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PROJECT REPORT ON

TRAINING AND DEVELOPMENT IN BEST UNDERTAKING


BY RONALD E DSOUZA ENROLMENT NUMBER 081052793

PROJECT GUIDE S.T.PUNTAMBEKAR

2011

INDIRA GANDHI NATIONAL OPEN UNIVERSITY

ACKNOWLEDGEMENT

This project report is the product of my services in B.E.S & T Undertaking. I am very much indebted to S/Shri A.B Karode Asst.Traffic Supdt. And U.D Tayshetty Traffic Officer Dindoshi Training Centre, without whose help this project would not have been completed. I would also like to thank Mr.S.T. Puntambekar my guide to whom I am very grateful for his constant encouragement,

guidance and motivation which has helped me in completing my project.

RONALD e. D SOUZA

TABLE OF CONTENTS
Page nos Synopsis
1) 2) 3) 4) 5) Introduction Rationale Of the Study Objective Of the Study Research Methodology Expected contribution from the study.

1- 15
7 9 9 13 15 9 9 12 14 16

PART I
COMPANY PROFILE
1.0) 1.1) 1.2) 1.3) 1.4) 1.5) Introduction of the company BEST A unique institutional arrangement Governance Structure Organizational Structure Transport Wing Supply Wing.

16A - 33
17 - 17 17 - 18 18 - 19 19 - 21 22 - 30 30 - 31 31 - 33

2.0) History of the organization

PART II
PROJECT OVERVIEW 34 - 54

2.1) Introduction 2.2)Current Scenario 2.3) Types of training

35 - 35 35 - 36 36 - 54

OBJECTIVES OF THE STUDY


2.4) Assessment of current activities 2.5) Evaluation of Training Techniques 2.6) Counseling and Scope for Improvement 2.7)Need for punctuality comfort and dignified travel 2.8) Rapid Transit System 2.9) Pricing policy on basis of distance covered 3.0) Revolutionizing the Ticketing System. 3.1) Conductor less buses 3.2) Need for professionalism

55 - 59
55 - 57 57 - 58 58 - 61 61 - 65 65 - 66 66 - 66 67 - 67 67 - 68 68 - 69

RESEARCH METHODOLOGY
3.3) Basic procedure of work study 3.4) Methodology of present study

69 - 74
69 - 70 70 - 74

ANALYSIS & CONCLUSION


3.5) Recommendations.

74 - 76
74 - 76

ANNEXURES

77 - 86

SYNOPSIS OF THE PROJECT

PART

COMPANY PROFILE

16 A

1.0

Introduction of the company.


The Brihan Mumbai Electric Supply & Transport Undertaking

came into inception with the purchase of the private Undertaking ie. The Bombay Electric Supply & Transport Company Limited on 7 th August 1947 by the then Bombay Municipal Corporation(the present Brihan Mumbai Municipal Corporation). With the change in the name of Bombay City to Mumbai as per the letter No

GWB/2795/No.4/95/29 dated 01.01.1996,from the Chief Secretary, Government of Maharashtra the original name of The Bombay Electric Supply & Transport Undertaking was changed to The Brihan Mumbai Electric Supply & Transport Undertaking as approved by the BEST Committee vide BCR NO 832 dated 22.01.1996 and by the Municipal Corporation vide CR No 1301 dated 05.02.1996. This change was also incorporated in the MMC ACT 1888 by the Government of Maharashtra in the year 1996 1.1 BEST A Unique Institute BEST is the only agency in India working under the Municipal Corporation which takes care of both the distribution of electricity
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and the provision of transport services. This unique arrangement has allowed BEST to cross subsidize the operational losses in the transport section with the surplus generated in the electricity wing, and in the process provide quality services in both areas. This also means that the BEST has not demanded any financial support from the Brihan Mumbai Municipal Corporation for running its services. This financial autonomy has also helped to protect financial autonomy that BEST has so far been exercising de facto.

1.2 Governance Structure


BEST is presently governed under BMC ACT 1888, which stipulates the appointment of BEST Committee comprising 16 members(with at least 5 Municipal Councillors) as an apex body, responsible for the overall operations related to transport and electricity divisions of BEST. The Act also states the appointment of General Manager as the Executive Head responsible for the day to day operations. Although the Act stipulates appointment of at least 5 Municipal
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Councillors and rest as experts from different fields, the precedent has been to appoint Municipal Councillors for all the 16 positions. In such a scenario the BEST Committee is a derived subset of the Municipal Committee of the BMC, hence the views as well as the priorities of the BEST Committee are well aligned with those of the BMC. In principle this means that the decisions passed through the BEST Committee are likely to be accepted whenever these go to the BMC for approval. Whenever any special advice is required, the Committee invites functional and technical experts to be able to take informed decisions. The arrangement seems to be functional and effective in execution of its duties.

1.3 Organizational Structure of BEST


The BEST Undertaking has two main branches.
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Electricity Supply Division carries out the distribution of electricity in the city areas(Island part of Mumbai) and

Transport Division provides public transport services ie. The operation of buses in Mumbai, Navi Mumbai, Mira Road /Bhayander and upto Thane areas. In addition to the above there are various ancillary departments These departments assist the two main branches. The organizational Structure of the Undertaking is as shown overleaf.

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1.4 Transport Wing. The entire transport operation is divided into 25 depots. BEST owns a fleet of 4037 buses and carries about 45 Lakh passengers daily. The Depot Managers are heading each depot. The Asst.Traffic Supdts., Sr.Traffic Officers, Depot Officers, Sr.Office Assistants/Office Assistants assist the Depot Managers in the day to day working. This team of Officers directly controls the operational and administrative activities of the respective Depot. Apart from this team the Supervisory Category viz. Bus Inspectors for carrying out intensive checking, Starters for controlling the bus operation are appointed at Depots. Each Depot is well equipped with a wireless vehicle used to monitor the operation of buses in the jurisdiction of the depots. Traffic Control Room. The Bus Running Control (BRC) Officer mans the Traffic Control Room round the clock. The section is provided with VHF Set and hot lines connecting all the depots as also
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the Police Control,Traffic Police Control,Railways MTNL etc. This officer regulates the entire operation smoothly with the help of the Divisional Officers by being in touch with them through wireless sets.

