Jmijmr-V2-I1 2011

JM INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH (JMIJMR) ISSN 2229-4562 VOLUME -2 ISSUE -1 NOVEMBER, 2011
IDENTIFYING THE CONSISTENCY DEGREE AND SYSTEM DISTANCE OF THE PRESENT MAINTENANCE WITH THE TOTAL PRODUCTIVE MAINTENANCE (A CASE OF AN IRANIAN COMPANY)
Dr. Younos Vakil Alroaia Assistant Professor, Department of Management, Semnan Branch, Islamic Azad University, Semnan, Iran, P.O.Box: 35145-175, Phone: +989122316247, younos11@yahoo.com Somayeh Nasiri Master Student of Industrial Management, Semnan Branch, Islamic Azad University, Semnan, Iran Abstract: The present research is following to access to a principle preventive
and auto control maintenance and repair, objective, identifying the adaptability degree and determining the present maintenance system distance of the firm with the comprehensive profitable maintenance and repair. After this study, based on the elites view, six- fold variable, training, workers participants, total equipment effectiveness measurement, identifying the wastes and optimizing the processes were determined. The research questionnaire, based on the six fold variables corporate was prepared, set, distributed and then collected. Analyzing the research suppositions, by using the parametric statistics and one sample test was performed and for finding a significant deviation among the mean research variables rate, freedman test was used.The test result indicate that there is a significant relationship between the present training state, workers participants, total equipment effectiveness measurement, preventive and auto control maintenance , identifying the wastes and optimizing the processes at Azar Padideh firm maintenance and repair discipline with the total productive maintenance. Discipline desires. Also, the results indicate that there is a considerable distance between the present system of the firm maintenance and repair with the total productive maintenance.
Key works: Maintenance, Repair, Consistency Degree, TPM, Azar Padideh Co. Introduction The aim of this research is identifying the adaptability degree and determining the present maintenance and repair system distance of Azar Padide productive technical firm with the total productive maintenance. Sayyed Heseini (2005) has stated the principle
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Objective of the equipment repair and maintenance at a system as: prolonging the apparatuses life with the least cost and the most profitability since installing the machinery and during the production duration. Other Objectives including increasing the equipment and apparatus life, repair programs effectiveness, enhancing the profitability level, decreasing the apparatus halting and idleness hours, preventing of irreparable human, and material- intellectual losses, decreasing the spare parts consuming and producing costs, improving the products and work quality are among the Objectives of a repair and maintenance system ( shakeri, 2007) At this time, the productive plants undertake a heavy load at the marker for the competition. According to increasing the investments at the productive industries, also the limitations which exist at the raw materials and resource needed for production the profitability issue is one of the important parameters needed at this industries (Haj shir Mohammadi, 2003).One of the most important competition factors at the universal market is using the modern equipment and machinery and also improved automatic systems and investing at this regard. For this reason, the productive firms and institutes have attempted to enforce the work at their own management and to keep ready the machinery and equipment, operationally, to maintain the present state talents and ability and also to resist against the consequences arise from the economic oscillations. So the researcher with this motive and by selecting the topic, presenting the proper pattern of Azar Padideh productive firm maintenance system from the comprehensive profitable repair and maintenance method pursues to identify the losses and wastes and to decrease each of them with a new approach: the comprehensive profitable repair and maintenance (Sayyed Heseini 2005). Maintenance and repair are very important concepts and principles that the certainty and acting them cause to survive and continue the various production lines and decrease the costs. By being more complicates the means and facilities which are applied by human for meeting its own increasing needs, action of the optimal using and also being economic these means and facilities and machineries which are used at this course needs to minimally use them with the least cost and increase their effectiveness as much as possible, and enhance their useful life and decrease the total cost relating to the finished produces price, in this way (Yusefi, 2007). Azar Padideh productive firm is one of the big producer firms of kinds of oven- geyser refrigerator freezer and laundry machine that supplies 15 % internal requirements of the country. This firm along the various massive productions has the numerous productive lines and at each of them, also, a considerable number of machinery and equipment are operating until before 2008. Azar Padideh firm was performing the services and production line equipment and machinery repair by old and traditional methods. At the begin of decade 2004, the technical services liable and managers of the firm for accessing to the on- time production and increasing the production effectiveness and efficiency level specially the machinery
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used at the various parts, thought about designing and dismantling a system which is responsible for preventing from untimely facture of the machinery and equipment. After the necessary examinations and study, finally, in 2008, they succeed to designed dismount and culture the preventive repair and maintenance system (OM) . (R&D section of Azar Padideh ) In spite that it is less then three years when Azar Padideh productive firm has designed the productive repair and maintenance system and has used it at its own production line it looks that, this system was not the equipment and machinery repair and maintenance responsible system and this can cause to disorder at the production affaire. This research peruse , by determining the comprehensive profitable repair and maintenance adaptability degree, to specify the present distance maintenance and repair with the present preventive maintenance and repair and present the proper approaches for filling the present maintenance and repair distance of Azar Padideh productive firm with the proposed comprehensive profitable repair and maintenance paradigm and method. Mabudian and kheiri (2006) performed a study titled TPM organizing and planning and stated the result as: TPM is an approach that is used by the firms which are at the beginning of the combining and applying way the lean production techniques with the net experiences. Overall, TPM is a course, but not a destination. TPM is a continued improvement as a permanent process that leads to more efficiency and decreasing the non conformity costs. Planning and timing should be set at a comprehensive organization activities axis. By using the proper tools beside the skilful work force and enjoying the proper process, accessing to the objectives will be possible. Ahavi pour (2006) conducted a study titled strategic technical six- sigma for accessing to the comprehensive net and the result were stated as, that six sigma is an statistic concept and measures a process destructions amount. Objective of this is elucidating this issue that which factors cause to appear the defect at the apparatuses, systems and equipment and how and by which method and way, one can end to these factors forever. At one sentence, TPM is the extreme limit of output, up- dating, profitability and productivity. Ali zade , et, al. ( 2006) preformed a research titled presenting the comprehensive net repair and maintenance model for the meter industry and the research at this research, after introducing the metro industry net organization , introduced the net groups at the metro industry and by measuring the views form the major and minor wastes ( materials) expertise committees members, for distinguishing each of groups, they proposed executing the six sigma cycles by compiling and distributing the questionnaire and they presented the proposed pure net model after determining and twelve fold imaging of each group . The result attained from this research indicated that : executing the comprehensive Maintenance and repair model coused to significantly decrease the sustained control system errors , and caused to significantly decrease the reported
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destructions number per day, and caused to significantly decrease the reported system destructions number and finally, executing the TPM model coused to decrease the necessary spare parts number and special tools which dont have been accessed at the control section. When a machine or equipment is disabled or badly works or is demerged so that their work operation is delayed, is repaired, reformed, and/or basically repaired and returns to the operational conditions. The repair activities are reacting tonal and passive, that is, they are repaired when a wrong function happens. The wrong performance is specified when one of the equipment is disabled , works less than usual speed , its output quality is lower than standard, and/ or the users think the equipment which is at their access, is soon disabled. The repair group and repair workshop attempt to operate the machinery or equipment such that the equipment halting for continuing to serving is minimized (kazemi, kasai, 2011). The stages which are followed at repair are numerous and include the various classes. Figure 1 shows these stages, briefly (selected articles of the first net Conference, 1998).
Figure 1 process of maintenance of Azar Padideh co. Methods of doing the net activity at Azar Padideh firm are overall conducted in to three versions and are as follow: A- Routine repair and maintenance : This kind of net know as the mechanized maintenance and service or preventive Maintenance and repair , based on the planning's which are defined and exerted by the system is as that the maintenance and service agenda from the mechanized system is accessed it the line units that were previously refereed, and they perform the routine supervisions: daily, weekly , once per 15 days, monthly, three months, six months, nine months and annually cores pounding to the present numerous in striations and after approving the agenda by the executor person, the net system is accessed to the related supervisor and by that way, information enter the mechanized system. The executive instructions have two documentary and from kinds that the staff and line units identify these instructions respecting to performing or not executing the instructions. B- Usual or reformed: repair and maintenance : This Maintenance and repair kind , exactly corresponding to the work performing demand, after completing and its stages
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performing, from the service receiver unit reaches to the Maintenance and repair unit, and this system, after executing the activity kind, if it diagnoses that, the equipment requested for the repair has the allowable delay capability and/ or there is a possibility for displacing the similar equipment with the same specifications to the production line, it is placed at the repair row and at the anticipated timings, the necessary It is necessary to mention that , the activities doing stages and process, since presenting the technical services requesting to the repair units till ending the work , conduct 24 items. C- Compulsory repair and maintenance: The compulsory Maintenance and repair activities at the first dont need to request doing the work and complete it. Since announcing the apparatus destruction by each of the production units including by phone and/ or by presence to the repair sections supervisors, the related supervisors are bound to immediately take action for repairing and removing the problem existed for preventing the standstill at the production line by the workshops concentrated at each of the productive saloons. It is obvious that after ending the Maintenance and repair activity, at the appropriate time, the service receiving unit will take action to complete the technical services request and after approving doing the work by itself, it collects the corresponding supervisors conformation and delivers it to the Maintenance and repair unit to be entered at the system and be inserted and exerted as a part of the Maintenance and repair system performance balance sheet. D Other actions relating to the Maintenance and repair affair: luit ( 2003) Believes that we should decided on transferring the repair and maintenance to outside the organization and the costs relating to it and/ or creating the preventive repair and maintenance unit inside the organization. In this decision- making, it should be examined that the costs relating to the repair and maintenance mentioned , in the case of transferring is less than the repair and maintenance unseating casts inside the organization, in this case , the out sourcing is economic and it is better that in this regard the managers decided and take action. At Azar Padideh productive firm, it is also several years when this scientific- expertise advice has been attended and made decision. Based on interview that has been performed with the firm net supervisor, it has been indicated that a part of the repair and maintenance activities in this firm, at the present, is performed by the private section contract, including activities that are performed as outsourcing. A part of the machinery and equipment is related to press and color and static distemper (Azar Padideh firm repair and maintenance unit). In this research, six independence variables : training m workers participants, total equipment effectiveness measurement, preventive and auto control repair and maintenance , identifying the wastes a optimizing the processes have been used that support the comprehensive profitable net variable and also have been set as a basis for
designing the questionnaire. Also of these variables have corporate which have been written at the questionnaire questions. Based on the conducted studies and theoretical basis training variable is among principle variable at the comprehensive repair and maintenance and total productive maintenance. Training the equipment and machinery operators, extending the human resources skills, assessing and measuring the training courses which are executed for the repair and maintenance system workers and also the effectives of the trainings which are presented inside the organization as periodical trainings while serving and/or the trainings outside the organization as the expertise and classic ning have been transferred to the other. The workers participle actions are the same proposals number which the net unit personnel present it to improve the performance. Total equipment effectiveness operational definition refers to enhancing the profitability by decreasing the inputs and increasing the output. At the theoretical bases, the preventive and out- control repaired and maintenance definition refers to the activities set which are performed by the production personnel along mainlining from the equipment for preventing their destruction. Wastes are as an activity for which some resources are spent for but dont create any value. Optimizing the processes is, overall, as deleting the activities which are lack of value. So, this research is attempting to determine the present repair and maintenance system distance of Azar Padideh firm with the total productive maintenance. With this supposition that there is a significant relationship between the present situation of Azar Padideh firm discipline and the comprehensive profit repair and maintenance discipline needs and the weights of each examined factors are different. Organization, how much it is and whether the finding arised from the trai Research Methodology Research method has the spaced measured and descriptive nature. Because the comprehensive profitable repair and maintenances that are being examined are descriptive and for this reason that they will practically be taken action for collecting the information at Azar Padideh productive technical plant environment are considered as spaced. Also, based on the research objective, they are regained as applied. Respected research statistic cal society includes all managers, masters, supervisors and expert of Azar Padideh productive firm repair and maintenance system that contains 45 persons. Azar Padideh is one of the great producer firms: kinds of oven- geyser- refrigerator freezer and laundry machine that supplies a major part of the internal country requirements. The society volume number is about 45 persons. Forty five questionnaires were distributed among respondents that 37 persons presented the response. As a result one can say that the statistical sample of 37 persons from a 45- person society was attained that the proportion questionnaire regression coefficient is 82%. Tools for complicity the information include the questionnaire, interview, observation, library
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examination and documents and evidences. For examining the result attained from the questionnaires, at the first, the selections related to the questions were encoded and then data attained from questionnaires were encoded in the computer and by using the statistical soft ware ( SPSS) were analyzed. With regard to that, the sample number is more than 30 persons and there only was one respondent group and data have (normal) symmetry, parametric statistic and one sample T test were used. It is necessary to state, since the applied spectrum is 7- item, base of accepting the supposition has been set higher than the medium limit that is relatively high that has the rating 5. Empirical Result As shown in table 2 the mean factors is less than 5 and the base of accepting the suppositions by using Likert spectrum is higher than medium limit that is iteratively high, and also standard deviation of total mentioned factors between 0.69-1.13 , is less than 1.5 , by invoking to the descriptive statistical findings, supposition H1 is rejection. Therefore, there is a significant relationship between the present situation of training, workers participation, and total equipment effectives measurement, preventive maintenance, identifying the wastes and optimizing the processes variables at Azar Padideh firm with the total productive maintenance discipline requests. Table 2 analyzing the descriptive variables statistics
Corporate name mean experimental corporate Standard deviation optimizing the processes Identifying the wastes Preventive Maintenance measuring the equipment Experimental corporate 3.96 0.80 workers participation
Training
4.04 0.95
3.46 0.69
4.05 1.13
3.69 1.11
3.63 0.80
Table 3 Freedman test result about deviation among the research variable means rating
variable name optimizing the processes Preventive Maintenance Workers participants Training Total equipment effectiveness measurement Identifying the wastes Significance level (%) 1 1 1 1 1 Question Number 18 11 9 9 7 Mean Rating 5.95 4.84 3.27 3.15 2.15 Corporate Rating 1 2 3 4 5
1.65
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Ho: The suppositions priority is the same and there is not any significant deviation. H1: At least, two cases of the suppositions are different. Table 4 hypothesis analysis result by using T- test
Supposition (effective factors set ) Training workers participation Total equipment effectiveness measurement- identifying the wastes optimizing the processes Preventive Maintenance question number 61 mean experimental corporate 3.86 Total mean 235.40
According to the a table 4 , mean question experiment- to / corporate relating to the effective factors set of the research supposition by using T- test , shows 3.86 that is assessed less than the medium limit. This result has indicated that Azar Padideh firm repair and maintenances system, almost at all corporate relating to the six fold variables has weak point. Thus, overall, one can declare that the repair and maintenances system of this firm has necessarily not attended at training, workers participation total equipment effectiveness measurement Preventive Maintenance identifying the wastes and optimizing the processes variables field. Table5 Examining the overall result of the minor supposition by using T-test
Hypothesis Identifying the wastes Training Workers participation Total equipment effectiveness measurement Optimizing the processes Preventive Maintenance Total Mean 24.27 32.73 32.27 27.73 Q uestion Number 7 9 9 7 Mean Experimental 3.46 3.63 3.69 3.96 Ranking 1 2 3 4
72.78 44.62
18 11
4.04 4.05
5 6
According to freedmen test result and the result attained from T test , at the above table, it is observed that Azar Padideh firm at the equipment repair and maintenance system has paid the least attention to the training and identifying the wastes which are among the most principle total productive maintenance. Variable on the contrary, it has paid a rather good attention to the preventive and auto- control and optimizing the processes variable.
