSystems

Procedures and Processes such asProcedures and Processes such as Information SystemsInformation Systems Manufacturing ProcessesManufacturing Processes Budgeting and control processesBudgeting and control processes Financial systemsFinancial systems Hiring, Promotion and Hiring, Promotion and

Performance appraisal systemsPerformance appraisal systems

SystemSystem

IncludesIncludes StructureStructure DesignDesign HR Policies and PracticesHR Policies and Practices Organic CultureOrganic Culture

StyleStyle

The way management behaves and The way management behaves and collectively spends its time to collectively spends its time to achieve organizational goals.achieve organizational goals.

StyleStyle

Styles based on use of authority:Styles based on use of authority:

Autocratic – leader commands and expects Autocratic – leader commands and expects compliance.compliance.

Democratic or Participative: consults with Democratic or Participative: consults with subordinates on proposed action.subordinates on proposed action.

Free-rein: Subordinates given high degree of Free-rein: Subordinates given high degree of independence in their operations. Leader’s independence in their operations. Leader’s powers rarely and very little used.powers rarely and very little used.

StyleStyle

Likert’s four systems:Likert’s four systems:

System 1 – exploitive-authoritativeSystem 1 – exploitive-authoritative

System 2 – benevolent-authoritativeSystem 2 – benevolent-authoritative

System 3 – consultativeSystem 3 – consultative

System 4 – participative-group.System 4 – participative-group.

StaffStaff

People in the enterprise:People in the enterprise:

Well trained Managers create an Well trained Managers create an environment in which people working environment in which people working together in groups, can achieve enterprise together in groups, can achieve enterprise objectives and at the same time objectives and at the same time accomplish personal goals.accomplish personal goals.

StaffStaff

Socialization in the Organizational culture:Socialization in the Organizational culture:

Three aspects:Three aspects:

a) acquisition of work skills and abilities.a) acquisition of work skills and abilities.

b) Adoption of appropriate role behaviorsb) Adoption of appropriate role behaviors

c) Adjustment to the norms and values of c) Adjustment to the norms and values of the work group.the work group.

SkillsSkills

It is not the individual skill.It is not the individual skill.

What is referred in the 7S model is the What is referred in the 7S model is the

Distinctive capabilities of an enterpriseDistinctive capabilities of an enterprise

SWOT ANALYSISSWOT ANALYSIS

STRENGTHSTRENGTH

WEAKNESSWEAKNESS

OPPORTUNITIESOPPORTUNITIES

THREATSTHREATS

The Project ReportThe Project Report

The report will be word processed either The report will be word processed either on MS-Word or any other equivalent on MS-Word or any other equivalent software.software.

All reports will be printed on A4 size paper All reports will be printed on A4 size paper with 1” margin on all sides.with 1” margin on all sides.

The report will be between 60 to 80 pages The report will be between 60 to 80 pages (excluding annexures).(excluding annexures).

The Project ReportThe Project Report

The report will be hard bound with the The report will be hard bound with the title page indicating title page indicating

Student’s Name Student’s Name

U.S.No.U.S.No.Name of the CollegeName of the CollegeName of the GuideName of the Guide

Month and YearMonth and Year

The Project ReportThe Project Report

The following Certificates must be The following Certificates must be included as Annexuresincluded as Annexures

1.1. Certificate from the CollegeCertificate from the College

2.2. Certificate from the Organisation Certificate from the Organisation where the Project work was where the Project work was undertakenundertaken

3.3. Declaration by the StudentDeclaration by the Student

4.4. AcknowledgementAcknowledgement

The Project ReportThe Project Report

Other enclosures:Other enclosures:

Table of ContentsTable of Contents

List of TablesList of Tables

Table of Charts and GraphsTable of Charts and Graphs

BibliographyBibliography

Marks for the Project ReportMarks for the Project Report

Total Marks : 150Total Marks : 150

100 for Preparing the Project Report100 for Preparing the Project Report

Awarded at the College.Awarded at the College.

50 Marks for Viva 50 Marks for Viva

Awarded at the University.Awarded at the University.

Last Date:Last Date:

The last date for giving the Project The last date for giving the Project

Report complete in all respects Report complete in all respects

is 15is 15thth August 2005. August 2005.

Draft Project Report must be readyDraft Project Report must be ready

by 10by 10thth August 2005. August 2005.