copy of main leadership project report[1]

PROJECT REPORT

ON

“DETERMINATION OF LEADERSHIP POTENTIAL

IN BHEL INDUSTRY”

This project report is being submitted as part of the requirements of the

MBA Programme of Punjab Technical University.

The training has been undertaken by

VANITA OHRI

student of Gian Jyoti Institute of Management and Technology, Mohali, Punjab

With the guidance and support of

Mrs.Richa Sharma Executive HR

Bharat Heavy Electricals Limited

Industry sector, Lodhi Complex, New Delhi-110003

DECLARATION

I, VANITA OHRI studying in GIAN JYOTI INSTITUTE OF MANAGEMENT &

TECHNOLOGY, Mohali do hereby declare that this Project Report relating to the topic

“DETERMINATION OF LEADERSHIP POTENTIAL IN BHEL INDUSTRY”, has been

prepared by me, as part of the requirements of the MBA Program of Punjab Technical University

(Batch of 2008 – 2010). My guide for the project has been Mrs. Richa Sharma.

I further declare that this Project report has not been submitted earlier to any other University or

Institute for the award of any Degree or Diploma.

Date: VANITA OHRI

Determine the leadership potential

CERTIFICATE

This is to certify that Ms.Vanita Ohri has completed Project on “DETERMINATION OF

LEADERSHIP POTENTIAL IN BHEL INDUSTRY” under my guidance.

Date: Mrs.Richa Sharma

Place: New Delhi


ACKNOWLEDGEMENT

The successful completion of this report would be incomplete without being grateful to

those people who have made it possible and whose consent, guidance and encouragement served

as a guiding light for the completion of the study.

I consider my privilege to place on record my sincere gratitude to the persons who have

helped in bringing out this report.

I would like to express my sincere thanks to our honorable Chairman, Mr. J.S Bedi and

Director Dr. Vimal K. Aggarwal for having giving me the opportunity to do this project.

I would also like to express my gratitude to my project guide Mrs.Richa Sharma for

guiding and explaining to me the procedures to be followed in carrying out this report without

whom the task would not have been completed.

Last but not the least; I would like to thank my parents and friends for their constant

support and encouragement.

VANITA OHRI


CONTENTS

EXECUTIVE SUMMARY

CHAPTER I – INTRODUCTION

1. Theoretical background

2. Qualities and characteristics of leadership

3. Leadership and Management

4. Theories of leadership

CHAPTER III

1. Corporate Profile

2. BHEL’S Vision

3. Different Sectors

CHAPTER III– DESIGN OF THE STUDY

1. Problem Statement

2. Objective of Research

3. Scope of the study

4. Research Methodology

- Research Design

- Nature of Data

- Sources of data

- Tools of Research

- Plan of analysis

- Methodology

- Limitations of the study

CHAPTER IV–DATA ANALYSIS & INTERPRETATION

1.) Communication

i) For E1

ii) For E2

iii) For E3

iv) For E4


Overall Depiction of Data

2.) Team-work

i) For E1

ii) For E2

iii) For E3

iv) For E4


3.) Future orientation

i) For E1

ii) For E2

iii) For E3

iv) For E4


CHAPTER V

CONCLUSION

BIBLIOGRAPHY

ANNEXURES

- Questionnaire


EXECUTIVE SUMMARY

“Initiative and vision are the pillars to leadership”.

This report contains the “Study of leadership potential in BHEL Industry”. The report gives a

broad overview of the BHEL industry and a detailed description about the level of leadership in

BHEL industry. Managing people is all about leadership because leadership is the only way to

bring out their full brainpower, in other words, their full potential of creativity, innovation,

productivity, motivation and commitment. So, a superior leadership strategy is required because

without it, the employees might just decide to leave their brain at the door as they enter the

workplace.

An analysis has been made based on the data collected. The methodology adopted for the study

was through a structured questionnaire, which targeted the privileged employees of the

organization from grade E1 to the E4 which included engineer trainee to the manager and the

sample size is 84. Convenient Sampling Technique was used for this survey. The data collected

from the respondents were analyzed thoroughly and presented in the form of charts and tables.

The survey is conducted to find out on which level of leadership does these grade of employee’s lies. There are four levels of leadership chosen ranging from Very strong to very weak level of leadership.

To find out which type of training is preferred by the company to enhance the leadership skills in its employees.


INTRODUCTION

Theoretical background:-

Management is doing things right; leadership is doing the right things. ~ Peter F. Drucker

Leadership is the process of influencing and supporting others to work towards the

achievement of group goals. It is the process of influencing others to achieve group or

organizational goals. The source of this influence may be formal, such as that provided by the

possession of managerial rank in an organization. Because management positions come with some

degree of formally designated authority, a person may assume a leadership role simply because of

the position he or she holds in the organization. But not all leaders are managers, nor, for that

matter, are all managers leader.

The single most important factor in determining organizational success is “effective leadership”.