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Also, it has paid a rather little attention to the workers participation and total equipment effectiveness measurement Variable which this latter variable is among the most important variables at the total productive maintenance, in comparison to the preventive and auto- control and optimizing the processes variable. Table 6 Final result of analyzing the deductive statistics for the supposition and research variables
Row 1 2 3 4 5 6 7 Hypothesis Effective factors set Training Workers participation Equipment effectiveness measurement Preventive and auto- control Identifying the wastes Optimizing the processes Significant Level (%) 1 1 1 1 1 1 1 Test Result Rejecting the Ho Rejecting the Ho Rejecting the s Ho Rejecting the Ho Rejecting the s Ho Rejecting the Ho Rejecting the Ho T-Value -8.99 -10.265 -7.104 -7.834 -5.046 -13.390 -6.702
At the table 6 , also , test result at all variable shows rejecting Ho and t amount shows that Identifying the wastes and Training have been paid the least attention and after them total equipment effectiveness measurement and Workers participation variables comparing to Optimizing the processes and Preventive and auto- control repair and maintenances variables have not been paid enough attention. Conclusion With regarded to the performed tests, it can be deducted as that the respondents believe that Azar Padideh has paid a little attention to training, Workers participation, total equipment effectiveness measurement, preventive maintenances , Identifying the wastes and Optimizing the processes variables. Respondents actually believed that Azar Padideh firm, after the wastes identification variable at the productive lines machinery and equipment net system has paid the least attention to the training variable for the operator such as causing to understand the repair and maintenances bases, probation, courses out of the industry environment, enhancing the skill and knowledge level for receiving the training and technical certificates along of making effective the repair and maintenances activities. Also, at the field of providing the change at information, activities method, necessary and proper participation atmosphere, spreading the necessary relation and mixture between repair and maintenances structure and management firm structure, cooperation at executing the repair and maintenances plans at the various sections, supplying the repair and maintenances services and the proper relation with the contractors out of the industry and applying the proper objects and poleis that are consistent and coordinate with the net principles for deleting the wastes, it has not paid the necessary attention. Respond ants believed that Azar Padideh productive tedincal
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firm at the repair and maintenances system has paid a rather little attention to total equipment effectiveness measurement to the problems including being urgent disabled and short- time and partial halts, actual output speed in time. Wrong output, equipment and also exerting the proper management on the equipment and technical skill level of operator along the effective production performance. Azar Padideh firm at the repair and maintenances system has overall paid attention at a medium limit to the preventive and auto control repair and maintenances variable, that there is a significant difference for accessing to the comprehensive profitable repair and maintenances discipline requests. Also, Azar Padideh firm at the repair and maintenances system has paid the least attention to the wastes identification variable including the wasted times or halting with out planning, excess processes and re working, wasting servicing the repair and maintenances to the productive units, amiss displacing because of unsuitable tools and parts establishment, human force and tools ready to work for the repair and maintenances act ivies, process situation control, deficient planning and defective structuring and designing of the faulty product which is anomy the most important comprehensive profitable repair and maintenances variables with regard to the respondents views, it looks like that Azar Padideh firm at the repair and maintenances system after the wastes identification variable has paid the least attention to the processes optimization variable including: assessing and identifying the difficulties reformatory actions, using the visual controls for diagnosing and recovering the difficulties along of improving the equipment situation using the active governor generals, work turns, cheque lists and their spreading at the course of improving the equipment situation, attempting toward the destructions, periodical inspection plans, recording and fining the erosion information, compulsory destructions, unwished halts and other repair and maintenances factors, examining the investment and economic conditions for supplying the equipment, tests for approving the situation while installing and starling the machinery, efficiency and increasing the profitability, assessing the repair and maintenances system performance and attending to the comprehensive profitable repair and maintenances plans which all are among the most important corporatist for accessing to the comprehensive profitable repair and maintenance. Reference
1.Aharipor,Faraz,( 2006). 6-sigma Strategic Technology to achieve Pur maintenancese ,Tehran,the third International Conference on Maintenance. 2-Alizadeh,Tabatabaye,Seidmohsen,Sandizadeh,MohammadAli(2007). The Study model total productive maintenance in train Industry,Tehran,the Fourth international conference on maintenance 3-Bamber, C,J,Castka,P,Sharp,J.M,Motara,Y.Gross (2003).Functional team working for overall Equpment Effectiveness ,Journal of Quality in maintenance Engineering , Vol9. No3.PP.225, JMIPUBLISHERS Page 10
JM INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH (JMIJMR) ISSN 2229-4562 VOLUME -2 ISSUE -1 NOVEMBER, 2011 4-Bennet.Kevin,Lean TPM. (2008) Implementation, maintenance &asset management , Vol 20 No 4-7 . 5-Bhadury Bikhash (1998), Total Productive Maintenance, Tehran, University of Tehran Press. 6-Chaunawalla. D, & Patel. R,(2004). Productive and operation Management , 7-Dennis Mc Carthy &Nick Rich ,(2004) Lean TPM a Blueprint for chnge. 8-Hajshirmohamadi,Ali, (2003). the total productive maintenance ,Tehran, Industrial Management Organization. 9-Jill.Sheppard, Bringing (2005). Lean in to Maintenance , Springsteen Publishing LLC,copyright. 10- Parker. D,Lawire. M, Hudson. P (2006).A framework for understanding the development organizational safty , culture , university of Manchester United Kingdom , 2006. 11-Seidhoseini.Seidmohamad,Hajiloo,Hoseinali(2007). Optimization Maintenance whit Comprehensive tools, Tehran, the Fourth international conference on maintenance. 12-Shakeri,hasan, ,(2007).The total productive maintenance , Tehran, the Fourth international conference on maintenance. 13-Sharma. R.K,Kumar. P,FLM (2005). To select suitable maintenance strategy in process industries using MISO model , of Quality in maintenance Engineering 11 (4) , 359-374. 14-Smith. R , & Hawkings. B,Lean (2004). Maintenance reduce costs , improve quality and increase Market , Elsevioer Butterworth- Heidemann ,Burlington. 15-Terence O.Hanlon (2004)., Reliability Goes nonfat with Lean Maintenance , maintenance Technology , copyright, 1998-2004. 16-Tkoutaro. Suzuki(1994).,TPM in process Industries,. 17- Usefi,Mohamadtaghi,(2007). the Effect TPM on Equipment Efficiency ,Tehran.
Younos Vakil Alroaia is a doctoral in the area of entrepreneurship from Mysore University. Younos has 12 years of work experience which is a bland of corporate and academics and specializes in the area of entrepreneurial development in small-scale industries. He has taught various Industrial Management and Marketing courses at both under graduate and post graduate level and is currently supervising Masters Students. Younos has also done various training courses in Management, Entrepreneurship, and Marketing for Companies and institution. He has also carried out consultancy work for the ministry of cooperative and Semnan commerce organization, as well as private company. He has published more than 40 research papers, articles and case studies in various international journals. Younos has presented 25 papers in various international conferences in different countries such as; French, China, Malaysia, India, United Arabia, Iran, Italy, Turkey Similarly, he has published six books in the area of Operation Management, Statistical for Managers, Statistical Tests for researcher, and Profile of Industries. He is also, Editorial Board of several international Journals in some Countries. Younos had done ten research projects on entrepreneurship development in SSIs, Export target market, Industrial investment in Iran. Younos at the present is as a head of DOS in management, Islamic Azad University.
IMPACT OF 5S HOUSE KEEPING TECHNIQUE IMPLEMENTATION TOWARDS THE ORGANIZATIONAL EFFECTIVENESS IN MANUFACTURING INDUSTRY
Nagarajan Ramesh, Research Scholar, Anna University of Technology, Coimbatore. Email: rameshn_2001@yahoo.com Dr. A. Ravi Professor & HOD, MBA Department, Er. Perumal Manimegalai College of engineering, Hosur Abstract: Total Quality is a description of the philosophy, culture and attitude of a company that strives to provide customers (both internal and external) with products and services that satisfy their needs. TQM philosophy expects the quality in all aspects of the companys operations. The new policy has resulted in open doors through which global corporate players have entered the Indian markets and are threatening the domestic manufacturers and suppliers using quality as a weapon. This has compelled the managements of domestic companies to look for those tools and techniques, proven and tested which would help them to maintain in eliminating the waste in their organization and make the organization very competitive in the market place. 5S House Keeping is one of the foremost and fundamental tools used by organization to create a Total Employee involvement culture. In this background, it is essential to imbibe a Systems that would help in improving the operating efficiencies of the organization.5S is a technique that is used to establish and maintain a Quality environment that help in reducing waste and maintain a high degree of cleanliness and orderliness in the work place. In this paper, the concept, the need, the extent of implementation of this concept in various Organizations in and around Bangalore, Employee involvement levels and benefits obtained through this concept implementation were studied. Key Words: 5S House Keeping, Visual Factory, Total Employee Involvement, Benefits Introduction 5S is a systematic process of Housekeeping to achieve a serene environment in the work place involving all the employees, with a commitment to sincerely implement and practice Housekeeping. Japanese have immaculately practiced these principles of housekeeping from a small retain shop to major industries manufacturing, services, offices, public places not to mention of their homes and have seen the success they are today Housekeeping
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Defermision. The concept centers around good housekeeping that will result in reduction of waste, better cleanliness and evolve a culture that would sustain for a long time. 5S refers to the Five structured programs using the Japanese principles of Seiri, Seiton, Seiso, Seiketsu & Shitsuke. These are commonly referred as Sort, Set-in order, Shine, Standardize and Sustain respectively.
Even though there are different anglicized versions of the Japanese words within the context of Lean manufacturing, the 5S is a collectively alluded to as the Pillars of Good House Keeping for success improvements in the organization. It is indeed what is well practiced in the kitchen of our house from generation after generation. The implementation of the 5S program has contributed to increase self-esteem, respect for others and for the environment and professional growth. It also fosters sociability by improving the interpersonal relationships, especially by solving simple daily problems through collective efforts to achieve common goals. Consequently, communication as well the environment within the company improves sense is the ability to appreciate, to judge. Objectives of this study 1. To understand the Need and implementation of the 5S Concept in the manufacturing companies in and around Bangalore. 2. To understand the level of awareness and involvement of employees in the 5S concept implementation 3. To study the relationship between the implementation of 5S concept and its benefits to the organizational effectiveness. 4.
Scope of the study The scope of the study covers the organizations in and around the Bangalore who are in the process of implementing the 5S concept. Methodology The primary data is collected through various field visits, Questionnaire from the selected organizations in and around Bangalore Suitable random samples size is chosen for the same. Collection of primary data will be done through questionnaires and personal interview. The Questionnaires were mailed and replies were obtained in a structured format from different organizations covering Small / Medium / Large industries. In the questionnaire the respondents were request to rate their organizations in the 1 to 5 point scale as per the guideline below. 1 Strongly disagree 2 Just disagree 3 Neutral 4 Just Agree 5 Strongly Agree The data received from the respondents were compiled and used for data analysis and interpretation. Results & Discussion: The analysis of the data received through the questionnaire was analyzed under consideration of various attributes.
Attribute Need Aspects evaluated Need of 5S to the organization Availability of clear Vision, Policy and Objectives with respect to Leaders visibly demonstrate commitment to a culture of 5S 5S implemented in all the part of the organization Persistent implementation of 5S Attribute Aspects evaluated Considering 5S practice as a part of the regular activity of the employees work Employee Involvement Team work Increase of Employee satisfaction levels on implementation of 5S Existence of Continual improvement Visual Controls in Work place Working areas are kept free of cluttering Visual Controls in Work place Results Achieved a significant reduction in retrieval times (less than 30 minutes) Achieved significant space savings through 5S Quantifiable benefit in terms of Quality of products
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Quantifiable benefit in terms of Productivity of products Quantifiable benefit in terms of reduction of breakdowns Quantifiable benefit in terms of reduced accidents
Summary of Responses on Critical points:

S. No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Questions Do you feel 5S technique is need for organization Does the organization has clear Vision, Policy and Objectives w.r.t to 5S Is the Employee satisfaction levels are increased on implementation of 5S Is the employees are voluntarily involving in the implementation of 5S Is the 5S practice is considered as a part of the regular activity of the employees work Is the organization has achieved a signification space savings through 5S Is the organization has achieved a significant reduction in retrieval times (less than 30 minutes) Is the working areas are kept free of cluttering Is the concept of visual control is used in work area Is the 5S Implementation is persistent Is the continual improvement is in practice Is the team work is liked and evidenced Is 5S methodology is used to improved team work Is the 5S is used to create a visual factory Are observing a quantifying benefit in terms of Quality of products Are observing a quantifying benefit in terms of Productivity of products Are observing a quantifying benefit in terms of reduction of breakdowns Are you observing quantifiable benefit in terms of reduced accidents Is the managers visibly demonstrate commitment to a culture of 5S Is the 5S implemented in all the part of the organization Response (%) Strong 90.91 54.55 45.45 18.18 63.64 36.36 45.45 50.00 54.55 27.27 54.55 54.55 45.45 72.73 45.45 30.00 40.00 54.55 45.45 45.45 Just 9.09 45.45 45.45 63.64 36.36 36.36 54.55 50.00 36.36 72.73 45.45 36.36 45.45 27.27 45.45 50.00 50.00 45.45 36.36 63.64 Neutral 0.00 0.00 9.09 18.18 0.00 18.18 0.00 0.00 9.09 0.00 0.00 9.09 9.09 0.00 0.00 20.00 10.00 0.00 18.18 0.00 Just disagree 0.00 0.00 0.00 0.00 0.00 9.09 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.09 0.00 0.00 0.00 0.00 0.00
The analysis of the results revealed over 90 % of the respondent organizations strongly felt that concept of 5S is needed and it form the foundation for implementation of various other Total Quality Management initiatives. To facilitate the effective implementation, many organizations have established a clear Vision, Policy and objectives towards the 5S
concept implementation and also the implementation was done across different functions of the organization which includes shop floor, office areas, stores, security etc. Over and above, the major proportion of the respondents felt that the visible demonstration of Leaders to the commitment towards 5S Culture of the organizations is needed to take the 5S concepts to the higher levels. Through this demonstration the persistent implementation can be achieved. The result of the study revealed that voluntary participation of employees on the 5S initiative is only to the extent of 20 % and 64 % of employees are requiring some support in the initial phases of 5S implementation till it turns into a culture in the respondent organizations. The other interesting observation during the study is over 64 % of the organizations the 5S concept in considered as a part of the regular activity of employees. This has resulted in the Team working culture and continual improvement of the activities within the organizations. With the help of Team working and continual improvement methodology the employees of the organizations could able to solve their problems related to their work areas and resulted in the improved satisfaction levels of employees. The Benefits of 5S implementation within the organizations were analyzed with respect to their impact of Productivity, Quality of the products, and Reduction of Break down levels and Reduction in accidents. The productivity also related to related to the reduction in retrieval times. During the 5S implementation activity, the unwanted things in the work places are being removed and hence it results in the substantial saving of space. The results of the study revealed that the organizations have achieved the following results because of implementation of 5S concepts. 1. Significant improvement in the Quality levels of the products due to reduced rejects and reworks. Over 45 % of the respondent organizations have got significant results and another 45 % has got good results. 2. In terms of Productivity, only 30 % of the organizations have achieved significant results and 50 % of the organizations has achieved good results with remaining 20 % achieved moderate results. 3. All most all the organizations have achieved good benefits with respect to reduction of break downs. 90 % of the respondent organizations have achieved a result of significant improvement to good improvement in the reduction of break down levels. This is due to the effective implementation of 3 rd step of 5S Seiso which helps in finding / detecting the abnormalities early which has helped the teams to take appropriate corrective actions before the break down of the machines.
