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Transcript of Final Summer Internship Project
A
PROJECT REPORT
ON
“TO STUDY ABOUT ORGANIZATION STRUCTURE & JOB DESCRIPTION”
AT ADITYA BIRLA INSULATORS LTD.
HALOL, PANCHMAHAL”
SUBMITTED TO
SIGMA INSTITUTE OF ENGINEERING
AFFILIATED TO
GUJARAT TECHNOLOGICAL UNIVERSITY, AHMEDABAD
IN PARTIAL FULFILLMENT FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
UNDER THE GUIDANCE OF
Prof. RAHUL J. DESAI ( FACULTY GUIDE )
SUBMITTED BY
JAYDEEP J.BARAIYA
MBA I, SEM II
ENROLLMENT NO.107750592004
SIGMA INSTITUTE OF ENGINEERING
(MBA PROGRAMME)
VADODARA
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 1
DECLARATION
I undersigned, Mr. Jaydeep J. Baraiya SIGMA INSTITUTE OF ENGINEERING (MBA),
declare that the work carried out in this project named “Study of Organization
structure & Job Description” is my original work & is based on the information
gathered from the company during the training period. I have not submitted this work to any
other university/Department for the award of any other degrees.
Date: Jaydeep J. Baraiya(SIE)
Place: Enrollment no.:107750592004
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 2
ACKNOWLEDGEMENT
I hereby feel pleasure to get such a tremendous opportunity to conduct a project on “Study of
Organization structure & Job description”. I feel pleasure for giving words of thanks to
those who are directly or indirectly related with the project to make it succeed.
First of all, I am very grateful to my external guide Ms. Kalpa Solanki Asst. Manager at
Aditya Birla Insulators Limited, Halol, Panchmahal.
Secondly I would like to say thanks to my honorable Director Dr. Y.B. Joshi who has given
me such a great opportunity to show & represent my Management skills. I could not been
success with this project if I had not got support and guidance.
I feel glade to be a very much thankful to Pro. Rahul J. Desai (Faculty Guide), who had not
only guide me but also helped to understand and applying all the circumstances at the time of
project work. This has added a great essence in the project work. He is the source of
motivation and dedication for the work to be done.
PREFACE
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 3
This project is subject to study of “Organization structure & Job Description” at
Aditya Birla Insulators. The role of human resource is to encourage them to their best. There
is a relationship between Organization Structure & Job Description.
In the research we have come to know about roles, responsibilities & accountabilities of
employees.
EXECUTIVE SUMMARY
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 4
This project report is on “To study about Organization Structure & Job Description” at
Aditya Birla Insulators Limited. The research has been conducted with the purpose of
defining roles, responsibilities, accountabilities of each and every employee.
The way in which an organization’s activities are divided, organized & coordinated.
The most basic-and the most complicated- problem in business is figuring out how to move
from a great, high level idea to practical, operational success.
The primary objective of the study is to determine that which accountabilities are excluded &
included of all management cadre employees of each section.
For getting the right information about roles, responsibilities & accountabilities of an
individual Job Description.
Here various department in this organization so, I have select mainly five departments for
taking survey. From every department I have taken 20 samples from each department.
My target population are 100 employees.
The report is divided in to eight chapters:
(1) Introduction
(2) Literature Review
(3) Details of the study
(4) Methods/Methodology adopted for the study
(5) Analysis, Findings & Conclusions
(6) Contribution & learning from the Project
(7) Annexure &
(8) Bibliography
Index
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 5
Chapter No.
Particulars Page no.
1 Introduction 7
(A) Company Profile
2. Literature Review 31
3. Details of the Study 52
(A) Objective
(B) Formulation of the problem
(C) Sample Design
(D) Target Population
(E) Rationale of the study
4. Methods/Methodology adopted for the Study 54
(A) Survey
(B) Questionnaire
5. Analysis , Findings & Conclusions 76
6. Contribution & learning from the project 86
(A) Details of the contribution of the study
(B) The benefits to the organization
(C) The learning from the study for the student
7. Annexure 89
8. Bibliography 94
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 6
Chapter-1
Introduction
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 7
Company Profile
Introduction
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 8
The Management Journal
Our Vision
Our Vision: To be a premium global conglomerate with a clear focus on each business.
Our Mission
Our Mission: TO deliver superior value to our customers, shareholders, employees and society at large.
Our Values
Our Values: Integrity, Commitment, Passion, Seamlessness, Speed
Our values are non negotiable
“we must not lose sight of our basic values.
We may grow one per cent less, but integrity must underpin all of our actions and decisions. One must constantly ask oneself: ‘Is this decision in the best interest of our Organisation? Be it recruitment, be it purchase or appointing distributers. For any decision in fact, this should be the yardstick against which your action must be measured. That is what is integrity – complete honestly, fairness and transparency of transactions and action.
Speed likewise is of essence. Speed, agility is a competence we must hone across all our business.
We strive to be a seamless Group that is constantly leveraging the enormous knowledge that exists among us. We are all part of one large entity.”
Mr. Kumar Mangalam Birla
The voice of Mahatma Gandhi
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 9
Weaving the epic life of the Mahatma in rhythmic, moving cadences, embellished with photographs, paintings, film footage, video clips and more, the Eternal Gandhi Multimedia Exposition gives you an unusually splendid feel of history.
“My first meeting with Gandhiji was in1916...our contact continued to the end of his life – a period of 32 years – when he died in my house in Delhi. How did I come in touch with him? The hidden hand of destiny, which works in an inscrutable manner, should alone be credited with this fortunate occurrence in my life.”
-Ghanshyamdas Birla,
In the shadow of Mahatma
Yea Awards Unit Name
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 10
r2004 The Stockholm industry water award Staple Fibre Division,
Nagda2004 FICCI CSR Award for Rural
developmentStaple Fibre Division, Nagda
2004 Greentech Gold Award for Outstanding Achievements in safety Management
Staple Fibre Division, Nagda
2003 Greentech Gold Award for Environment Excellence
Staple Fibre Division, Nagda
2003 PCRA Award for Energy Conservation
Staple Fibre Division, Nagda
2003 Greentech Gold Award for Environment Excellence
Birla Cellulosic,Kharach
2003 Deming Quality Control Award Birla Cellulosic,Kharach
2003 Greentech safety Gold Award for Outstanding Achievements in the field of safety
Grasilene Division, Harihar
2003 Golden Peacock National Quality Award
Grasilene Division, Harihar
2003 TERI Corporate Environmental Award
Harihar Polyfibres, Harihar
2003 Golden Peacock Environment Management Award
Harihar Polyfibres, Harihar
2003 2nd SGS ICS Indonesia Annual Quality Award
P.T.Indo Bharat Rayon,Indonesia
2003 Best Performance Certificate from Security Exchange of Thailand
The Rayon Public Co. Ltd.
2003 Quality Control Promoter Award for Top Management, Quality Control Facilitator Award
The Rayon Public Co. Ltd.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 11
The Passion To Excel
The Aditya Birla Awards for Outstanding Achievement owes the culture of
excellence that our Group radiates. This is a legacy, that we endeavour to zealously guard and
carry forward stewarded by Mr.Kumar Mangalam Birla.