This view is not only restricted to organizations; leadership also plays an central role in politics,

sports and many other human activities, it is a process whereby one individual influences other

group members toward the attainment of defined group or organizational goals

Since leadership is primarily a process involving influence - one in which the leader changes the

actions or attitudes of several members or subordinates and there exist many techniques for

exerting such influence:

Relatively coercive one. (In which one has little choice but to do what is requested)

Relatively non-coercive one (in which one can choose to accept or reject the influence

offered).

In general leadership refers to the use of relatively non-coercive influence techniques. The point is

that leadership rests at least in part on positive feelings between leaders and their subordinates. In

other words subordinates accept influence from leaders because they respect, like or admire them-

not simply because they hold the positions of formal authority.

Leadership involves the exercise of influence for a purpose - to attain the defined group or

organizational goals. In other words, leaders focus on altering those actions or attitudes of their

subordinates that are related to specific goals.


Three approaches to leadership focus on the relationship between leaders and members.

a) Leader - Member exchange = this model specifies that leaders favor members of some

groups, referred as in groups more than 'the out groups.

b) Attribution approach - This focus on leaders’ attributions of follower’s performance and its

underlying causes.

c) Transformational or charismatic leaders- In this the leaders exert profound effects on belief,

perceptions and actions of the followers.

Leadership is the ability to influence a group toward the achievement of a goal. The source of the

influence may be formal as seen in many organizations. Managers in an organization holding

formally designated authority assume a certain leadership role. However this does not make a

manager a successful leader. Leaders can be formal appointees or may emerge from within a

group.

In today's dynamic world, all organizations need strong and effective leadership. The leaders must

be able to challenge the status quo, create visions for the future and continually motivate and

inspire the organizational members to achieve the goals.


QUALITIES AND CHARACTERISTICS OF LEADERSHIP:-

PERSONAL TRAITS MANAGERIAL TRAITS

1. Self-confidence2. Initiative and Innovative3. Charisma4. Emotional Maturity5. Intelligence6. Decisiveness7. Effective Communication8. Dynamic Personality9. Vision and Foresight10. Flexibility11. Acceptance of Responsibility

1. Knowledge Of Human Skill2. Administrative Ability3. Technical Knowledge4. Ability to Deal with People5. Ability to Judge and Decide Quickly


LEADERSHIP AND MANAGEMENT

Leadership and management are two distinctive and complementary systems of action. They are

both necessary but have different purposes. Management is concerned with coping with

complex modern organizations.

Good management brings a degree of order and consistency to key dimensions like the quality

and profitability of products. Leadership, by contrast, is about coping with change.

Companies manage complexity by planning and budgeting--setting targets or goals for the

future, establishing detailed steps to get there, and then allocating resources. By contrast, leading

an organization to constructive change begins by setting a direction--developing a vision of the

future along with strategies for producing changes needed to achieve that vision.

Management achieves its plans by organizing and staffing--creating an organizational structure

and set of jobs for accomplishing plan requirements, staffing the jobs with qualified individuals,

communicating the plan, delegating responsibility, and devising systems to monitor

implementation.

Leaders align people by communicating the new direction to those who can create coalitions that

understand the vision and are committed to its achievement.

Management ensures plan accomplishment by controlling and problem solving--monitoring

results versus the plan in some detail, by means of reports, meetings, etc.; identifying deviations

and then planning and organizing to solve the problems.

But for leadership, achieving a vision requires motivating and inspiring-keeping people moving

in the right direction, despite major obstacles to change, by appealing to basic but often untapped

human needs, values, and emotions.

By creating vision, the leader provides a vehicle for people to develop commitment, a common

goal around which people can rally and a way for people to feel successful.


Leadership motivation:

This refers to leader's desire to influence others or to lead them. On one hand it may cause

leaders to seek power as an end in itself. Leaders who demonstrate such personalized power

motivation wish to dominate others, and their desire to do so is often reflected in an excessive

concern with status.

In contrast leadership motivation can cause leaders to seek power, as a means to achieve desired

share goals. Leaders who evidence such socialized power motivation corporate with others,

develop networks and coalitions, and generally work with subordinates rather than trying to

dominate or control them.

Trait or Characteristic of successful leaders:

Drive -Desire for achievement , ambition , high energy , tenacity and initiative

Honesty and integrity - Trustworthy , reliable , open

Leadership motivation - Desire to exercise influence over others to reach shared goals.

Self confidence - Trust in own abilities

Cognitive ability - Intelligence , ability to integrate and interpret large amounts of

information

Knowledge of the business - Knowledge of industry, relevant technical matters

Creativity- Originality

Flexibility - Ability to adapt to needs of followers and requirement of situation

LEADERSHIP STYLES:

Autocratic: Autocratic also known as authoritarian, leadership is rule by authority. As a

manager or supervisor, a person is endowed with a level of authority that is expected to be

obeyed. An autocratic leader rests on this fact, expecting his or her subordinates to comply.

Participative: Participative leadership is often referred to as "democratic," although

democratic processes (voting, etc.) need not be present to constitute Participative leadership.


Participative leaders tend to use methods such as camaraderie to instill in their subordinates a

desire to comply.

