Chapter 1

INTRODUCTION AND THEORETICAL

BACKGROUND

1.0 Overview

There is no best way to design an organization; it depends on the situations in

which the design takes place. (Lawrence; 2001)

Organizational study begins with the understanding the concept of

organization, its features, organizational structure and the effectiveness of a
good business structure, the different types and the theoretical background of
the study based on training need identification through job description,
importance of training.

1.1 Organisation

According to Mooney and Reily, Organization is the form of every human

association for the attainment of common goals that is organization is a set up
where people work together for achieving common goals.

Organisation is a social unit of people, systematically arranged and

managed to meet collective prediploma engineering traineeermined goals
continuously. All organizations will have a structured management. It is an
establishment of authority relationships with the provision for coordination
between them in the enterprise structure, is the basic essence of an
organisation.

1.1.1 Features of Organisation

Some of the major features of organisation are as follows:

i. Composition of interrelated individuals

Organisation is a composition of interrelated individuals. It is a number of

individuals collected at random but they are not interrelated. These
individuals diploma engineering traineeermine the boundary of the
 organisation. It shows the organisation as a separate entity from the other
elements in its environment.

ii. Deliberate and conscious creation and recreation

Organisation is a social unit which is constructed or reconstructed. It is a

system of coordinated activities of two or more persons. These features
differentiate the organisation from the other social units. Members enter into
the organisation through a contract and can be shunted out also if their
performance is not satisfactory. Thus the relationship is purely of a
contractual nature. Recreation of groups can be made by the organisation
through promotion, demotions or transfers of people in the organisation.

iii. Achievement of common objectives

An organisation is a purposive creation. It aims at the achievement of

common enterprise objectives or goal of the organization. The objectives of
various segments lead to the achievement of major business objectives. The
organizational structure should build around common and clear cut
objectives. This will help in the proper accomplishment of objectives.

iv. Division of work

Another major feature of an organization is breaking up the entire work into

different segments. Different segments of work are then assigned to different
persons for their efficient accomplishment. This brings in division of labour.
It is not that one person cannot carry out many functions but specialization in
different activities is necessary to improve one’s efficiency. Organisation
helps in dividing the work into related activities so that they are assigned to
different individuals.

v. Coordination

Coordination of various activities is as essential as division of work. It helps

in integrating and harmonizing various activities. Coordination also avoids
duplications and delays. In fact, various functions in an organisation depend
 upon one another and the performance of one influences the other. Unless all
of them are properly coordinated, the performance of all segments is
adversely affected.

vi. Co-operative relationship

An organisation creates cooperative relationship among various members of

the group. An organisation cannot be constituted by one person. It requires at
least two or more persons. Organisation is a system which helps in creating
meaningful relationships among people. The relationship should be both
vertical and horizontal among members of various departments. The structure
should be designed in such a way that it motivates people to perform their
part of work together.

vii. Well defined authority responsibility relationship

An organisation consists of various positions arranged in a hierarchy with

well defined authority and responsibility. There is always a central authority
from which a chain of authority relationship stretches throughout the
organisation. The hierarchy of positions defines the lines of communication
and pattern of relationships.

viii. Group behavior

An organisation is a composition of people. The success of an organisation

depends upon the behavior of the people and the group. Individual groups
and structures are the basis of group behavior. Formal and informal
organizations help in developing proper behavior in a group. Group behavior
has given birth to team work which has been accepted as the most effective
form of organizational behavior. Groups in an organisation have more
effective behavior. They can achieve something more together than what they
can achieve individually.

ix. Performance

The organization’s main aim is to achieve the goals and objectives through
effective performance which is possible with human resource development.
Organizational development programs maximize work motivations and
 creativity. Job enlargement, job enrichment and job satisfaction also come
under organizational performance. Specialization in particular helps in the
effective performance of the job.

x. Rationality

Every organization has some specific standards. The desirable behavior is

rewarded and undesirable is penalized. To ensure rationality in behavior
provides for substitution of its members.

The above features of the organisation make it different from other social
units. In modern organizations, which are large and complex in nature, these
features are very important from the point of view of management.

1.2 Organisation Structure

Organisation structure is the established pattern of relationships among

components or parts of the organisation. It prescribes the relationships among
the various positions and activities in business. Since various positions are
held by persons so structure creates relationship among them. The
organisation structure provides a framework which holds the various
functions together in accordance with the pattern diploma engineering
traineeermined by managers. A planned structure outlines the required
functions, correlates the functions in a systematic manner and assigned
authority and responsibility.

1.2.1 Need of a Good Organizational Structure

i. Competitors

Though there may be no direct access to competitor’s plans and strategies, a

guess about their structure can be made looking at their reporting line
structures, procurement, production, marketing, and management systems. If
there is enough financial capability, consider commissioning a market
research agency to study the business organization structure of the main
competitors. Also visit to competitor’s websites to see if they have published
their structures will help.
 ii. To the Industry

Certain types of industries demand specific organizational structure while

other types can be set up flexible organizational structure. For example,
automobile manufacturers usually set up regionally. Their head office will
have the responsibility of setting global goals and standards, but each
regional unit operates as an independent entity. On the other hand, a
department store or supermarket chain may also set up regionally, but they
might also set up by department or by product.

Compliance or Legal Requirements

Some industries are regulated, and as such require certain elements to be

incorporated into their business organization structure even industries which
are not regulated may need to comply if they employ a certain number of
employees. And of course, every business needs to ensure salaries, wages and
benefits are paid, and all remittances are made, such as withholding taxes,
social insurance.

Goals

Organization structure should enable to achieve business goals, and each

person within the structure plays an important role.

Investors and Lending Sources

Having a business organization structure helps the potential investors and

funding institutions to understand how to organize business operations and it
also helps to know the obligations of the company, shareholders or partners
have and how each of them will interact. An organizational structure also lets
investors and lenders know what kind of talent is needed to employ for
effective management.

The business plan should outline the key positions of organization and
diploma engineering traineeail the responsibilities and experience required
for each. If already there are prospects and commitments made for any of
these positions, there should be a brief profile for each.
1.2.2 Organizational Types

The classification of organizational structure is based on the various activities

that are grouped together in order to create departments and units, prescribing
their relationships within the organization. The seven types of organization
are listed below:

i. Line organizational structure

Line organizational structure is also known as scalar, military, vertical

organization. Line organization can be designed in two ways:

Pure organizational structure: Under this form, similar activities are

performed at a particular level. Each group of activities is self contained units
and is able to perform the assigned activities without the assistance of others.