The 3rd Aditya Birla Awards for Outstanding Achievement, celebrated on the
13th and 14th of November, 2000 (the birth anniversary of Adityaji) were spectacular.
Among the thousand strong members of the Aditya Birla Group family, who
were witness to these two immemorial evenings, the excitement was palpable, the suspense
nail-biting ,the bonding, the camaraderie overwhelming.
Raising a toast to innovation and creativity, to outstanding commitment and
teamwork, to the wealth of talent in our group, in a compelling speech, Mr. Kumar
Mangalam Birla asserted that our “people centric approach” would help us continuously
stoke the fires of growth to “unprecedented” levels. In Mr.Birla’s words;
“I want to share with you that it is my personal mission to make the Group an
even more exciting place to work in, with freedom of choice of career paths and growth
opportunities like we have never imagined before, where those with merit and a positive
attitude can surge up to be within striking distance of the top echelons of our group, faster
than they thought they ever could.”
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 12
A UNIQUE CONGLOMERATE GUIDED BY VISION
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 13
Financial Services
Telecom^3 # (25.38%)
IT-ITes2 (88.28%)
Fashion & Lifestyle
Manufacturing
Carbon Black
Agri-Business
Rayon
Insulators
Textiles
Life Insurance (74%)*
Asset Management (50%)
NBFC Private Equity
Broking (75%) Wealth Management
Insurance Advisory
Aditya Birla Insulators’ Profile
Aditya Birla Insulators, the insulators business of Aditya Birla Nuvo, is India’s largest and
the world’s fourth largest manufacturer of high-voltage porcelain insulators.
With an extensive product range that includes hollow, solid core, disc, pin, post insulators,
finding applications in the entire spectrum of sub-station and transmission systems, Aditya
Birla Insulators’ quality is ensured by world-class technology and cost competitiveness.
With its plant located at Rishra in West Bengal and Halol in Gujarat, Aditya Birla Insulators
has an installed capacity of 48,760 mt including the recently expanded capacity of 10,000
TPA and caters to the entire spectrum of sub-station and transmission insulators up to 765
KV system voltages.
A recipient of the Capexil's top export award and special export award for the last 18 years,
the insulators business has also bagged awards from the president and prime minister of India
for export excellence.
Aditya Birla Insulators leverages the rich legacy of the Aditya Birla Group and the technical
expertise accrued through over four decades in the industry. The company provides a
comprehensive range of high-performance insulators to the power industry in India as well as
overseas.
The Aditya Birla Insulators' product range is exported to 58 countries around the world with
focus on markets in Europe and America. Aditya Birla Insulators exports one third of its total
sales. The business has been proactive in gauging changing customer needs and adapting its
product range to meet high quality standards and customer satisfaction.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 14
With its products extensively tested in reputed national and international laboratories, the
resultant output is truly world class and the company’s long-term customers that include
leading power utilities and multinational companies vindicate this.
Aditya Birla Insulators (ABI) is the largest manufacturer of Electrical Insulators in India and
the 4th largest in the world. Started in 1967 with an initial capacity of 2400 MT at Rishra, ABI
presently has two plants, one at Rishra near Kolkata and other at Halol near Vadodara with a
combined production capacity of 38800 MT and caters to the entire spectrum of substation,
transmission and distribution insulators upto system voltages of 800 KV AC & HVDC. To
keep pace with power sector growth, the capacity is being further enhanced by 15200 MT
progressively by Jun’09, thus making it a total of 54000 MT which will make ABI the third
largest player in the world. Additionally, composites are being introduced to meet the
requirements of application in highly polluted zones. Electrical Insulator is a high-tech
engineering product and requires in depth knowledge about product and product
applications.As of now we don’t have any business in the assigned territories, though around
20-25% of our revenues are earned through exports.
Insulators
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 15
The insulator sector appears to be heading for strong growth in the near future, especially
given the likely increase in the Government’s spending on power infrastructure and proposed
entry of the private sector in the transmission and distribution business. Our strategy for
ensuring profitable growth will be to go on high value products, where competition from the
unorganised sector is relatively lower, explore new markets and leverage on existing
relationship with customers, both in the local as well as international markets. We will
concentrate on enhancement of margins through improvement in yield and operational
efficiencies. Development of new products, such as HVDC and high rating products as well
as Isolators will be also central to our growth.
Insulator reliability is smiling
A persevering student is glad to be able to study for her exams with the support of
illumination, in the late hours of night, thanks to the power transmission helped by superior-
quality porcelain insulators manufactured by Aditya Birla Insulators, a business that is a part
of Aditya Birla Nuvo.
The extreme reliability of an extensive product range made by Aditya Birla
Insulators comes from world-class technology. This, along with cost competitiveness, has
enabled the business to become India’s largest and the world’s fourth largest manufacturer of
porcelain insulators.
Leadership team of Aditya Birla Group
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 16
Mr. Kumar Mangalam BirlaChairman, Aditya Birla Group
Mr. Pranab BaruaTextiles and Apparels
Mrs. Rajashree BirlaChairperson, The Aditya Birla Centre for Community Initiatives and Rural Development
Mr. Rajiv DubeGroup Corporate Services
Mr. Ajay SrinivasanFinancial Services
Dr. Rakesh JainAditya Birla Nuvo
Mr. Askaran AgarwalaBirla Group Trusts & Special Community Projects
Mr. Ravi KastiaTrading, Port and Power Projects
Dr. Bharat SinghBusiness Review Council (Services business)
Mr. Himanshu KapaniaTelecom
Mr. D.D. RathiBusiness Review Council (Services business)
Dr. Santrupt B. MisraCarbon Black Business and Group HR
Mr. Debu BhattacharyaMetals
Mr. Shailendra JainChairman, Business Review Council (Manufacturing business)
Mr. K. K. Maheshwari Pulp & Fibre
Mr. Thomas VargheseRetail
Mr. Lalit NaikChemicals
Mr. Tuhin Mukherjee
Mining and Mineral Resources Development
Mr. O. P. Puranmalka Cement
Mr. Vikram RaoAcrylic Fibre and Overseas Spinning Business
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 17
Process of Insulators
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 18
Aditya Birla Insulators follows world-class manufacturing practices in the production of
porcelain insulators. The important stages in the manufacture of porcelain insulators are:
1. Wet grinding of raw materials to slurry form
2. Filter pressing to de-water the slurry
3. Vacuum extrusion to provide plastic clay
4. Shaping by pressing or turning
5. Drying to remove absorbed water
6. Firing to convert the raw material mixture to strong and vitreous porcelain
7. Assembly, which involves fitting terminations to the porcelain shapes, so that
they become insulators
8. Testing, which implies a series of mechanical and electrical tests to ensure the
technical integrity of the products
Aditya Birla Insulators recognises that high-quality products are obtained if only production
is supported by a comprehensive system of process and quality control. These systems, fully
documented, are a vital part of everyday production at both the Rishra and Halol factories.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 19
Products
Solid core station Post Insulators
Specifications1. Rating: up to 800 kV
2. Creepage distance: 25 and 31mm /kV
3. Applicable standards: IS, IEC, ANSI
Salient features
Solid core station post insulators are comparatively lighter and have smaller diameters than
other types of post insulators of similar voltage class. These are ideally suitable for compact
installations which result in slim and neat appearance and afford better harmony with other
modern apparatus in any EHV/UHV substation.Solid core station post insulators have
superior antipollution performance, low RIV, better arc resistibility and lower deflection
under cantilever load.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 20
Long rod insulators
Specifications1. Rating: up to 800 kV
2. Creepage distance: 25 and 31mm /kV
3. Applicable standards: IS, IEC, ANSI
Salient features
Long rod insulators are absolutely puncture-proof, possess high arc resistibility and are free
from cement growth trouble. Long rod insulators can be used at suspension and tension
locations both as single and multiple strings as per system requirements. Standard long rod
insulators have high strength in compression and tension, provide higher leakage distance
with superior self-cleaning characteristics and are lighter when compared to disc insulator
strings of similar voltage class. These insulators are useful for reducing the width of the right
of way with consequential economy in the design of the overhead line.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 21
Traction Insulators
Specifications1. Rating: up to 25 kV
2. Creepage distance: 25 and 31mm /kV
3. Applicable standards: IS, IEC, RDSO specifications
Salient features
Traction insulators are 25 KV OHE insulators manufactured for Indian Railways. These are
solid core insulators suitable for normal and polluted zones and are designed as per RDSO
specifications.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 22
Hollow Porcelains Insulators
Specifications1. Either fitted with metallic flanges or without flanges for SF6 circuit breakers,