Laissez-Faire: Laissez-Faire leadership, often called as non-leadership, is a "'hands-off"

approach. If the group's goals are being accomplished under the management of a Laissez-

Faire leader, it is because the group members are self-motivated, demonstrate effective

teamwork, and exhibit expertise in their fields.

Variable: Variable Leadership, a precursor to "Situational Leadership," draws from a

combination of the above styles. Whether this form is effective depends on how each style is

According to Muczyk and Riemann, leaders tend to adopt any of four distinct style described

below:

DECISION MAKING STLYES:

1. Autocratic - Consult no one, decide alone.

Leader makes decision and does not seek information

Leader makes decision but asks specific information from subordinates.

2. Consultative -

Leader makes decision, but asks specific info from each group member.

Leader decides with considerable group input and asks info from whole group.

3. Group - Democratic group decision

Leader and one other person from group do mutual info exchange and decide.

Group decides with input from leader and a consensus is reached.

4. Delegative

Other person analyze problem and makes the decision


CONTINGENCY THEORIES OF LEADER EFFECTIVENESS

GREAT PERSON THEORY

This theory assumed leaders were born, not made. And no amount of education and experience

could change your fate with regard to leadership.

"Leadership is still an art despite the efforts of social science researchers to make it a science".

In the past a wide variety of approaches have been taken toward discovery of leadership talent.

Graphology, phrenology and astrology were used or are still being used to study the nature of

leadership.

The theories developed by the social science researchers can be classified in the following

fashion:

Trait theories based on personal characteristics.

Behavioral Theories based on the acts of the leader rather than the traits. The major work

in this area is reported by the OHIO State studies, University of Michigan studies,

Managerial grid by Blake & Mouton and the Scandinavian studies.

The Contingency theory based on the situational approaches to the study of leadership.

The different theories of importance are the Fiedler contingency model, Cognitive

resource theory, Hersey & Blanchard's Situational Theory, Leader member exchange

theory, Path goal theory and the Leader participation model.

Neocharismatic theories based on the emotional appeal and extraordinary follower

commitment.

All the above theories are briefly discussed in the subsequent section.

Trait Theory

Following closely behind was the "trait theory." People assumed observing certain traits could

identify potential leaders. Leaders were brave, intelligent, strong, and capable of leading others

because others admired their traits.


Some of these traits, it was reasoned, could be honed through training and practice, but you still

had to be born with the potential. Leaders could be made, but only if they were born with the

"right stuff."

Studying the traits of leaders became unpopular largely because it was associated with ""the

great person” theory of leadership. This way to approach leadership, espoused in the 19th and

early 20th centuries, asserted that leadership qualities were inherited. Great leaders were born

and not made. Trait approach was an early 20th century outgrowth of the "Great person" theory

of leadership.

The basic position of trait theory is that leaders' characteristics are different from non-leaders.

Later research, particularly more recent and more sophisticated work, have found a consistent

and strong relationship between certain traits and leadership. Leaders who have certain traits

still must take appropriate actions to be successful. Possessing these core traits simply makes it

more likely that a person will take the appropriate action leading to leadership success.

The trait approach seeks to determine "what makes a successful leader" from the leader's own

personal characteristics. Certain traits used to describe leaders were ambition & energy, desire to

lead, self-confidence and knowledge. List of useful traits became longer and there was a little

consensus among the researchers.

Trait theory fails to produce clear results, as it does not consider the whole environment. Traits

are one part of the leadership environment. Even though a trait may exist, it will not become

active until the situation arises and calls for the trait.

Hence trait theory is good at describing the appearance of the leader rather than differentiating

between an effective and an ineffective leader.

Behavioral Theories

Leadership is shown more by a person's act more than one's traits. Traits' influence acts, but so

do followers, goals, and the environment in which the traits occur. It follows that organizational

leadership is role behavior that unites and stimulates followers toward particular objectives in a

particular environment.


OHIO State studies:

The research study conducted by OHIO State narrowed down the role behavior of leaders in two

dimensions Initiating structure and Consideration.

Initiating structure refers to the extent to which a leader is likely to define and structure his or her

role and those of the employees in the search for goal attainment. It relates to behavior that

attempts to organize work, work relationships and goals.

Consideration is described as the extent to which a leader is likely to have a job relationship

characterized by mutual trust, respect for sub-ordinates' ideas and regard for their feelings.

University of Michigan Studies:

The Michigan group also came up with two dimensions of leader behavior employee oriented

and production oriented. Employee oriented leaders were seen to have higher productivity and

higher job satisfaction.

The Managerial Grid:

Blake and Mouton produced a graphical picture of a two dimensional view of leadership. They

proposed a Managerial grid based on the styles of "concern for people" and "concern for

production". This is on similar lines as that of Ohio and Michigan studies. The grid is shown in

the figure


Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake

and Mouton defined the following five leadership styles:

Country Club Leadership – High People/Low Production

This style of leader is most concerned about the needs and feelings of members of his/her team.

These people operate under the assumption that as long as team members are happy and secure

then they will work hard. What tends to result is a work environment that is very relaxed and fun

but where production suffers due to lack of direction and control.