Departmental line organizational structure: Under this form entire activities

are divided into departments on the basis of similarity of activities. Each
department is placed under one department head. All persons in the
department are subject to control by department head. The basic objective is
uniform control, authority and responsibility.

ii. Line and staff organizational structure

Line and staff organizational structure refers to the pattern in which staff
specialist advice managers to perform their duties. When the work of an
executive increases, its performance requires specialist which one person
cannot do all by oneself. Such help is provided to line managers by staff
personnel who are generally specialist in their field. The position of the staff
is purely advisory in nature, they have the right to recommend but have no
authority to enforce preference over the department.

iii. Functional organizational structure

Functional structure is created by grouping the activities on the basis of

functions required for the achievement of organizational objectives. All the
functions required are classified into major, secondary and supporting
functions according to the nature and importance.

iv. Divisional organizational structure

The growth through expansion in same line of business forces a small

organization to organize on functional basis which leads to divisional
structure. Divisional structure is also known as decentralization. It divides the
organization into smaller organization since each small organization is not
completely independent. Each unit is not a separate legal entity but a part of
the organization.

v. Project organizational structure

Project organization appears like divisional structure, various divisions are

created on permanent basis. When a particular project is completed, the
division may disappear.

vi. Matrix organizational structure

Matrix organization is essentially a violation of unity of command. This

structure originates directly from two dimensions of authority. It employs
support mechanism and organizational culture and behavior. It is applied
when the organization have large number of smaller project so that when one
is completed its resources are directed to other projects.

vii. Team based organization

Team based organization has a number of self managing teams and

coordinating teams among these teams.

1.3 Organizational Study

.

1.4 Theoretical background

1.4.1 Importance of training

Training is concerned with imparting and developing specific skills

for a particular purpose. Training can be defined as “the act of increasing the
skills of an employee for doing a particular job” (Edwin B.Flippo, Personnel
Management, New York: McGraw-Hill, 1984). Thus training is a process of
learning a sequence of programmed behaviour. This behaviour is relevant to a
specific phenomenon that is a job.

In earlier practise, training programmes focused more on preparation

for improved performance in a particular job. Most of the trainees used to be
from operative levels like mechanics, machine operators and other kinds of
skilled workers. When the problems of supervision increased the steps were
taken to train supervisors for better supervision. Gradually the problems
increased in other areas like Human Relations, similar problems were
experienced in management groups too. This required a total change in
utilising the concept of training beyond operative levels to supervisory and
management groups. However utilisation of training methods for managers
did not have the same objective, that is providing training to managers to
perform a specific job but it extended to multiskill training so that the
managers may be able to handle a variety of jobs in the organization .People
in the management group has to perform more varied jobs because of their
vertical and horizontal movement in the organization. Therefore, the
managers should be trained and developed to handle a variety of jobs. Thus
the old concept of training does not suit the development of managerial
personnel and it was replaced by executive development or simply
development without any prefix.

1.4.2 Role of Training and Development

No organization has a choice of whether to train its employees or not, the
only choice is that of the methods. The primary concern of an organisation is
its viability, and hence its efficiency. There is a continuous environmental
pressure for efficiency, and if the organization does not respond to this
pressure, it may find itself loosing the market share it has. Training imparts
skills and knowledge to its employees in order that they contribute to the
organization’s efficiency and able to cope up with the changing business
environment. Thus, training can play the following role in an organization:

i.Increase in efficiency

Training increases the skills in doing a job in a better way. Though an

employee can learn a lot of things while he is put on a job, he can do much
better if h learns how to do the job. This becomes more important especially
in context of changing technology.

ii. Increase in morale of employees

Training improves the morale of the employees. Morale is the mental

condition of an individual or a group which diploma engineering
traineeermines the willingness to corporate. High morale is evidenced by
employee enthusiasm, voluntary confirmation with regulations and
willingness to corporate with others to achieve organizational goals. Training
helps in increasing the morale by relating their skills with the requirements.

iii. Better Human Relations

Training attempts to increase the quality of human relations in the

organization. Growing complexities in an organization has led to various
human problems, like alienation, interpersonal and intergroup problems.
Many of these problems can be overcome by suitable human relations
training. Many techniques can be developed through which people can be
trained and developed to tackle many problems of social and psychological in
nature.

iv. Reduced Supervision

Trained employees require less supervision and can be given more freedom
and autonomy to handle their jobs without supervision. With reduced
supervision a manager can increase his span of management. This may result
in reduced levels of intermediate levels in the organization which can save
cost and time.

v. Increased organizational viability and Flexibility

Viability relates to survival of organization during bad days and flexibility

relates to sustain its effectiveness despite the loss of his key personnel and
making short-term adjustments with existing personnel. There is no greater
organizational asset than trained and motivated personnel, because these
personals can turn the other assets into productive whole.

1.4.2 Identification of Training Needs

The basic aim of training is to induce a suitable change in the individual

concerned. It can be useful in improving the transformation process that takes
place in the organization in terms of processing of inputs and outputs.
Therefore training needs have to be related both in terms of organization’s
demand and that of individuals. There are various methods in identifying the
training needs of the employees some of them are as follows:

i. Organizational Analysis

It is the first factor for identifying training needs. It is a systematic effort to

understand where training effort should be emphasised in the organization. It
involves a diploma engineering traineeailed analysis of organizations
structure, objectives, human resource and future plans. An in-depth analysis
of these factors would facilitate an understanding of deficiencies that need to
be rectified.

ii. Task Analysis

 Task Analysis entails diploma engineering traineeailed examination of the
job, its various operations, and the conditions under which it has to be
performed. Job Analysis will provide Job Description and job specification.
The organization will be able to know the kind of jobs that are t be performed
and the type of people that are required to perform the job.

iii. Man Analysis

The focus of man analysis is on individual employee, his abilities, his skills,
and the inputs required for job performance or individual growth and
developments in terms of career planning. It helps to analyse whether the
individual employee require training. Training need of an individual can be
identified according to his group behaviour. Some of the major sources of
information for man analysis may be observation at work place, interviews
with the superiors and peers, personal records, various tests, etc. These
sources will provide the gap between the existing skills and attitudes of
employees. Thus the difference between these two can be overcome through
training.