4. In regard the reduction of Accidents, all the respondent organizations have achieved significant to good level reduction of accidents or near misses because of the effective implementation of 5S techniques through the involvement of everyone in the organizations. 5. The other very interesting observations noted during the study is that the organizations which are implementing 5S has achieved very high level of creating a Visual Factory where in the understanding of product, process performance is very clearly understood. 6. In over 70 % of the organizations the implementation of 5S concept has resulted in significant saving space and reduction of searching times which has an impact on Productivity of the organizations. Conclusion Implementation of 5S concept in manufacturing organizations has a significant impact on the effectiveness of the organizational parameters like, Productivity, Quality of products, improved availability of machines through reduced break downs, improved safety through reduced break downs. This is achieved through a Systematic method of implementing 5S concepts though the deployment of suitable Vision, Policies & Objectives with involvement of every Employee of the organization. The implementation of 5S concepts will help in creating a cultural transformation of the organizations which will be the basis for the implementation of other higher level systems like, Total Quality Management, Total Productive Management, Lean Manufacturing, Six Sigma etc. References:
1. Application of 5S Management System in NDE Laboratory by K.R.M. Ananthanarayanan, MSA, Vikram Sarabhai Space Centre, ISRO P.O, Thiruvananthapuram 695 022. 2. Are the Housekeeping programs out-of-date? By Rafael Lopes de Abreu Mendes de Toledo, Mestrado Profissional em Sistemas De Gestao / Laboratorio de Technologia, Gasto de Negocious e Meio Ambiente & Jose Rodrigues de Farias Filho. D.Sc 3. Book on Applying Visual Management to the Factory by Chris A. Oritz & Murry R. Park by Productivity Press Book. 4. Book on The 5 Key Elements to a Total Quality Environment by Mr. Takashi Osada
Mr. Nagarajan Ramesh, is a Quality Professional from Manufacturing Sector with over 21 years of Industrial Experience. He has specialized in Total Quality Management, Project Management & various World class manufacturing practices. Presently he is pursuing his Doctorate in Management as a Part Time External Research Scholar in Anna University of Technology, Coimbatore.
A CONCEPTUAL FRAMEWORK OF BUSINESS PROCESS REENGINEERING AND ITS APPLICATION IN MANUFACTURING INDUSTRIES.
Prof. Dipali Biswas Assistant Professor Sinhgad Institute of Management and Computer Application, dipalibiswas@yahoo.co.in Dr. J.D. Takalar Director Pravara Centre for Management Research & Development, Pune. Abstract: This world of ours is a Global village and in order to sustain and maintain the global standards, companies need to have a competitive edge over others to remain on the pinnacle of success and be the very best- the best in quality, cost, service and delivery. To achieve this objective, they have to rethink and redesign the business process by removing the unnecessary activities and replacing traditional, functional processes with cross-functional activities, in combination with using Information Technology as an enabler for this type of change. This change in their perspective in order to cater to the customer satisfaction and delight at the national and international level, calls for a special process; This process is Business Process Re-engineering(BPR),a fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed. BPR is important as it defines a set of standards and benchmarks for stakeholders to follow; promotes effectiveness and higher returns on investments and satisfies the customers. From the time of industrial revolution or even before, BPR had played its part in the human matrix. There are four elements to make BPR successful. They are strategies, technology, processes and people. It is easy to implement BPR in the service sectors, but difficult when it comes to implement it in manufacturing companies. Hence this article explains the concepts and significance of BPR and how its implementation brings about a paradigm shift in the mind set of the users. The paper also discusses the barriers to BPR, risk categories and suggests solutions to implement BPR. Key Words: BPR, technology, people, process, strategy. Introduction At the dawn of 21st century, humanity found itself at the threshold of a great adventure. This was in no way related to the conquest of space and time. It was the discovery of the human resource development process and the realization that this single variable of human resource development process can account for all other developmental processes..
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The basis of interaction in the world of human resource managers, is continually changing, generating new issues and challenges to consider Of them the stiffest challenge is how to respond to the intensified competition in product markets This means that how can the company have a competitive edge over others. Already processes like total quality management (TQM) and work improvement teams (Quality Circles- QC) had become popular in the 1980s.In TQM the employees are encouraged, and in quality circle teams, a small number of employees meet to examine productivity and quality problems. Six Sigma also became prevalent, as along with TQM programs, it aimed at maximizing quality customer satisfaction through continuous improvement, zero defects or six sigma. They make frequent suggestions on how work process or quality can be improved. Great leaps forward are looked upon as resulting from many small steps towards continuous improvement. The term Kaizen (Japanese for continuous small improvements) is widely used throughout the world. Many leading companies such as Motorola, Cadillac and Xerox, in order to survive against the pressures of world-class competition, have implemented TQM., quality circles and other processes like six sigma. Earlier processes like TQM, QCs, six sigma were used a lot. Of late organizations have moved beyond the above mentioned processes to a more comprehensive approach to redesigning business processes called re-engineering. Re-engineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in cost, quality and speed. A process is a collection of activities that take one or more kinds of input and creates an output that is of value to a customer. For decades managers have been taught the difference as Drucker defined it between efficiency and effectiveness. Efficiency is doing things right, whereas effectiveness is doing the right things It has been pointed out that we often tend to concentrate on becoming more & more efficient, not realizing that we spend much of our time doing the wrong things. So organizations are full of people who spend a large proportion of their working lives producing outputs that are accurate, on time, well presented and so on. They produce but the production is not effective. What Business process re-engineering gives us, when it is applied well, is a means of achieving the large scale of gains which were not available. This is clearly visible in banks. Earlier, the banks had a teller system. The queue was long. There were only one or two counters. The clients had to wait for their turn for hours. Then came the change in the process of working. The ATM came and also E- banking. There was no need to wait for hours. Transactions could be done from home. In order to draw money from the ATM, those who did not know how to type, the touch screen was at their service. An innovation in this direction, is that the clients can listen to the voice in regional language for them to operate. This radical redesign in the thinking and the process of the set of activities is Business process reengineering. This radical change can be seen in the railways- from standing in the
counter to e- tickets, or reservations made from the mobile, thereby using technology for the multifarious benefits. Historically, however, most organizations have had neither the technology nor the courage to exploit these opportunities. The interest that currently surrounds Business process re-engineering stems mainly from the dramatic claims that are made for it as a way of achieving massive benefits and this is indeed a main purpose of the technique both from the point of view of better satisfying customers and also as a way of improving business performance. What BPR is all about BPR is a management approach aiming at improvements by means of elevating efficiency and effectiveness of the processes that exist within and across organizations. The key to BPR is for organizations to look at their business processes from a "clean slate" perspective and determine how they can best construct these processes to improve how they conduct business. Hammer and Champy (1993) define BPR as"... the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical contemporary measures of performance, such as cost, quality, service, and speed." The meaning of the above mentioned statement comprises four keywords: fundamental, radical, and dramatic and processes. Fundamental Understanding the fundamental operations of business is the first step prior to reengineering. Business people must ask the most basic questions about their companies and how they operate: Why do we do what we do? And why do we do it the way we do? Asking these basic questions lead people to understand the fundamental operations and to think why the old rules and assumptions exist. Often, these rules and assumptions are inappropriate and obsolete. Radical Radical redesign means disregarding all existing structures and procedures, and inventing completely new ways of accomplishing work. Reengineering is about business reinvention, begins with no assumptions and takes nothing for granted. Dramatic Reengineering is not about making marginal improvements or modification but about achieving dramatic improvements in performance. There are three kinds of companies that undertake reengineering in general. First are companies that find themselves in deep trouble. They have no choice. Second are companies that foresee themselves in trouble because of changing economic environment. Third are companies that are in the peak conditions. They see reengineering as a chance to further their lead over their competitors.
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Processes Process is the most important concept in reengineering. In classic business structure, organization is divided into departments, and process is separated into simplest tasks distributing across the departments. The preceding order-fulfillment example shows that the fragmented tasks - receiving the order form, picking the goods from the warehouses and so forth - are delayed by the artificial departmental boundaries. This type of taskbased thinking needs to shift to process-based thinking in order to gain efficiency. Objectives of the Study: 1. To Study the concepts of BPR 2. To Study the relevance of BPR in manufacturing companies 3. To study the type of environment required for implementing BPR. Review of Literature The concept of reengineering traces its origins back to management theories developed as early as the nineteenth century. The purpose of reengineering is to "make all your processes the best-in-class." Frederick Taylor suggested in the 1880's that managers could discover the best processes for performing work and reengineer them to optimize productivity. BPR echoes the classical belief that there is one best way to conduct tasks. In Taylor's time, technology did not allow large companies to design processes in a crossfunctional or cross-departmental manner. Specialization was the state-of-the-art method to improve efficiency given the technology of the time. The following are the research papers, articles, journals & books reviewed by the researcher: The authors, Satrina Harvey and Bruce Millett in their paper, OD, TQM AND BPR: A Comparative Approach, have stated that the purpose of this article is to compare three approaches to the management of organizational change: Organizational Development (OD), Total Quality Management (TQM) and Business Process Re-engineering (BPR). The authors, J. O. Strandhagen, Dr.ing.T. Skarlo, in their research article, A Manufacturing Business Process Reengineering Method: Design and Redesign of a Production Control Model, stated that Design and Redesign of a Production Control Model are methods for business process reengineering of manufacturing companies. The authors, Mike Robson & Phillip Ullah in their book, A Practical Guide to Business Process Re-engineering have stated that BPR has been hailed as the latest & greatest in a long line of management initiatives, as something that makes all other previous improvement process redundant.
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The authors, Markus Peterhans, Thomas Barothy, Kurt Bauknecht, in their research paper, Business process reengineering: emergence of a new research field, provide an overview of published articles on Business Process Reengineering (BPR). A Survey on Management Tools by Darrell Rigby was done in which he found that business Process Reengineering involves the radical redesign of core business processes to achieve dramatic improvements in productivity, cycle times and quality. In the book titled Business Process Reengineering: An Introductory Guide by Peter Carter, the author states that Business process reengineering (often referred to by the acronym BPR) is the main way in which organizations become more efficient and modernize. The authors, V. S. Lai; R. K. Mahapatra, in their research paper, Correlating business process re-engineering with the information systems department deal with the role of an information systems department in the success of business process re-engineering projects was empirically investigated. The book, Business Process Orientation: Gaining the E-business Competitive Advantage by Kevin P. McCormack, William Charles Johnson is about- Gaining the E-Business Competitive Advantage & provides the "why" and the "how" for building the "horizontal" organization - an essential component of the "e" in e-commerce and business. Importance of BPR in manufacturing industries. If you always do what you always did, youll always get what you always got It is clear from this aphorism that in order to do something different, one has to think out of the box. So it follows that if one wants a different outcome, one has to think differently or rethink. In the corporate , what you do should have a broad spectrum, broader than the activity, the document or technology in hand. The organization should focus on the sum of all these and how they flow together in complete business processes. Hence, it follows that a radical redesign takes place, that is BPR. A sitting man will run. A standing man will fly. If sensitivity training , in-basket exercise, or brainstorming is applied to the employees working in manufacturing industries, an attitudinal change takes place, which enhances the acceptability of new things, techniques, processes, methods, etc. Acceptability is generally the biggest hindrance in adopting or implementing new techniques and processes. Once this hindrance is overcome by means of various methods of training and development and the principles of BPR, the implementation of the new innovative processes, state of the art technology, recent industrial engineering methodologies, are more fruitful.
Due to the above, higher productivity, better quality of product, less rejection and wastage and timely delivery can be achieved. Hurdles in implementing BPR: One of the biggest mistakes you can make in life is to accept the known and resist the unknown. You should, in fact, do exactly the opposite. Challenge the known and embrace the unknown. -Guy Kawasaki, Co-Founder Apple Computer, Inc., 1996 If the gains are high, so are the risks or hurdles. Hence the success of Business process reengineering projects depends upon knowledgeable management of these projects. The table categorizes these risks (Clemons/Thatcher/Row, 1995). Table 1. Business Reengineering Project Risk Categories
Project Risk Categories Financial Risks Technical Risks Definition The project does not yield the high Return-ofInvestment expected. Business process oriented Information Technology solutions either are not available or not working. The organization is looking for solutions outside its competence or the project team is not performing. The organization is confronted with a reorganization plan, which is not applicable to the kind of business the company is in. People confront the project (resistance), or the project gradually loses commitment by upper management.
General Project Risks
Functional Risks
Political Risks
One of the biggest hurdles is the increase of resistance from the middle management, when self-directed work teams are introduced. The other hurdles are the faulty assumptions, psychological blocks and technical pitfalls. There are two categories of barriers in an industry. First one is the Soft Barriers and second is the Hard barriers. Soft barriers are people problems. People resist organizational changes. Its difficult for people to come out of their comfort zone, as this calls for an attitudinal change. Resistance to Business Reengineering change can be further differentiated into internal individual resistance, internal group resistance and external resistance. External resistance is when clients refuse to accept the change brought in. For example, the older generation, who are not computer savvy, would prefer to continue transactions with the bank in the traditional way, notwithstanding the problems they have to face. Hard barriers are those, which have to do with things and regulations. Hard barriers can further be broken into Information Technology problems, resource problems and legal obstacles. Psychological
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blocks and faulty assumptions come under the soft barriers. Psychological blocks deal with feeling of insecurity, especially when a new change is ushered in and the sword of uncertainty looms large on the heads of employees. Faulty assumptions follow as a result of the former. Yet another hurdle is the team members are incongruent. If the team members do not work together as a team, the transition at the macro level is impossible. Hence the next question which arises is how to resolve these hurdles? Solutions for resolving the hurdles. Every problem has a solution. The soft barriers in BPR deal with peoples problems. The staunchest hurdle to overcome is the change in attitude. After all, Attitude creates altitude. The change in attitude can be brought about by applying certain training & development methods. The first thing is that the employees should be well informed in advance about the changes which the company will bring about. They should be told about how the redesigned jobs will redesign their very lives. Mentoring, counseling needs to be done in order to bring about the paradigm shift in their mindset. Another suggestion is to use Neuro linguistic programming (NLP) for the employees, wherein an attitudinal change can be brought about. The focus of most NLP modeling processes is at the level of capabilities, the how to level. Capabilities connect beliefs and values to specific behaviors. Without the how, knowing what one is supposed to do, and even why to do it, is largely ineffective. Capabilities and skills provide the links and leverage to manifest our identity, values and beliefs as actions in a particular environment. - Robert Dilts. The help of NLP experts can be taken to train the employees, so that they can readily accept the challenges. Regarding the hard barriers, the right people must be recruited the right job in the very beginning. Training can be given to the employees for upgrading their skills. Technical training and ensuing lectures and deliberations must be carried out for them. They can learn various skills required for the job such as, operational skills, decision making skills, technical skills, behavioral skills and specific knowledge required about the job. How to implement BPR? The figure below illustrates the basic steps to implement BPR. You begin by documenting what you do today, establish some way to measure the process based on what your customers want, do the process, measure the results, and then identify improvement opportunities based on the data you collected. You then implement process improvements, and measure the performance of the new process. This loop repeats over and over again, and is called continuous process improvement. You might also hear it called business process improvement, functional process improvement, etc.