Bus Control Room. The Bus Control Room functions round the clock to attend to vehicles breakdowns on field. The total operational area is divided into zones and emergency breakdown vans are provided for each zone. These vehicles are provided with necessary spares/units so as to carry out emergency repairs on the field itself. For speedy communications these vehicles are provided with VHF Sets.

Traffic Training Centre. The BEST has established a Training Centre to provide training and refresher courses to the operating crew members viz. Bus Conductors, Bus Drivers, Bus Inspectors etc. On line training
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and class room training is provided at this centre. The Training Centre is also provided with a Accident Prevention Training Vehicles which covers all the 25 Depots, counseling the operating staff in matter of Accident Prevention and Safe driving habits. Ticket and Cash Department. The Ticket & Cash Dept. collects the daily revenue earned at depots. The same is counted, consolidated, and remitted in Banks. Inventory of ticket blocks issued to conductors is also maintained by the Ticket & Cash Dept. Accident & Claims Section. The Accident & Claims Section as the name suggests is established for settling the claims of personal injury/death due to accident involving our buses. Various programs on Road Safety/Passenger Safety to create awareness amongst the operating staff, passengers, pedestrians, and school children is organized by this section in co-ordination with the Training Centre.
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Traffic Planning Section. The Planning Section is established to prepare the schedules for different routes. An exercise in revision of schedules is periodically carried out after taking into consideration the guidelines given by Management, suggestions received from Divisional Officers, and also from our valued passengers. The schedules are revised every four months. Uneconomic routes are discontinued and the financial viability of routes is appraised both at the Depot Level and Head Quarter level. The routes operated by the BEST can be broadly classified in the following categories. 1) Feeder Routes :These routes feed the railway stations

either from residential complexes or Business District. 2) East West Connectors.:- These are routes which run East/West, where railways have no role to play and connect the Western Suburbs with Eastern Suburbs. 3) Trunk Routes.:- These routes run South-North through the
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city and are parallel to the railways. 4) BRTS Routes.:- These routes run on the Western and Eastern Express Highways, to provide faster service to commuters. The primary role of the BEST is to supplement the Rails which is the mass carrier. It is for this reason that the BEST always gives priority for feeder routes and thereafter to East West connectors where the railways have absolutely no direct role to play. The third priority is the long distance trunk route which is an alternative to Rails apart from being inter corridor linked between Suburbs and City. Salient Features of Traffic Operation. 1) Zero Waiting Time Plan.:- The BEST operates buses with Zero Waiting Time concept on different routes during the Morning and Evening peak hours to have faster clearance of heavy passenger traffic outside Railway Stations and major residential/commercial andCBD Areas.The Plan ensures that bus is always waiting for passengers rather than the other way round.
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2) Excursion Plans.:- The City of Mumbai has various excursion points like Beaches, Museums, Gardens etc. The BEST operates excursion plans on Sundays/Holidays. Some of the Action Plans are Juhu Chowpatty Action Plan, National Park Action Plan etc. 3) Festival Action Plans.:- Mumbai being a cosmopolitan City its citizens celebrate their festivals with pomp and gaiety. The BEST operates special buses during festivals like Diwali, Ganpati, Mount Mary Fair, Idd , Christmas etc. 4) Ladies Special and Ladies First Services.:- In order to reduce the hardships faced by the Lady Commuters, during peak hours, the BEST has introduced Ladies Special Trips on heavily patronized routes. Similarly Ladies First At Starting Points trips are also provided to facilitate the lady commuters. 5) Operation of Midi Buses.:- The areas in which it is not possible to operate the conventional buses due to narrow roads, the BEST has introduced Midi Buses at such places. It thus goes on with its ultimate aim of providing a BEST bus service to every nook and corner of the City.
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6) Upgraded Services.:- With a view to motivate private vehicle owners to switch over to Mass Transport, the BEST has introduced upgraded Air-conditioned Services, Corridor

Services under Bus Rapid Transit System (BRTS) along the Eastern and Western Express Highways. On these sectors newly acquired King Long Make Buses, Mercedes Buses and Volvo Buses are operated. 7) Operation beyond Municipal Limits.:- The BEST operates inter city services to three different areas beyond the Municipal Limits of Mumbai City. a) Navi Mumbai.:- Due to the closure of the Bombay Metropolitan Transport Corporation, the BEST Management was requested to extend some of its services from Mumbai to Navi Mumbai in order to relieve the hardships faced by the commuters of Navi Mumbai. b) Mira-Bhayander :- The BEST operates buses in Mira Bhayanber Area as requested by the Mira Bhayander Nagar Palika.
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c) Thane.:-