Produce or Perish Leadership – High Production/Low People

Also known as Authoritarian or Compliance Leaders, people in this category believe that

employees are simply a means to an end. Employee needs are always secondary to the need for

efficient and productive workplaces. This type of leader is very autocratic, has strict work rules,

policies, and procedures, and views punishment as the most effective means to motivate

employees.

Impoverished Leadership – Low Production/ Low People

This leader is mostly ineffective. He/she has neither a high regard for creating systems for

getting the job done, nor for creating a work environment that is satisfying and motivating. The

result is a place of disorganization, dissatisfaction and disharmony.

Middle-of-the-Road Leadership – Medium Production/Medium People

This style seems to be a balance of the two competing concerns. It may at first appear to be an


ideal compromise. Therein lies the problem, though: When you compromise, you necessarily

give away a bit of each concern so that neither production nor people needs are fully met.

Leaders who use this style settle for average performance and often believe that this is the most

anyone can expect.

Team Leadership – High Production/High People

According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders

stress production needs and the needs of the people equally highly. The premise here is that

employees are involved in understanding organizational purpose and determining production

needs. When employees are committed to, and have a stake in the organization’s success, their

needs and production needs coincide. This creates a team environment based on trust and

respect, which leads to high satisfaction and motivation and, as a result, high production.

BHARAT HEAVY ELECTRICALS LIMITED

CORPORATE PROFILE:-

The first plant and the genesis of the heavy electrical equipment industry in India, which is now

popularly known as Bharat Heavy Electricals Limited (BHEL), was established in 1956 at

Bhopal. Bharat Heavy Electricals Ltd. (BHEL) is the largest engineering and manufacturing

enterprise of its kind in India and is one of the leading international companies in the field of

power equipment manufacture. The first plant of BHEL, set up at Bhopal in 1956, signaled the

dawn of the Heavy Electrical Industry (HEI) in India.

In the sixties, three more major plants were set up at Haridwar, Hyderabad and Tiruchirapalli

that form the core of the diversified product range, systems and services that BHEL offers today.

BHEL’s range of services extends from project feasibility studies to after-sales services,

successfully meeting diverse needs through turnkey capability. The company has 14

manufacturing units, 4 power sector regions, 8 service centers and 15 regional offices, besides


project sites spread all over India and abroad. BHEL has a well-recognized track record of

performance, making profits continuously since 1971-72 and paying dividends since 1976-77.

BHEL manufactures over 180 products under 30 major product groups and caters to core sectors

of the Indian economy viz., Power Generation and Transmission, Industry, Transportation,

Renewable Energy etc. The quality and reliability of its products is due to the emphasis on

design, engineering and manufacturing to international standards by acquiring and adapting some

of the best technologies from leading companies in the world, together with technologies

developed in its own R&D centers. The Company has been constantly adapting itself to face the

challenges thrown-up by the business environment.

BHEL has already attained ISO 9000 certification for quality management and all the

manufacturing units /divisions have been upgraded to the latest ISO 9001-2000 version. BHEL

has also secured ISO 14001 certification for environmental management systems & OHSAS -

18001 certification for occupational health and safety management systems for all its

units/divisions.


Bhel’s vision

BHEL’s vision is to become “a world-class engineering enterprise committed to enhancing

stakeholder value”.


DIFEERENT SECTORS IN BHEL


BHEL

BHEL has three sectors as shown above i.e. Power, Industry and Overseas Business. BHEL

started its company with the power sector in the 1950’s. In 1985 it diversified its operation to

Industry Sector and International Operations The basis of the segmentation of BHEL’s Sectors

are its customers and domain.

POWER SECTOR

Power is the focal area for BHEL and comprises thermal, nuclear, gas, diesel and hydro

businesses. BHEL has taken India from a position of total dependence on overseas sources to

complete self-reliance in power plant equipment. Today, BHEL sets account for nearly 65% of

the total installed power generating capacity in the country. Significantly these sets contribute

73% of the total power generated in the country.

BHEL has contracted for boilers and auxiliaries, turbo generator sets and associated controls,

piping and station Control & Instrumentation of up to 500 MW unit rating and has the

technology and capability to produce thermal sets of higher unit ratings including 1000 MW.

BHEL has access to technology for higher size gas turbines and can supply gas turbines of up to

279 MW unit size. It engineers and constructs custom built combined cycle power plants. Hydro

sets of Francis, Pelton, Kaplan and bulb types for different head - discharge combinations, with

matching generators, are also designed and manufactured by BHEL To give a thrust to

refurbishing and modernization for plant performance improvement of old fossil fuel power

plants and provide repair and service for GE design gas turbines, two joint venture companies


Power Sector

Industry sector

OverseasBusiness

have been floated with Siemens and GE respectively, which have completed nine full financial

years of commercial operation. With a focus to provide a single window facility to the customers

for services & spares of power generation equipments, a ‘Spares & Services Business Group’ has

been created.