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For BPR to execute, the involvement of the top management is of utmost important. As mentioned earlier, a cross-functional team has to be organized for the process of reengineering. Before implementing BPR, a proper environment is necessary for it. The type of environment the organization is operating in, means knowing and applying the current culture in the best way possible. An important factor for consideration while making the strategic goal for customer expectation is to understand their expectation. Based on this, the vision and mission statement should be formulated. The organizational environment must be ripe for learning and creative ways of thinking and working. The HR personnel play an important role in creating a learning organization and thus bring about an attitudinal change. They should have training & development programs and then review the performance. For which the target had been fixed.They should be more proactive in developing an understanding among the top management in the organization to appreciate and involve themselves in creating a learning organization. The following are the two examples: 1) Absenteeism vis--vis production bonus. In order to control absenteeism and enhance production, the company brought in some new changes in the incentive schemes. The
production used to get hampered when the employees took unplanned leave. The Monthly production bonus used to be same for all the employees of the particular production unit, irrespective of whether an employee takes any type of leave during the month or not. Due to the unplanned leave of the employees, the production was hampered or extra wages had to be given as overtime to achieve the monthly target. An innovative new bonus scheme was brought in. The change which was brought in was that if an employee took no leave , he got 100% Monthly production bonus of that particular unit., if he took one day leave in a month, he got 95% of the production bonus., If he took 2 days leave, he got 85% , if he took 3 days leave, he got 75% . In 4 days, he got 60 % and if he was absent for 5 days and more .his bonus was nil. It was noticed that when this new policy was implemented, absenteeism automatically reduced drastically, production went up vertically, cost of production decreased and timely delivery of products was done .There was a dramatic improvement in the overall performance such as cost, productivity and speed. 2) Accepting to produce a new product. For the missiles launched by India, lot of materials was procured from abroad. One manufacturing company decided to produce indigenously the material for fuel tank. , This material used for missiles used to be imported from U.S.A. which was 8 to 10 times costlier. The research and development department suggested that this material can be made in India itself. But the material required for the missile had to be made with the stringent specification given by the Atomic Research Centre, for which the production norms had to be changed, the standard operating practice (SOP) had to be modified and strict quality control norms had to be implemented. In view of this, it was resisted by the production department as they were required to follow a modified SOP, different process parameters and strict quality norms.. However, with proper counseling and HR tools, the attitudinal change was brought in and for the first time, the indigenous supply of the material for the space program was done in India. Conclusion Business Reengineering is an approach to organizational renewal, which begins with customer needs and then moves to the work itself (Nadler/Shaw/Walton, 1995). Once the re-engineering process sets in, all the factors such as structure, culture, people's behavior and motivation falls into place. It is just like once the organization, especially the top management sets the engine of re-engineering rolling; the whole train of the process of BPR is bound to follow. Before implementing BPR, the learning and creative environment must be present, so that the inculcation of the conducive learning and processes takes place. Care must be taken to overcome the hurdles, both the soft and hard barriers. If this is done, higher productivity, better quality of product, less rejection and wastage and timely delivery can be achieved.
References
1. Business Process Considerations by Codel Services Ltd . Site: http://www.codelservices.com/analysis_and_design.htm 2. Business Process Reengineering BPR by Management & Development Center. Sitehttp://www.prosci.com/w_2.htm 3. Reengineering Methodology and Framework by Dr. Yogesh Malhotra, Founders of the BRINT Institute 4. Managing Barriers to Reengineering Success - Chapter 2 - Wolf D. Schumacher 5. Davenport, Thomas & Short, J. (1990), The New Industrial Engineering: Information Technology and Business Process Redesign, in: Sloan Management Review, Summer 1990, pp 11-27 6. Barriers to business reengineering implementation success- Chapter 3 source: http://www.prosci.com/w_3.htm. 7. Business Process Reengineering- Reference for Business. Source: http://www.referenceforbusiness.com/management/Bun-Comp/BusinessProcessReengineering.html 8. The Article of the Month by Robert Dilts .Source: http://www.nlpu.com/Articles/artic19.htm 9. The importance of business processes by Peter SG Carter 10. source: http://www.metarasa.com/management/process/the-importance-of-businessprocess 11. Business Process Reengineering: A Consolidated Methodology, Proceedings of the 4th Annual International Conference on Industrial Engineering Theory, Applications and Practice November 17-20, 1999, San Antonio, Texas, USA. Corresponding authors are: Subramanian Muthu, Larry Whitman, and S. Hossein Cheraghi Dept. of Industrial and Manufacturing Engineering Wichita State University Wichita, KS-67260 0035, USA Prof. Dipali Biswas has imbibed her education from various parts of India, thereby unfolding variegated life skills in her academic odyssey. Having done graduation from Allahabad University, she did her PG in English Literature. This was followed by completion of B.Ed from Annamalai University. Thereafter she did her Post Graduate Diploma in Teaching of English(PGDTE) from Central Institute of English & Foreign Languages(CIEFL), Hyderabad & MPM from University of Pune . She possesses the rich experience of 22 years in academics. She is at the completion of her PhD thesis. Presently she is Asst Prof at Sinhgad Institute Of Management & Computer Application & conducts lectures in renowned Business Schools in Pune & delivers lectures to all the management courses & to the corporate world. She has attended & presented research papers at the National & International level. She has also authored a book entitled, Enhancing Soft Skills published by Shroff Publishers & Distributers Private Limited. This book is the 1st of its kind which is based on the MCA syllabus of the University of Pune.She imparts training & counseling to management students & is their guide for their research projects. Her innovative ideas have been implemented in making documentary films in management streams too in National Seminars. Finally her passion is to help the human beings know about Being Human and incorporate them into their daily activities. JMIPUBLISHERS
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RETRIEVING PACKETS FROM LOSING DURING SERVICE DISRUPTION TIME, DURING VERTICAL HANDOVER AMONG UMTS AND WLAN
A. H. M. Kamal Assistant Professor, Dept of CSE, Jatiya Kabi Kazi Nazrul Islam University, Mymensingh, Bangladesh, ahmkctg@yahoo.com Abstract: In voice activity based communication Choi et al show that using
of mutual silence period to do the vertical handover (VHO) is a perfect choice to minimize the packet loss. However according to their proposal, after starting the VHO and before completing it, if one party breaks the silence pushing VoIP packet in channel, those will be lost though those packets may contains significant even very worthy information. In this paper we have shown that by using a small buffer, monitoring the VoIP packets at service disruption time, managing those in the buffer and then sending packets from it after completing VHO until the buffer becomes empty. In our experiment it was found that the proposed method improves the Choi et als proposal and prevents the packet losses surprisingly.
Introduction In voice activity based communication, losses of packets is a critical issue during the vertical handover. Usually there a large probability of losing packets during VHO even if enhanced signaling mechanism [6] is used. Those losses of packets, generally occurred in service disruption time [1], may decrease the QoS. So for an uninterrupted and quality assured communication VHO should be performed when channel is idle and no party is sending VoIP packets. To have the exact flavor of QoS, we should emphasis on decreasing the packet losses during VHO. A good choice of making VHO is at mutual silence period [6] to minimize the losses of packets as then both parties are not sending packets. From an observation it is seen that 60% of the VoIP call duration [2] either party does not send packets. That is why triggering VHO at mutual silence period (MSP) will be nice option. The length of mutual silence period always may not be found as our requirement like for service disruption time [4]. So pre and post registration should be applied. In searching for a mutual silence period a margin [5] time is usually set. After that margin time VHO is performed even if MSP is not found. This is done to force the system to do VHO with in a desired period.
However, doing VHO at MSP does not give us assurance of zero packet loss as either party may break the silence just after the start of VHO process by sending VoIP packets. According to the technique of Choi at el in [6], if such packets arrive with in service disruption, those will go to hell as there is no mechanism to buffer and to send them next. However those packets may contain very useful information, i.e. password, token, which is necessary for the other party. In this paper we have proposed technique to overcome that problem of Choi [6]. Choi et al where they have minimized the six-state model of Brady [3] to two-state model to analyze the two-way conversation. But it suffers from QoS as it can not protect the losses of packets which were arrived at service disruption time. This critical issue is solved in our proposal. This paper is organized in very few sections where section-2 describes Choi et als method and its problem where as section-3 will explain the proposal of that paper. Section-4 is used to demonstrate the result and to show the improvement of our method over Choi et als one. Section-5 draws conclusion. Choi et als Technique to do VHO Choi et al in [6] have used mutual silence period to make vertical handover (VHO) to minimize the rate of packet loss. So they in their algorithm have searched for a silence insertion descriptor (SID) packet in both the packets of uplink and downlink. As soon as they have found a mutual SID, they have started detachment and attachment procedure to make the VHO.
Figure 1: CHoi et als model of mutual silence.
Problems of Choi et als proposal: However after starting the detachment and before
completing the re-registration if any party breaks the silence, VoIP packets arrive, those packets will be lost. In the following example access network (AN)s two packets in the middle will be lost which may contain important message and will degrade the QoS.
Figure 2: Breaking of silence before completing VHO Proposed Technique This proposal is provided based on Choi et als algorithm to overcome the losses of packets which were arrived during service disruption time. As the disruption time is with in 0.1 second to 0.4 second [4], the number of packets introduced within that period will be very few in number. But the contradiction is shown in [7] where the authors had argued that the VHO latency time is in 4 to 5 second. Another experiment in [8] shows that VHO latency can be of 7 seconds. Using analytic model and testbed experiments, authors in [9] shows that VHO latency can easily be as high as 3 second. So we can argue that VHO latency can be enough high within which a significant message can arrive. But any packets, even if any significant message, arrived at service disruption time will be destroyed [6] as they in [6] have not taken any care about such packets. However we are much careful about the QoS to the customer. Policy: This few packets may contain very significant message. So we should care of those. We can use the technique, not to destroy, rather to deliver those to the destination. We can use a small buffer to store such packets which will be found within the disruption period. After the end of handover, if we find any idle slot of that party (i.e. AN) we can start sending the packets from buffer until the buffer becomes empty or next VoIP packet from that party is generated. This way we can decrease the losing of packets so as to increase the QoS. Implementation Technique: In the following figure, just after completing VHO, we have searched for an idle slot and then the buffer if there is any packet to be transmitted. So we can see that packet a is transmitted as an idle slot is found. But packet b has been lost due to the introduction of packet c just after a single idle slot after the end of handover. In that case 50% packets are recovered from losing. In fact it will increase the QoS by saving the packets from loss.
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Figure 3: Pading from buffer just after completing VHO if an idle period is found Another technique can be used to allow all packets to be transmitted by maintaining a queue. As the disruption time is very small, very few packets will be stored in buffer. In that case after the end of handover, we can start the sending from buffer. Before sending all packets in buffer, if VoIP packets arrive from that party to be transmitted, those packets can then be stored in buffer as a queue. So then one packet will be stored in queue and at the same time another packet will be sent from queue. If SID packet is found, the queue will then be empty after certain packets have been sent.
Figure 4: Using a queue in a buffer So the following procedure can be part of the main vertical handover procedure. 1. 2. 3. 4. 5. Start detachment and attachment procedure If any VoIP packet arrives store in Queue Q Increase the count value by one for each VoIP packets stored in Q Execute re-registration Pop from Q to send packets in to channel and decrease count by one
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6. If any VoIP packet arrives store in Q and increase count value by one 7. If Q is not empty, count>0, goto step 5 8. End Result Analysis We have experimented that proposal using NS-2. It is a nice platform to make programming code and to simulate a network. We have analised our problem in a testbed varying the size of buffer. Logical Analysis: Logically we can urgue for the use of a buffer. If we do not use buffer the packets arrive in service disruption time will be lost. If we use a buffer with very small size, it may be overflow to store the VoIP packets. On the contrary if we use a big size of buffer no packet will be lost. However it will be very expensive and inefficient because managing queue in a buffer for a long time will make the VoIP communication system slow in a low bandwith environment. So we should look for the size of a buffer to have a buffer size-managing cost tradeoff. Experimental Result: In our experiment, to get the best performance, the size of buffer was used to store 30 VoIP packets. Using buffer size to 10, it was found that a few packets had been lost. Uses of big size of buffer also create a delay in deleivering the packets as the queue contains lot of packets, i.e. 200, to be tranfered though new packets are ready to be transferred. The experiemntal result shows a good improvement over Choi et al method.
Figure 5: Comparative study of Choi and our proposal agains QoS Conclusion This proposal is to overcome the problem found in Chois method. In any communication system, if VHO is necessary our proposed method will make a nice contribution in assuring the QoS to the customer. In transmiting text or audio it will give us a sound
solution. We furture wish to use such technique in a moderated way in seamless video transmission. References
1 Choi, H.H., et al.: Seamless handoff scheme based on pre-registration and pre-authentication for UMTS-WLAN interworking, Wirel. Pers. Commun., 2007, 41, (3), pp. 345364 2 Estepa, A., et al.: A new approach for VoIP traffic characterization, IEEE Commun. Lett., 2004, 8, (10), pp. 644646 3 Stern, H.P., et al.: A model for generating on-off patterns in conversational speech, including short silence gaps and the effects of interaction between parties, IEEE Trans. Veh. Technol., 1994, 43, (4), pp. 10941100 4 Fathi, H., et al.: Optimization of mobile IPv6-based handovers to support VoIP services in wireless heterogeneous networks, IEEE Trans. Veh. Technol., 2007, 56, (1), pp. 260270 5 Melia, T., et al.: Analysis of the effect of mobile terminal speed on WLAN/3G vertical handovers. IEEE GLOBECOM, 2006, pp. 16 H.-H. 6 Choi, O. Song and J.-R. Lee; Voice-activity-based vertical handover in 3G-WLAN interworking networks, ELECTRONICS LETTERS 8th October 2009 Vol. 45 No. 21 7. M. Bernaschi, F. Cacace, and G. Iannello, Vertical handoff performance in heterogeneous networks, in Proc. ICPP Workshops, 2004, pp. 100107 8. M. N. Smadi, T. D. Todd, V. Keys, S. V. Azhari, and D. Zhao, Dynamically anchored conferencing handoff for dual-mode cellular/WLAN handsets, ACM Wirel. Netw. (WINET)., vol. 14, no. 6, pp. 815829, Dec. 2008. 9. R. Katz and M. Stemm, Vertical handoffs in wireless overlay networks, Mobile Netw. Appl., vol. 3, no. 4, pp. 335350, Jan. 1998.