The

Mayor,

Thane

Municipal

Corporation

requested the BEST on behalf of the citizens of Thane to extend a few services into the jurisdiction of Thane. Transport is the life line of any city and BEST being the monopoly stage carrier operator of this great Metro, it becomes the duty of BEST to ensure development of this satellite township and its extended suburbs by providing a proper transport network. No city or township can develop if the Transportation and Communication network is not proper, and it is here that the onus of developing a transport falls on the Undertaking. BEST has also lived up to its name and has many firsts to its credit. First Transport Undertaking in India to introduce Automated Fare Collection System through Smart Cards. First Transport Undertaking in India to introduce environment friendly CNG Buses. First Transport Undertaking in India to introduce AirConditioned Buses in City Transport.
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First Transport Undertaking in India to introduce PCOs in buses. First Transport Undertaking in India to introduce Surveillance System in buses. 1.5 Electric Supply Wing. The Electric Supply Division of the BEST Undertaking with its 42 Receiving Stations and 1981 Distribution Sub-Stations provides uninterrupted electric supply to over 10 lakh consumers selling over 4000 million units of electricity. It also illuminates over 50,000 Street Lights in the City of Mumbai. There are four important services offered. 1) Giving new connections which also includes augmentation in the existing installations. 2) Building and corresponding complaints redressal. 3) Service for restoration of electric supply in case of interruption. 4) Installation of street lights in megacity areas. The Deputy General Manager (Electric Supply) is the overall in30

charge of the Electric Supply Branch. 2.0 History of the organization. The Bombay Tramway Company Ltd. was formally set up in 1873. The Mumbai Municipality was given the right to buy up the concern after the first 25 years or after every period of 7 years thereafter. A contract was entered into between the Bombay Tramway Company and the Municipality, the Government of Mumbai enacted the Bombay Tramways Act 1874,under which the Company was licenced to run a tramway service in the City. The tram cars were of two kinds those drawn by one horse and those drawn by two. In 1905 a newly formed concern, The Bombay Electric Supply and Tramways Company Ltd. bought the Bombay Tramways Company and the first electrically operated tram-car appeared on the Mumbai Roads in 1907. The passing years aggravated the problem of rush hour traffic and to ease the situation, double decker trams were introduced in September 1920. Mumbai saw its first bus run on 15 July 1920. The people of
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Mumbai received the bus with enthusiasm, but it took quite some time before this means of conveyance really established itself. For several years it was looked upon as transport for the upper middle class. Those were the days when the tram was the poor mans transport, carried one all the way from Sasson Dock to Dadar for a mere anna and a half ie. 9 paise. The bus fare for the same journey was four annas ie.25 paise. In response to the pleas made by the Government and the Brihan Mumbai Mahanagar Palika, the Company extended its services to the northern part of the city in 1934. Double Decker buses were introduced in 1937 to cope with the growing traffic. The first Limited Bus service in Mumbai and probably the first in the country as well started running in 1940 between Colaba and Mahim. Pursuant to the option given to it under the Deed of Concession granted to the Bombay Electric Supply & Tramways Co.Ltd. the Brihan Mumbai Mahanagarpalika acquired on 7th August 1947, the assets of the combined Undertaking viz. the operation of tramways
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and distribution of electricity in the city of Mumbai. By mutual agreement the Corporation also took over the operation of the bus services, which was run by the B.E.S.T Company Ltd. Thus the Bombay Electric Supply and Transport Company was municipalised and came to be known as Bombay Electric Supply and Transport Undertaking. The Undertaking has completed 50 years of its municipalisation on 7th August 1997.

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Part ii PROJECT OVERVIEW

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2.1) Introduction The BEST has established a Training Centre at Dindoshi Goregaon (East) to provide training and refresher courses to the operating crew members viz. Bus Conductors, Bus Drivers, Bus Inspectors etc. On line training and class room training is provided at this centre. The Training Centre is also provided with a Accident Prevention Training Vehicles which covers all the 25 Depots, counseling the operating staff in matter of Accident Prevention and Safe driving habits. 2.2 Current Scenario - Training 1) Selection of Drivers: Selection of Drivers includes; Conducting of Table Test, & Driving Test, and also providing induction training to them. A) Table Test.:i) During Table Test, Personnel Dept. and traffic departments, representative Officers verify documents produced by candidate Drivers. ii) Driving Licence & RTO Badge are checked by representative of Training School, HID & Traffic Officer (Training).
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iii) Candidates are interviewed by HID & TO(Trg) on the points of experience, technical knowledge, & knowledge about traffic rules, regulations, & Read Signs. iv) Driving test of selected candidates from table test is conducted on next day by Panel of Officers, which includes; Senior Officers from Engineering & Traffic Departments.

B) Driving Test.:i) In driving test, steering control, traffic sense, gear changing, & overall control of bus, etc. is tested. ii) Candidates selected from driving test are sent to medical dept. After medical investigation, the staff selected, are posted for Training at Training Centre.

2.3 Types of Training.

1 Training to Bus Drivers. Induction training of 8 weeks at Training Center is given to candidate drivers, which includes :36

First Week Class room training, Duties & Responsibilities of Bus Driver, M. V. Rules, M. V. Act, Service Regulation, Standing Order, & Important Line Notices. Control of bus, steering & effective changing of gears. Traffic Signals & Signs,Traffic Sense.

Second Week On training bus-selected routes with wide variety of road conditions by driving in light,medium, & heavy traffic. Third Week On training bus in city area. Fourth Week On training bus Night driving in city and suburb area. Fifth Week 3-days Technical Training at T.T.C.(WD), 3-days training at Traffic Police Institute regarding Traffic Signals / Signs, Traffic Sense, M. V. Rules, & M. V. Act, etc.

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Sixth Week On training bus - Early morning & noon traffic.

Seventh Week Night driving - driving hazards of monsoon.

Eighth Week Training on various types of buses

Air Conditioned Bus

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VESTIBULE BUS

C.N.G.BUS

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Double Decker Bus.

