360 Degree Appraisel

8/3/2019 360 Degree Appraisel

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DECLARATION

I, Dibyendu Mondal, A student of MBA III Semester in the year 2010-11 (Roll

no. 14), hereby declare that, I have undergone training at COAL INDIA LIMITED,

KOLKATA. The report is an original wok carried out by me and the report has not been

submitted to any other University for the award of any degree or diploma.

Date: Dibyendu Mondal

Place: Bilaspur MBA III Semester 2010-11


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PREFACE

The MBA programme is well structured and integrated course of business studies.

The main objective of practical training at MBA level is to develop skill in student by

supplement to the theoretical study of business management in general. Industrial training

helps to gain real life knowledge about the industrial environment and business practices.

The MBA programme provides student with a fundamental knowledge of business and

organizational functions and activities as well as an exposure to strategic thinking of

management.

In every professional course, training is an important factor. Professors give us

theoretical knowledge of various subjects in the college but we are practically exposed of

such subjects when we get the training in the organization. It is only the training through

which I come to know that what an industry is and how it works. I can learn about

various departmental operations being performed in the industry, which would, in return,

help me in the future when I will enter the practical field.

Training is an integral part of MBA and each and every student has to undergo the

training for 6 to 8 weeks in a company and then prepare a project report on the same after

the completion of training.

During this whole training I got lot of experience and came to know about the

management practices in real that how it differs from those of theoretical knowledge andthe practically in the real life.

In todays globalize world, where cutthroat competition is prevailing in the market,

theoretical knowledge is not sufficient. Beside this one need to have practical

knowledge, which would help an individual in his/her carrier activities and it is true that

Experience is the best teacher.


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ACKNOWLEDGEMENT

I express my sincere gratitude to Shri B. Mukhopadhyay (Manager HRD; CoalIndia Limited) for giving me this opportunity to undertake the summer project in Coal

India Limited.

It gives me great pleasure to thank my project guide Shri K.S Arya (Dy. CPM;

Coal India India), whose constant encouragement, support and valuable guidance made

this project successful.

I am very much thankful to my institute lecturer, Rupal Shrivastava and C. Kujur

for her continuous suggestions during this project.

I also express my gratitude to Shri Vijay Swaroop (Dy CPM; Coal India Limited),

B.Trivedi (Dy. CPM; Coal India Limited) and Shri B.N. Das (PM; Coal India Limited)

for their support throughout the project.

Lastly my acknowledgement would be incomplete without expressing my thanks

to all the employees who actively helped me in every respect while providing relevant

data and information pertaining to my project.


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TABLE OF CONTENTS

Content Page No

Executive Summary 5

Introduction 7

Company Profile 19

Review of Literature 30

Methodology 31

Limitations of the study 33

Analysis 34

Data Tabulation 45

Finding & Inferences 49

Recommendations 50

Conclusion 52

Appendices 53

Bibliography 56


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EXECUTIVE SUMMARY

In the business world of today the focus of HR has shifted to the business of theorganization rather than focusing on the organization of business. The intention of the

new HR thinking is to achieve an alignment among structure, strategy & culture of the

organization. Hence HR, nowadays is treated as a component of the enterprise value

proposition, in both vision and mission achievement.

A good Performance Management System empowers every employee in the

organization, to align their performance with the set corporate goals and lets them

identify their avenues of opportunity & also helps them in plugging the gaps in their

performance. 360 Degree Appraisal is a rather new technique of performance appraisal

wherein the performance of an employee is adjudicated not just by his/her immediate

manager but also by other concerned parties with whom the particular employee comes in

contact with. That could be his internal customers like his subordinates, peers or external

customers like the customers of the organization, suppliers or other interested

stakeholders.

Nowadays, the trend of performance appraisal is towards greater transparency,

accountability and increased participation, while evaluating an individual's effectiveness

in an organization. 360 degree appraisal answers this issue effectively.

360 degree feedback is arguably the best procedure through which a person can

obtain information about how others perceive his/her performance & effectiveness. 360

degree feedback can therefore be a powerful tool in informing an employee about

personal development, planning and individual training needs analysis. However, these

benefits can only be gained if 360 feedbacks is properly introduced, managed &

implemented in a positive manner.