He has completed BSc Engg from SUST, Bangladesh and M.Sc. in Research on ICT from UCL, Belgium and UPC, Spain.He is currently working as Assistant Professor at Computer science and engineering department in Jatiya Kabi Kazi Nazrul Islam University, Mymensingh, Bangladesh. There he is also holding the position Assistant Proctor.
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COMMUNICATION SKILL A KEY TO SUCCESS FOR PROFESSIONALS

Dr. Jai Pal Sharma and Associate Professor and Head Department of Commerce G.B.D.College,Rohtak, Haryana. Dr. Rajwanti Sharma Assistant Professor, Dept. of Commerce, V.A.K. (P.G.) M. Bahadurgarh, Haryana Dr. Ram Chander Librarian & Head, dept. of LIS,Aggarwal College Ballabgarh Faridabad-121004 ramchander72@sify.com, Abstract : An organization is a group of people working together to achieve
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a common goal. Communication plays a significant role in the process of its formation and continuance. A group of people working together must interact in order to share their needs, plans, expertise, opinions, and so on. Communication is the means by which information is shared, activities are coordinated, and decisions are implemented. Whether it is an academic institution or business organization ,communicating formal and technical messages is vital for its progress, prosperity and sustenance. The various oral and written forms of communication not only enable people to come together and share their ideas at various workplaces but also enable organizations to progress and prosper. The objectives of the present study are to introduce the importance of communication skill for professionals, types of barriers and how to make communication effective Importance of communication skills can never be ignored or neglected. These skills are the key to executing good management skills. With good management skills, you can have a team of members who together create an ambience of open communication, concise messages, probe for clarifications, recognize nonverbal signals, and mutual understanding. Good communication involves a set of complex skills. The modern world today, calls for high scale effective communication skills in order to win the heavy competition in all spheres of life. For effective communication, a sender transmits his or her message in a clear and organized form to maintain and promote the need and interest of the receivers. Receivers or listeners show interest only if the person communicating is loaded with confidence, gestures and softness. Apart from management professionals, good communication skills are also required at all stages of life.
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Introduction An organization is a group of people working together to achieve a common goal. Communication plays a significant role in the process of its formation and continuance. A group of people working together must interact in order to share their needs, plans, expertise, opinions, and so on. Communication is the means by which information is shared, activities are coordinated, and decisions are implemented. Whether it is an academic institution or business organization, communicating formal and technical messages is vital for its progress, prosperity and sustenance. The various oral and written forms of communication not only enable people to come together and share their ideas at various workplaces but also enable organizations to progress and prosper.(Raman2010) Good communication skills are basic to successful management. Today, the reputation of an organization depends on the quality and quantity of information they transmit and exchange. Gone are the days when information dissemination used to be the function of a specific group in an organization. With the phenomenal advancement in technology, accessing and sharing of information has now become a common function and communication has assumed more importance than ever before. This makes it necessary for business organizations to reorient themselves towards a better understanding of the process of transmitting and receiving information effectively and efficiently through oral and written media. Objectives of the study The objectives of the present study are to introduce the importance of communication skill for professionals, types of barriers and how to make communication effective Barriers to Communication Communication is the process of transmitting information. If the information, as it is present in the mind of the transmitter, is transferred unchanged into the mind of the receiver, we say that a perfect act of communication has taken place. If we recall how many times we have had an experience of miscommunication, we shall realize that there does not exist any such thing as may be described as perfect communication. Miscommunication can originate at three levels: at the level of transmitter, of the medium, or of the receiver. (Korlahalli, 2008) The simplest model of communication suggests that there is a sender, a receiver, a message, a medium and feedback. The sender encodes the message and transmits it to the receiver through a medium. The subsequent feedback from the receiver attests to appropriate reception of the message. When the message is not understood in its true intent, it leads to misunderstanding or disagreements. Barriers to communication can be either sender oriented or receiver oriented. Sender oriented barriers could be the result of a badly expressed message in which the sender does not pay heed to the encoding process. This could manifest itself in excess or minimal
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information leading to the listener either tuning off or groping for the correct meaning. Inability to comprehend on the part of the receiver leads to development of prejudices in the mind of the sender. Similarly, the most common barriers in the mind of the receiver are lack of interest, hence inattentive listening, coupled with a tendency to evaluate either the content or the sender. Listening should be a composite of reception of ideas and other signals that are being emitted by either the sender or the receiver. Communication should be a happy amalgam of I and you. Lets discuss it. Lets thrash it out - which indicates involvement yet respect for the viewpoints of the other - is the best approach. Feedback, either confirmatory or corrective, should be both solicited and given. Analyzing the barriers to communication and looking for appropriate solutions would involve assessing: What situations lead to ineffective communication? How should these situations be assessed? What kind of responses can be generated to counter these situations? How are unhealthy, negative responses provoked? What strategies could be adopted to tackle behavioral patterns leading to negative/aggressive communication skills? How to make communication effective Most of the professionals who are technically excellent often struggle to make fast progress in their career. Where as many professionals who are not that good technically makes faster progress in their career. It is not the buttering skill as many techies would tell you, it is their better communication skill which gives them an edge over people who are far better than them technically. As a project lead you need to get work out of peoples, there will always be few peoples in your team who are not even capable of completing the work assigned to them, and you have to get work out of each of them. Neither you can do the work assigned to them nor can you mishandle them. So unless you pick up good interpersonal communication skill, you will soon find that your project has gone out of your control, nobody listens to you or even they listen, they do not understand what you are trying to communicate. You also need to interact with customers with lot of cautions, from requirement gathering to project integration the project lead has to work very closely with the customer, and any communication gap between you and the customer could make the project slip for months, or the project could be delivered in bad shape. is the senders responsibility Seek to understand before being understood
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The CMC impact cycle: organizational function view Integrating knowledge transfer and computer-mediated communication: categorizing barriers and possible responses
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Categorization of knowledge transfer barriers.
Knowledge transfer barriers as communication channels model. Here are few tips to help you improve your communication skills.
1. 2. 3.
Think in an organized way before you communicate something. Many people talks too fast and hence a good percentage of it does not get through. So please reduce the speed in which you speak. Maintain positive gestures, a little bit of smile, good eye contact can increase the chance that the person to whom you are speaking are actually listening to you. (non verbal communication is more important than that of verbal one) if you are planning to go to the customer location for giving a presentation first give a presentation in your company, ask your colleagues to give feedback on your presentation rehearse well, also try to brainstorm on what all can go wrong. Be meaningful while you communicate, do not divert too much from the main topics of discussion. Take the opportunity to help your listeners like if someone is continuously sleeping, you can ask him to take a cup of tea or else if he is not at all interested in your presentation, you can ask him to carry on.
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4.
5. 6.
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7.
Follow up your communications. if someone asks you a question for which you do not have an immediate answer, make sure you get back to him when you actually receive the answer Be sure your actions support your communications. That is do not make any false promise which you are not going to keep, be honest in your communication. The most important of all unless you are good listener you can not be a good communicator. So if you want everybody to listen and understand you, you should fast try to listen and understand your audience. If you are making a presentation. Dont turn your back to any part of the audience. Modulate your voice. Do not speak in the same high/low pitched tone for hours. You can also try few voice modulating exercises, which can sharpen your tone and can generate better attention. Wait for your audience to finish the question. Never interrupt. Don't get offensive with your audience. You do not have to win every argument. Do not use repeated hand gestures. Never end a presentation with thats all. Have a clear ending line. End with impact. Think from your audience point of view. Do not take active part in office gossiping, do not talk negative about your bosses or colleagues behind their back Do not irritate your coworker by cutting jokes about them which they do not like, etc. Try your level best to maintain a positive relationship with your co workers. And of course this includes peoples who try to bring you down.
8. 9.
10. 11.
12. 13. 14. 15. 16. 17. 18. 19.
Business communication is especially prone to misunderstanding because the message is complex, conditions are difficult and psychological or social differences often separate the sender and receiver. To overcome barriers, think about your audience, let them know what to expect, use vivid language, stick to the point that connect new ideas to familiar ones, emphasize and review key points, minimize noise and provide opportunities for feedback.(Kushal2011) Good communication skills are skills that facilitate people to communicate effectively with one another. Effectual communication engages the choice of the best communications channel, the technical know-how to use the channel, the presentation of information to the target audience, and the skill to understand responses received from others. Self development, interpersonal skills, mutual understanding, mutual cooperation
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and trust is also important to set a complete channel of most effective and winning communication skills.
http://www.goodcommunicationskills.net/wp-content/uploads/2010/11/image21.pngThere
are mainly three types of communication skills, expressive skills, listening skills and skills for managing the overall process of communication. The basic fundamental of all these types of communication is emotional skills. Expressive skills are required to convey message to others through words, facial expressions and body language. Listening skills are skills that are used to obtain messages or information from others. These help to clearly understand what a person feels and thinks about you or understand the other person closely. Skills for managing the overall process of communication help to recognize the required information and develop a strong hold on the existing rules of communication and interaction. Importance of communication skills can never be ignored or neglected. These skills are the key to executing good management skills. With good management skills, you can have a team of members who together create an ambience of open communication, concise messages, probe for clarifications, recognize nonverbal signals, and mutual understanding. Good communication involves a set of complex skills. The modern world today, calls for high scale effective communication skills in order to win the heavy competition in all spheres of life. For effective communication, a sender transmits his or her message in a clear and organized form to maintain and promote the need and interest of the receivers. Receivers or listeners show interest only if the person communicating is loaded with confidence, gestures and softness. Apart from management professionals, good communication skills are also required at all stages of life. Refrences:
1. 2. 3.
Korlahalli,J.S.and Pal,Rajendra(2008),Essentials Ed.,Sultan Chand & Sons,New Delhi,ppEC-66
of
Business
Communication,11th
Kushal,Sir Jin(2011),Business Communication,V.K.Global Publications Pvt. Ltd. New Delhi,pp31 Raman,meenakshi and Singh, Parkash(2010),Business Communication,17th Ed.,Oxford University press,New Delhi,pp iii
http://www.goodcommunicationskills.net/ http://myitcareer.org/article/communicationskill.htm http://www.skills2lead.com/techniques-for-effective-communication.html
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SYNERGY BETWEEN WORK LIFE BALANCE AMONGST WORKING WOMEN

Sohan Rawat Asst. Prof (Management),Doon Business School Dehradun, Uttarakhand, India. Hemant Chauhan Asst. Prof (Management),Phonics Group of Institutions Roorkee, Uttarakhand, India. Palki Setia Astt. Prof (Management),Takshila Business School Greater Noida, Uttarpradesh, India. mr_hemantchauhan@rediffmail.com Abstract: This paper on Work Life Balance amongst working women will help the readers to understand the fundamental principle of Work Life balance. It has explained the negative effects and consequences of poor work life balance. The need for a balanced approach to life and work is essential both for the individual and the organization. One cannot be pitted against the other. Variations in one will influence the other. Various strategies have been explained to promote quality life personally for the individuals. At the organization level the need for comprehensive work life training is stressed. We must devise best plans for the work life balance ourselves. The initiatives should come from the individual, It is up to us to make the rightful mix of leisure and work, family and work commitments so that too much concentration on one does not affect the other. As Maslow puts it, our lives exist on the wonderful relationships we build in our lives. We need to incorporate self esteem, esteem for others and set to achieve fulfillment in our lives. Technology has ruthlessly invaded our personal and professional lives. Technology should be used as a tool to accelerate our progress in our professional as well as personal life. There is a constant need to stay connected with oneself and with the world around. Family and work are two interdependent entities. Government and organizational policies should be aligned to individual life and work ethos. The concept of family life and economic concept should be integrated. In such a fierce completion success lies in balancing the personal pursuits of enjoyment and professional achievement. One should not be obtained at the cost of the other. The right path should be taken that would yield a better quality of life. Before life actually fades away, it is important to allocate time for life and for work. We must provide a place wherein we can establish a sensitive rapport within
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tangible contexts; family, groups and associations, nature and the environment and our community. Key Words: work life balance, Imbalance of Work life, Introduction Meaningful daily achievement and enjoyment in each of my four life quadrants: Work, family, Friends and Self. -Jim Bird A balanced life is one where we spread our energy and effort- emotional, intellectual, imaginative, spiritual and physical-between key areas of importance. The neglect of one or more areas, or anchor points may threaten the vitality of the whole. -Nick Halpin In todays fast paced and competitive world, finding a balance in work and life is a daunting task, particularly for women. Its all about juggling family life, work and a host of other work that cant easily be compensated in monetary terms. It is the struggle of striking the right chord between work related duties and family commitments; a day to day affair for many people. Without balance work suffers, home suffers and a woman as an individual suffers. Work Life Balance Self, Work, family and Friends are important components of ones work and life. These components in ones work and life should be considered as an integral and holistic manner to achieve the right balance. The right combination and balance drives performance and improves productivity at the workplace and gives best satisfaction in ones life. In general, we observe that there is commitment at workplace because there is some supervision and guidance. But at home, you are the chief/head of the family, if you go astray or out of right way, conflict sets in and it is difficult to maintain the right balance and progress in life suffers. Values in work life are not much different from human values. They are love and affection; how do you treat your colleagues, subordinates or even instances where subordinates treated their bosses badly, leave alone boss treating their subordinates badly. Truthfulness: are you true to yourself and true to others? Fairness: Are you treating others as one would like to be treated? Respect the right of individuals to express their ideas; Do you have the tolerance to value judgment of others? Women, especially working women, now days face a dilemma. Where should they put their priorities? Is it the children and their education, or the husband, or the parents, or the job or work, or their financial status, thereby seeking economic independence or personal ambition and aspirations? Get your priorities clear. In addition
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there is always a competitive environment and pressure to excel. Women often find it more difficult to maintain balance due to competing pressures at work and demand at home. Present day working women have no clues; especially if they are away from the joint family system and have nuclear families. If any guidance is required, it should be personalized since the matrix of this balance between self, friends, family and work varies from one individual to another. Experience, insight, commitment and clear focus of ones goals and ambitions are the guiding principles. Work life balance doesnt mandate arriving at perfect balance between the two. One cannot afford to set equal priority time for life and work. This is somewhat unrealistic. It merely means finding the balance that brings peace among the individuals. There is no one size that fits all. Each one of us has different responsibilities and priorities. Work life balance again varies according to different phases in our lives. Work Life Balances to Successful Professionals The success stories of people who have strived for the right balance between work and life would always go a long way in achieving the right balance in our own work and life. Panelists as part of the discussion in a workshop on work life balance on 8th march,2010 held in VIT university coinciding with Womens Day 2010 shared their experiences: Mr Sathish Rajmani, Senior Delivery Manager, Oracle Chennai says, I learnt most of the work life balance from my mother, a government servant, by simply watching her from my childhood. She used to sit with my father and meticulously allocate the work between him and her in the beginning of the month there was an unwritten agreement between them that each would question the other in case of default, he added. He also says the key to successful balance between work and life is, indeed the time management. Life encompasses a variety of home related matters such as family, relationships, personal work, hobbies, religious and philosophical interests, interaction with friends and colleagues and physical exercises. One needs to prioritize on a day to day basis the above activities and accomplish them. Dr Padamja Hari, a renowned freelancer medical practitioner, in Coimbatore says, One cannot draw an arbitrary line between work and life since work is a part of life. Stress is the root cause of most of our problems she adds, whether it is work place or home, what is needed is a good understanding with our colleagues/ family members and understanding of their needs, especially health problems. Once there is peace at home, there will be peace at the work place. She further said. We should remove negative thoughts and have a positive approach to things, whether at home or work we should enjoy the work we are doing Mr. K. SuryaPrakash, Vice President, Information Systems, Infosys, Bangalore stressed the need for doing things in a manner satisfying in others and ourselves. New priorities are added on as we go through the different phases of our lives. For instance, when we get married we have to deal with new people. It is for us to choose which is important, he said. Ms Sabitha, IAS Chief Executive Officer of Global Infrastructure Services and Solutions Chennai, says, It is important to add a little bit of love and compassion, and other human values to their