1.4.3 Training Method

Today, training programmes offer something for everyone – some pre-

employment preparation for the first job to pre-retirement courses for those
who are due to retire soon. The range of training methods is such that they
can provide opportunity to the unskilled to become skilled; people for
promotion at various levels of the organization. Training methods are means
of attaining the desired objectives in a learning situation. Some of the most
common methods are as follows:

i. On-the-job Training

The most frequently used method in smaller organizations is on-the-job

training. This method uses skilled and experienced managers or supervisors
to give training to less skilled and inexperienced employees. This type of
training often takes place at the work place in informal manner.

ii. Demonstration
This method is a visual display of how something works or how to do
something. In order to be more effective, demonstration method should be
accompanied by the discussion or lecture method. To carry out an effective
demonstration, a trainer first prepares the lesson plan by breaking the task to
be performed into smaller modules, easily learned parts. Then, the trainer
sequentially organizes those modules and prepares an explanation for why
that part is required.

iii. Job Instruction Training

Step by step structured form of on-the-job training method in which a trainer

prepares a trainee with an overview of the job, its purpose, and the results
desired, demonstrates the task and allows the trainee to mimic the
demonstration on his or her own, and follows up to provide feedback and
help.

iv. Vestibule Training

Vestibule training is a type of instruction using a vestibule, a small area away

from the actual worksite, consisting of training equipment exactly duplicating
the materials and equipment used on the job (Cascio, 1991). The purpose of
vestibule training is to reproduce an actual work setting and place it under the
trainer's control to allow for immediate and constructive feedback. Training
vestibules are useful because they allow trainees to practice while avoiding
personal injury and damage to expensive equipment without affecting
production.

v. Apprenticeship

Apprenticeship is one of the most successful methods one can use to develop
new skills, especially in a highly technical craft. It generally includes full-
time, on-the-job experience. One can learn to do job while performing the
required tasks. The employee is placed under the oversight of a skilled trainer
or journey-worker. Benefit of apprenticeship is having a stipend during
training. At the same time the employee can also receive diploma engineering
traineeailed training by taking specific, technical classes that are directly
related to the new job position. By focusing heavily on hands-on work
experience and diploma engineering traineeailed classroom study, long term
success is the usual result for anyone truly dedicated to their work.
Apprenticeship programs create some of the most highly-skilled, highly-paid
individuals.

vi. Job Rotation

An organized and helpful way to develop talent for the management or

executive level of the organization is job rotation. It is the process of
preparing employees at a lower level to replace someone at the next higher
level. It is generally done for the designations that are crucial for the effective
and efficient functioning of the organization

CHAPTER 3

OGANAIZATIONAL STRUCTURE AND

PRODUCT PROFILE

3.0 Overview

Neo Structo Construction Ltd. is one of the premium mechanical construction

company based in Surat and has presence all over India. The company is
certified by ISO 9001-2000 specifications and has thirty two years of
construction experience. This chapter looks into the structure of the company,
the department wise diploma engineering traineeails, and charts of overall
organization, individual departments and the process flow between the
organizations.

3.1 The structure of the company

The structure of the company is as follows:

Figure 3.1: Structure of the company

The Organogram begins with the company head Chairman Managing

Director and under him are the Directors of the company handling the various
departments. The Construction department is handled by Dir. Construction
who is also responsible for the Contracts and Material department mainly
dealing with the purchase of materials, procurement, handling, signing new
contracts and deals etc. The Director for commercial manages all the
activities relating to Finance and Commercial, all the employees under both
the department’s report to the director. All the activities relating to the human
resource department is managed by the Dir. human resource who handles the
administration and the Training and Development departments under him.
Director for Project Infrastructure manages the QHSE and Operation and
Equipments department.

A well organized structure where in the chairman and managing director

aware about all the activities taking place within the organization. The
management of information system department makes the task even easier.
Meetings are conducted on a day to day basis in the departments whenever
necessary facilitating the managers a complete control over the sub ordinates.

3.1.1 Organizational Composition

The asset of any organization is its staff. In Neo Structo Constructions Ltd.
there are mainly eight important departments and these include Project
department consisting of five employees, Contracts department with seven,
Execution department with one hundred and seventy human resource
employees, Planning department with twenty nine, Quality control and
Assurance with one hundred and thirteen employees, Finance and accounts
department with twenty four, Human Resource department with six and I.T
department is managed with four employees.

3.2 Department Details

The company has 8 functional departments:

i. Information Technology

ii. Human Resource

iii. Finance and Accounts

iv. Quality control and Assurance

v. Planning

vi. Execution

vii. Contracts

viii. Projects

3.2.1 Information Technology Department

The department is handled by I.T Engineer who reports and is supervised by

the senior vice president. The engineer manages less than five employees
under him and manages the overall activities related to I.T in the company.
The decisions relating to his department is taken by the engineer with regards
to the subordinates under him. The engineer is involved in the employee
selection, career development.
 Figure 3.2: I.T Department

3.2.2 Human Resource Department

Neo Structo Construction Ltd. is basically a human resource oriented

company, Human resource is one the most important departments of the
company. The department deals with:

i. Selecting the most suitable employee to the vacant post,

ii. Recruitment

iii. Training the employees on the basis of leadership, motivational,

behavioral, team building skills

iv. Monitoring the work of the employees

v. Catering to the needs of the other departments

 Figure 3.3: Human Resource Department

The deputy general manager handles all the matters regarding the human
resource department. The major functions of a manger are:

i. Proper planning and implementation of human resource strategies

ii. Smooth running of the human resource development measuring
systems
iii. Ensure activities meet with and integrate with organizational
requirements for quality management, health and safety, legal stipulations,
environmental policies and general duty of care.
iv. Serves as an effective link between employees and management

The executives to the deputy general manager executes all work, the main functions
are: Coordinates, negotiates and liaises with employment and advertising
agents, advertisement recruitment and interview schedules .Conducts human
resource interviews & arranges interviews for management levels. Prepares
Letter of Offer to selected candidates and Letter of Rejection to unsuccessful
candidates. Conducts exit interview .Transfer of staff.

The Human resource Assistant mostly regards to administrative work and

keeps employee records up-to-date by processing employee status changes in a
timely manner. Ensure all Workers’ Compensation claims documentation is
completed and provided to insurer; assist with the administrative duties of the
appraisal and salary review process. Maintains leave records of the employees.

3.2.3 Finance and Accounts Department

There are about 24 employees who work under this department. It deals with
all the activities relating to the finance and accounts department such as
graduate engineering trainee and expenditures, variance, reporting, and
recommendations. Setup processes and guidelines for smooth functioning of
the department and its internal control. Matters relating to audit and its
statutory compliance. Financial approval from the Board, timely highlighting
financial issues to the Board. Perform general accounting functions, including
operation of the general ledger system, journal entries, and month-end close
work. Support and assistance to the management for corpus fund planning
including investments, monitoring, aligning with graduate engineering
trainees, tax issues. With help of external consultants, oversee human
resource activities and labour law compliance.

Figure 3.4: Finance and accounts department

The financial manager reports to and is supervised by the senior vice

president. The assistants come under the manger. The manager handles all the
activities relating to the subordinates, monitor and effectively graduate
engineering trainee the work done through assistants.