2. Selection of Conductors :Conductors are selected by Personnel Dept. & posted to Traffic Dept. at Training Center for training. Selection of Conductors includes A) 4 weeks training comprising of their work, rules, regulations, discipline, etc. and induction at training center. B) Class Room Training Duties & Responsibilities of Bus Conductor, M. V. Rules, M. V. Act, Service Regulation,
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Standing Order, & Important Line Notice. C) On Line Training Practical Training in a Training bus how to speak with passengers, by putting cash-bag & Ticket-box how to issue tickets & balance amount, giving bells how to balance their body in a running bus without disturbing passengers. 3. Training of Bus Inspectors.:Newly promoted inspectors from the post of

Drivers/Conductors, are posted for training at Traffic Training Center for two weeks' induction training. The training includes; 1)) Duties & Responsibilities of Insp. / Spl. Insp. / S. S. Insp. with reference to their work & work of subordinate, operating staff. 2) Importance of Bus Inspectors' post in the traffic operation, special emphasis on plugging leakage of revenue and increasing the efficiency of traffic outdoor staff. 3) Revenue Analysis :a) Financial Performance,
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b) Classification of routes - A. B. C. c) Non - operational revenue, d) Transport terms, e) Procedure of bus reservation. 4) Inspectors' lapses generally noticed by Traffic Officers on line, and financial loses incurred due to such lapses. Expected duties and efficiency by Inspectors. 5) Types of Checking : a) Submission of detailed report against the delinquent employee, b) Procedure / handling of bag check case. Procedure / handling of accident cases, on duty injured / sick cases, handling of lost property. c) Lapses likely to be committed by Inspectors & consequences there of action against Bus Inspectors for such lapses. d) Important instructions issued from time to time regarding safety of buses parked at termini. Special reference to bomb blast.

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e) Role of Inspector to implement new schemes e.g. reserved seats for ladies & handicapped persons. Reservation of buses, bus concessional passes, zero waiting time, smartcard,OLTAS, & LAN Systems, etc. f) Cleanliness of bus chowkies / bus stations. 4. Training of Starters.:Newly promoted starters from the post of Conductors are posted at Traffic Training Center for induction training of one week, which includes; 1) Objectives of BEST Undertaking & role of Bus Starter with regards to bus operation. 2) Importance of Bus Starter's post in the traffic operation, special emphasis on punctual operation of buses, giving correct & economical short trips, giving actual arrival & departure timing and last numbers of sale of tickets on memo. 3) Duties & responsibilities of Bus Starters with reference to the work of operating staff, special emphasis on the roles of Badli Staff, R.A., Spare Staff, Recall & Proper utilization of staff & buses, maintaining registers, and starters' record properly and
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neatly. Proper guidance to the passengers. 4) Procedure to be followed at the time of defect and punctured buses. 5) Revenue Analysis : a) Financial Performance of routes b) Classification of routes - A.B.C. c) Non operational revenue d) Transport terms, e) Procedure of bus reservation. 6) Starter's lapses generally noticed by Traffic Officers on line, & financial loses incurred due to such lapses. Expected duties and efficiency by starters.

5 Training for Traffic Officers & Engineering Officers LMV/HGV training is given to Traffic Officers & Engineering Officers/Staff at Training Center, which includes; First Week Class room training, Duties & Responsibilities of Bus Driver, M. V.
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Rules, M. V. Act, Service Regulation, Standing Order, & Important Line Notices. Control of bus, steering & effective changing of gears. Traffic Signals & Signs, Traffic Sense. Second Week On training bus-selected routes with wide variety of road conditions by driving in light, medium, & heavy traffic. Third Week On training bus in city area. Fourth Week On training bus - Night driving in city and suburb area. Fifth Week 3-days Technical Training at T.T.C.(WD), 3-days training at Traffic Police Institute regarding Traffic Signals / Signs, Traffic Sense, M. V. Rules, & M.V. Act, etc. Sixth Week On training bus - Early morning & noon traffic. Seventh Week Night driving - driving hazards of monsoon.
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Eighth Week Training on various types of buses i.e. A.C. bus, Vestibule bus, C.N.G. bus, & Double Decker Bus. 6 Training of Asst. Traffic Officers : Staff promoted as Asst. Traffic Officers, are posted at Traffic Trg.Center for induction training of one week, which includes; 1) Duties & responsibilities of Asst. Traffic Officers, 2) Traffic Operation:Traffic Operational Control, Line Supervision, Discipline amongst subordinate staff, Departmental Enquiries, Maintenance Management, Coordination between Engg. & Traffic dept., Causes & Consequences of Engg. losses due to bad driving habits,precautionary measures to avoid the same. 7 Refresher Courses : At Traffic Training Center, refresher courses for different categories for staff are arranged. A. Daily Refresher Course for Bus Conductors : For Bus Conductors - Daily Refresher Course of 1 day is conducted.
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In refresher course, the topics covered are.:Objectives of BEST Undertaking and the role of conductor & drivers, necessary skill & knowledge, rules & regulations of the Undertaking with regard to their work, regular & punctual attendance, importance & punctual turnout & schedule operation of buses, display of proper destination numbers & route numerical, behaviour with passengers, colleagues, staff members, & supervisory staff, precautions to be taken to avoid un- toward incidents/accidents, importance of cleanliness with regard to uniforms, buses & depot premises, hand of help to the school going children, handicapped, ladies, & senior citizens, etc. B. Refresher-cum-diesel conservation courses for drivers For this course, one driver from each depot is sent for 3 days. In this course, almost all the points, which are mentioned in Conductors' Refresher course, are covered. In addition, special emphasis is given on accident - causes, consequences and preventive measure to be taken. For drivers, one session of Technical Training at Wadala, TTC
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is added, where awareness is created amongst drivers about damages to spare parts due to bad driving habits and technical aspects with regard to diesel conservation. On diesel conservation in first session Instructor from PCRA gives introductory lecture quoting importance of oil & necessity to save the oil. In second session, drivers are taken on line to check their driving habits and record consumption of diesel by individual driver. In the third session, group discussions are conducted and bad driving habits of drivers are pointed out & tips/instructions of good driving habits, by which diesel can be saved are given. In fourth session, the drivers are again taken on line for on wheel training, the differences (saving) of fuel consumption by individual drivers due to the changed driving habits are brought to their notice. C) Refresher Course for Starters & Bus Inspectors : Refresher Courses for Starters & Bus Inspectors are conducted for one day in a year.
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In this course, topics regarding their work, duties, & responsibilities are covered. Emphasis is also given on explaining the importance of their post in the traffic operation. D) Orientation Course (Nava Chetana Shibir) on Stress Management :This course is conducted with the help of Art of Living Foundation : For this course, one driver & one conductor from every depot is sent for 5 days. Daily one session is conducted by volunteers from Art of Living Foundation & one session departmentally in which topics such as refresher / diesel conservation are covered. The course conducted by Art of Living Foundation comprises of special meditation, pranayams, preaching of values and how to deal with the problems faced in daily life with a smile. 8. Accident Prevention Cell (APC) : Accident Prevention Cell comprising of Office Supdt. (Accident) & two inspectors, is attached to Traffic Training Center. The activities carried out through this cell to prevent accidents are as follows:
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1) Preventive Measures on accidents : In Training & Refresher, special emphasis is given on accident prevention, lectures, & video films are shown on the subject. Through mobile training van (Ashwini) training/face to face counseling programs of 3 days are conducted at depot level. 2) Road Safety Week:- Every year Road Safety Week is observed in the first week of January to bring awareness among our Bus Drs. & road users, to ensure the safety of the pedestrians / passengers. During this week various activities / programs are conducted such as; exhibition, audio/video shows, slide shows, display of banners, special message of GM in the form of appeal etc is issued. 3) Accident Committee.:In order to make accident prevention, more comprehensive Accident Prevention Committee comprising of the representatives of the Union and the Management is formed. The meetings of this committee are held periodically to discuss the various problems such as; road conditions, lights, pruning of tree branches, suitability of bus
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stops,mechanical problems of buses, etc. are discussed and various remedial measures are taken.