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work so that our work becomes interesting. You must be physically fit in order to be able to discharge your duties effectively at home and at the workplace and achieve your goals and ambitions. So do your regular exercise and take care of your health Women alone are capable of multitasking. At the workplace we have to work as effectively as men lest we are subject to comments that we do not work as effectively as male officers, she adds. Reasons for Imbalance Work and life are two sides of the same coin. In the most cases, people make tough choices even when they know their work life balance is not in equilibrium. Traditionally this work life balance is considered to be a womans problem but increased technological innovations, globalization and fierce competition has made this an issue concerning both sexes almost all individuals of all strata of life. Indeed work life balance has become a challenge to many of us. Work and life are intertwined and interconnected. Each influences the other. An imbalance in one will produce and imbalance in the other. An imbalance in one will produce an imbalance in the other. Spending more time at the office, meeting deadlines, client visits and customer calls may leave too much of backlog in the household chores. Similarly personal life can be demanding if there is a child, or an ailing parent or relative in the house. This may result in absenteeism from work and stress in the workplace. Conflicts occur when the duties and responsibilities of work and life become incompatible with each other. Increasing Pressure at Workplace Earlier there used to be fixed hours at workplace leaving a lot of room to pursue personal interests but thanks to technology which has broken the barricade between family and work . With email message, texting, internet chats even vacations have become a mere extension of workplace. The boundary between work and home has disappeared with time. With globalization and people working across countries, in various time zones, the concept of fixed working hours is fading away. People are spending longer hours at work. The ever increasing working hours leaves the individual with less time for themselves and for hobbies or leisure activities. Mans needs are placed in a hierarchy where the satisfaction of one need leads to the urge to satisfy the next need. According to Maslow, the ultimate purpose of our existence is self actualization where a musician is able to create music or an artist able to create an art. To be able to maximize our potential it is vital that we allocate some time for ourselves to derive personal fulfillment. Professionals, working in the BPO industry, doctors and nurses and especially IT professionals are the victims of changing pressure in the workplace. Pressure to Perform or Perish Rhonda Rapp port, Suzan Lewis and Richenda Gambles , authors explain, The economic climate perpetuates and exacerbates notions of efficiency that involve fewer people doing
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more work as well as myths and assumptions that characterize ideal workers as those who can work as though they have few or no outside responsibilities outside of paid work. As a result, there seems to be a pervasive underlying belief in business that harmonizing personal life and work requires a tradeoff between profits and people and the profits are more important for the business and for its survival itself. Thus the pressure to excel in such a competitive world has led to a performance driven culture where commitment has become synonymous with Long Hours of work. You get your performance incentives based on the hours you put in intense competition. Globalization has led to imbalances in work and life. A trade off is the order of the day between profits and relegating people to the background. This business culture has had serious effects especially on the women employees. Pressure to deliver work on par with men has left many women deeply stressed and a dissatisfied feeling of not being able to match their male counterparts at work. Women face health hazards and this influence their work at home and affects the family. Family life suffers and children and elders face the brunt of this situation. At this juncture it would be very appropriate to discuss superwomen syndrome. Superwoman Syndrome Women think that most of the things at work and home wouldnt go well if they are not there to steer the engine. As a result they fail to develop any support mechanism to take time away from work. Women are relatively new to the professional workforce and those who get to the top tend to work alone, without much teamwork or mentoring says organizational psychologist Dr. Bile Blaire who founded Leading and Learning, a LosAngeles Management consultancy. Such women often feel that someone else cant do what they have done. Since they only recently got there, they dont want to give up their place. She truly considers herself as a multitasked performing all acts both at home and workplace. The superwoman feels that any work assigned to the husband may not be well done or half complete or she may have to do it again. This lack of trust on others capabilities be in it spouse or her work mate has led women to burden themselves unduly resulting a complete breakdown of health. Effects of Improper Work Life Balance An important consequence of a poor work life balance is stress. An inappropriate work life balance can be attributed to the domination of the work element. Work life balance is mostly by pressure in the workplace than outside. An important work life balance would lead you to diverse health problems ranging from sleep difficulties, exhaustion, heart attack (extreme cases). An unsatisfactory work situation, focusing on unproductive tasks, missed deadlines may cause a toll on an individual health. Pressure, stress or tension in work life can lead to bad social life and vice versa. Two important ill effects of improper work balance are anxiety and depression. The two are on the rise among individual who fail to allocate proper time for doing things.
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Solutions Time management is the key to maintain a perfect equilibrium between family and work. Never have a full plate. Only 50% of the things that we plan actually get done. If we overlook, precious time would be spent in trying to figure out why things didnt happen. Ruthless prioritization is essential for a peaceful life. We need to trim down the essential from secondary. Treating everything as priority will drain us of our energies. It is difficult but we need to learn to say No sometimes. We should never sacrifice our personal calendar. Learn to create a backup by creating support systems so that you can take a vacation, operate when kids are sick or deal with emergencies. Organizing our activities is equally important. Meticulous planning will go a long way in ensuring harmony both in personal and work lives. Judicious use of technology not only saves time but acts as a tool for control to check if things are going according to schedule. One of the most important success mantras for good work life balance is trying to get used to the fact that everything cannot be perfect. In fact the new mantras learn to be imperfect this will help in better delegations of duties. Dont do everything. Stop and ask for support and help. Learn to survive with imperfections. This would ease out a lot of tensions in all spheres of life. Doing everything yourself is a recipe for stunted growth; it is a path to burnout Diana Booherthe author of Get a life without sacrificing your career says I figured out how to clone myself. We need to develop this mindset to change. We need to train our subordinates to excel and make then do things perfectly. This would save a lot of undue stress falling on us. The dark side of being a superwoman i.e. a truly multitasking professional is that they are afraid to show their vulnerability. Women are made that way. It is important to note that women can maximize their potential but should refrain from overloading themselves just to prove appoint. One of the recent tools that have created good results in effecting a balanced work life is the science of Hypnotherapy. Hypnotherapy is the therapy that is undertaken with a subject in hypnosis. Hypnotherapy is often applied in order to modify subjects behavior, emotional content and attitudes as well as a wide range of conditions including dysfunctional habits, anxiety, stress related illness, pain management and personal development. A poor work life balance is the lack of physical, emotional and mental resources carry out thing the way an individual desires; it is a source of frustration, an overwhelming feeling that they cannot complete any task successfully. Poor balance will result in physical and psychological symptoms. Hypnotherapy which works at the bottommost end of ones feelings is the panacea for all the problems due to poor work life balance. It provides relaxation, calms individual who have forgotten what enjoyment in life means. These are people who are victims of overwork and represent cases of burnout. Hypnotherapy helps people regain control of their lives as this works at the fundamental site of our belief, thoughts, needs and drives. It speeds up the process of change. It helps people who are depressed onto a road of recovery because people find it an enjoyable experience. Although there are other
methods, hypnotherapy is quicker but more significantly produces relaxation and the individual comes out unscathed feeling more relaxed, invigorated. Tips for a Balanced Work Life a) Maintain separate calendars for work and life commitments would produce a lot of conflicts as there is a possibility that the day you have scheduled an important meeting could have been coincided with your daughters first day at school. Keeping a single dairy of events helps in slotting work and life events avoiding a clash between two equally important events. b) Vacation need not be long hours or days from work. Learn to take a short break. May be an hour of reading something interesting or possibly a chat with an old friend or writing letter or a short walk will do wonders to recharge your batteries. A separate time should be allocated to pursue something you desire and something you enjoy. c) Audit every schedule kept in a week. This would help you realize the time spent on work life commitments and would be an effective tool of control and facilitate in better planning d) Even leisure or proper rest has to be planned better. The time out should probably be a walk or sitting in front of TV for sometime say 15 minutes every day. e) A greater flexibility in work schedules can help you to clearly identify your options. Using technology wisely can save you valuable time. f) It is essential to determine the right priorities. When at home concentrate completely at home and when in office give undivided attention to your work. Learn to prioritize your activities effectively. This would give a sense of immense satisfaction of completing the right work at the right time. g) Stop being the donkey always carrying the burden of all work. Learn to effectively delegate. There are always people who can take care of your travel plans people at home and friends who can plan your vacation and shop for you. h) Networking is yet another method to stay in touch. Make a use of the social networking sites like face book, orkut and stay in touch withhold friends. This does not mean over indulgence in technology. Any day a personal visit to a friend or a relatives hour is more appealing and strengthens relationships. But in times of intense commitments a word of hello through a phone or face book will mean a lot to ones close to us. i) Above all the secret to a perfect work life balance lies in us. If we take responsibility of our actions. Initiate to go the extra mile in relationships, take control of our lives, listen to the advice of colleagues, friends, family and relative and above all plan and execute we can lead a healthy and enjoyable life.
Organizational Perspective on Work Life Balance Until recently organizations have been forming the systems approach to work life balance. While the systems approach answers the questions what the organization can do for a work life balance, but the individual approach asks what the individual can do about the work life balance. The organizational benefits include: health insurance, vacations and flexible working policies. As an organization you cannot survive by just providing these benefits for better employee retention, boosting morale and ultimately earning profits. It is the other rung which is important. What have the individuals done to improve their work life balance? Good work life balance not only varies from individual to individual but also with time. What was appropriate when you were single may change when you are married. Thus the organization cannot provide the right work life balance. The onus lies on you. Harrington, the Director, the Director of Boston Colleges Centre for work and family, has reflected on past efforts. He says, Work-Life balance comes down, not to an organizational strategy, but to an individual strategy. Often organizational programmers cost a great deal of money and miss the mark for the individual, or at least most of the individuals. We have built in house child care centers that require a large investment in bricks, mortar and staffing. They create a lot of visibility. But at the end of the day what about the 9 out of 10 individuals who dont have kids between 1 to 5? As a result, for most organizations, the key work life strategy question becomes, What can we do to support that the individual responsibility, accountability and action that touches everybody? How do we make sure all mangers and individuals contributors have the skills and a common language to positively sort it out for them? Importance of Work Life Skills Training At Organizational Level The individual and the organization should work hand in hand in developing the work life skills of the employees. The implementation of work life skills should be intertwined in the organizations mission and vision statement. As technical skills are important so also the work life skills training which would reinforce fundamental human values skills in individuals leading to better morale and enhanced productivity. The essential ingredients of this training would include relationship building, time management, stress management, delegation of work as well as setting goals and how to achieve it. Once work life as an organizational strategy, stage implementation becomes relatively easy Implement Dual Purpose Training The following guidelines would help in achieving the dual training of work and life. a) Identify internal training needs and requirements b) Identify the resources available and plan for internal training. c) Train the trainers using appropriate training contents. d) The skills training should include on and off the job training.
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e) The training should lead to balanced work life and personal and professional growth. f) Secure the support of senior executives for planning, budgeting and executing the programs. Conclusion This paper on Work Life Balance amongst working women has set itself to help the readers to understand the fundamental principle of Work Life balance. It has explained the negative effects and consequences of poor work life balance. The need for a balanced approach to life and work is essential both for the individual and the organization. One cannot be pitted against the other. Variations in one will influence the other. Various strategies have been explained to promote quality life personally for the individuals. At the organization level the need for comprehensive work life training is stressed. We must devise best plans for the work life balance ourselves. The initiatives should come from the individual, It is up to us to make the rightful mix of leisure and work, family and work commitments so that too much concentration on one does not affect the other. As Maslow puts it, our lives exist on the wonderful relationships we build in our lives. We need to incorporate self esteem, esteem for others and set to achieve fulfillment in our lives. Technology has ruthlessly invaded our personal and professional lives. Technology should be used as a tool to accelerate our progress in our professional as well as personal life. There is a constant need to stay connected with oneself and with the world around. Family and work are two interdependent entities. Government and organizational policies should be aligned to individual life and work ethos. The concept of family life and economic concept should be integrated. In such a fierce completion success lies in balancing the personal pursuits of enjoyment and professional achievement. One should not be obtained at the cost of the other. The right path should be taken that would yield a better quality of life. Before life actually fades away, it is important to allocate time for life and for work. We must provide a place wherein we can establish a sensitive rapport within tangible contexts; family, groups and associations, nature and the environment and our community. Bibliography
www.worklifebalance.com Proceedings of International Womens day 2010 workshop, VIT University, Vellore, 8 th March2010. Rhonda rappaport, Suzan Lewis and Richenda Gambles, Work Personal Life Harmonisation: Vision and Pragmatic Strategies for change. www.microsoft.com Diana Booher, Get a life without sacrificing your career www.booher.com http://en.wikepidea.org/wiki/hypnotherapy www.docstoc.com/docs/29230775/Work Life Balance JMIPUBLISHERS Page 49
ROLE OF INFORMATION AND COMMUNICATION TECHNOLOGY (ICT) AND KNOWLEDGE MANAGEMENT IN AGRIPRENEURSHIP AND RURAL DEVELOPMENT
Dr. Asit Ranjan Satpathy Department of Finance, Seemanta Engineering College, Jharpokharia, Mayurbhanj, Orissa-757086. asitjulu@gmail.com, Abstract : As Jesse Jackson once pointed out, with time the digital divide
in the US is only increasing and it is acquiring the dimensions of racial ravine, with the relative disadvantage suffered by the blacks and Hispanics in the inner cities increasing all the time. It is essential, therefore, for us to use ICT in a way that would bridge rather than enhance the digital divide. Bridging the digital divide is a big challenge for a country like India. The government has set an ambitious target of providing 200 million telephone connections in the rural areas by the end of 2012. India has become home to the worlds largest telephone network with over 270 million telephone users, but rural connectivity still remains a critical dimension of growth achieved in the recent past. ICT services at affordable prices can increase the ability of the rural masses to participate in the market economy which will in turn improve their earnings. The malnutrition of knowledge regarding ICT is a great impediment for the success of our country. India has connected majority of its villages with payphones, and the market is poised for a major boom in the years ahead. The villages will become part of the national mainstream giving better access to agricultural markets, and fetching better prices for the farmers and thus leading to rural development. In this article an attempt has been made to discuss how the various governmental and non-governmental organisations are working through ICT and Knowledge Management initiatives to achieve the targets of agri-preneurship and rural development.