3.2.4 Quality Control and Assurance Department

The department frame out the Project Quality Plan fully in compliance with
the organization’s quality management system as well as the customer’s
project-related requirements. Develop and maintain an effective project
documentation system including preparation, preservation, compilation,
retention and submission of inspection and test reports and also internal
reports including ISO documentation. Primarily responsible to ensure that all
products supplied and/or services provided to customers meet their
requirements, statutory or regulatory requirements and any other
requirements considered necessary by the organization. Overall responsible
for inspection, welding and functions for the particular project and also for
ensuring conformity of the purchased project materials/product to project
requirements. To maintain all required Codes, Standards, Specifications,
Procedures and other documents at the project site. Interact with Customer’s
Quality Representatives, Third Party Inspection Agencies (TPIA) and the
organization’s Corporate Quality Department to discuss and resolve quality
related issues as required. To prepare for and represent the organization
during all internal, customer and third party quality system audits.
 Figure 3.5: Quality control and Assurance Department

The senior. Manager is the head of the quality department, he supervises the
Senior. Engineer, Engineer, Junior. Engineer graduate engineering trainee
and diploma engineering trainee. Purpose is to implement the organization’s
Quality Management System (quality management system) in project sites
where more than one projects may be executed for one or more clients
simultaneously. As the Field Quality Manager, guide and oversee the
functions of various Project Quality Managers/In charges of different
projects/jobs in the particular site. Responsible for ensuring that the Project
Quality Plan is prepared and implemented in full compliance with the
organization’s quality management system as well as the customer’s project-
related requirements. Responsible for ensuring preparation, review and,
where required, approval of project quality documents including welding and
Non Destructive Examination (NDE) procedures, job procedures, quality
plans, work instructions or any other quality related documents. Develop and
maintain an effective project documentation system including preparation,
preservation, compilation, retention and submission of inspection and test
reports and also internal reports including ISO documentation. Primarily
responsible to ensure that all products supplied and/or services provided to
customers in all projects meet expressed or implied requirements, statutory or
regulatory requirements and any other requirements considered necessary by
the organization. Overall responsible for inspection, welding and NDE
functions carried out at different project sites and also for ensuring
conformity of the purchased project materials/product to project
requirements. To make available and maintain all required Codes, Standards,
Specifications, Procedures and other documents at the project site. Interact
with Customer’s Quality Representatives, Third Party Inspection Agencies
(TPIA) and the organization’s Corporate Quality Department to discuss and
resolve quality related issues as required. To prepare for and represent the
organization during all internal, customer and third party quality system

3.2.5 Planning Department

The department is responsible for the preparation of dynamic project

schedule for creating clear and attainable project objectives, building the
project requirement, managing the triple constraints for projects, which is
cost, time and scope, development and analysis of project schedules, time
impact and delay analysis and review of periodic schedule updates. It also
looks into the preparation of projected cash flows and evaluation of actual
cash flows vs. graduate engineering trainees. Co-ordination between different
project disciplines, client, sub-contractors, vendors etc. Providing trouble
shooting support and guidance to the planners whenever required are some of
the purpose of the planning department.
 Figure 3.6: Planning Department

The Deputy Manager, engineer, senior. Engineer reports to the senior.

Manager. The engineer coordinates between different project disciplines,
client, sub-contractors, vendors etc. He is responsible for the overall
planning, development and monitoring of a small/medium sized project.
Junior engineer is responsible for the planning documentation work,
preparation of plan from master project schedule and to record and assess the
effects of project schedule changes. He is responsible in monitoring the
performance of Sub Contractors and production analyst and assists in
preparation of job invoices and reconciliation for closure of project, also
responsible for the overall planning, development and monitoring of a small
sized project.

Trainee Engineer is responsible for the entire documentation work and in

assisting in preparation of Work Plan, Bill of Quantities and work front
availability, he prepares daily/weekly/monthly progress report based on the
production.

The deputy manager supervises the engineer, junior Engineer, trainee

engineer and the senior engineer. He is responsible for the preparation of
dynamic project schedule, tracking and monitoring the schedules and
analyzing the variance. Estimation of resources and allocation of cost for
each activity and managing the project graduate engineering trainee,
preparation of projected cash flows and evaluation of actual cash flows vs.
graduate engineering trainees he is responsible for the preparation of project
planning documents like progress “S” curve, Gantt chart etc required for the
project. Co-ordination between different project disciplines, client, sub-
contractors, vendors etc. Providing trouble shooting support and guidance to
the planners where required. The manager facilitates all the necessary
requirements of his seniors.

3.2.6 Execution Department

The Execution department is the biggest department of the company

employing one hundred seventy three employees. The department plans and
manages all activities of project execution running all over India and after
sale services with quality, time saving within minimum cost. Modification of
tools, to fulfill requirements of junior employees and coordinate with
directors, clients, vendors and participates in contract structuring and
negotiations and organize cross-functional activities, ensuring completion of
the project (i.e. product on schedule and within graduate engineering trainee
constraints). The department serves as an in-house project consultant from
evaluating needs and vendors to planning and directing implementation
efforts.
 Figure 3.7: Execution Department

The complete control of the department is taken up by the Senior Manager

under who is the senior. Engineer and Deputy Manager. The senior engineer
has junior engineers and diploma engineer trainees and graduate engineer
trainees under him. The deputy manager handles his duties with the help of
Assistant Managers under him.

3.2.7 Contracts Department

Contracts Department consists of seven employees. The main functions of
this department are contract formulation, contracts administration,
amendments & variations, procurement experience, tendering, purchasing,
negotiation, commercial evaluation, expediting, inspection & logistics
coordination, tax-exemption, documentation, invoice processing & claims,
tender plan. The department also looks into developing strategic plans, cost
saving initiatives, business process improvements, procurement procedures,
tender plans, technical & commercial clarifications, evaluation report,
commercial bid evaluations and award recommendations.
 Figure 3.8: Contracts Department

The department is handled by Senior Engineer and under him the Engineers,
junior engineer and graduate engineer trainees.

3.2.8 Projects Department

A department consisting of five employees. Senior Engineer being the head
of the department and under him is the engineers, junior engineers, diploma
graduate engineer.
 Figure 3.9: Projects Department

CHAPTER 4

RESEARCH METHODOLOGY

4.0 Overview

This chapter looks into the problem identified in the study conducted by the
researcher and also looking into the literature review regarding the topic of
study thereby understanding the significance, scope and objective of the
study. An insight into the methodology used by the researcher is also dealt
with in this chapter.

4.1 Statement of the Problem

To study and understand the organizational structure, various departments,

their functions. The study also included finding out the gap between the
required skills of the employees and the actual skills possessed by them, this
gap was identified to be filled with appropriate training since there was no
specific method that was followed for training of the employees there aroused
a problem.

4.2 Literature Review

In a mechanical construction company with relatively large human

resource base the quality of employees and their development through
training and education are major factors in determining long-term
profitability. In the study conducted by Iranian health managers titled
“Training Evaluation” by Maye Omar, Nancy Gerein, Ehsanullah Tarin,
Christopher Butcher, Stephen Pearson and Gholamreza Heidari in 2009 has
clearly given that training process should start with the assessment of the
skills and knowledge needed to achieve organizational objectives. Also
mentions that if training is appropriate, the selection of the most suitable
participants is the next essential stage in the process. After clarifying the
organizational purpose, suitability and audience, the objectives of the training
program can be developed and the most appropriate way to evaluate training
outcomes can be selected.