Duties & Functions of various categories working at Traffic Training Centre : 1) Head Instructor Driver (HID) : The primary duties of HID are related with the recruitment and driving training of newly recruited trainee bus drivers.

He supervises the work of Driving Teachers and post them for driving habit and diesel conservation checking's of TMs/TSs/ATSs. He posts Driver Teacher(DT) for accident prevention checking of Accident Dept. He carries out feasibility survey for the new/diverted/extended bus routes. He scrutinizes the checking sheets of DTs. He trains DTs on new buses and also makes arrangements to give such training to the Bus Drs. e.g. training on vestibule buses, Syncromesh Gear Box Bus, Hi-Tech Buses, etc. He trains the officers and employees of the Undertaking, to drive heavy motor vehicles and make necessary arrangements for RTO Tests. He trains re-instated drivers and drivers,
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who are involved in fatal accident cases. He conducts diesel conservation programmes/trainings for the Bus Drs., who attend refresher course. He posts DTs for standing duties during various fairs, festivals, diversions, new routes, etc. He checks the drivers reported by the divisions for bad driving habits. He carries out daily maintenance of buses, which are allotted to the Traffic Training Center. Last but not the least, he carries out any other duties assigned by ATS(Trg) /DO(Trg), as & when required. 2) Instructor Conductor (IC) : The main duty of the Instructor Conductor is to train trainee bus conductors in respect of their duties, discipline, & efficiency. He will address candidate bus conductor classes and complete all the formalities before sending them on line. He will also address in refresher course of Conductors/Inspectors/Starters, etc. He will impart training to the promoted inspectors covering all aspects of duties & functions of Inspectors with model line reports writing of various types. He will also impart training to promoted Starters, so as to make them responsible and duty conscious. He will mark the attendance of
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trainee conductors, candidate bus conductors, promoted inspectors, & starters and other regular conductors, sent to Traffic Training Centre. He will maintain the files of Line Notices and prepare index of important Line Notices. During the practical training on bus he must demonstrate to trainees the correct method of working and issuing tickets to the passengers. He will also carry out any other duties pertaining to the training that may be assigned by ATS(Trg) / TO(Trg).

3) Driving Teachers (DT) :

Teachers train various practical aspects of driving on different types of buses and impart training as per the training programme to newly recruited candidate Bus Drs. during his 8 hrs. duty, he check 28 Bus Drs. Trains Officers/Eng. Staff in driving buses. Checks driving habits of Bus Drs. on line.

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OBJECTIVES OF THE STUDY 2.4) A) staff. 1) Operating Staff comprising of .:a) Conductors b) Drivers c) Bus Starters d) Bus Inspectors Four Weeks Eight Weeks One Week Two Weeks Assessment of current activities The Traffic Training Centre imparts training Two categories of

2) Management Personnel comprising of.:a) Traffic Officers b) Engineering Officers One Week Eight Weeks

B) Refresher Courses are conducted as follows.:a) Conductors b) Drivers c) Bus Starters d) Bus Inspectors 1 day 3 days 1 day 1 day
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C) Stress Management :Stress Management courses for Conductors and Drivers to cope up with job pressures and improve productivity are conducted in consultation with Art Of Living Foundation. a) Conductors b) Drivers 5 days 5 days

D) Accident Prevention Cell.:The Accident Prevention Cell (APC) involves in the following activities to ensure accident free travel. a) Accident Prevention Measures b) Road Safety Week Programmes c) Accident Committee. The Personnel involved in the smooth running of the training centre are as follows. Assistant Traffic Supdt. Traffic Officer Office Supdt. Grade A5 Grade G9 Grade AG 8
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1 no 1 no 1 no

Bus Inspectors Head Instructor Driver Head Instructor Conductor Driver Teacher Total Staff

Grade G4 Grade G7 Grade G7 Grade G4

2 nos 1 no 1no 12 nos 19

2.5) Evaluation of Training Techniques

A) Training comprises of Class Room Training and On Line Training. The bifurcation of the same are as under. Category Of Staff Class Room Training Conductors One Week Drivers One Week Bus Inspectors Two Weeks Bus Starters One Week Asst.Tr.officers One Week LMV Training/HGV One Week Training to Eng.Officers/Traffic Officers On Line Training Three Weeks Seven Weeks Not Provided Not Provided Not Provided Eight Weeks

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B ) Refresher Courses. The Refresher Courses to various categories of Staff are conducted as under. Category Of Staff Conductors Drivers Bus Inspectors Bus Starters Asst.Tr.officers Period Of Refresher Course. One Day Three Days One Day One Day No Refresher Course.