Key Words: ICT, knowledge management, tools, applications, MASS. Introduction Information and communication technology (ICT) is an umbrella term that covers all technical means for processing and communicating information. The term has gained popularity partially due to the convergence of information technology (IT) and telecom technology. ICT defines a broad range of technologies, including methods for communication (communication protocols, transmission techniques, communications equipment, media (communication)), as well as techniques for storing and processing information (computing, data storage, etc.). ICT allows users to participate in a rapidly
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changing world in which work and other activities are increasingly transformed by access to varied and developing technologies.ICT tools can be used to find, explore, analyze, exchange and present information responsibly and without discrimination. ICT can be employed to give users quick access to ideas and experiences from a wide range of people, communities and cultures.5 ICT tools include technologies like Mobile phones, Internet, Radio, Satellite television, e-mail etc. These technologies may be helpful in the following manners: Record text, drawings, photographs, audio, video, process descriptions, and other information in digital formats. 2. Produce exact duplicates of such information at significantly lower cost. 3. Transfer information and knowledge rapidly over large distances through communications networks. 4. Develop standardized algorithms to large quantities of information relatively rapidly. 5. Achieve greater interactivity in communicating, evaluating, producing and sharing useful information and knowledge.
1.
Knowledge Management (KM) Knowledge (experience-based know-how) is a key resource in any organisation. The more you know, the better you perform. Knowledge Management is about systematically and routinely making use of the knowledge in the organisation, and applying it to key activities; tapping into 'What you collectively know' to help deliver your goals, objectives and mission. It aims towards never making the same mistake twice, and making every decision in the light of the full knowledge base of the organisation. 2 Knowledge be managed Some people argue knowledge can't be managed - that it is a personal human attribute, which is too elusive to manage. Certainly knowledge can't be controlled, but capturing and sharing knowledge can be encouraged and facilitated, and the environment within which knowledge flourishes can certainly be managed. The management of knowledge needs to be part of ones standard practices, just like the management of other key resources such as money, people or reputation. Managing knowledge requires creating the:
1. 2. 3.
Right Conditions: It includes a culture of trust, openness, sharing and
learning.
Right Means: It includes a systematic approach, tools, and processes for exchanging knowledge, and the, Right Actions: Here people instinctively seek, share, and apply experience, best practice, know-how and new ideas.
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Technologies for knowledge management Knowledge management requires help of various technologies. Some of the important technologies which have been found very useful in knowledge management are discussed below. Email: Email is the simplest and one of the most effective technologies for sharing knowledge at a distance. Threaded discussions on in-house email systems or on the Internet is a great way for a community to practice to raise questions and exchange solutions. Intranet: An Intranet can act as a universally accessible corporate filing system for the knowledge of the organisation. However, it needs to be seen as a filing and sharing tool, not as a set of glossy pages designed to impress! Structure the Intranet around the key activities of the organisation, and make sure that publishing material is easy and quick. Communication tools: There are many electronic communication tools which can help build networks within an organisation. For example the chat room software "msn messenger" (free from Microsoft) can be very powerful in allowing people in remote sites to have online conversations. Collaboration tools: Video-conferencing systems are a very powerful way of bringing remote sites together, but are expensive. Microsoft Net meeting - another free software application - is a simpler alternative. Video: One of the best ways to transfer knowledge is through the use of stories. This is even more powerful if the people with the knowledge are allowed to tell the stories in their own words. A picture tells a thousand words, and a moving picture tells them movingly, so consider the use of video to capture and transfer knowledge. Simple technology: Sometimes the simplest technologies are the best. Conference telephone calls are a great way for a community to stay in touch. Newsletters can be a good way to disseminate information about an organisation. Learning knowledge can be exchanged face-to-face in meetings and conferences.2 Applications of ICT and KM for agripreneurship and rural development Mobile banking: It has been reported that in several nations of Asia, Africa and Latin America, more people have mobile phones than bank accounts. In India, with 260 million plus mobile phones there is a huge potential for mobile banking. The cost of taking bank branches to rural Indians is very high; this in turn would reflect in the transaction cost making conventional banking costly unattractive to rural poor. Philippines, Kenya and South Africa have pioneered successful m-banking projects. M-banking schemes can be combined with microfinance loans, extending access to credit and enabling users to establish a credit history. Bharti and reliance are already working in this direction. Bharti
for example has tied up with Western Union and intends to leverage its seven lakh of retail outlets across the country. The RBI has also approved m-banking recently.3 Entrepreneurship: Some of the telecom companies in India have unique technical solutions offering almost free local access within a geographical area whereby a village level operator (local person) runs a simple personal computer based local exchange which offers unlimited local call access at a minimal flat rate and STD calls at normal rates. This entrepreneurship model is ideal for SHGs and especially womans SHGs. it could be easily adopted and would be similar to Bangladeshs Gramin bank initiative, which has already demonstrated the positive synergies of SHGs and telecom. 3 Information and feedback: Software firms such as Geneva Group are developing solutions that enable enterprises to send SMS to up to one lakh customers in Indian languages. This could be very helpful in disaster warning, apart from routine messages. Villagers can similarly give feedback and make complaints through calls and SMS. If this is done government departments would have a true picture of ground level implementation and would also be accessible to the affected rural masses. Farmers in Haryana are already SMSing a free government helpline for agro related problems. Yahoo and Google are aware of rural Indias potential and are working swiftly towards providing these tools and content in Indian languages. A good example for such an initiative is Bharti Airtels and IFFCO Kissan Sanchars joint venture, rural Blackberry kit priced Rs 2000 targeting the aam aadmi coming complete with a free hand cranked charger. This joint venture will ride on IFFCOs cooperative network to sell subsidised handsets loaded with Airtel connections to farmers and will provide useful rural specific information services like mandi prices, weather information, pest control, farming etc.3 E-governance: Internet access in rural areas can allow for many Government services like providing local and national information. Recently Govt. has introduced MCA21 project to provide facility of e-stamping on pilot basis from 14.09.2009 in 20 states and 2 UT. Village knowledge centre project: The project connects ten villages near Pondicherry by a hybrid wired and wireless network-consisting of PCs, telephones, VHF duplex radio devices and e-mail connectivity through dial-up telephone lines-that facilitates both voice and data transfer. This project is guided by Dr. M.S Swaminathan. 7 Gyandoot: This project is an outcome of the agreement between Drishtee and the district administration of Dhar. This would perhaps be the most outstanding initiative by Govt. to launch e-governance platform. Gyandoot is more of community-owned, technologically innovative and sustainable information kiosk. Local rural youth act as entrepreneurs, running these information kiosks along with the commercial lines.7 The simputer project: The simputer project is a low cost portable alternative to PCs by which the benefits of IT can reach the common man. The in-built smart card feature
enables the simputer to be shared by a community. It was developed by the scientists of IISc.7 Taarahat: It is a project conceived by the Delhi based Development Alternatives Group. The project provides a bunch of services like employment, mandi market, weather, matrimonial etc. to the village community. A highly picturized interface makes it userfriendly.7 E-choupal: Conceived by ITC in June 2000, e-Choupal has already become the largest initiative among all internet based rural interventions in rural India. sanchalaks- as they call it, can access information in their local language on weather and market prices, disseminate knowledge on scientific farm practices and risk management, facilitate the sale of farm inputs and purchase farm produce from the farmers doorstep. The net business of over one billion has been transacted so far.7 ATIC: The Agricultural Technology Information Centre (ATIC) is a single window support system linking the various units of a research institution with intermediary users and end users (farmers) in decision making and problem solving exercise.1 The objectives for establishment of such centres as a single window system are as follows: To provide a single window delivery system for the products and species available from an institution to the farmers and other interested groups as process of innovativeness in Technology Dissemination at the institute level. To facilitate direct the farmers access to the institutional resources available in terms of technology, advice, technology products, etc. for reducing technology dissemination losses; and To provide mechanism for feedback from the users to the institute.
E-SEVA: This project, which is run by the West-Godavari District Administration in Andhra Pradesh State, India, has established Web-enabled rural 'e-Seva Centres' run by self-help groups of women from the poorest segments of society. The aim is to help them achieve economic independence. It is also an attempt to replace the traditional form of governance and its accompanying deficiencies with a modern, more open, transparent and responsive service delivery system. The project delivers government services, facilitates utility and tax payments and provides business services, thus enabling poor women to get a better price for their products. This benefits government, the public and the women who run the centres or work in them. 9 There are numerous benefits of e-seva for women. Some major benefits of e-seva have been discussed below.
1.
Social Respect: As the women's income increases and they become well trained and well educated, they gain social respect. Villagers are coming to centres, taking their advice and using their services. Employment: E-seva provides employment to women in their own villages.
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2.
3. 4.
Self respect: Working with technology makes women feel proud. Thus they develop self respect for themselves. Monthly income: Currently the monthly net income for each of the larger e-Seva Centres averages US$300. This is shared among those involved in that centre, which varies from two to ten. On an average each woman is earning US$45 per month.9
AGROPEDIA: It is an online knowledge repository for information related to agriculture in India. It includes universal Meta models and localized content for a variety of users with appropriate interfaces built in collaborative mode in multiple languages. This national portal, designed as an "agricultural Wikipedia" hosts wide range of agricultural information on a variety of crops, with an aim to empower farmers with crop information Originally titled "Agropedia Indica", the development of the project was undertaken by team involving various premier institution of India, and spearheaded by Professor Jayantha Chatterjee, of Indian Institute of Technology Kanpur (IIT Kanpur). It was initially envisioned by T. V. Prabhakar also of IIT Kanpur, over three years before, who remained its lead architect. This technology is better than other technology because of following reasons. It not only provides information related to agriculture to the farmers but also provides solution to their problems. 2. It also gathers the indigenous technologies from the farmers and disseminates it. 3. It also provides a portal which facilitates the researchers to contribute to its library but after verification. 4. One can also chat with the scientists or research workers or farmers for their queries through this portal.
1.
MASS: This innovative idea was pioneered by Vijay Bharat. The mobile agricultural school and services (MASS) is a revolution in agricultural extension system. It is a big bus with well equipped floor, facilities like projector, laptop, screen etc. for imparting extension training and disseminating know how and do how related to various improved practices of different crops and ideas.8 MASS perform its function in following ways.
1. 2. 3. 4. 5.
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MASS works as an outsourcing agency for different organisations like Govt. bodies, NGOs and farmers on hired basis. The organising institute passes on the necessary information to farmers of their concerned area about the venue and tenure of training through MASS. The training program commences with folk dances and music to bring the farmers in rhythm to learn the new things with vigour. After 10-15 minutes the experts brief about the topic. Films on selected topics are shown to the famers.
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Training materials in print are supplied to the farmers as handouts. 7. Inputs are supplied at their doorstep at much lower cost in comparison to local market.
6.
MASS is beneficial to public in the following ways.

1. 2. 3. 4. 5.
Films give clear picture to understand the matter. The quality of training is the best as the final version comes after the consultation of scientists. Every farmer pays his full attention so gets maximum benefit. The energy of scientists/experts are utilised in the field and hence there is sufficient time to solve the problems on practical level. Time and money of farmers is saved.
Achievements of MASS are many. However, some of the important achievements are given below.
1. 2. 3. 4. 5.
MASS has developed more than 50 films till date on several topics. MASS has trained more than 30000 farmers. MASS has undergone for a MoU with BAU Ranchi. MASS has got the first prize in Agro-tech 2007 at BAU Ranchi. MASS has got the National Award by The Indian Society of Extension Education.