INDUSTRY SECTOR

1. INDUSTRIES

BHEL manufactures and supplies major capital equipment and systems like captive power

plants, centrifugal compressors, drive turbines, industrial boilers, etc. These serve a number of

industries like metallurgical, mining, cement, paper, fertilizers, refineries and petro-chemicals,

etc. in addition to power utilities. BHEL has also emerged as a major supplier of controls and

instrumentation systems, especially distributed digital control systems for various power plants

and industries.

2. OIL & GAS

BHEL has the capability to supply complete onshore drilling rigs, super deep drilling rigs, desert

rigs, mobile rigs, and work over rigs and subsea well heads. It supplies equipment / sub-

assemblies for onshore drilling rigs viz. raw works, rotary-table, traveling block, swivel, mast &

sub structure, mud systems and rig electrics. BHEL also supplies X’mas tree valves & well heads

up to a rating of 10,000 psi for onshore / offshore service and Casing Support System, Mud line

Suspension System & Block Valves for offshore applications.

3. TRANSMISSION

BHEL supplies a wide range of products and systems for transmission & distribution

applications. The products manufactured by BHEL include power transformers, instrument

transformers, dry type transformers, shunt reactors, capacitors, vacuum and SF6 switchgear, gas

insulated switchgear, ceramic insulators, etc. BHEL has developed and commercialized the

country’s first indigenous 36 kV Gas Insulated Substation (GIS) and has also bagged first order


for its indigenously developed 145 kV GIS. For enhancing the power transfer capability and

reducing transmission losses in 400 kV lines, BHEL has indigenously developed and executed

fixed series compensation schemes and has developed thyristor controlled series compensation

scheme, involving thyristor controlled reactors, popularly known as Flexible AC Transmission

System (FACTS). BHEL has indigenously developed state of the art controlled shunt reactor for

reactive power management of long transmission lines. With a strong engineering base, the

company undertakes turnkey execution of substations up to 400 kV and has capability to execute

765 kV substations. High Voltage Direct Current (HVDC) systems have been supplied for

economic transmission of bulk power over long distances.

Regional Operation Division i.e. ROD looks after the marketing of loose transmission products

for whole of the country. During last financial year ROD accounted for booking of Rs.600.20

crores in loose transmission segment. Because of the extensive marketing efforts, BHEL has

maintained its marketing share and last year in fact in both transformers and switchgear the

market share has registered and increased.

4. TRANSPORTATION

Most of the trains in the Indian Railways, whether electric or diesel powered are equipped with

BHEL’s traction propulsion systems and controls. The systems supplied are both with

conventional DC drives and state of the art AC drives. India’s first underground metro at Kolkata

runs on drives and controls supplied by BHEL. The company also manufactures complete rolling

stock i.e. electric locomotives up to 5000 HP, diesel electric locomotives from 350 HP to 3100

HP for both mainline and shunting duty applications. Further, BHEL undertakes retrofitting and

overhauling of rolling stock. In the area of Urban Transportation, BHEL is geared up for turnkey

execution of electric trolley bus systems, light rail systems and metro systems. BHEL is

contributing to the supply of electrics for EMUs for 1500V DC & 25 kV AC to Indian Railways.

Almost all the EMUs in service are with electrics manufactured and supplied by BHEL. The

company has also diversified into the area of track maintenance machines. BHEL is well poised

to meet the emerging requirements of Indian Railways for higher horsepower locos for freight

and passenger applications.


5. RENEWABLE ENERGY

BHEL has been manufacturing & supplying various Renewable Energy systems and products. It

includes Solar Energy systems namely PV modules, PV power plants, solar lanterns, street

lighting, solar pumps and solar water heating systems. The Wind power generation business

based on higher rating WEGs is being explored.

OVERSEAS BUSINESS

BHEL, ranking among the major power plant equipment suppliers in the world, is one of the

largest exporters of engineering products & services from India. Over the years, BHEL has

established its references in around 60 countries of the world, ranging from the United States in

the West to New Zealand in the Far East. BHEL's export range covers individual products to

complete Power Stations, Turnkey Contracts for Power Plants, EPC Contracts, HV/EHV Sub-

stations, O&M Services for familiar technologies, specialized after-market services like Residual

Life Assessment (RLA) studies and Retrofitting, Refurbishing & Overhauling, and supplies to

manufacturers & EPC contractors.

BHEL has assimilated and updated/adopted the state-of-the-art-technologies in the Power and

Industrial equipment sectors acquired from world leaders. BHEL has successfully undertaken

turnkey projects on its own and possesses the requisite flexibility to interface and complement

international companies for large projects, and has also exhibited adaptability by manufacturing

and supplying intermediate products to the design of other manufacturers and original equipment

manufacturers (OEMs). The success in the area of rehabilitation and life extension of power

projects has established BHEL as a reliable alternative to the OEMs for such power plants.