instrument transformers, condensor bushings, and lightning arresters upto 800 kV
2. Maximum height in one unit construction: up to 2600mm
3. Maximum diameter: 650mm
4. Bore can be parallel, taper or bulge as per customer's specific design
5. Applicable standards: IS, IEC, European norms 50062, ANSI.
Salient features The design concept for hollow porcelains is dependent on the complete
design of electrical equipment such as SF6 circuit breakers, air-blast circuit breakers,
minimum-oil circuit breakers, instrument transformers, condenser bushing and lightning
arresters.
The porcelains are designed in consultation with the manufacturers of equipment so as to
meet the electrical and mechanical requirements. The manufacturing possibilities of shape,
size and dimensional tolerances of large hollow porcelains comply with Indian and
international standards.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 23
Solid core line post insulators
Specifications1. Rating: up to 66 kV
2. Creepage distance: 25 & 31mm /kV
3. Applicable standards: IEC, ANSI
Salient features Solid core line post insulators can be used as support for conductors on
cross-arms of transmission and distribution line poles. These insulators are recommended for
polluted zones and areas prone to vandal damages. Even if the insulator shed is damaged,
there will be little decrease in flashover voltage and power supply will not be disturbed. The
damaged insulator can be left in service and replaced conveniently. No change in cross arm is
necessary, if pin type insulators are replaced by line post insulators during maintenance.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 24
Suspension Insulators (Disc porcelain)
Specifications
1. Profile: Anti fog, normal, open profile
2. Mechanical strength: up to 420 kN
3. Creepage distance: up to 690 mm
4. Applicable standards: IS, IEC, BS, ANSI, Australian specifications
Salient features Suspension insulators (Disc porcelain) are the most widely used models
for transmission and distribution lines. Their design varies to suit different types of polluted
zones and mechanical strength as per customer's requirements.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 25
Pin Insulators
Specifications1. Rating: up to 69 kV
2. Mechanical strength: 10 kN
3. Creep age distance: up to 1080mm
4. Applicable standards: IS, BS, IEC, ANSI, AS, VDE specifications
Salient features
Pin insulators of one piece or multipiece construction are widely used in
low cost distribution lines. Multipiece construction makes these insulators less vulnerable to
damage. A multipiece insulator can normally withstand the line voltage for a considerable
time without difficulty even if one shell is broken.
Aditya Birla Insulators manufactures full range of pin insulators for application in sub-
transmission and distribution lines up to a system voltage of 66/72 kv. These insulators are
available with creep age path to meet various requirements of pollution.
Cap and pin type insulators
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 26
Specifications1. Rating: Up to 36 kV and up to 245 kV with multi units
2. Mechanical strength: up to 32 kn
3. Creep age distance: 1050 mm (single unit)
4. Applicable standards: IS, IEC, ANSI specifications
Salient features Cap and pin type insulators are designed mainly to support disconnecting
switches, bus bars, conductors, and equipment for substations. They are capable of being
stressed in tension, compression, flexion, torsion and combined stresses up to the specified
limits. These insulators are more economical than other types of insulators used for similar
applications.
Cap and pin type post insulators are divided into two main groups, no stacking and stacking
units. Single units are available for service voltage up to 36kV and multi-unit stacks are
available for service voltage up to 245kV.
Competitors of Aditya Birla Insulators Limited.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 27
1. American Insulators Corporation.
2. Austin Insulators Incorporation. Australia
3. Bharat Heavy Electricals Limited. Bangalore, India
4. Hunan Liling Yugo Porcelain Insulator Co. Limited. China
5. IEC Insulators, Mount Abu, Rajasthan
6. Modern Insulators, Bhopal
Worldwide Markets
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 28
Awards of Aditya Birla Insulators
1. Aditya Birla Insulators, Rishra has won the Golden Peacock National Quality Award
(GPNQA) 2007 in the manufacturing category. The GPNQA model is based on
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 29
MBNQA (Malcolm Balridge National Quality Award) and is aligned with the World
Class Manufacturing Practices (WCM) / TPM process. This award was given to 9
organisations out of a total of 186 participating organisations.
2. Aditya Birla Insulators has been receiving the top export award / special export award
from Capexil for the past 18 years — an unprecedented record equalled by none
3. Aditya Birla Insulators has also won awards for export excellence from the president
and prime minister of India
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 30
Chapter-2
Literature Review
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 31
Literature review of Organization structure & Job Description
Organization Structure
Organizational structure refers to the way that an organization arranges people and jobs so
that its work can be performed and its goals can be met. When a work group is very small and
face-to-face communication is frequent, formal structure may be unnecessary, but in a larger
organization decisions have to be made about the delegation of various tasks. Thus,
procedures are established that assign responsibilities for various functions. It is these
decisions that determine the organizational structure.
In an organization of any size or complexity, employees' responsibilities typically are defined
by what they do, who they report to, and for managers, who reports to them. Over time these
definitions are assigned to positions in the organization rather than to specific individuals.
The relationships among these positions are illustrated graphically in an organizational chart
(see Figures 1a and 1b). The best organizational structure for any organization depends on
many factors including the work it does; its size in terms of employees, revenue, and the
geographic dispersion of its facilities; and the range of its businesses (the degree to which it is
diversified across markets).
There are multiple structural variations that organizations can take on, but there are a few
basic principles that apply and a small number of common patterns. The following sections
explain these patterns and provide the historical context from which some of them arose. The
first section addresses organizational structure in the twentieth century. The second section
provides additional details of traditional, vertically-arranged organizational structures. This is
followed by descriptions of several alternate organizational structures including those
arranged by product, function, and geographical or product markets. Next is a discussion of
combination structures, or matrix organizations. The discussion concludes by addressing
emerging and potential future organizational structures.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 32
How to make an effective organization?