It is an essential need for every organization to have well trained

manpower to perform various activities hence training is essential even if the
employees fully meet the job demands, in the study conducted by Col. VRK
Prasad, had mentioned in an article of HRM Review, August 2007 that due to
constantly changing business models and technological advancements is the
key reason which necessitate possession of different skills set by the
employees this has made the jobs increasingly complex.

The role of various training programs in human resources has gained

prime importance these days in a study by AK Mukherjee mentioned in an
article of HRM Review, August 2007 from the time of conception of any
organization there is a need for training and development of manpower. With
more & more outsourcing of jobs the role of training and development is
getting extended. Many skills are becoming obsolete and therefore training &
development has taken the complex form of total knowledge management of
manpower at various levels of operation.

In an article written by Kerka Sandra (1997) “Adult Education for

Social Change” ERIC Digest No. 185 mentions that knowledge and skill can
be improved by attending training, referring journals. In his study he found
out that the scientists believed that working in specialization would certainly
enhance the knowledge and skills of the employees. The scientists identified
that many constraints such as not working in specialization, frequent
transfers, attending more administrative work, intersection transfers and no
recognition for the work, which prevents them in up-dating their research
knowledge and skills.

Vivekan and had stated in an article of HRM Review, July 2007 that the
term ‘induction’ or ‘welcome on board’ is used to describe the process
whereby the new hires are introduced to their jobs and inducted into the
working environment. Generally all organizations large or small tend to have
some form of an induction program that takes care of on boarding issues of
their new hire. Induction is the formal way of introducing a new employee to
the organization & its ways of functioning. On the whole the induction
process is a critical activity from the organization’s point of view & should
be handled with care to build the right impression about the organization &
the job that the new incumbents would be taking up.

4.3 Significance of the Study

Organizational study helps in understanding various aspects of the working of

organization. It helps in learning about the structure of organization and the
line of command present in the organization. It makes the duties and role of
each level of management. In organizational study the product profile,
departments and functions of the departments are also studied. Skills
enhancement and appropriate training would help in setting up of a
competent work force, provide sense of satisfaction, and help in increasing an
employer commitment to Neo Structo Constructions Ltd. Training programs
increases communication between different levels of an organization. Any
 deficiency in processes and jobs are eliminated and those close to production
processes become involve in the management.

4.4 Scope of the Study

In the future the study has immense scope as from the results of this study,
the present condition can be clearly understood by the management and in
future when some training programs or plans come the management can use
the recommendations from the study and can formulate the best possible
training program to fill the gap between the needed skills and possessed skills
by the employees which in turn increases their efficiency and finally benefits
the organization in the long run.

4.5 Objective of the Study

To study about the mechanical construction industry and to understand the
organizational structure and project of Neo Structo Construction Ltd.

To find and understand the existing skills of the employees, suggest an

alternative method for skill enhancement of the employees and understand
the job requirement according to the job description thereby measure the gap
between standard set and existing skills of the employees in Neo Structo
Constructions Ltd.

4.6 Nature of the research

The study based on the analysis of existing skills of the employees for skill
enhancement is descriptive in nature.

4.6.1 Descriptive research

Descriptive study is a fact-finding investigation with adequate interpretation.

It is the simplest type of research. In this study the facts are investigated with
the help of two sets of structured questionnaire. One questionnaire is indented
for the workers on the shop floors who carry out the production function and
 the next questionnaire is intended for the loading workers. A sample of
workers is chosen and each one of the sample are interviewed and their
responses are noted or recorded using the questionnaire. Then this data
recorded in the questionnaires are analyzed using the statistical tools to reach
at conclusions and findings.

4.6.2 Research approach

There are two approaches to research namely quantitative approach and

qualitative approach. In the quantitative approach, the research is based on
measurable quantities. Therefore, the data, in this approach can further be
classified in to inferential, experimental and simulation approaches. In this
approach a sample is selected from the population and it is studied to
determine the characteristics.

In the qualitative approach, the research is based on subjective assessment of

attitudes, opinions, and behaviours. Research in such situation is a function of
researcher’s insight and impressions. Such an approach to researches
generates results either in non qualitative form. In this study a quantitative
research is done as qualitative research takes very long time span to
complete.

4.7 Population

In the shop floor of Neo Structo Construction Ltd. there are 500 employees
spread over various departments such as execution with the highest number
of workers 173, contracts department with 7, planning with 29, quality
control and assurance having 113, human resource consist of 6, finance with
10, information technology with 6 and the rest with the management
information systems department.

4.8 Sampling

Out of the five hundred workers on the shop floor of all the eight departments, a
sample size of 50 employees was selected. This sample included twenty one workers
from execution department, six from finance and accounts department, four and five
 from information technology and contracts, three from quality control and assurance
department and eleven from the planning department.

Sources of Data
The main sources of the data are primary data, secondary data and questionnaires.

4.8.1 Primary data

Primary data is collected by interview of employees and by a structured

questionnaire.

4.8.2 Secondary data

Secondary data is documents from the company such as the brochure of the
company and details acquired by interviewing the managers and supervisors.
Tool used for analysis and interpretation is MS Excel.

4.8 Data Collection

4.9.1Questionnaires

In this method a questionnaire is sent to the head of the department concerned

with a request to answer the questions and return the questionnaire. A
questionnaire consists of a number of questions printed or typed in a definite
order on a form or set of forms.

4.9 Data Analysis and Interpretation

Method of sampling

The sampling technique used is simple random sampling. A simple random

sampling is a sample generated by a process that guarantees, in the long run, that
every possible sample of a given size will be selected with known and equal
probability.

Tools Applied
 Classified and Tabulated data have been presented using various diagrams like bar
charts, pie charts.

i. Percentage Analysis

Percentages are often used in data representation for they simplify numbers reducing
all of them to a 0 to 100 range. Through the use of percentages the data are reduced
in the standard form with the base equal to 100 which in part facilitates relative
comparison.

ii. Composite Indices

Composite index has been applied for ranking questions. Composite indices are
calculated by assigning value according to the rank difference in opinion of the
respondents.

Once the values are assigned for each skill the score is taken. The process is required
for each opinion. Composite index is derived at, by totaling the scores.

The opinion with the highest composite index is said to be the most important one
and hence is ranked one and with the least composite index is said to be the least
important and secures the lowest rank.