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This project discusses the effectiveness of the 360 degree appraisal procedure

and the essential features that must be included to make this method of appraisal truly

successful. For this project, a sample of 13 employees was selected from the HR

department of the company. For each employee, the appraisers were asked to rate the

appraise on the basis of leadership skills, communication, team work, decision making

skills, risk taking, strategic orientation, managing change, delegation, conflicts and stress

management. Based on this rating, further analysis has been done. Recommendation has

been provided to enhance the overall performance of these 13 employees.

Findings:

The high and the low performers on the basis of all the attributes wereIdentified

The study shows certain attributes like leadership skills, communication, teamwork decision making skills, risk taking, strategic orientation, managing change,delegation skills, conflicts and stress management and where training is specially

required.

The analysis of the self assessment score and the score given by other members.

The overall performance assessment of these 13 employees.


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INTRODUCTION

1.1 NEED FOR THE STUDY

Performance appraisal is a management tool which is helpful in motivating and

effectively utilizing human resources. Assessment of human potential is difficult, no

matter how well designed and appropriates the performance planning and appraisal

system is. Performance appraisal has different objectives for management and for the

employees. Therefore an employee would desire that the appraisal system should aim at:

Their personal development,

Their work satisfaction and

Their involvement in the organization.

From the organizations point of view it serves the following purposes:

Providing information about human resources and their development.

Measuring the efficiency with which human resources are being used andimproved.

Providing compensation packages to employees and

Maintaining organizational control.

360 degree feedback is probably the most direct and useful information a

person can obtain about how others perceive their effectiveness. 360 degree feedback can


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therefore be a powerful mechanism to inform personal development planning and

individual training needs analysis. However, these benefits can only be gained if 360

feedbacks is properly introduced and managed.

1.2. OBJECTIVES OF THE STUDY

The project has been undertaken to better understand the subject Performance Appraisal.

In particular the following have been the main objectives for undertaking this project:

To understand what is 360 degree appraisal.

360 degree appraisal system Vs Traditional performance appraisal methods.

Uses of 360-degree feedback.

Advantages of 360 degree appraisal.

Drawbacks associated with 360-degree feedback.

How to develop and implement 360 degree appraisal effectively.

Understanding the practical issues faced while carrying out performanceappraisal.


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1.2(1).CONCEPT OF 360 DEGREE FEEDBACKS

360 degree feedback is known as 'multi-rater feedback', is the most

comprehensive appraisal where the feedback about the employees' performance comes

from all the sources that come in contact with the employee on his job.

360 degree respondents for an employee can be his/her peers, managers (i.e.

superior), subordinates, team members, customers, suppliers/ vendors - anyone who

comes into contact with the employee and can provide valuable insights and information

or feedback regarding the "on-the-job" performance of the employee.

360 degree appraisal has four integral components:

1. Self appraisal

2. Superior's appraisal

3. Subordinate's appraisal

4. Peer appraisal.

Self appraisal gives a chance to the employee to look at his/her strengths and

weaknesses, his achievements, and judge his own performance. Superior's appraisal

forms the traditional part of the 360 degree appraisal where the employees'

responsibilities and actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the parameters

like communication and motivating abilities, superior's ability to delegate the work,

leadership qualities etc. Also known as internal customers, the correct feedback given by

peers can help to find employees' abilities to work in a team, co-operation and sensitivity

towards others.


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Self assessment is an indispensable part of 360 degree appraisals and therefore

360 degree Performance appraisal have high employee involvement and also have the

strongest impact on behavior and performance. It provides a "360-degree review" of the

employees' performance and is considered to be one of the most credible performance

appraisal methods.

360 degree appraisal is also a powerful developmental tool because when

conducted at regular intervals (say yearly) it helps to keep a track of the changes others'

perceptions about the employees. A 360 degree appraisal is generally found more suitable

for the managers as it helps to assess their leadership and managing styles. This technique

is being effectively used across the globe for performance appraisals. Some of the

organizations following it are Wipro, Infosys, and Reliance Industries etc.