Drawing a line between strategy and execution almost guarantees failure.
Roger L. Martin
From Harvard Business Review July-August 2010
Organization chart of Aditya Birla Insulators Ltd.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 33
Strategic Goals
Internal Development or External Sourcing
Purchase Contract or Inter Firm Combination?
Alliance or Acquisition?
Desired closeness with resource Provider
Identified Resource Gap
Relevance of the Firm’s Existing Resources to
Purchase Contract or Inter Firm Combination?
Relation between Organization Structure & Job Description
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 34
President
Chief Manufacturing Officer
FH-HR
Security & Admin
Safety & Environment
DH-Executive Relation
ProductionEngineering ISO-WCM Technical Polymer
CEO
FH-Manufacturing
Organization structure shows us that where the every person is divided
under which person. In the sense of under which departmental or function head.
There is a major connection between organization structure & Job Description.
Job Description writing derived from organization chart. Such as
1. Job Title
2. Designation
3. Function
4. Department
5. Reporting to whom
6. Superior’s superior
Answer of this type of questions, we can get from organization structure. So there is a major
connection between Organization Structure & Job Description.
With the help of organization structure we can know about how many workers are working
under each department.
Under the all section heads, How many sub section heads, Engineers & Supervisors are
working.
Definitions from different books.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 35
“Job description gives details of the various activities which a job holder is
expected to perform. However the way he occupies a role, and what he may do, depends not
only on an objective description of the job but also on the expectations from the job holder by
several important persons in the organization. The constellation of these expectations is
called the role.”
Role is the position a person holds as defined by the expectations of
significant persons (Who are called role senders) in relation to that position. When a role is
conceived in terms of expectations by significant persons, it is obvious that the definition of
the role will be in terms of such expectations.
Job description included details of the specifications of a job in term of the
actual day to day activities and responsibilities of a job holder.
Book: Designing & Managing Human resource System 3rd Edition Udai Pareek &
T.V.Rao.
A list of a job’s duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities-one product of a job analysis.
What is a Job description?
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 36
Sahl, (1994. p.3) states 'well written job descriptions define the work of the organization and
its reasons for existence as an employer of human resources. More, they define and help
quantify the relative importance of work, what each position contributes to a process and the
organization as a whole.' This definition illustrates an important point regarding job
descriptions, used in today's work environment, by emphasizing that they describe not only
what the job is about but how the job contributes to the work of the organization.
A job description must be accurate but not a minutely detailed list of an employees tasks and
duties (DeLon, 1994). As Behn (1997, p. 60) states: 'it is impossible to list, in anything
smaller than an encyclopedia, the multitude of tasks that combine to produce the results
desired from a particular job.' Job descriptions are meant to be a guide only 'staff must not
interpret them rigidly or job descriptions become a barrier to success' (Degner, 1995, p. 17).
Grant (1989) describes them as a 'map' that show direction. Job descriptions are not a
description of how a job is to be done (Grant, 1989), a contract (DeLon, 1994) or set of rules,
regulations or proper practices (Grant, 1989). They describe the nature of the work to be done
by stating the purpose and main responsibilities. They may also include information on the
type of person who is best suited to perform the job.
Grant (1988) describes job descriptions as a valuable resource. They have the potential to be
a useful organizational tool; however, to realize their potential they must be properly
prepared. Grant (1988, p. 53) believes many job descriptions do not reach their potential
because they 'are too simplistic, they lack detail, they are out of date, they neglect many key
structural elements of the job and they are unclearly written'.
There are two main types of job descriptions, the generic or general and the specific or
individual. Generic job descriptions are written in broadly stated general terms without
identifying specific responsibilities, requirements, purpose and relationships. Some
organizations use generic job descriptions for the same level within an organization. For
particular positions an additional duty statement may be developed. Specific job descriptions
provide information on all essential responsibilities assigned to the person performing the
job, they are usually quite detailed and comprehensive. (How to write job descriptions the
easy way, 1993) From www.alia.org (Australian Library and information Association)
What Job Descriptions used for?
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 37
Job descriptions have the potential to be used for a number of human resource functions. The
main purposes reported in the literature include the following Again the emphasis is on well
written job descriptions.
1. Induction and orientation. Job descriptions provide a good introduction and overview
of the job which enables the employee to understand what the organisation expects of
them.
2. Understanding the employee's role in the organisation. Job descriptions allow the
employee to see where they fit into the big picture of the organisation, and how their
job contributes to the organisation. They may also reflect organisational goals and
objectives.
3. Identifying training requirements. Job descriptions may identify initial training
requirements for a new employee. If they are included in a performance management
system they may be used as an aid in identifying training to improve performance or
additional training needed as a result of changing responsibilities.
4. Performance management. Job descriptions are the foundation of an effective
performance management system (Meng, 1992) and are used in conducting
performance reviews or job evaluations. They may also be used to develop
performance measures (Russell, 1996). However, it is important to note that job
descriptions are only one component of an effective performance management
system. Such a system includes other processes and documentation. For example, an
organisation may have induction policies and program, identified roles and
responsibilities of various levels of staff, a rewards and recognition program and
performance appraisal system.
5. Career development. A study of job descriptions can help employees determine what
qualifications, experience and skills are needed to apply for different positions within
the organisation. This information can then be used in career planning or development
What is Included in a Job Description?
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 38
The content of the job description varies widely from
organization to organization and the purpose of the job description will influence what is
included. The following list outlines the most commonly referred to components of a job
description (apart from the job title, identifying code, grade/level, department, name of
company, physical location, job status, date and name of incumbent) described in the
literature reviewed,
1. Job function or purpose which explains the general purpose of the job and why it
exists. It also provides the reader with a concise overview of the job.
2. Duties or tasks includes a precise specific list of what the employee does and is
expected to do.
3. Responsibilities are a summary of the main responsibilities required of the position.
4. Accountabilities outline the major results expected from the job with supporting
actions.
5. Organizational relationships outline how the job fits into the organization and the
structure of the organization.
6. Personal contacts refer to the people the employee will interact with while performing
the job. In the context of internal contacts & external contacts.
7. Reporting relationships include whom the employee reports to and what supervision
the employee exercises. By this way we may know about the superior & superior’s
superior.
8. Authority identifies what decisions the employee can make and resources they can
commit.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 39
Difference between Traditional Job description & modern Job description
Traditional job descriptions Job descriptions today
Focus on what a person is required to do -
that is, a list of duties
Focus on major responsibility areas, results
and outputs the person is expected to
achieve
Looks at the job from an inside-out approach Looks at the job from an outside-in approach
Written by the human resource department Written by affected employee and manager
in consultation with the human resource
department
Statement included - 'and any other duties
assigned by the supervisor'
The job description is seen as a profile that
describes major responsibilities rather than
covering everything an employee does
Access to job descriptions by affected
employee and management
Job descriptions for all positions are
available for any staff member to see and are
used as a career development tool
Individualistic in nature - appear to focus on
the job alone
Job descriptions reflect the interdependence
of the job within an organisation
Reviewed when a job becomes vacant or
reclassified
Incorporated into the organisation's
performance management system and
reviewed regularly with the employee to
maintain currency, accuracy and relevance
Time, percentages or frequency included Performance measures or indicators are
included
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 40
Writing a Job Description (J.D.) – a brief presentation: This document briefly:
1. Summarises the purposes of each section in JD template
2. Provides tips on the way to fill in the same.
3. Provides a quick checklist of do’s and don’ts to be considered while filling in the
section.