4.11 Limitations of the study

i. Information collection was limited to some extent due to the work load
of certain departments

ii. Employees may not respond truly due to fear of management.

iii. Inadequacy of time

 iv. Confidential nature of information

v. Certain response were biased

vi. Few responses were reluctant to give answers

CHAPTER 5
ANALYSIS AND INTERPRETATION

5.0 Overview
This chapter is an analysis of data collected from the respondents. By analysis and
interpretation of the data the researcher gets insights into the information regarding the skills
that an employee posses and scope for training required to develop and sharpen the skills in
order to match the job description. Analysis of the data and interpretation is the most
important event in every dissertation. For this purpose the data is analyzed by assigning
weights to the most important skills that are required to carry on the department effectively
on a five point scale. The most important skill in any department is Leadership skill so it is
weighted 5. Personality of employee is very important in order to create good working
condition; therefore Personality Building is ranked 4. The barrier in delegation is
communication and other corporate skills that are required for the job title, hence
Communication and Corporate Skills are given a weight age of 3. The success of an
organization lies in proper coordination of all the departments and lead together as a team to
achieve the organizational goals, thus Team building is weighted 2 and Behavioural and
Motivational skills are weighted 1.

5.1 Assessment of the distribution of the respondents

Being a mechanical construction company the main departments are Finance and Accounts,

Information technology department, Contracts Department, Quality control and Assurance

Department, Execution Department and Planning department. The following table gives the

number of respondents chosen as sample.

Table 5.1: Assessment of the distribution of the respondents

SI.No. Departments No. Of Respondents Percentage (%)

1. Finance and Accounts 6 12
2. Information Technology 4 8
3. Contracts 5 10
4. Quality Control and Assurance 3 6
5. Execution 21 42
6. Planning 11 22
TOTAL 50 100

Figure 5.1

Assessment of the distribution of the respondents

Interpretation:

From the assessment of distribution of respondents reveals that 42% of the respondents fall

under the execution department followed by planning department with 22% ,12% of

respondents are from the Finance and Accounts department,8% fall under the I.T department,

10% Contracts department, least number of respondents consisting of 6% under the Quality

Control and Quality Assurance department. This shows that execution department is the

largest and one of the most important departments in a mechanical construction company.

5.2 Total Assessment Matrix based on Job Description of Finance Department

The required assessment matrix is found out by multiplying the weights that are assigned to

each skill and 1 is considered as the maximum score for the skill possessed by the employee.

A gap is found out by comparing the total assessment matrix table to existing skills table and

missing skills table.

Table 5.2

Total Assessment Matrix based on Job Description of Finance Department

Required Skills Weights Max. Score Assessment Matrix

1. Manage people 5 1 5

2. Motivational skills 1 1 1

3. Convincing people 5 1 5

4. Leadership skills 5 1 5

5. Good listener 2 1 2

6. Basic computer skills 3 1 3

7. Good communication skills 3 1 3

8. Adaptable 4 1 4

9. Calm minded 4 1 4

10. Foresightedness 5 1 5

11. General awareness and 3 1 3

updated
Total 11 40

Figure 5.2
 Total Assessment Matrix based on Job Description of Finance Department

Interpretation

In the figure x-axis measures the different skills that are required to be possessed by the
employees of finance department. 5 represents the leadership skills, 4 represents personality
building skills of the employees, 3 communication and corporate skills, 2 team building and 1
behavioural and motivational skill. The figure shows the total required skills of an employee
according to the job description of finance department.
5.2.1 Existing Skills assessment table of finance department

Out of the total assessment matrix, the existing skills of finance department are computed
below in order to understand the gap between existing skills required and the missing skills.

Table 5.2.1

Existing Skills assessment table of finance department

Existing Skills Weights Max. Score Assessment Matrix

1. Manage people 5 1 5

2. Motivational skills 1 1 1

3. Convincing people 5 1 5

4. Leadership skills 5 1 5

5. Good listener 2 1 2

6. Foresightedness 5 1 5

Total 6 23

Table 5.2.1
 Existing Skills assessment table of finance department

Interpretation

In the figure the existing skills possessed by the employees are shown. 22% of the employees
possess management skills, leadership skills, foresightedness, convincing skills, and 8 %
listening skills, 4% motivational skills.

The total maximum score is 6 and assessment matrix total is 23. By comparing table 5.2 and
5.2.1 a gap is identified between the actual skills and existing skills.

Gap = Expected score – Actual score

Or

Gap = Expected Assessment Matrix – Actual assessment matrix

Gap: (11-6) =5 and 40-23 = 17

Table 5.2.2
 Missing skills assessment table

Missing Skills Weights Max. Score Assessment Matrix

1. General awareness and 3 1 3

updated

2. Good communication skill 3 1 3

3. Adaptable 4 1 4

3 10

Figure 5.2.2

Missing skills assessment table

Interpretation:

The figure shows the missing skills of finance department are adaptable skills,

communication skills, and general awareness. 4 represent the personality building skills and 3

communication and corporate skills.

 Table 5.2.3

Distribution of Training Requirement of Finance Department

Particulars No. of Respondents Percentage

YES(1) 18 72
NO(0) 7 28
25 100

Figure 5.2

Distribution of Training Requirement of Finance

Interpretation

The figure reveals that out of 25 respondents 72% requires training and the rest that is 28 %

do not need training.

Table 5.3: Total Assessment matrix based on job description of Information technology
Department

The required assessment matrix is found out by multiplying the weights that are assigned to

each skill and 1 is considered as the maximum score for the skill possessed by the employee.

A gap is found out by comparing the total assessment matrix table to existing skills table and

missing skills table.

Table 5.3

Total Assessment matrix based on job description of Information Technology

Department

Skills Required Weights Max. Score Assessment

Matrix

1.Basic electronics Knowledge 3 1 3

2.Awareness of systems 3 1 3

3.Excellent communication skills 3 1 3

4.Coordinate complaints regarding the 2 1 2

system

5.Maintenance of the system 3 1 3

6.Experience 3 1 3

Total 6 17

Figure 5.3

Total Assessment matrix based on job description of I.T Department

Interpretation

In the figure x-axis measures the different skills that are required to be possessed by the
employees of information technology department. 3 represents communication and corporate
skills and 2 team building. The figure shows the total required skills of an employee
according to the job description of information technology.

5.3.1 Existing Skills assessment table of information technology department

Out of the total assessment matrix, the existing skills of information technology department
are computed below in order to understand the gap between existing skills required and the
missing skills.

Table 5.3.1

Existing skills assessment table of Information technology Department

Existing Skills Weights Max. Score Assessment

Matrix

1.Basic electronics Knowledge 3 1 3

2.Awareness of systems 3 1 3

3.Experience 3 1 3

Total 3 9

Figure 5.3.1

Existing skills assessment table of Information technology Department

Interpretation
In the figure the existing skills possessed by the employees are shown. 33 % of the
employees possess awareness of systems and experience and 34 % possess basic electronic
knowledge.