PEER-TO-PEER EMPLOYEE PERFORMANCE EVALUATIONS

Peer-to-peer employee performance evaluations require employees at the samelevel to review each other. The thinking behind peer-to-peer employee performance

evaluations is that nobody knows a workers ability better than his or her co-workers.

While this can be an effective review format for some groups of workers (for example, a

team of doctors working on a research project together, where specific content

knowledge is required), it can also cause controversy because of the way it affects future

group dynamics. When evaluating the use of these types of employee performance

evaluations, consider the maturity level of the employees involved and the long-term

effects that could result from the source of negative reviews getting back to the team

members


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SELF-ASSESSMENTPERFORMANCEREVIEWS

Self-Assessment performance reviews are effective when combined with any of

the other three types of performance reviews. With this type of review, employees areasked to rate themselves, often using the same form that a manager will use to review

them. Self-assessment performance reviews help make the employees an active part of

the process and provide a vehicle for them to reflect on their own performance prior to

the formal review.

Studies have shown that employees are usually harder on themselves in self-

assessment performance reviews, than their managers and generally give themselves

lower ratings. Having employees do self assessment performance reviews prior to a

managers review can set a positive tone for the meeting, as the manager will often have

better things to say than the employee has said about him or herself.

DOWN TO TOP EMPLOYEE PERFORMANCE EVALUATIONS

Down-Top employee performance evaluations tend to be one of the most

common and most effective method, because they involve the assessment of an employee

by its subordinate. Down to top employee performance evaluations are most useful when

given by an employees immediate subordinate someone who works with that

employee everyday and knows his or her strengths and weaknesses. The Down-Top

employee performance evaluation becomes less effective when given by a Human

Resources manager who has only second-hand knowledge of an employees

performance.

TopDOWN EMPLOYEE PERFORMANCE EVALUATIONS

Top-down employee performance evaluations tend to be the most common and

most effective, because they involve the assessment of an employee by a direct manager.

Top-down employee performance evaluations are most useful when given by an

employees immediate supervisor someone who works with that employee everyday

and knows his or her strengths and weaknesses. The top-down employee performance

evaluation becomes less effective when given by a Human Resources manager who has

only second-hand knowledge of an employees performance.


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One offshoot of top-down employee performance evaluations are matrix

employee performance evaluations, where multiple managers rate the same employee.

This is a good choice when the employee works for multiple managers, or engages in

various fixed-time length projects

360 DEGREE FEEDBACKS

MANAGER

INDIVIDUALINTERNAL

CUSTOMER

PEERS

DIRECT REPORTS


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1.2(2) 360 DEGREE APPRAISAL SYSTEM

VS

TRADITIONAL APPRAISAL METHOD

"360" refers to the 360 degrees in a circle, with an individual figuratively in the

centre of the circle. Feedback is provided by subordinates, peers, and supervisors. It also

includes a self-assessment and in some cases, feedback from external sources such as

customers and suppliers or other interested stakeholders. It may be contrasted with

"upward feedback," where managers are given feedback by their direct reports whereas in

a "Traditional performance appraisal," employees are most often reviewed only by

their managers.

"360 degree feedback" requires a culture of trust and cooperation in order to make it

work effectively. In fact it is this very trust & culture that's making 360 degree feedback a

resounding success in the corporate world. Whereas in a "Traditional performance

Appraisal", the results are thought to be more dependable because the feedback is only

provided by their managers who are primarily responsible to provide feedback and

information to employees about their performance, though it runs a huge risk of being

manipulative, too autocratic & biased in nature. A manager may use the feedback process

to satisfy his personal grudge against his subordinate, which is highly unlikely in a 360

degree feedback process because of the number of people giving feedback.

"360 degree feedback" process though runs the risk of being wrong because there

are too many untrained people giving feedback & these feedbacks are supposed to be

taken into account for further action but if a proper process is followed & the people

giving a feedback are properly trained there is no reason why the results can't be used to

improve productivity whereas in a "Traditional performance appraisal" the managers

are only responsible in giving feedback who although are trained to give proper feedback,

but their intent is always under the scanner.