Going through this presentation you will find that:
The JD document follows a structured flow.
Each section logically succeeding the previous ones and builds upon them for
providing better role clarity.
Following this structure, JD writing becomes a very logical activity.
This helps create a document which captures all the essential elements of the job and
brings role clarity.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 41
Writing a Job Description
Job Purpose
A Job purpose is a short and accurate statement of why the job exists in the organization. It is
generally in the form of a single short sentence summing up all the critical tasks and activities
under the scope of the job.
What must Job Purpose statement include?
A Job Purpose should include answers to the following three questions:
Do’s & don’ts of the Job Purpose
The Do’s:
State only the critical tasks
State the unique contribution to the organisation
Think what will not get done if the job did not exist.
The Don’ts:
Don’t give too many details in a job purpose. Leave them for the
accountability section
Don’t copy someone else’s Job Purpose! Every job is unique and
hence every Job purpose should be different.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 42
What does the Jobholder do?
Should clarify, the activities the job accomplishes to fulfil the organisation’s total purpose.
What does the job impact?
Should clarify the unique contribution of the organisation.
Why is the Job done?
Should clarify, what would not get done if the job does not exist.
Job Dimensions:
Job Dimensions list the significant quantities on which the job has some direct and indirect
impact. It provides numerical data, which gives a feeling of the scope and scale of the
responsibility or authority the job entails.
Job dimensions gives information about the following quantitative data. This information has
to be specific and explained adequately for proper understanding.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 43
Finance includes:
Sales turnover
Annual budgets
Annual turnover
Project Costs
Total deposits
Loans etc.
Expenditure includes:
Operating budget
Capital
Payroll etc.
Staff includes :
Number of staff
Direct & indirect reports
Job dimension
Do’s & don’ts of Job dimensions
The dos:
Please identify the specific numbers the job impacts in terms of costs,
expenditure or revenue.
Please state the numbers in an area where the job has a direct control/ impact.
Use the target figures for the current year.
The don’ts:
Don’t use adjective like large, complex, difficult to describe the dimensions .
Don’t mention any targets for the future.
Job context
It should give details of the company while stressing on the following points:
The background
The products
The market value
The competitors
The technology used
The service offered
It should also include details of where the job fits in the overall workflow of the
organisation and the main thrusts of the position.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 44
Major challenges
The objective of this section is to describe the
complexity and the challenges the job faces as a part of the organisation. This section
of the job Description template deals with 2 aspects:
It should describe & give examples of the following:
1. The major challenges or most difficult types of problems the position holder
faces in performing the job.
2. The external as well as internal challenges faced by the job.
Dos & don’ts of job context & Major challenges
The dos:
Mention how the job fits in the overall workflow of the organisation.
Mention the main thrusts of the job/major challenges it faces.
Give examples of the difficult/ typical problems the position holder
faces in performing the job.
The Don’ts :
Don’t mention historical perspective of the job.
Don’t use adjectives large, difficult, complex which cannot be
supported by examples.
Do not mention challenges that have already been overcome or solved .
Ability of a person to do or not to do a job does not amount to a
challenge.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 45
Principal Accountabilities
The principal accountability section describes the main areas in which the job must get results
in order to achieve its purpose. It also describes the necessary supporting actions taken by the
position holder to meet each accountability, typically every job will have around 6-8
accountabilities and each accountability will have more than one supporting action.
Characteristics:
Accountabilities Supporting actions
Writing Accountabilities:
Each accountability should be an ongoing, “permanent”
expectation or a significant “deliverable” of the job. There are two parts to every principal
accountability namely.
1. The accountability itself 2. The supporting actions
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 46
1. Identity all key outputs specific
to the job
2. Focus on results
3. Timeless
4. Suggestive of measurement
1. Activities that help to
understand how the
accountability is achieved
2. Specifies duties, methods or
processes which the job holder
does to achieve the
What is done?
Should indicate the action taken to achieve the end result stated in the Job Purpose.
To what whom?
Should indicate in which area the action is to be taken.( Object)
What is the expected outcome?
Should indicate the effect impact of the action to achieve the Job Purpose.
Writing Accountabilities
Each accountability should be an ongoing ‘permanent’ expectation or a significant
‘deliverable’ of the job. There are two parts to every principal Accountability namely.
i
Dos & don’ts of principal accountabilities
The do’s:
Please relate all the principal accountabilities to the job purpose.
Accountabilities are similar areas of achievement of the Job purpse.
Every accountability seeks to get an end result which achieves the Job purpose.
The don’ts:
Don’t write measurable numbers in accountabilities.
There can be no more than 6-8 accountabilities in one job.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 47
Relate to whom?
Each supporting action must relate a principal Accountability.
What is to be done?
Specify activities, duties, methods and process which the job holder does.
How is it done?
Identify and define how the principal accountabilities are achieved.
Job purpose of direct report
Each job is “responsible to” and “responsible to” some other jobs. Direct reports are
positions that help in achieving the accountabilities of the positions they report to.
What must the Direct Reports include?
1. The jobs reporting directly to the job/position.
2. Job purposes of the Direct Reports.
3. Methods and processes used to manage and control subordinate activities.
Dos & don’ts of direct reports
The dos:
Mention the actual purpose written in the job description of the direct reports.
Write the complete job purposes.
If there are no direct reports, leave the section blank.
The don’ts:
Don’t mention the purpose in brief.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 48
Writing relationships:
Every job has to deal with others in the company or outside the company. This section
should list out all the relationships that job holder have to maintain and support.
However, care should be taken to list only those relationships which are critical and
important to the functioning of the job and clear direct influence on the job. There
could be two types of relationships maintained by the job holder.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 49
Relationships maintained with others outside one’s department with others outside one’s department should be mentioned, along with
The position level Purpose and Frequency of contact
Relationships maintained with others outside the company should be mentioned, along with
The organisation and the position level Purpose and Frequency of contact
Organizational Relationship
The purpose of this section is to gain a clear picture of the organizational structure within
which the position holder works. If the position has direct subordinates, indicate the major
areas of responsibilities and the number of employees who report to these direct subordinates.
Make sure to use titles only. The organization structure should indicate the positions of the
subordinates reporting to the job holder. The peers of the job holder should also be shown in
the organization structure.
Purpose of organizational relationships
The organizational relationships answer the following questions:
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 50
Whom does this job report to?
Should indicate the number of immediate superiors.
Who are the peers?
Should indicate the number of contemporary job positions.
Who are the subordinates?