The total maximum score is 3 and assessment matrix total is 9. By comparing table 5.3 and
5.3.1 a gap is identified between the total skills required and existing skills.

The figure shows the existing skills possessed by the employees. The total maximum score is
3 and assessment matrix total is 9. By comparing table 5.3 and 5.3.1 a gap is identified.

Gap = Expected score – Actual score

Or

Gap = Expected Assessment Matrix – Actual assessment matrix

Gap: (6-3) =3 and (17-9) = 8

Table 5.3.2

Missing Skills assessment table of I.T Department

Missing Skills Weights Max. Score Assessment

Matrix

1.Maintenance of the system 3 1 3

2.Good communication skills 3 1 3

3.Coordinate complaints regarding the 2 1 2

systems

Total 3 8
 Figure 5.3.2

Missing Skills assessment table of Information technology department

Interpretation

The figure shows the missing skills of information technology department are coordinate

complaints regarding the system, good communication skills and maintenance of the system.

3 represent the personality building skills and 2 team building.

Table 5.3.3

Distribution of Training Requirement of Information Technology Department

Particulars No. of Respondents Percentage

YES(1) 13 72
NO(0) 5 28
18 100
 Figure 5.3.3

Distribution of Training Requirement of Information Technology Department

Interpretation

The above table reveals that out of 18 respondents that is72% requires training and the rest

28% do not require training.

 Table 5.4: Total assessmant matrix based on job description of Contracts Department

The required assessment matrix is found out by multiplying the weights that are assigned to

each skill and 1 is considered as the maximum score for the skill possessed by the employee.

A gap is found out by comparing the total assessment matrix table to existing skills table and

missing skills table.

Table 5.4

Total assessmant matrix based on job description of Contracts Department

Skills Required Weight Max. Score Assessment

Matrix

1. Ability to handle Contract 2 1 2

correspondence

2.Team player and self-independent 2 1 2

3.Good communication skills 3 1 3

4.Basic IT skills 3 1 3
 6. Ability to handle disputes 5 1 5

7.Team player 2 1 2

8. Self-motivated 1 1 1

Total 7 18

Figure 5.4

Total assessmant matrix based on job description of Contracts Department

Interpretation

In the figure x-axis measures the different skills that are required to be possessed by the
employees of information technology department. 1 represents behavioural and motivational
skills, 2 team building, 3 represents communication and corporate skills and 5 leadership
skills. The figure shows the total required skills of an employee according to the job
description of contracts department.
 Table 5.4.1

Existing skill assessment table for Contracts Department

Existing Skills Weight Max. Score Assessment

Matrix

1. Ability to handle Contract 2 1 2

correspondence

2.Basic IT skills 3 1 3

4.Self-Motivated 1 1 1

Total 3 7

Figure 5.4.1

Existing skill assessment for Contracts Department

Interpretation
In the figure the existing skills possessed by the employees are shown. 33 % of the
employees possess ability to handle contract correspondence, 50% with basic Information
technology skills, 17% are self-motivated.

The total maximum score is 3 and assessment matrix total is 7. By comparing table 5.4 and
5.4.1 a gap is identified between the total skills required and existing skills.

Gap = Expected score – Actual score

Or

Gap = Expected Assessment Matrix – Actual assessment matrix

Gap: (8-4) =4 and (20-9) = 11

Table 5.4.2

Missing Skills assessment table of Contracts Department

Skills Required Weight Max. Score Assessment

Matrix

1.Team player and self-independent 2 1 2

2.Good communication skills 3 1 3

3. Ability to handle disputes 5 1 5

4.Team player 2 1 2

5. Self-motivated 1 1 1

Total 5 13

Figure 5.4.2

Missing Skills assessment of Contracts Department

Interpretation

The figure shows the missing skills of contracts department are team player and self

independent skills, good communication skills, ability to handle disputes, self motivated. 3

represent the personality building skills and 2 team building,1 behavioural and motivational

skills,5 for leadership skills.

Table 5.4.3

Distribution of Training Requirement of Contracts Department

Particulars No. of Respondents Percentage

YES(1) 16 64
NO(0) 9 36
25 100

Figure 5.4

Distribution of Training Requirement in Contracts Department

Interpretation

The above figure reveals that out of 25 respondents 64% requires training and 36% do not

require training.

Table 5.5: Total assessmant matrix based on job description of Quality control and

Assurance department

The required assessment matrix is found out by multiplying the weights that are assigned to

each skill and 1 is considered as the maximum score for the skill possessed by the employee.

A gap is found out by comparing the total assessment matrix table to existing skills table and

missing skills table.

 Table 5.5

Total assessmant matrix based on job description of Quality control and Assurance

department

Skills Required Weight Max score Assessment

matrix

1. Excellent Interpersonal and Negotiation 4 1 4

Skills.

2.Team player 2 1 2

3.Self-motivated 1 1 1

4.Good communication skills 3 1 3

5.Basic IT skills 3 1 3

Total 5 13

Figure 5.5

Total assessmant matrix based on job description of Quality control and Assurance

department
Interpretation

In the figure shows the different skills that are required to be possessed by the employees of
Quality control and Assurance department. 1 represents behavioural and motivational skills, 2
team building, 3 represents communication and corporate skills. The figure shows the total
required skills of an employee according to the job description of the department.

Table 5.5.1

Existing Skill assessment table of Quality control and Assurance Department

Existing skills Required Weight Max score Assessment

matrix

1.Good communication skills(3) 3 1 3

2.Basic IT skills(3) 3 1 3

Total 2 6

Figure 5.5.1

Existing Skill assessment table of Quality control and Assurance Department

Interpretation

In the figure the existing skills possessed by the employees are shown.50 % of the employees
possess basic IT skills, 50% with good communication skills.

The above table shows the existing skills possessed by the employees. The total maximum
score is 2 and assessment matrix total is 6. By comparing table 5.5 and 5.5.1 a gap is
identified.

Gap = Expected score – Actual score

Or

Gap = Expected Assessment Matrix – Actual assessment matrix

Gap: (5-2) = 3 and (13-6) = 7

Table 5.5.2

Missing Skills assessment table of Quality Control and Assurance Department

Missing Skills Weight Max .Score Assessment

 matrix

1.Team player 2 1 2

2.Self-motivated 1 1 1

3.Good communication skills 3 1 3

Total 3 6

Figure 5.5.2

Missing Skills assessment table of Quality Control and Assurance Department

Interpretation

The figure shows the missing skills of quality control and assurance department are team

player and self motivated, good communication skills. Here 3 represent the personality

building skills and 2 team building,1 behavioural and motivational skills.