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In a "360 degree feedback" process there are some legal complexities, in the event

an employee alleges that his or her employment was terminated due to the results of the

feedback. The company cannot possibly defend against those actions, even if they know

where the feedback in question originated. This is because the company also has an

obligation to protect promises of anonymity from feedback providers whereas a

"Traditional performance appraisal" process doesn't run that risk, because the

feedback is provided by the manager & there is no promise to protect anonymity.

1.2(3) USES OF 360 DEGREE FEEDBACKS

360 degree feedback is used for a number of purposes. Followings are some of the

purposes of the 360 Degree feedback system:

It can be used solely to support learning and development.

It can be used to support a number of HR processes such as appraisal, resourcingand succession planning.

It can be used to support pay decision.

It can cover assessment of performance as well as potential for development.

It can look after the needs of both the individual and the organization.


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1.2(5) ADVANTAGES OF 360 DEGREE FEEDBACKS

Individuals get a broader perspective of how they are perceived by others thanpreviously possible.

Increased awareness of and relevance of competencies. Increased awareness by senior management that they too have development

needs.

More reliable feedback to senior managers about their performance. Encouraging more open feedback - new insights. Identifying key development areas for the individual, a department and the

organization as a whole.

Opens up feedback and gives people a more rounded view of performance thanthey had previously.

Employees get to know the perception about them from others point of view; thishelps them know more about themselves.

It is supporting a climate of continuous improvement.

1.2(6) DISADVANTAGES OF 360 DEGREE FEEDBACKS

People sometime hesitate to give honest feedback. Sometime people put themselves under stress in receiving or giving feedback. Lack of action following the feedback can make the process useless. Too much bureaucracy hampers the process of the feedback system.

These can be minimized if not avoided completely by careful design,

communication, training and follow-up.


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1.2(7) PRACTICAL ISSUES FACED WHILE CARRYING OUT

THE SURVEY

The activity of carrying out a brief 360 degree feedback exerciser proved to be a great

learning experience in understanding the practical difficulties that may be faced while

carrying out 360 degree feedback. Though the study was done only on 13 employees, but

in future if it is implemented then the organization and its people first will have to

understand themselves the true benefit of a 360 degree appraisal system.

The following are the main lessons learned:

UNAWARENESS OF PEOPLE: Need for educating the staff before carryingout 360 degree appraisal. It may sound surprising but still there are a number of

people who do not know anything about 360 degree feedback. The first and

foremost lesson that has been learned that it is of utmost importance that before

carrying out any kind of new activity in an organization, the staff first must be

made aware about it.

INHIBITIONS ABOUT GIVING FEEDBACK: Making people understand theimportance of an honest feedback. It was found that people have a lot of

inhibitions about giving any kind of feedback. Hence for carrying out 360 degree

appraisal, the employees must first be educated about the importance of giving an

honest feedback. They must also be trained about how and what to observe and

evaluate in an employee.

APPROPRIATE APPRAISAL FORMS: The appraisal form that is to bedesigned for the purpose of gathering data must be designed with utmost care.

The form should neither be too long nor too short. It must contain relevant

questions.


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1.3 COMPANY PROFILE

Coal India Limited

Coal India Limited (CIL) is public sector undertaking in India. It is the largest coal

mining company in India and in the World. It is owned entirely by the Union

Government, under the administrative control of the Ministry of Coal. On 22"d July 1997

Coal India Limited got the 'Navaratna' status (a company enhanced financial and

operational autonomy and empowers it to invest up to Rs. 1000 crore or 15% of their net

worth on a single project without seeking government approval). In a year, CIL can spend

up to 30% of their net worth not exceeding Rs. 1000 cr. CIL also have the freedom to

enter joint ventures, form alliances and float subsidiaries abroad due to this

Navaratnastatus.lt is involved in coal mining and production industry. Coal India

Limited was formed in 1975 as a holding company with five subsidiaries:

Bharat Coking Coal Limited (BCCL) Central Coalfields Limited (CCL) Western Coalfields Limited (WCL) Eastern Coalfields Limited (ECL) Central Mine Planning and Design Institute Limited (CMPDIL)

Several years later, four more subsidiaries were added:

Mahanadi Coalfields Limited (MCL) South Eastern Coalfields Limited (SECL) North Eastern Coalfields Limited (NECL),(directly under control of coal India

limited)

Northern Coalfields Limited, Singrauli (NCL, Singrauli)
http://status.lt/http://status.lt/http://status.lt/


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COAL INDIA AND ITS SUBSIDARY

Year of Establishment: Coal India Limited was formed as a holding Company with 5 subsidiaries on

21.10.1975.