Should indicate the number of subordinates and their responsibilities.
Endorsement/ sign off:
This is the last section of the job description template. The purpose of this section is to
validate the information filled in the template. This is done by a person superior in position to
the one who has filled the Job description.
Purpose of endorsement / sign off:
Now, you have been trained to write job description, either your own or that of your
subordinate. However, if you have written your own job description it’s your superior who
will finally endorse whether the job description written reflects the job as is being done. Your
superior is responsible for validating the information given in the Job description of all his
subordinates.
This section endorses the job description and states that there is a proper understanding and
agreement between the superior and the subordinate. Hence they both sign to show their
consent.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 51
Chapter-3
Details of the study
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 52
Details of the study
(A) Objective:
For getting the right information about roles, responsibilities & accountabilities of an individual Job Description.
(B) Formulation of Problem: Problem is that number of accountabilities are included & excluded so now Organization wants to know clearly who has which responsibility.
(c) Sample Design:
Here various department in this organization so, I have select mainly five departments for taking survey. From every department I have taken 20 samples from each department
(C) Target Population: My target population are 100 employees.
(D) Rationale of the Job description
Job descriptions are written statements that describe the:
1. Duties2. Responsibilities3. Most important contributions and outcomes needed from a position4. Required qualifications of candidates, and5. Reporting relationship and coworkers of a particular job.
Job descriptions are based on objective information obtained through job analysis, an understanding of the competencies and skills required to accomplish needed tasks, and the needs of the organization to produce work.
Job descriptions clearly identify and spell out the responsibilities of a specific job. Job descriptions also include information about working conditions, tools, equipment used, knowledge and skills needed, and relationships with other positions.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 53
Chapter-4
Methods/Methodology adopted for the study
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 54
Methods / Methodology adopted by the Study
Here I have used survey method In this project because survey is very easy method to collect
the data than any other method.
In survey method There is a two method
1. Questionnaire
2. Interview
Here, I have used Questionnaire method for getting information.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 55
Analysis of these Questionnaire through Graphs, Charts & Findings for open ended questions.
I have taken 100 samples for this survey all respondents are maximum
management cadre.
First of all I have taken total of 100 samples for this JOB DESCRIPTION Writing. These
100 samples are divided in five departments. So, from each department 20 samples are taken
& here all five different sections’ Job Description is given separately.
Five different sections are given as under:
1. Production
2. Engineering
3. ISO,WCM & Planning
4. Technical
5. Polymer
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 56
Charts & Graphs of Manufacturing Department
How many section heads in each department?
Production Engineering ISO WCM
Technical Polymer
7 4 2 5 1
Production37%
Engineering21%ISO WCM
11%
Technical26%
Polymer5%
Section Heads
Interpretation:
1. 37% are in the production department.
2. 21% are in the Engineering.
3. 11% are in the ISO WCM department.
4. 26% are in the Technical department.
5. 5% are in the Polymer department.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 57
How many workers are working in each department?
Depart. Workers PercentageDryer 8 1
sliphouse 201 33kiln 19 3
Shaping 199 33Loading 66 11Glazing 114 19
Dryer sliphouse kiln Shaping Loading Glazing
8
201
19
199
66
114
1
33
3
3311 19
Workers Percent.
Interpretation:
1. 33% workers in the Slip house section.
2. 1% workers in the Dryer section.
3. 3% workers in the Kiln section.
4. 33% workers in the Shaping section.
5. 11% workers in the Loading section.
6. 19% workers in the Glazing section.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 58
Department Workers PercentageC & G 162 57
Warehouse 5 2Mechanical 90 32Electrical 26 9
Civil 1 0Project 0 0
C & G Warehouse Mechani. Electrical Civil Project
162
5
90
26
1 0
57
2
32
90 0
Depart. Percent.
Interpretation:
1. 57% workers in the C&G section.
2. 2% workers in the Warehouse.
3. 32% workers in the Mechanical.
4. 9% workers in the Electrical section.
5. Only 1 worker in civil section & no worker in Project section.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 59
Department Workers PercentageProcess Control 1 0
Laboratory 33 25Design 0 0
New Project 0 0Quality Control 98 75
Pro. Control Laboratory Design New Pro. Q.C.
1
33
0 0
98
0
25
0 0
75
Workers Percent.
Interpretation:
1. 25% workers in the Laboratory section.
2. 75% workers in the Quality Control section.
3. Only 1 worker in Process Control, no one in Design & New Project.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 60
What are their major job dimensions in the context of function wise
manpower, working under their guidance?
Management Staff Company Workers Contract workers
Nil 5 50 105
Percentage 3 31 66
Staff 3%
Company workers31%
Contract workers66%
Functionwise Manpower
Interpretation:
1. 66 % are contract workers.
2. 31% are Company workers.
3. 3% are staff members.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 61
Which are your major Job challenges? (Rate according to the importance,
1=Least Important & 5= Most important)
Job/Importance 3 4 5
To achieve zero accident 29 21 50
Percentage 30 20 50
2930%
2020%
5050%
To achieve zero accident
Interpretation:
1. 50% people tick marks in the 5th box.
2. 30% people tick marks in the 3rd box.
3. 20% people tick marks in the 4th box.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 62
Job/Importance 3 4 5
To avoid mistakes 15 33 53
Percentage 15 33 52
1515%
3333%
5252%
To avoid mistakes
Interpretation:
1. 52% people are tick marks in 5th box.
2. 33% people are tick marks in 4th box.
3. 15% people are tick marks in 3rd box.
Job/Importance 3 4 5
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 63
Elimination of potential hazard risk 12 28 60
Percentage 10 30 60
1210%
2830%
6060%
Elimination of potential hazard risk
Interpretation:
1. 60% people are tick marks in 5th box.
2. 30% people are tick marks in 4th box.
3. 10% people are tick marks in 3rd box.
Job/Importance 3 4 5
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 64
Devlop mindset of Employees to safety 8 27 75
Percentage 8 27 75
88%
1717%
7575%
Develop mindset of employees to safety
Interpretation:
1. 75% people are tick marks in 5th box.
2. 27% people are tick marks in 4th box.
3. 8% people are tick marks in 3rd box.
Job/Importance 3 4 5
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 65
Interact with department head & Function Head 17 52 31
Percentage 5 35 60
5%
60%
35%
Interact with department head & function head
Interpretation:
1. 31% people are tick marks in 5th box.
2. 52% people are tick marks in 4th box.
3. 17% people are tick marks in 3rd box.
Do you supervise all employees? Percentage Section Head
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 66
Daily 27 35
Weekly 38 40
Monthly 35 25
Daily27%
Weekly38%
Monthly35%
Supervision of Employees
How much they have interaction with employees is showing this chart.
Interpretation:
1. 27% section heads. Sub section heads are supervising daily employees.
2. 38% section heads. Sub section heads are supervising weekly employees.
3. 35% section heads. Sub section heads are supervising monthly employees.
How many employees are related to your Job? Percentage
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 67
Regular 18
Often 33
Periodic 44
Need Base 5
Regular Often Periodic Need Base
18
33
44
5
Internal ContactsSeries1
Interpretation:
1. 18 employees have Regular Internal contacts.