Table 5.5.3
 Distribution of Training Requirement of Quality Control and Assurance Department

Particulars No. of Respondents Percentage

YES(1) 8 53.3
NO(0) 7 46.6
15 100

Table 5.5.3

Distribution of Training Requirement of Quality Control and Assurance Department

Interpretation

The above table reveals that out of 15 respondents 53.3% requires training and 47% do not

require training.
Table 5.5: Total assessmant matrix based on job description of Execution Department

The required assessment matrix is found out by multiplying the weights that are assigned to

each skill and 1 is considered as the maximum score for the skill possessed by the employee.

A gap is found out by comparing the total assessment matrix table to existing skills table and

missing skills table.

Table 5.5

Total assessmant matrix based on job description of Execution Department

Skills Required Weight Max. Score Assessment

Sore

1. Strategic Management skills 5 1 5

2. Civil experience managing multiple projects 3 1 3

3. Strong team-building and managerial skills 2 1 2

4. Good communication skills 3 1 3

5. Good computer skills 3 1 3

6. Excellent Interpersonal and Negotiation 5 1 5

Skills
7. Reliable, trustworthy and professional 1 1 1
person
8. Self-motivated 1 1 1

9. Flexible 2 1 2

10. Strong team-building and managerial skills 2 1 2

11. Knowledge of the technical vocabulary 3 1 3

common to the discipline

12. Knowledge of conformity standards in use 3 1 3

in area of expertise

13. Ability to apply project-handling concepts 3 1 3

in use in area of expertise.
Total 13 36
 Figure 5.5

Total assessmant matrix based on job description of Execution Department

Interpretation:

The x-axis shows the different skills that are required to be possessed by the employees of
executin department. 1 represents behavioural and motivational skills, 2 team building, 3
represents communication and corporate skills and 5 leadership skills. The figure shows the
total required skills of an employee according to the job description of execution department.
 Table 5.5.1

Exixting skill assessment table for Execution Department

Existing skills Weight Max. Score Assessment Sore

1. Civil experience managing multiple 3 1 3

projects
2. Good computer skills 3 1 3

3. Flexible 2 1 2

4. Knowledge of the technical vocabulary 3 1 3

common to the discipline

5. Knowledge of conformity standards in 3 1 3

use in area of expertise

Total 5 14

Figure 5.5.1

Exixting skill assessment table for Execution Department

Interpretation

In the figure the existing skills possessed by the employees are shown. Most of the employees
equally possess Civil experience managing multiple projects, Good computer skills,
Knowledge of the technical vocabulary common to the discipline, Knowledge of conformity
standards in use in area of expertise, flexibility. 3 represent communication and corporate
skills, 2 for team building.

The total maximum score is 5 and assessment matrix total is 14. By comparing table 5.6 and
5.6.1 a gap is identified.

Gap = Expected score – Actual score

Or

Gap = Expected Assessment Matrix – Actual assessment matrix

Gap: (13-5) = 8 and (36-14) = 22

Table 5.5.2

Missing Skill assessment table for Execution Department

Missing Skills Weight Max. Score Assessment Sore

 1. Strategic Management skills 5 1 5

2. Strong team-building and 2 1 2

managerial skills
3. Good communication skills 3 1 3

4. Good computer skills 3 1 3

5. Excellent Interpersonal and 5 1 5

Negotiation Skills
6. Reliable, trustworthy and 1 1 1
professional person
7. Self-motivated 1 1 1

8. Project Handlings skills 2 1 2

Total 8 22

Figure 5.5.2

Missing Skill assessment table for Execution Department

Interpretation

The figure shows the missing skills of Execution department are strategic management skills,
team building skills, computer skills, interpersonal skills, trustworthiness, project handling
skills, self motivated and good communication skills. Here 5 represents leadership skills, 3
represent the personality building skills, 2 team building and 1 behavioural and motivational
skill.

Table 5.5.3

Distribution of Training Requirement of Execution Department

Particulars No. of Respondents Percentage

YES(1) 57 56.4
NO(0) 44 43.5
101 100

Figure 5.5.3

Distribution of Training Requirement of Execution Department

Interpretation

The above figure reveals that out of 101 respondents 56.4% require training and 43.5% do

not require training.

Table 5.6: Total assessmant matrix based on job description of Planning Department

The required assessment matrix is found out by multiplying the weights that are assigned to

each skill and 1 is considered as the maximum score for the skill possessed by the employee.

A gap is found out by comparing the total assessment matrix table to existing skills table and

missing skills table.

Table 5.6
 Total assessmant matrix based on job description Planning Department

Skills Required Weight Max. Score Assessment

Score

1. Well organized 4 1 4

2. Good communication skills 3 1 3

3. Leadership skills 5 1 5

4. Team player 2 1 2

5. Excellent Interpersonal and Negotiation 5 1 5

Skills.
6. Reliable, trustworthy and professional 1 1 1
person
7. Self-motivated 1 1 1

Total 7 21

Figure 5.6.1

Total assessmant matrix based on job description

Interpretation

The figure shows the different skills that are required to be possessed by the employees of
executin department. 1 represents behavioural and motivational skills, 2 team building, 3
represents communication and corporate skills, 4 personality building and 5 leadership skills.
The figure shows the total required skills of an employee according to the job description of
execution department.

Table 5.6.1
 Existing Skill assessment table for Planning Department

Existing Skills Weight Max. Score Assessment

Score

1.Good communication skills 3 1 3

2. Excellent Interpersonal and Negotiation 5 1 5

Skills.
3.Reliable, trustworthy and professional 1 1 1
person
Total 3 9

Figure 5.6.1

Existing Skill assessment table for Planning Department

Interpretation

In the figure the existing skills possessed by the employees are shown. Most of the employees
possess excellent communication skills, interpersonal skills and trustworthiness.

The total maximum score is 3 and assessment matrix total is 9. By comparing table 5.6 and
5.6.1 a gap is identified.

Gap = Expected score – Actual score

Or

Gap = Expected Assessment Matrix – Actual assessment matrix

Gap: (7-3) = 4 and (21-9) = 12

Table 5.6.2

Missing skills assessment table for Planning Department

Missing Skills Weight Max. Score Assessment

Score

Well Organized 4 1 5

Leadership Skills 5 1 5

Team player 2 1 2

Self Motivated 1 1 1

Total 4 13
 Table 5.6.2

Missing skills assessment table for Planning Department

Interpretation

The figure shows the missing skills of planning department are leadership skills, team
building skills, self motivated skills and organizing skills. Here 5 represents leadership skills,
2 team building and 1 behavioural and motivational skill.

Table 5.6.3

Distribution of Training Requirement of Planning Department

Particulars No. of Respondents Percentage

YES(1) 30 57.6
 NO(0) 22 42.3
52 100

Table 5.6.3

Distribution of Training Requirement of Planning Department

Interpretation

The above figure reveals that out of 52 respondents 57.6% requires training and 42.3% do not

require training.