2.6 Counseling and Scope For improvement.:The Counseling Program is carried out through Mobile

Training Van (Ashwini) equipped with Audio and Video facilities. The Bus Inspectors attached to Accident Cell are engaged in the counseling program which is conducted face to face at Depot Level for 3 days. Each Depot (there are 25 in all spread from City to Eastern Suburbs and Western Suburbs) functions as a independent Unit. The Depot is headed by the Depot Manager who is assisted by Assistant Traffic Supdt. Senior Traffic Officer
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Assistant Engineer (Engineering) Depot Officer (Traffic) and Assistant Traffic Officers (3 to 4 for each Depot) In order to have a regular follow up with the newly inducted staff (viz. Conductors & Drivers) it is necessary to have regular feedback on their performance and also closely monitor their progress so as to improve their abilities and skills. The Assistant Traffic Officers who work in shifts and man the Depots round the clock can be entrusted with the task of assessing the performance. They can also keep a watch and closely monitor the performance of the other regular staff, since they are the ones who are in regular touch with staff on line. A comprehensive list of Drivers who have been involved in accident cases, those reported against for bad driving habits, those reported against by Engineering Officers for causing damage/loss to vital components on account of bad driving habits can be prepared. They can be counseled on regular basis through Audio Visuals
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Shows and talks on driving habits. Similarly a comprehensive list of Conductors against whom Departmental enquires have been conducted and those who have been regularly reported against by Bus inspectors and Line Officers can be prepared. They can thus be counseled on regular basis. In the normal course such counseling would be conducted Once in three months by Training Centre personnel. There is also the possibility that all the staff may not be covered in three days. Thus regular follow up of performance may be affected. Another area where there can be an overall improvement is in the conduct of Stress Management Courses and regular refresher courses for Assistant Traffic Officers, Bus Starters, Bus Inspectors. The Stress Management Courses and Refresher Courses can be of 5 days and 3 days respectively. This will act as a motivating factor and result in improvement of overall productivity. At present no On Line Training is Provided to Bus Starters and Bus Inspectors. They are posted directly in Depots for regular work. This results in repeated mistakes being committed in giving arrival
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and departure timings, timely feeding of reliefs, mistakes during line checking, detecting leakage of revenue. etc. This results in low morale of these staff, affecting the performance of individual routes and mismanagement. A comprehensive On Line Training will give them a first hand experience of the nature of work, expected contribution towards improving productivity, punctuality of services. The Training Program to Bus Starters and Bus Inspectors can be rescheduled as under. Category Of Staff Bus Starters Bus Inspectors Class Room Training Two Days Three Days On Line Training Five Days Seven Days.

Starters and Inspectors are responsible for punctuality and overall efficiency in bus operations. After completion of On Line Training it is necessary to assess them comprehensively determine their worthiness to be promoted. 2.7) Need for punctuality comfort and dignified travel.:It is generally recognized that efficiency parameters are internal
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so as to

to an enterprise and effectiveness is in relation to customers and external environment. Monopolies are generally characterized by efficiency parameters to the point of ignoring effectiveness. It is therefore no surprise that the BEST Undertaking is obsessed by vehicle utilization, KMPL, bus staff ratio etc. While these parameters are necessary for the very survival of an organization, it is indeed effectiveness in the shape of quality of products and services that determine long term success and good will.

Inhuman overloads with passengers hanging from doors of buses are no pride for any organization, however profitable they tend to be.
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Punctuality, comfort and dignified travel should be the hallmark of transport service. With monopolistic existence being cut by both legal and illegal privatization, the accent in the BEST should shift to passenger and appropriate performance parameters should be evolved to test passenger satisfaction. Can KMPL awards give way to punctuality comfort awards ? In the early 1970s, STU were fitting tacographs, primarily in their long distance routes to record speed and timings in order to ensure safety and punctuality as also to discipline errand driving. This has been subsequently abandoned for the ostensible reason that the equipment was becoming expensive. Cost considerations though negligible when compared with the advantages made the STUs retract from a measure which should have been continued and perfected. Now that we have much sophisticated electronic devices not only to monitor speed, but to trace the buses to their location and to keep in constant touch with the drivers. It is time attention is given to this aspect. New technologies have answers to more than mere
62