2. 33 employees have Often Internal Contacts.
3. 44 employees have Periodic Internal Contacts.
4. 5 employees have Need Base Internal Contacts.
External Contacts ContactsGovernment 13
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 68
Non Government 0
Corporate office 24
Suppliers 25
Contractors 38
Government Non Govern-ment
Corporate of-fice
Suppliers Contractors
Series1 13 0 24 25 38
2.5
7.5
12.5
17.5
22.5
27.5
32.5
37.5
External Contacts
Axis Title
Interpretation:
1. 13 employees have Government contacts.
2. No employees have Non government Contacts.
3. 24 employees have Corporate Contacts.
4. 38 employees have Contractors’ Contacts.
Are you authorizing for machines, equipments, tools?
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 69
Purchase 15
Maintenance 40
Repair 13
Other 28
Purchase 16%
Maintenance42%Repair
14%
Other29%
Authorization
Interpretation:
1. 15 employees have authority for Purchase
2. 40 employees have authority for Maintenance.
3. 13 employees have authority for Repair.
4. 28 employees have authority for Other.
Are you responsible of supplies or stock? What is your responsibility? In the context of following.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 70
Inventory 37 37%
Packing 25 25%
Dispatch 38 38%
Inventory37%
Packing25%
Dispatch38%
Responsibility of Goods
Interpretation:
1. 37 employees have responsibility of Inventory.
2. 25 employees have responsibility of Packing.
3. 38 employees have responsibility of Dispatch.
Which are your major accountabilities in accordance with supporting
actions?
Major Accountabilities Yes No
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 71
1 Environmental system 14 25
2 To introduce modern method 20 20
3 Performance management 10 11
Total 44 56
Yes 44%
No56%
Major Accontabilities
Interpretation:
1. 44% People are taking supporting actions with their major accountabilities.
2. 56% People are not taking supporting actions with their Major accountabilities.
Major Accountabilities Yes No
4 Security & Administration 0 15
5 Database Management 15 5
6 To ensure statutory compliance 60 10
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 72
Total 75 25
Yes75%
No25%
Major Accountabilities
Interpretation:
1. 75% People are taking supporting actions with their major accountabilities.
2. 25% People are not taking supporting actions with their Major accountabilities.
Major Accountabilities Yes No
7 Plant & implement new project 25 12
8 quality control of raw Material 23 30
9 Implementation of annual sales budget 5 5
Total 53 47
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 73
Yes53%
No47%
Major Accountabilities
Interpretation:
1. 66% People are taking supporting actions with their major accountabilities.
2. 34% People are not taking supporting actions with their Major accountabilities.
Major Accountabilities Yes No
10 Ensure proper skill development 17 5
11 Minimum production loss 23 17
12 To review weekly WIP 11 12
13 Quality yield & performance 15 0
Total 66 34
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 74
Yes66%
No34%
Major Accountabilities
Interpretation:
1. 66% People are taking supporting actions with their major accountabilities.
2. 34% People are not taking supporting actions with their Major accountabilities.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 75
Chapter-5
Analysis,
Findings & Conclusions
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 76
Findings
Engineering Section
Q-1 What is your main task of Job?
1. Manage the electrical department by planning organizing and controlling the
department’s resources in various electrical functions.
2. To provide effective, efficient and economic services ensuring safety and security to
the company’s existing facilities or new projects.
3. New installations/renovations related to plant, offices and colonies ensuring
minimum down time.
Q-2 Describe the most complex/difficult part of your job?
1. Exercise tight control over the department to achieve cost effectiveness & reduce
maintenance cost.
2. Managing subordinates & contractors.
3. Acquiring lead in providing good & quality service to internal customer by
maintenance all equipments in service and availability of production.
4. Development, machinery conversion / modification & and adopt new technology to
upgrade existing equipments.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 77
Q-3 What is the Job purpose of direct report?
1. To carryout shift breakdowns & routine maintenance in three shifts.
2. To carryout preventive maintenance as per schedule.
3. Indenting spares as per requirements.
4. Approving incoming spares.
5. Documentation of ISO 9001 & 14001.
6. Maintaining log book & history on regular basis.
Q-4 Describe the major end result the job is expected to achieve.
1. 100% up time of machines
2. Zero accident
3. Timely renovation & updating.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 78
ISO- WCM Planning
Q-1 What is your main task of Job?
1. To schedule, co-ordinate and monitor the production and dispatch of insulators.
2. In accordance with dispatch plan prepared by marketing to ensure timely delivery to customers.
3. ISO-WCM 18001, ISO, WCM & occupational Health & safety ISO 9001,14001
Q-2 Describe the most complex/difficult part of your job?
1. Changing habits of employees
2. Reduce number of Customer complaints
3. PSR rejection less than 3%
Q-3 What is the Job purpose of direct report?
1. To plan effectively & to train plant people on WCM
Q-4 Describe the major end result the job is expected to achieve.
1. 100% compliance to ISO system procedures & WCM implementation in plant.
2. Implementation of all quality control systems.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 79
Polymer department
Q-1 What is your main task of Job?
1. Overall responsible for managing and monitoring all the functions of Polymer production & Projects for achievement of production.
2. Performance and project targets with minimum downtime and at budgeted cost.
3. To enable the unit to achieve cost effective production and to meet the market requirements.
4. To Manage, Execute & Monitor Polymer insulator functions for achievement of Production and process targets.
Q-2 Describe the most complex/difficult part of your job?
1. To achieve cost effective and quality production to enable the unit to deliver unique product globally.
2. To manufacture new products in polymer insulators and further enhance the range of composite insulators.
3. To train the workmen and the employees with the new technology and to make them technically efficient with the work.
4. To manufacture new products in polymer insulators and further enhance the range of composite insulators.
Q-3 What is the Job purpose of direct report?
1. To improve work
Q-4 Describe the major end result the job is expected to achieve.
1. To satisfy the customer’s requirements.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 80
Production Section
Q-1 what is your main task of Job?
1. To minimize the defects ensure the strengths of products, to get a better firing
output.
2. Minimize the cost & maximum production, to maintain continuous process.
3. To minimize the kiln defects & smooth operation of all shuttle kiln
4. Value focusing in pre kiln stage
5. Ensure day to day production
6. Productivity, skill development
7. Improvement & quality of product & process.
8. People development
Q-2 Describe the most complex/difficult part of your job?
1. Target achievement
2. Man power, contract workmen skill development
3. Man management, safety awareness
4. To abreast with the latest trends to meet the requirements in view of the changes
role of a Secretary in the present business environment.
5. Capacity Under utilisation
6. Large product deviations and less realisation
7. Market competition
8. High degree of reliability
9. Timely completion of major projects.
10. Control of major cost elements like rejection, fuel & electricity, repair &
maintenance.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 81
Q-3 What is the Job purpose of direct report?