Central Coal

Field Limited

Ranchi

South

Eastern

Coalfield

Limited

Eastern

Coalfield

Limited

Asansol

Bharat Coking

Coal Limited

Dhanbad

Central Mine

Planning&Design

Institute Limited

Mahanadi

coalfield

Limited

Northern

Coalfield Limited

Singrauli

Western

Coalfield

Limited

Nagpur

Coal India

LimitedKolkata

North eastern

Coalfield

GAWAHATI


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Corporate status:o The Company is incorporated under the Companies Act, 1956 and is

wholly owned by the Government of India (GOI).

Business Type: Engaged in the mining of coal, coal based products & miningconsultancy.

Official Website:o http://www.coalindia.nic.in/

Key Highlights: It contributes around 85% of coal production in India. Its the largest company of the world in terms of coal Production. Employees nearly 4.25 Lakh persons & is India's largest Corporate

employer

Easily one of the largest companies in the country with a turnover ofaround Rs. 386.31 billion in 2007-2008.

One of the largest taxpayer (tax of Rs 35.75 billion 2007-08). Has paid dividend amounting to Rs 17.054 billion.
http://www.coalindia.nic.in/http://www.coalindia.nic.in/


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Products:Coking coal

Semi-coking coal

Non-coking coal

Assam coal

Hard Coke.

Standard Certification:o ISO certification

Reviving of abandoned mines:Coal India Ltd (CIL) will extract coal from 18 abandoned underground

mines owned by three of its subsidiaries in partnership with private

players. Underground mining would be revived in 6 abandoned mines of

Eastern Coalfields, 8 mines of Bharat Coking Coal, and 4 mines of Central

Coalfields. These 18 mines have an approximate reserve of 1,647 million

tonnes of coal.

Mine Safety:Coal India Ltd has always given the highest priority towards "safety". In

CIL, safety is considered as a part of its core production process & is

embodied in the mission statement.CIL has also framed a distinct &

definite safety policy & formed multidisciplinary Internal Safety

Organization (ISO) in every subsidiary company & also at CIL. Over the

years the safety performance at CIL has significantly improved due to the

following major reasons:


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WORLD TOP TEN HARD COAL PRODUCTIONCHINA 47%

USA 19%

INDIA 9%

AUSTRELIA 6%

SOUTH AFRICA 5%

RUSSIA 5%

INDONESIA 4%

POLAND 2%

KAZAKHSTAN 2%

COLOMBIA 1%

State wise share of coal reserve in india

JHARKHAND 33%

ORISSA 27%

CHHATISGARH 18%

MADHYA PRADESH 9%

ANDRA PREDESH 8%

MAHARASHTRA 4%

WEST BENGAL 1%


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HIERARCHICAL STRUCTURE OF THE ORGANISATION

(MEMBERS OF THE BOARD)

CHAIRMAN

VIGILANCE CORPORATE

COMMUNICATION

PARLIAMENTARY

AFFAIRS

TS TO CHAIRMAN

DIRECTOR

OFFINANCE

TECHNICAL

DIRECTOR

MARKETING

DIRECTOR

CMDS

SUBSIDERIES


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HIERARCHICAL STRUCTURE OF PERSONNAL DEPARTMENT

GENERAL MANAGER

H.KUJUR

DY.CPM

K.S ARYA

DY.CPM

VIJAY SWAROOP

DY.CPM

B.TRIVEDI

PM

B.N. DAS

PM

R.P. YADAV

PM

R. KUMAR


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1.4 REVIEW OF LITERATURE

This project is aimed at providing information about 360 degree appraisal, its

various aspects, its strengths & opportunity areas, its comparison with traditional

appraisal methods, the usage of the feedback provided in the 360 degree method of

appraisal, also learn about an effective implementation & development of 360 degree

feedback. It will also focus on the practical challenges faced by an appraise while

implementing, developing & decision making in a 360 degree feedback process.