monitoring quality of service. The BEST needs to develop a procedure of recording traffic densities from one traffic point to another for the entire route in order to take decisions on rerouting, cut trips or augmentation. Here again there are modern devices which automatically count the number of passengers at given lengths of the route so that services are adjusted to passenger demand. It is interesting to note that the Nizam State Railway and Road Transport Department which operated both railways and buses in the pre-Independence era, had developed one such procedure. It is a well kept secret that buses manufactured in the country are not buses. They are trucks on which boxes are mounted and called buses. People are willing to pay more for better services, there is no denying this fact. It is sad that the BEST does not provide pneumatic doors in most of its buses which gives the driver control of both entry and exit. No wonder seven out of ten accidents involving passengers occur while getting in and out. The conventional excuse that our passenger loads are oppressive does not hold water.
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If more people travel in a bus than its rated capacity it is a clear indication that more buses are needed. It is time that it is realized that People need dignified and comfortable travel not as hangers on whose life and safety are immaterial. There is need to make the passenger the centre of attention than the bus - and the bus and its maintenance infrastructure are the means with passenger and his comfort as an end. 2.8 ) Rapid Transit System.:The alarming increase of various modes of personalized vehicles resulting in congestion, pollution, and accidents is an issue which is acknowledged with little concrete, discernible action. The use of diesel a subsidized fuel meant for bulk transport for small cars is an issue which needs the urgent attention of the government and society at large. Bus is still the most versatile, low cost and convenient mode of transport and it also acts as a connecting mode for every other transport mode, rail, air etc. It is thus necessary that dedicated bus lanes be earmarked on important corridors, so as to make travel congestion free. The posting of home guard personnel to enforce the
64

bus lane can also be pursued. It only requires to pursue the issue with the concerned local authorities with dedication and commitment by the BEST. 2.9) Pricing policy on basis of distance covered:Pricing of Bus Services in BEST is on the basis of distance covered from one stage to another. While this suits a monopolistic market, in a competitive market services should be priced on the basis of cost of operation route wise. For instance bus fare from New York to Washington DC or Boston may be just about $15, whereas to a mid point it could be $75. This is because of greater frequency between important traffic points, which reduces costs because of bulk travel. Even in India, airlines charge differential pricing. Air travel from, say, between Mumbai and Hyderabad or Mumbai and Banglore will be just about 30 to 40 % of the fares between Mumbai and Pune or Pune and Hyderabad. This requires a close examination of economics. BEST should employ transport economists or outsource route economics to expert agencies for advice at regular intervals.
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3.0) Revolutionizing the Ticketing System.:Revolution is a very strong word But it is needed in this context. The age old practice of exchanging money for the ticket at the gate of the bus should stop. Tickets should be sold outside the bus either in bulk or in singles. Conductors should be used as salesmen of tickets everywhere and franchises should be given for sale of tickets. Easily accessible ticketing machines should be installed within reach of commuters and those who buy tickets in bulk should be given handsome discounts. The advantage is that if fares are collected well in advance there will emerge a pool of captive customers (It must however be realized that the captive customer will vanish if services are of poor quality. Another step which the BEST can take is introduction of monthly passes, and introduction of Hand Held Machines for issue of tickets. Modern technology have answers to most problems and it is just the genius of each organization to choose adopt and succeed.

3.1) Conductorless buses:-

The strength of Conductors and


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Drivers as on 31.10.2011 is as under. Sr. No 1 2 3 4 5 6 7 8 Particulars On Roll Absent without leave Weekly Off Leave Under Suspension Available for duty Schedule Physical Requir. Working Short/Excess Conductors 11484 1275 1486 693 259 7771 10232 -2461 Drivers 10571 1157 1382 593 27 7412 10142 -2730

The Undertaking is falling short of nearly 2400 Conductors daily on account of which buses are detained on line. As against this the Undertaking is operating nearly 2000 buses from amongst its fleet of 4700 in feeder routes having a distance of 2 to 8 kms. If the undertaking presses into service Single Deck Buses with pneumatic doors and posting on ground booking conductors at both ends it will result in saving of nearly 25% of Staff by way of conductors. 3.2) Need for professionalism:Finally everything boils down to professionalization. Transport sector has become more complex to manage by intelligent laymen.
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Those who come to manage transport undertakings should have adequate prior exposure and a longer term commitment. Appointing Chief Executive (GM) on transfer can no longer be valid, if the interest of the BEST is to be advanced. There should be an open selection where interested government officials should compete along with professional managers. This is not to deny or discount the contribution made by government officials on deputation.

Management is a relay race and if the baton is not passed on from one runner to the next, the race is not won. There is often no baton to pass. The current term of three years or less are fair neither to the incumbents nor to the organization.

RESEARCH METHODOLOGY

3.3) Basic procedure of work study There are eight basic steps in performing a complete work study. 1) Select - the job or process to be studied. 2) Record - or collect all relevant data about the job/process.
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3) Examine - the recorded facts critically 4) Develop - the most economical method taking into account all Circumstances. 5) Evaluate - the results attained by the improved method compared with the quantity of work. 6) Define - the new method and related time 7) Install the new method 8) Maintain the new standard by monitoring results.

3.4

Methodology for present study. The methodology adopted for the present study is as follows.

1) Preparation of existing deployment figures.: The existing actual deployment figures of staff were taken. The job positions were identified for the purpose of preparing the job description, based on activities assigned and carried out by the job holders.

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2) Design of work load assessment sheet.:-

A work load assessment sheet was designed so as to list the various sub-jobs carried out by the job holders. The jobs were divided into regular, periodical, and occasional work. The work load assessment sheet was distributed to the jobholders in order to get an overall view of the job. Interviews were held with staff/supervisory staff and officers to ascertain the job details. This technique is used as a tool for collecting data as it is the most popular and common method of collecting primary data. Its main advantage is that the respondents get ample time to think while providing the feedback. The only drawback in the method is that it will give the desired results only if the respondents are co-operative and give feedback with clarity of thought.

The layout of the workload assessment sheet is as follows.

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WORK LOAD ASSESSMENT SHEET - Designation. Department:Existing Grade :Reporting To :Date :Ele. Elementary No. Description Crew Basic Freq BT/ Work Size (D/W/F Shift Occn Load/Yr M/Q/H/Y (Min (Min.)