1. Ensure production on per shift basis
2. Avoid accident
3. Training to the workmen
4. Ensure quality of each product
5. Maintain all the SOPs.
6. Ensuring guidance decisions
Q-4 Describe the major end result the job is expected to achieve
1. To successfully stabilize the disc line
2. 0% kiln defects/rejection by 100% affords
3. To meet production plan
4. Minimize the defects & maximizing output with cost reduction initiatives.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.) Page 82
Technical Section
Q-1 What is your main task of Job?
1. To plan & ensure implementation of all quality control systems.
2. Measuring through compliance to QMS in the plant.
3. To supervise & control inspection of incoming glaze raw materials.
4. To manage routine acceptance & type test with respect to productivity
5. To manage Q.C. function efficiently addressing total requirements of customers to their satisfaction through verifying controlling, all functions of department.
Q-2 Describe the most complex/difficult part of your job?
1. Reduce no. of customer complaints
2. Reduce testing rejection on continuous basis.
3. To meet the testing targets.
4. Ensuring defect free insulators to customers.
5. Assuring the product (Mechanically & Electrically) meet the customer requirement
6. To support Design and R&D for new products.
7. Development of subordinates for doing Quality work
8. Supply consistent quality Glaze, Glue and Grit body to manufacture fired Insulators
as per International Standard is a major challenge.
9. Continuous monitoring, Inspection & controlling.
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Q-3 What is the job purpose of direct report?
1. Responsible for Audit and control of Shaping and Cementing area.
2. Daily review and plan for testing the material as per dispatch plan.
3. Inspection . Testing of incoming metal part on sample basis(as required).
4. Customer inspection . Material strength check periodically & give feed back to related dept.
Q-4 Describe the major end result the job is expected to achieve-
1. To achieve the target
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Conclusions
I would like to conclude that this Job description will be help to take major decision to
the Organization
This is clearly define the roles & responsibilities & accountabilities of each employee
which were under the survey.
From the above analysis I would like to suggest that this information will be helpful to
organization to know the roles & responsibility of each an every employees. Accountabilities
which are excluded & included It is clearly define in the analysis.
Job description simplifies that every person & employee of an organization who has a
different roles, responsibilities & accountabilities. So Division of work should be very clear.
There should not be a mismatch of responsibilities.
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Chapter-6
Contribution & Learning from
the Project
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Contribution & Learning from the project
(A) Details of the contribution of the study
For this project I took a help of certain books for
gathering information about Job Description. I have also taken a help of Internet
for reading articles about Job Description.
I took survey of each and every employee for defining
& writing their roles, responsibilities, working relationships, Job purpose & major
accountabilities.
(B) The Benefits to the organization
Researchers, executives, and small business owners all
agree that job descriptions—if studied and created carefully and used
appropriately as a productivity measurement tool—can help organizations,
especially in the early stages of a worker's employment. "Job descriptions are
potentially one of the most powerful tools available to help managers improve
employee performance and productivity," stated Philip C. Grant in Supervision.
"They have great utility for every phase of human resource administration. From
designing jobs and reward systems, through staffing and training to performance
evaluation and control, the job description is literally indispensible if the human
resource is to be managed properly. A recent analysis of job description usage
uncovered 132 major management uses for job descriptions. Probably no other
management tool has such potential for usage in such a wide variety of significant
ways."
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Job descriptions also may include helpful details
addressing other work-related issues, such as the position's travel obligations,
normal work schedule, physical location where duties of position will be carried
out, union status, supervisory relationships, bonuses, and any other information
directly pertinent to the execution of any and all responsibilities associated with
the job. In essence, wrote Philip B. Crosby in The Eternally Successful
Organization, effective job descriptions let employees know what is expected of
them: "If people are going to perform their assigned task, then they obviously
have to know what it is, how to do it, and how to measure the results. Either
someone has to explain it all to them or they have to figure it out themselves."
(C) The learning from the study for the student
By taking up this survey, now I have a practical
knowledge about how to write a Job Description.
Writing a Description is a very tough job but not impossioble
By this study I can know roles, responsibilities, duties, accountabilities of
each and every person.
Who is reporting to whom, who is superior & who is superior’s superior.
By this study I can know the Job Purpose of a Job holder.
How the different departments are interrelated in which frequency, those
of all details covered under the project.
I can also know the Job Purpose of direct report.
I can also know the major accountabilities in the context of taking of
supporting actions.
Which are the working relationships are also known.
Which are the organizational relationships are also known.
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Chapter-7
Annexure
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Annexure
Job Description Questionnaire
Q-1 What is your main task of job?
Job Title Designation Function
Department Reporting to whom Superior's Higher Authority
Unit Location Business
Q-2 Define Function wise Manpower, working under your Guidance
Management Staff Worker Contract
Other Relevant Parameters: (Capacity/ Volumes/Budget)
Q-3 Which are your major Job Challenges? (Rate according to the importance, 1=Least Important & 5= Most Important)
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Job Importance 1 2 3 4 5
To achieve zero accidentTo avoid mistakesElimination of potential hazard riskDevelop Mindset of Employees to safetyInteract with department head & Function Head
Q-4 Do you supervise all employees?
Contract & Permanent Basis: Daily_______Weekly________Monthly_________
Q-5 How many employees are related to your Job? (Contacts & Relationships)
(I) Internal Contacts:
(A)Regular :________(B) Often:_________
(C)Periodic :___________(D) Need base:_______
(II) External Contacts:
(A)Government: ____________________
(B)Non-Government:________________
(C)Corporate office: _____________
(D)Suppliers: ___________
(E)Contractors: ____________
Q-6 Describe the most complex/difficult part of your Job?
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Q-7Are you authorise for machines, equipments, tools?
(A)Purchase _______ (B)Maintenance ________
(c) Repair________ (D) Other_________
Q-8 Are you responsible of supplies or stock? What is your responsibility?
(A)Inventory _______ (B)Packing ________(C)Other_________
Q-9 Which are your major accountabilities in accordance with supporting actions?
Accountability Supporting Actions
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1.Environmental System Yes_______No______
2.To Introduce modern method Yes_______No______
3.Performance Management Yes______ No______
4.Security & Administration Yes______ No______
5.Database Management Yes______ No ______
6. To ensure Statutory compliance Yes______ No ______
7. Plan & Implement new Project Yes______ No ______
8.Quality control of raw material Yes______ No ______9.Implementation of Annual Sales Budget Yes______ No ______
10.Ensure proper skill development Yes______ No ______
11.Minimum Production Loss Yes______ No ______
12. To review weekly Work In Progress Yes______ No ______
13. Quality Yield & performance Yes______ No ______
Q-10 What is the Job purpose of direct Report?
Q-11 Describe the major end result the job is expected to achieve-
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Chapter-8
Bibliography
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Bibliography
1. Management Sixth Edition (James A.F. Stoner, R. Edward Freeman, Daniel R. Gilbert Jr.)
2. Designing & Managing Human Resource systems Third Edition (Udai Pareek &
T.V. Rao)
3. Roger L. Martin “ The Effective Organization” Harvard Business Review (July-August 2010, Page no.63)
4. Human Resource Management Tenth Edition ( Gary Dessler)
List of websites
1. www.hbr.org 2. www.shrmglobal.org 3. www.alia.org (Australian Library and Information Association)4. www.shrm.org
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