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1.METHODOLOGY

Following are the steps I followed while conducting the 360 Degree Feedback:

Select Universe: As Iwas doing my project in the Personnel departmentof Coal India Limited, so 1 choose the Personnel department as my field

of survey.

Sample Selection: My sample was selected by the Deputy CPM(Vijay Swaroop). He chooses 13 members for the study of 360 Degree

Feedback.

Data Collection: Primary data was collected by means of Questionnaire.This data was collected from the employees of the company.

Questionnaires were formed on the different attributes of managerial skills

while secondary data were collected from different management books

and journals.

Construction of the 360 Degree Feedback form: This was the mostchallenging role. Questionnaires were made on different attributes like

Leadership Skills, Communication, Team Work, Decision making,

Delegation, Stress Management and conflict, etc. The rating of the

questionnaires was selected as 1 to 5, which is considered to be the

standard one for a 360 degree feedback.


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Make the employees aware: This is really a very hard task to do. I haveto seat with each of my sample and some other employees to make them

understand what 360 Degree Feedback is, why it is used and what is the

importance of giving a true and unbiased feedback. The employees were

also informed about why this activity was being carried out.

Distributing the Form: While giving the appraisal forms to theemployees, all the doubts regarding the questionnaire were clarified, and

the data was gathered.

Data Analysis: Filled in forms were collected and the task of analysisstart after that. To analyze the data statistical tool was used. The main

motive behind this was to find out the areas where the employees had

excelled as per the rater's perspective and the areas where they required

training and development for further improvement. This would further

help in deciding upon the needs and developing the career paths for them.

It also threw light upon the skills where maximum employees lagged

behind and skills where most of the employees had met with the desired

levels. The data analysis also helped in making a comparative study

among the selected employees on the basis of the different attributes.

Feedback: The most important objective of 360 degree feedback is that itshould provide useful insights to the person with respect to his overall

organizational effectiveness. The positive changes/ improvements seen

after receiving 360 degree feedback, especially on leadership

competencies, could certainly be used as an additional input in taking

promotional decisions. Feedback was provided to each appraise by his

superior, peer, subordinate and also by the person himself. The appraise


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ANALYSIS OF THE DATA

The following graph shows a comparative study of the employees on different

attributes which is represent by self score and other employee's score (including boss,

subordinates and peers). To get a better understanding of the attributes, we will do a

SWOT analysis. SWOT represents one's strength, weakness, opportunity and threat. So

my purpose of doing SWOT is to understand each individual performance traits. After

analyzing the data I have categorized each individual into four broad category - an

individual highest score is his strength and lowest as the threat. The 2nd

highest is the

opportunity area and 2nd lowest being his weakness.

This analysis will help the organization and the individual to improve on their

key attributes & to step up the ladder by converting their threat to weakness, a weakness

to an opportunity area, an opportunity into strength and maintain their strength.

On the basis of the data the SWOT analysis of each of the employees is stated below:-

1. B. Swaroop:

Strength: Managing change (4.3) Weakness: Decision Making and Risk (3.4) Opportunity: Leadership Skills (3.9) Threat: Conflict and Stress Management (2.6)

2. B. N. Das:

Strength: Conflict & Stress Management (4.6) Weakness: Decision Making & Risk taking (2.2) Opportunity: Leadership Skills (3.8) Threat: Team Work (1.9)


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Threat: Managing Change (2.7)

13. T. Majumder:

Strength: Managing Change & Conflict and Stress Management (4.4) Weakness: Decision Making & Risk Taking (3) Opportunity: Leadership Skills,

Delegation, Trust (4.2)

Threat: strategic Orientation (2.6)

From the data which 1 got through SWOT analysis, the following information came:

Leadership Skills: 3.9 + 3.8 + 3.7 + 3.8 + 3 + 4.2 = 22.4

Communication: 2.9 + 4.2 = 7.1

Team Work: 1.9 + 2.8 + 2.3 + 3.8 + 4.8 + 4.5 + 4 + 1.8 + 2.4 + 4.8 = 33.1

Decision making & Risk taking: 3.4 + 2.2 + 2.2 + 2.1 +4.7 + 3.1 +4.5 + 3 = 25.2

Strategic Orientation: 2.6 + 4.6 + 2.6 + 3.8 + 2.5 + 4.6 + 4.6 + 3.4 = 28.7

Managing Change: 4.3 + 3.6 + 3.1 + 4.6 + 4.3 + 2.7 + 4.4 = 27

Delegation: 4.2 + 2.8 + 4.3 + 4.3 + 4.3 = 19.9

Conflict & Stress Management: 2.6 + 4.6 + 3.1 + 4.2 + 2.8 + 4.4 =21.7

Trust: 3.6 + 2.9 + 2.4 =8.9


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FINDINGS:

LEADERSHIPSKILLS

T.Mazumder has ability to influence his subordinates where as S.Basu has beenrated lowest.

COMMUNICATION SKILLS

T.Mazumder has tremendous communication skills where as S.Basu mustconcentrate on this particular matter.


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STRATEGIC ORIENTATION

MANAGING CHANGING

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

0

0.5

1

1.5

2

2.5

3

3.5

44.5

5


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Findings:

STRATEGIC ORIENTATION:

D. Bhose is highly strategic which shows a positive sign for thecompany where as B.N. Das has a negative impression regarding this

particular matter.

MANAGING CHANGING:


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Findings:

Delegation:

T.Mazumder delegates maximum of authority to its subordinateswhere as B.N Das is weak at delegation of authority.

Conflict and stress management:

T.Mazumder is good enough in conflict and stress management whereas S. Basu needs improvement.


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INTERPRETATION

Here we study detail on all the attributes on the basis of the score given by theemployees (except self score). From the above bar graph we can see the details of all

scorers in the different attributes. The table given below shows the highest and lowest

scorers;-

Attributes Highest Score Lowest Score

Leadership Skills T. Mazumder 4.2 S. Basu 2.7

Communication T. Mazumder 4.1 S. Basu 2.6

Team Work T. Mazumder 4.1. B. N. Das 1.9

Decision making & Risk

taking

V. R. Reddi 4.1 B. N. Das 2.6

Strategic Orientation D. Bhose 4.2 B. N. Das 2.6

Managing Change T. Mazumder 4.6 S. Basu 2.6

Delegation T. Mazumder 4.2 S.

Bhattacharya

2.4

Conflict & Stress

Management

T. Mazumder 4.4 S. Basu 2.2

Trust T. Mazumder 4.2 S.Basu 2.4

T. Majumder got the highest score in most of the attributes and S. Basu followed by

B. N. Das got the lowest score in most of the attributes. So individual Training and

Development Programmes are specially required in those areas where there are the low

scores. Areas like Team Work, Conflict & Stress Management and Trust should be taken

care of on individual basis.


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It would not only help the employee but may also remove the inhibitions orgrudges that his subordinates may have towards the employee

Subordinates: The subordinates should try to take up their small issues to theemployee and give them a chance to learn rather than abandoning the employee

outright because of a preconceived notion that he is not an efficient team worker.

As far as the personal attributes are concerned they can be given in-house trainingon skills like communication, leadership and delegation skills.


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29 While making decision listen to suggestions from others.

30 Identifies potential problems and develop appropriate

solutions.

31 Consults with team members while taking decision.

32 Makes unilateral decisions.

33 Tries to design and implement systems in alignment with

the organization's strategy

34 Understand the organization's vision.

35. Facilitates implementation of projects.

36. Initiates new systems and practices in the company.

37. Responds to the changes in organization.

38. Look forward to challenges.

39. Efficient delegation of responsibility among team

members and subordinates.

40. Provides adequate support and guidance to subordinates in

performing tasks

41. Checks results of the delegated work.

42. Helps in resolving conflicts in the organization.

43. Can handle stressful situations well.

44. Solve problems at root level instead of just addressing thesymptoms.

45. Peers and subordinates feel comfortable in sharing

sensitive information with him


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360 Degree Appraisel

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