Regular Work Periodical Work Occasional Wk Total Wk Cont. CALCULATION OF UTILISTION & MAN POWER a Total Work Load b Allowances(Included in the estimated Basic Time/Occasion) c Total work - Load including allowance (a+b) d Total Available Time per personper year(8*60min*251dys) e Manpower Utilisation f Manpower Required.
D: Daily, W: Weekly, F: Fortnightly, M: Mthly, Q: Qtrly, H: Half yrly, Y: Yrly

Element Description indicates the various sub-jobs carried out by the job holder. Crew size indicates the number of persons required to carry out the work. Frequency/Shift indicates the number of times or no of shifts required to do the work.
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Basic indicates whether the work is Daily,Weekly,Fortnightly,Monthly,Quarterly,Half Yearly basis.

done yearly

on or

Basic Time(BT)/occupancy indicate the actual time taken for the work. Work load per year indicates the work load per year in minute. For this purpose the BT is multiplied by the frequency and the no of days/year.

3) Job Evaluation.:Job evaluation was done from the filled in work load assessment sheets and from details obtained during interviews. 4) Measurement of attitude using the Semantic Differential Scale. The attitude of the trainees towards the training program was measured using the Semantic Differential Scale. The sample of the same is as under. +3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

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A Sample of 15 Trainees each from amongst the categories of Drivers (A), Conductors (B) Inspectors (C) Starters (D) were chosen and their attitudes were measured. The results show that nearly 50% of the trainees from amongst Inspectors and Starters wanted the training period to be longer. Further the Drivers and Conductors were satisfied with the period of training. 3.5) Recommendations.

Assessing of performance and also closely monitoring of progress of Conductors and Drivers by Assistant Traffic Officers. Stress Management Courses and Refresher Courses for Asst.Traffic Officers, Starters and Inspectors of days and 3 days each respectively. KMPL awards give way to punctuality comfort awards Develop a procedure of recording traffic densities from one traffic point to another for the entire route in order to take decisions on rerouting, cut trips or augmentation.
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There is need to make the passenger the centre of attention than the bus - and the bus and its maintenance

infrastructure are the means with passenger and his comfort as an end. Dedicated bus lanes be earmarked on important corridors, so as to make travel congestion free. The Training Program to Bus Starters and Bus Inspectors can be rescheduled as under. Category Of Staff Bus Starters Bus Inspectors Class Room Training Two Days Three Days On Line Training Five Days Seven Days.

Services should be priced on the basis of cost of operation route wise. BEST should employ transport economists or outsource route economics to expert agencies for advice at regular intervals. Tickets should be sold outside the bus either in bulk or in singles. Conductors should be used as salesmen of tickets everywhere and franchises should be given for sale of
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tickets. Operation of Conductorles buses on feeder routes. Appointment of professionals with Transport experience

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ANNEXURES

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Measurement of attitude using the Semantic Differential Scale.

Name.:- S.B Jadhav Ch.No 197281 Depot.: - Ghatkopar

Desig.: - Bus Conductor

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

_ _ _ _

Measurement of attitude using the Semantic Differential Scale.

Name.:- R.S Pawar Ch.No 196200 Depot.: - Dindoshi

Desig.: - Bus Conductor

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _


77

_ _ _ _ _ _ _ _

Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- N.K Killari Ch.No 195652

Desig.: - Bus Conductor

Depot.: - Marol

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- G.T Murkute Ch.No 199311

Desig.: - Bus Conductor

Depot.: - Worli +3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

78

Measurement of attitude using the Semantic Differential Scale.

Name.:- S.B Yadav Ch.No 151611

Desig.: - Bus Conductor

Depot.: - Bandra

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- P.R Kamble Ch.No 186541 Depot.: - Oshiwara

Desig.: - Bus Conductor

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _


79

_ _ _ _ _ _ _ _

Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- D.P Bhalerao Ch.No 192741 Depot.: - Mulund

Desig.: - Bus Conductor

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- B.K Bise Ch.No 155854

Desig.: - Bus Conductor

Depot.: - Deonar

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _


80

_ _ _ _ _ _ _ _

Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- P.R Ubale Ch.No 097200

Desig.: - Bus Driver

Depot.: - Wadala +3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- Chandrakant L Kadam Ch.No 065200

Desig.: - Bus Driver

Depot.: - Shivaji Nagar

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

81

Measurement of attitude using the Semantic Differential Scale.

Name.:- M.T Kadam Ch.No 055800

Desig.: - Bus Driver

Depot.: - Magathane

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- H. M Sontakke Ch.No 076200

Desig.: - Bus Driver

Depot.: - Majas

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _


82

_ _ _ _ _ _ _ _

Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- M.T Kadam Ch.No 055800

Desig.: - Bus Driver

Depot.: - Magathane

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- H. M Sontakke Ch.No 076200

Desig.: - Bus Driver

Depot.: - Majas

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _


83

_ _ _ _

Unsufficient Period. Behind Times Un helpful Staff. Un reliable

_ _ _ _

Measurement of attitude using the Semantic Differential Scale.

Name.:- A.G Khaire Ch.No 183687

Desig.: - Bus Inspector

Depot.: - Poisar

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- K. C Katkar Ch.No 187333

Desig.: - Bus Inspector

Depot.: - Gorai

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _


84

_ _ _ _ _ _ _ _

Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- G.K Manikrao Ch.No 188298

Desig.: - Bus Starter

Depot.: - Worli

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Unsufficient Period. Behind Times Un helpful Staff. Un reliable

Measurement of attitude using the Semantic Differential Scale.

Name.:- S.Y.A Kasam Ch.No 191200

Desig.: - Bus Starter

Depot.: - Majas

+3 +2 +1 0 -1 -2 -3 Sufficient Period _ Progressive Helpful Staff Reliable _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _


85

_ _ _ _

Unsufficient Period. Behind Times Un helpful Staff. Un reliable

_ _ _ _

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