Some of the major successes achieved by BHEL have been in Gas based power projects in

Oman, Saudi Arabia, Iraq, Libya, Bangladesh, Malaysia, Sri Lanka, China, Kazakhstan; Thermal

power projects in Cyprus, Malta, Egypt, Malaysia, Sudan, Indonesia, Thailand; Hydro power

plants in New Zealand, Azerbaijan, Bhutan, Nepal, Taiwan, Malaysia, Afghanistan, Tajikistan

and Substation Projects & equipment in various countries of Africa, Europe, South & South East

Asia.


The company is taking a number of strategic business initiatives to fuel further growth in

overseas business. This includes firmly establishing itself in target export markets, positioning of

BHEL as a regular EPC Contractor in the global market and, exploring various opportunities for

setting up overseas joint ventures etc.

BHEL has joined the “Global Compact” of United Nations and has committed to support it and

the set of core values enshrined in its nine principles. The “Global Compact” is a partnership

between the United Nations, the business community, international labour and NGOs. It provides

a forum for them to work together and improve corporate practices through co-operation rather

than confrontation.

BHEL’s contributions towards Corporate Social Responsibility till date include adoption of

villages, free medical camps/charitable dispensaries, schools for underprivileged and

handicapped children, ban on child labor, disaster/natural calamity aid, Employment for

handicapped, Widow resettlement, Employment for Ex-serviceman, irrigation using treated

sewage, pollution checking camps, plantation of millions of trees, energy saving and

conservation of natural resources through environmental management.

BHEL shares the growing concern on issues related to Environment and Occupational Health &

Safety (OHS), and is committed to protecting Environment in and around its own establishment,

and to providing safe and healthy environment to all its employees. For fulfilling these

obligations, an Environmental Policy and an Occupational Health & Safety Policy has been

formulated and implemented through management systems.

In recognition of this BHEL has been awarded as acquired ISO 14001 Environmental

Management Systems Certification and OHSAS 18001 Occupational Health & Safety

Management Systems Certification from M/s Det Norske VERITAS (DNV). Under UNDP

programmed for specialized services in the area of Environment BHEL has set up a Pollution

Control Research Institute (PCRI). BHEL also has a Model Centre for Occupational Health

Services, which is a pioneer in this field in India.

Today it offers a wide range of occupational health care as well as expertise in work

Environment monitoring, Toxicology, Ergonomics and in organization of OHS to multitude of

industries form different sectors in India. Few ILO sponsored candidates from African countries

have undergone training at this Model centre.


http://66.39.99.160/bhel/about_rdnpcri.htm

http://66.39.99.160/bhel/about_rdnpcri.htm

http://www.unglobalcompact.org/

BHEL is a member of CoRE (Corporate Roundtable on Development of Strategies for

Environment) launched by The Energy Research Institute (TERI). CoRE is envisaged as a means

to facilitate a proactive and catalytic role for industry in addressing the environmental problems

plaguing India and helping the industry towards sustainability paradigm. CoRE is now a partner

organization to the WBCSD (World Business Council for Sustainable Development). It has

signed a memorandum of understanding with WBCSD, now called as CoRE-BCSD, India.

Interfaces between companies such as BHEL, TERI and the WBCSD would provide an

important link to address issues of sustainable development at a global level and to learn and

exchange experience of the participating companies.

BHEL’s commitment to environmental issues can be seen as an integral part of its core business.

In the field of Non-conventional and Renewable Energy, BHEL has successfully launched

products like wind electric generators, solar heating systems, solar photovoltaic systems, solar

lanterns and battery powered road vehicles. Technology up gradation has been done to minimize

environmental impact of fossil energy products by way of low-NOx oil/ gas burners, circulating

fluidized bed combustion boilers etc.


http://www.wbcsd.ch/

http://www.teri.res.in/core/member/current.htm

DESIGN OF STUDY

PROBLEM STATEMENT

Leadership skills survey helps

To encourage employees to learn new skills to equip them to better handle new challenges.

Create roles for manager to facilitate individual career development

Create succession strategies that improve organizational memory

Linking individual skill building to organizational needs and opportunities

Supporting and rewarding coaches, role models, mentors, who are at the forefront of people development.

OBJECTIVE OF RESEARCH To determine the leadership potential in BHEL Industry.

SCOPE OF RESEARCH

The study is conducted in BHEL Industry, Lodhi road, New Delhi. It covers E1 to E4 grade employees of the industry. E1 Grade includes Engineers and account officers.E2 Grade includes Senior Engineer and Senior Account officer.E3 Grade includes Deputy Managers.E4 Grade includes Managers.

ASSISSTANT GENERAL MANAGER

MANAGERS

DEPUTY MANAGERS

SENIOR ENGINEER SENIOR ACCOUNT OFFICER


ENGINEER ACCOUNT OFFICERThe survey is conducted to find out on which level of leadership does these grade of employees lies. There are four levels of leadership chosen ranging from Very strong to very weak level of leadership in accordance with the likert scale

To find out which type of training is preferred by the company to enhance the leadership skills in its employees.


RESEARCH METHODOLOGY

RESEARCH DESIGN

Exploratory research method is chosen to determine the leadership potential of employee from E1 to E4 grade of employees.

NATURE OF DATA

Primary Data Secondary Data

SOURCES OF DATA

1. Primary data was collected with the help of close-ended questionnaire.2. Secondary data was collected by referencing company’s website’s

TOOLS AND TECHNIQUES OF DATA COLLECTION

Tables have been widely used to tabulate the raw data. Further, percentage has been drawn for generalization purpose. Graphs are used to have a better pictorial understanding/representation.

SAMPLING

SAMPLING METHOD

Judgmental sampling/Convenience Sampling

SAMPLE PLANSample was drawn from the BHEL Industry, Lodhi Road. From the various grades present, a sample size of employees lying in the grade from E1 to E4 of different departments viz., engineering, finance, quality, purchase, material, human resources, marketing etc. were selected and a closed-ended questionnaire containing 22 questions were put before them. These questionnaires are then analyzed and put down in this report.

PLAN OF ANALYSIS/ METHODOLOGY

1.) Stratification of data.2.) Tabulation of data-sequencing and arranging the data logically in line with the objective3.) Graphical representation of the tabulated data4.) Arriving at the key findings in comparison with objectives5.) Arriving at the key findings based on HR inputs in the graph6.) Drawing conclusions from key findings in comparison with objectives


METHODOLOGICAL ASSUMPTION AND LIMITATIONS

Questionnaires were the only instrument used to conduct the survey. The questionnaire was conducted keeping in view the following factors:-

Data is collected by circulating questionnaires. All primary data collected is true and reflects the actual intentions of the respondents The data collected has been coded, tabulated and analyzed into logical statements using

simple statistical tools. Most of analyzed data is converted into percentage to facilitate easier interpretation of

data so obtained. All the information is through respondents, hence the result is mainly dependent on

primary data.

LIMITATIONS OF THE STUDY

Biasness in answering certain questions. No response in certain question which lead to occurrence of certain error.


DATA ANALYSIS AND INTERPRETATION

A sample of 84 employees in the BHEL industry, Lodhi Road, Delhi has been selected. Based on the study, the following analysis and data interpretation has been tabulated. The data collected from the respondents were analyzed thoroughly and presented in the form of charts and tables.

Under the main heading Leadership, three key attributes have been selected.

Leadership

Communication Team-Work Future Orientation

Based on the above attributes, following analysis is made.

COMMUNICATION: - Communication skills are one of the most important set of skills one can develop to get employed and promoted. It forms the basis for leadership effectiveness—for without skilled communication, leadership styles don't work and leadership traits are ineffective.

TABLE 1:- For E1

NO. OF RESPONSES PERCENTAGEVERY STRONG 160 30%MODERATELY STRONG 223 41%ADEQUATE 133 25%MODERATELY WEAK 20 4%VERY WEAK 1 0%TOTAL 537 100


http://www.legacee.com/Info/Leadership/LeadershipTraits.html

http://www.legacee.com/Info/Leadership/LeadershipStyles.html

http://www.legacee.com/Services/Leadership/Skills.html#communicationskills

FOR E2

NO. OF RESPONSES PERCENTAGEVERY STRONG 44 30%

MODERATELY STRONG 62 42%

ADEQUATE 38 25%

MODERATELY WEAK 5 3%

VERY WEAK 0 0%

TOTAL 149 100%

FOR E3



ADEQUATE 60 32%


VERY WEAK 4 2%

TOTAL 187 100%


FOR E4



ADEQUATE 9 10%


VERY WEAK 0 0%

TOTAL 88 100%


OVERALL DEPICTION OF DATA:-

NO. OF RESPONSES PERCENTAGEVERY STRONG 293 30%MODERATELY STRONG 391 41%ADEQUATE 240 25%MODERATELY WEAK 32 3%VERY WEAK 6 1%TOTAL 962 100%

INFERENCE:- According to the survey, it has been observed that most of the employees lies in the moderately strong zone of communication. So, there is need to enhance the communication skills of the employees. This can be done by improving the leadership communication skills like inter-personal skills, to avoid problems like encoding and decoding bias on both sender and receiver side; feedback; listening etc.

A course should be designed such as to include assignments, exercises and small group activities like group discussions in order to identify the speakers and motivate people to express their views.


TEAMWORK: - A leader is only as strong as the team he or she leads.

An effective leader is one who knows not only about oneself, but also about the people around him/herself.

TABLE 2:- FOR E1


FOR E2



FOR E3


FOR E4



OVERALL DEPICTION FOR TEAM WORK


INFERENCE:- According to the survey, under teamwork, most of the employees lies in the moderately strong zone so there is present some room for improvement and enhancing the team spirit among them. There are present varied exercises and activities which can be carried to make people excel on the leadership scale so that they can contribute positively for the profit maximization of the company. Team work is the very essential criteria which marks the success of the company. So, sufficient attention should be given towards it. This can be done by


activities like role plays in which people are given the chance to play the role of a leader and their performance is observed. Also there should be carried presentation by the senior people where old projects are discussed and the way they were carried is discussed so that new employees could learn from it and get motivated to perform new tasks. Moreover some of the newer project responsibilities should also be delegated to lower grades so as to closely observe their performance and improve their performance.


FUTURE ORIENTATION:- Future orientation is a necessary component of strategic leader characteristics. Conceptualizing and making strategic choices are are two behavioral components of strategic leadership. So, a leader should also be future oriented to grab future opportunities’ and take timely action.

TABLE 3:-

FOR E1:-


FOR E2:-



FOR E3:-


FOR E4



OVERALL DEPICTION OF DATA FOR FUTURE ORIENTATION:-


INFERENCE: - According to the survey, most of the people lies in the moderately strong zone under the future orientation attribute of the leadership skill. To further widen the view of employees and make them future oriented, a training programme should be designed such as to cover the motivational skills and problem solving skills.


CONCLUSION

Bharat Heavy Electricals Ltd. (BHEL) is the largest engineering and manufacturing enterprise of its kind in India and is one of the leading international companies in the field of power equipment manufacture. The E1 and E2 level of employees are lower in leadership potential than the E3 and E4 grade. This can be clearly depicted from the three attributes which were used to determine the leadership potential in the industry viz., communication, teamwork and future orientation.

Under the attribute communication, majority of E1, E2 and E3 grade of employees lie in the moderately strong zone while majority of E4 grade of employees lie in the very strong zone. The communication skill of employees can be enhanced by improving the communication skills like inter-personal skills and listening etc. This can be done promoting certain activities like group discussions, delegating work and providing continuous feedback to employees.

Under the attribute team-work, majority of E1 and E2 grade of employees lie in the moderately strong zone and majority of E3 and E4 grade of employees lies in the very strong zone. The performance in this zone can be improved by giving the employee training by designing a course for them such that it includes role-plays and discussions on the old projects by the seniors to omit the same mistakes made in the project.

Under the future orientation attribute of leadership, majority of E1, E2 and E3 grade of employees lie in the moderately strong zone and majority of E4 employees lies in the very strong zone of leadership scale. So, a training programme can be designed such as to cover the motivational and problem solving skills.


BIBLIOGRAPHY

Books referred

1). Organizational Behavior by Stephen P. Robinsson

2). Teaching Leadership: Innovative approaches for the 21st century. Leadership Horizons by Pillai, Raj, Stities-Doe, Susan

3). Communicating for a change by Stanley, Andy, Jones, Lane

Sites referred

1.) www.bhel.com

2.) http://learn.gwumc.edu/hscidist/LearningObjects/TapLeadershipPotential/index.htm

3.) http://www.skagitwatershed.org/~donclark/leader/leadcon.html

4.) http://humanresources.about.com/od/leadership/a/high_potential.htm

5.) www.hss.iitb.ac.in/courses/hs490/leadership.ppt


http://www.hss.iitb.ac.in/courses/hs490/leadership.ppt

http://humanresources.about.com/od/leadership/a/high_potential.htm

http://www.skagitwatershed.org/~donclark/leader/leadcon.html

http://learn.gwumc.edu/hscidist/LearningObjects/TapLeadershipPotential/index.htm

1.)

QUESTIONAIRE

Name: - _ _ _ _ _ _ _ _ _ _ _ Department:- _ _ _ _ _ _ _ _ Designation:-_ _ _ _ _ _ _ _ _ _ _ _ Grade: - _ _ _ _ _ _ _ _ _ _ _

Leadership Characteristics and Skills SurveyIntroductionThis survey is designed to provide you with your level of preference or comfort with leadership characteristics and skills.Circle the number on the scale that you believe comes closest to your skill or task level. Be honest about your choices as there are no rights or wrong answers.

VeryStrong

ModeratelyStrong

Adequate ModeratelyWeak

Very Weak

1. I enjoy communicating with others. 5 4 3 2 12. I display tolerance and flexibility. 5 4 3 2 13. I make decisions with input from others. 5 4 3 2 14. I know how to influence people and get

support. 5 4 3 2 1

5. I give others the information they need to do their jobs.

5 4 3 2 1

6. I keep focused through follow-up. 5 4 3 2 17. I listen to feedback and ask questions. 5 4 3 2 18. I show loyalty to the company and to

the teammembers.

5 4 3 2 1

9. I create an atmosphere of growth. 5 4 3 2 110. I have wide visibility. 5 4 3 2 111. I give praise and recognition. 5 4 3 2 112. I criticize constructively and address

problems. 5 4 3 2 1

13. I develop plans. 5 4 3 2 114. I have a vision on where we are going

and set long termgoals.

5 4 3 2 1

15. I set objectives and follow them through to completion.

5 4 3 2 1

16. I make myself available and accessible. 5 4 3 2 117. I accept ownership for team decisions. 5 4 3 2 118. I am close to the business and have a

broad view ofwhere we are going.

5 4 3 2 1

19. I determine manpower requirements for my departmentand write job descriptions for them.

5 4 3 2 1

20. I have counseled employees who have personalproblems (family, health, financial).

5 4 3 2 1

21. I can make a presentation to a group of peers and/orseniors.

5 4 3 2 1


copy of main leadership project report[1]

Documents