Conclusion Agripreneurship and rural development are the prerequisites for the development of our country which cant be achieved without the complementary tools like ICT and knowledge management. The kind of initiatives taken not only by the NGOs and SHGs but also by the Govt. in the recent few years in this area is panegyric indeed but still there are some areas where we really need to work hard. Besides providing rural connectivity the Govt. should also ponder about rural electrification, literacy and basic health and sanitation facility so that tools of ICT could be utilised up to its optimum level. The role of training and demonstrations program by the extension workers cant be ignored in this context because change in the attitude to bring desirable change is the key to success. References [1]
Ahire, L.M., Sontakki, B.S. and Rao, P. Punna (2008). Performance Profile of Selected Agricultural Technology Information Centres (ATICs). Kurukshetra, 57(1):19-22. [2] Dheerubhai Ambani Institute of Information and Communication Technology, Ahmedabad. Study material available on intranet of DA-IICT. [3] Gulati, A. (2008). Dialling in Rural Prosperity through Universal Cellular Connectivity. Kurukshetra, 57(1):3-7. [4] Kainth, G.S. and Kaur, K. (2008). Bridging the Rural Digital Divide: Status and Future Agenda. Kurukshetra, 57(1):13-17. JMIPUBLISHERS Page 56
JM INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH (JMIJMR) ISSN 2229-4562 VOLUME -2 ISSUE -1 NOVEMBER, 2011 [5] Khan, M.J. (2009). Mobille Agricultural School and Services (MASS): A Revolution in Agricultural Extension System. Agriculture Today, 12(9):44-46. [6] Veldanda, S. and Jaju, S. (2005). Women Providing Online Services: e-Seva Centres in Andhra Pradesh, India. [Also available on http://www.womenictenterprise.org/eseva.htm(viewed on 30 Aug.2009)]
Asit Ranjan Satpathy is a Doctoral Degree in the area of Commerce (Marketing and Rural Development) from Utkal University, Vani Vihar Bhubaneswar. Dr. Satpathy has 14 years of work experience in Finance and academics and specializes in the area of Rural development and Investment Management. He has qualified in Business Management and Financial courses at both graduate and post graduate level and is currently teaching Graduate and Masters Students. He has published more than 15 research papers, articles and case studies in various national and international journals. Younos has presented 10 papers in various international conferences in Reputed Organizations such as; Amity, MIT Nagpur, Osmania University, BHU, NEEC Agra, ICER, Acharya Bangalore, Tirpude Nagpur, CH Institute, Indore. He is also, Editorial Board of several international Journals in some Countries. Dr. Satpathy at the present is as a head of Department of Finance, Seemanta Engineering College
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SOCIAL NETWORKING A STEP AHEAD IN ONLINE ADVERTISING

Dr.G.Veeramani Professor and Head, Dept. of Management Studies, Dhanalakshmi College of Engineering,Tambaram, Chennai 601 301 V.Vinu Chakravarthi Ph.D., Research Scholar drgveeramani@gmail.com Abstract: The introduction of the internet-based social media has made it possible for a person to communicate with hundreds or even thousands of people about products and the companies that provide them. This article gives a picture about the internet, online advertising, about social media. Online advertising is a form of promotion that uses the internet and World Wide Web for the expressed purpose of delivering marketing messages to attract more number of customers. Now, social networking portals are a recent development, allowing the user to create and maintain a network of close friends or business associates for a social or professional reasons, this had created a forum, where people can share their views, can become a fan for a particular product or service, more importantly they can recommend it to others. Hence, it is becoming essentially important to know about the social media and the ways how best we can use it as a powerful tool for online advertising. Introduction In recent years, the internet especially the Web has created a communication revolution period. The ability to send and receive information has changed the way we work and live. Social networking portals are a recent trend. A Social Networking Site (SNS) connects people based on information gathered about them, as stored in their user profiles. These user profiles determine the way in which users are able to present themselves to the world. The most important distinguishing factor between the various sites is the range of profile information that they store and can perform operations on this paper will present a review of the various classifications of social networking portals and some of the ways through which this medium can be used for business development. Internet The internet sometimes simply called the net is a worldwide system of computer networks or a network of networks using which, users with a computer net connection
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can, send and receive information from any other computer (and sometimes talk directly to others). It was conceived by the Advanced Research Project Agency (ARPA) of the US government in 1969 and was first known as the ARPANET. The original aim was to create a network that would allow the users of a research department at one university to communicate with the researchers of other university. Online Advertising: Online advertising is advertising on the internet. This particular form of advertising is a source of revenue for an increasing number of websites and companies. There are two sides of online advertising, a legitimate one and an illegitimate one. The legitimate sides of online advertising include search engine advertising, advertising networks and opt in email advertising. The illegitimate side is dominated by spamming. Though the range of advertising options has expanded since in the commercialization of the internet, the use of rich media and static images is extremely popular. The ever increasing users of online users will likely to continue to be a major advertising market. The recent trend in online advertising is through social networking. Social Networking A social network service focuses on building and verification of online social networks for communities of people who share same interests and activities, or who are interested in exploring the interests and activities of others. It provides various ways for users to interact, using chat, messages, emails, videos, shared files, blogs and discussion groups.(wikipedia) A Social Networking Site (SNS) connects and presents people based on information gathered about them, as stored in their user profiles. These user profiles determine the way in which users are able to present themselves to others. The use of the internet as a networking mechanism has its origins long before the birth of the web. Usenet is a distributed messaging system that has been in use since 1979, providing a forum for people to discussion online. It also enables rich media file sharing. Unlike todays social networking sites, it was an open distributed system that is not owned or controlled by anyone or any company. The first web-based social network site (http://www.sixdegrees.com) was launched in 1997. This site allowed the users to create profiles, list their friends and to contribute messages to bulletin boards. At the height of its success, the site had 1 million registered members. The site was sold in 2000 for $ 125 million. The UKs first major experience of social networking came in July 2000 when friends Reunited was launched. This site allowed people to create their profile based on the schools they attended and to establish contacts with old classmates. At the end of the first year the site gained 3,000 members. A combination of intense press publicity and the human fascination to learn about their old
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school friends drove the membership to 4 million members in 2001 and 8 million by the end of 2002. Social Networking in India According to the latest report released by comScore, a marketing research company, out of total internet users in India, 84 percent users visits the social networking sites in India. This makes India the worlds seventh largest social network sites visitors. United States is the largest and number one social network sites visitor among all the countries with 174.4 million unique visitors in July 2010. It has the growth rate of 23 percent. In July 2009 there were 131 million users who used social networking sites from this country. China is on number two in the list following US with a total of 97.1 million users in July 2010 and is followed by Germany who had 37.9 million unique visitors in July 2010 with the growth rate of 47 percent. It had 25.7 million unique visitors in the July of the last year 2009. Facebook According to ComScore, facebook is the number one social networking site in India visited by 20.9 million visitors in July 2010. Facebook becomes the number one by replacing Orkut who had about 19.87 million unique visitors in July 2010. Orkut Being on number one as Indias most popular social site, Orkut is now replaced by Facebook in India. Orkut is now on number two with a low double growth of 16 percent as compared to the last year. Recommendations for promoting through social networks platform: Today many small businesses create profile but not pages. Remember one thing, profiles are for individuals and pages are for business. There are many benefits to using a page rather than a profile, a business can have an unlimited number of fans. Profiles are capped at 5,000 friends. The bottom line for businesses: Set up a page, not a profile. Unlike big brands, small businesses do not typically have large fan bases. Therefore, it is easier for them to pay attention to individual fans. Paying attention also means that, when a fan leaves a comment, it should be acknowledged and responded to. It's amazing what a simple "thank you" can do to energize your fan base. Use photo strip options effectively, since these give your products pictorial representations always select the best picture that covers your entire product range. Marketing must be congruent with the social media feedback cycle the way the consumers use word of mouth to spread recommendations and advice to other potential customers. Use social media applications like Eventful and Upcoming to plan, schedule and publicize your companys special events. Developing and publishing a blog is an easy way
to communicate information about your products. Because a blog establishes an openended two-way communication channel, your customers can use it to tell you their concerns. Keeping an eye on your competitors is remarkably easy on the social web. Just register for their promotional e-mails, newsletters. Social media marketing should compliment, not replace, your traditional promotional activities, and should reflect the way you do business Always customers like to feel special. By offering products, information, and special deals exclusively to a subset of consumers can help you to create this feel. People tell others about things to which they are emotionally connected. Organizations can leverage emotional connections by embracing one or more causes that are important to their customers. Conclusion The users traffic for the social networking sites is increasing day by day. Online advertisers should focus on promoting their business through social networking sites. Because this is the forum where people can share their views, they can promote any services by becoming a fan, or even they can recommend to their known sources. So business should focus more on using social networking as a strong source of online advertising. Reference
http://www.comscore.com/Press_Events/Press_Releases/2010/8/Facebook_Captures_Top_Spot_among_Soci al_Networking_Sites_in_India http://en.wikipedia.org/wiki/Social_networking http://www.scribd.com/doc/28249745/Orkut-versus-Facebook http://www.oceanofweb.com/india/top-10-social-networking-sites-india.html http://www.objective-marketing.com/e-marketing/advertising-on-line-online/
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LIVING THROUGH RECESSION-LESSONS FROM NEBRASKA

Dr.R.Nandagopal Director, PSG Institute of Management (PSG College of Technology) Coimbatore, Tamil Nadu. director.nandagopal@gmail.com Dr.N.Vivek Faculty members, PSG Institute of Management (PSG College of Technology) Coimbatore, Tamilnadu. viswadatta@gmail.com M.Sathish Faculty members, PSG Institute of Management (PSG College of Technology) Coimbatore, Tamilnadu mahendran.sathish@gmail.com J.Joshua Selvakumar Faculty members, PSG Institute of Management (PSG College of Technology) Coimbatore, Tamilnadu joshuajp@rediffmail.com
Abstract Recession has been the bane of the entire world. But even in this
storm, there are occasional glimpses of light in a few economies. Nebraska is one such economy to survive the scarring effect of economic recession. This paper has studied various features of Nebraska and attempts to propose hypotheses that could serve as guidelines to other economies for surviving recession. The key to surviving bad times seems to be the age old adages: conservative practices lean thinking, core industries, natural resource utilization and a caring and committed leadership .
Introduction A recession can be defined as a decline in a country's gross domestic product (GDP) growth for two or more consecutive quarters of a year. A recession is also preceded by several quarters of slowing down. Reasons for recession An economy which grows over a period of time tends to slow down the growth as a part of the normal economic cycle. An economy typically expands for 6-10 years and tends to go into a recession for about six months to 2 years. A recession normally takes place when consumers lose confidence in the growth of the economy and spend less. This leads to a decreased demand for goods and services, which in turn leads to a decrease in production, lay-offs and a sharp rise in unemployment. Investors spend less as they fear stocks values will fall and thus stock markets fall on negative sentiment.
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Current crisis in the US The defaults on sub-prime mortgages (home loan defaults) have led to a major crisis in the US. Sub-prime is a high risk debt offered to people with poor credit worthiness or unstable incomes. Major Banks have landed in trouble after people could not pay back loans. The housing market soared on the back of easy availability of loans. The realty sector boomed but could not sustain the momentum for long, and it collapsed under the gargantuan weight of crippling loan defaults. Foreclosures spread like wildfire putting the US economy on shaky ground. This, coupled with rising oil prices at $100 a barrel, slowed down the growth of the economy. Impact of a US recession on India A slowdown in the US economy is not a very positive thing for India. Indian companies have major outsourcing deals from the US. India's exports to the US have also grown substantially over the years. The India economy is likely to lose between 1 to 2 percentage points in GDP growth in the next fiscal year. Indian companies with big tickets deals in the US would see their profit margins shrinking. The worries for exporters will grow as rupee strengthens further against the dollar. But experts note that the long-term prospects for India are stable. A weak dollar could bring more foreign money to Indian markets. Oil may get cheaper brining down inflation Stock markets & recession The economy and the stock market are closely related. The stock markets reflect the buoyancy of the economy. In the US, due to the recession investors are a worried lot. The Indian stock markets also crashed due to a slowdown in the US economy. The Sensex crashed by nearly 13 per cent in just two trading sessions in the past few months. The markets bounced back after the US government cut interest rates. However, stock prices are now at low ebb in India with little cheer coming to investors. How to fight recession Tax cuts are the first step that a government fighting recessionary trends or a full-fledged recession proposes to do. In the present situation, the US government has proposed a $150-billion bailout package in tax cuts. The government also hikes its spending to create more jobs and boost the manufacturing and services sectors and to prop up the economy. The government also takes steps to help the private sector come out of the crisis. Key metrics in the Foundations Index track the changes in technology components underlying the digital infrastructure, growth in the adoption rate of this infrastructure and long-term public policy shifts( Electronics Business Journal. Atlanta: Jul 8, 2009. pg. 460)
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According to Lucintel research on the demand side, most of the industrial, sporting goods and aerospace markets for carbon fiber are expecting to see negative growth in 2009 except for select markets such as wind energy and commercial aerospace market. ( Defense & Aerospace Business. Atlanta: Jun 10, 2009. pg. 36) Need for the Study Recession is a tough time for most economies in the world. Recession is unavoidable and keeps coming back in cycles. Those who remain blissfully unaware of its vagaries are bound to be swept away in its tide. Many fortunes are lost overnight. Many large corporations vanish without a trace. Even nations can become failed states if they do not take adequate precautionary measures. Laugh and every one laughs with you, weep and you weep alone. This saying is asserted repeatedly during recessions. In these difficult circumstances it is vital for economies, companies and communities to learn from the survivors of recession what they did right and how they came out of the bruising times they faced. In this back drop, amidst the most battered of economies is the economy of USA. With the heartland of deep depression, Nebraska stands out as an island of robustness of economy. The world needs to watch study and learn what the Nebraskans have done to thrive in recessions so that they can avoid the fate of failed corporations and states Research Methodology The study is an exploratory case based research done based on published reports, articles and monographs across the world. Articles describing all aspects of the Nebraskan economy are qualitatively analyzed for patterns and adaptability to other economies. Scope of the Study The study is confined to the economic and governance methods used in Nebraska State that have helped it survive recession. The study analyses the impact of such policies in India only. The study is confined to the articles and reviews published by the government of Nebraska and reputed news houses only. Nebraska A model for governance Few weeks after the presidential election, the national bureau of economic indicators declared the U.S Economy in recession. The major news of the last 6 months is that the U.S economy has entered a second and more distractive phase. The second Act of the recession began in September, 2008, with the upheaval of Wall Street and the freezing of global credit markets. People in Nebraska had expected and were preparing for the worse. But surprisingly the state of Nebraska fared well in the first act of national recession that ran from December 2007 through August 2008. The Nebraska appeared to grow during this period.
Nationally there had been a significant decline in homes values, causing a significant contraction in the wealth of households, and limited consumer spending. The manufacturing industry also declined sharply in the industrial Midwest. By contrast, in Nebraska home value were flat or declined only modestly, and the value of agricultural land was soaring. More generally, the key agricultural sector was booming in Nebraska during the first half of 2008, and much of our manufacturing sector is tied to agriculture. The factors that were dragging down the national economy had only a modest impact in Nebraska. (Bureau of Business Research volume 63 No:693, Jan-2009) Unique features of governance & policies of Nebraska The governance in Nebraska proves to be model to several countries. The Unicameral legislature of Nebraska is unique among all state legislatures in the nation because it has a single house system. Nebraskas legislature is also uniquely nonpartisan and has been so since the ratification of the 1934 unicameral amendment. In a one-house legislature, no action can be concealed as it is done in common committee of bicameral legislature. Conference committee resolve difference when bill passed in both houses varies in content. Once the bill comes out of the conference committee, it could not be changes, only approved or rejected. Bills must get a public hearing; five days must elapse before a bills introduction and its passage; and bill can contain only one subject. Implementation of the unicameral legislature in 1937 cut government costs for obvious reasons. Legislative membership went from 133 in the bicameral to 43 in the new single house nearly 70% reduction. Also the one-house system was more efficient than its predecessor. The annual compensation of Nebraska legislature is currently $12000 which is 40% less than its bicameral counterpart such as Minnesota. The Unicameral legislature employs fewer staff than the bicameral legislature, but has more staff per member. A large portion of Nebraska staff serve as personal staff to individual members rather than staff to the institution. The administrative affairs if the unicameral are controlled by a statutorily established committee whose chair and eight other members are elected by the body. The entire leadership and chairs of all committee are elected by secret ballot on the floor. (http://www.house.leg.state.mn.us/hrd/issinfo/nebunic.htm) Pillars of Growth in Nebraska Agriculture is a critical part of Nebraskas economy and changes in the fortunes of agriculture play an important role in the success of the states non-metropolitan regions. This paper also examines how certain industries complement agriculture as pillars of economic growth in non-metropolitan Nebraska. These include manufacturing and tourism, industries which are considered a option to diversification. The trucking industry is also strong in Nebraska and finally the professional and the technical services and the information technology industry which has brought high wages and job growth at the national level.
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Table:1 Industrial structure of the economy, Nebraska, Midwestern states and Nationwide Share of the non-farm employment in major industry groups 2004
U.S Average All Employees Natural resources, Mining and construction Manufacturing Wholesale Trade Retail trade Transportation and utilities Information Financial activities Professional and tech service Management of companies and enterprises Admin & waste services Education Health services Leisure and hospitality Other services Government 100% 5.4% 10.2% 4.0% 10.7% 3.4% 2.2% 5.7% 4.8% 1.2% 5.6% 12.0% 8.8% 3.8% 15.3% Nebraska 100% 4.9% 10.3% 4.2% 10.9% 5.0% 2.2% 6.4% 3.6% 1.5% 4.6% 12.9% 7.9% 3.5% 16.3% Midwestern States 100% 5.8% 10.4% 4.1% 11.0% 3.5% 2.6% 6.0% 4.2% 1.1% 4.6% 11.5% 9.4% 3.9% 16.2%
(Source: U.S Dept of Labour current employment statistics) Manufacturing has been growing in Nebraska over the last 15 years. In contrast to a nationwide decline of 19%, Nebraska manufacturing employment grew 3.1% between 1990 and 2004. This has occurred despite 2 recessions during the period and is part of an overall national trend for manufacturing activity to move away from metropolitan and toward non-metropolitan areas (Gale, 1996). Nebraska manufacturing industry has also expanded in part due to the growth of food processing businesses. These food processing business have had a substantial and growing impact on the state economy (Lamphere, 2006). Table 2 manufacturing industry Growth 1990-2004, statewide and in non-metropolitan Nebraska
Nebraska statewide Metropolitan Nebraska Non-Metropolitan Nebraska Percentage growth 3.1% -8.7% 14.0% Change in no. Of jobs 3000 -4100 7100
(Source U.S Dept of Labour. Quarterly census of employment and wages) Some economic research backs the notion that the relatively strong performance of nonmetropolitan areas in Nebraska may continue into the future. Non-metropolitan locations often have lower labour costs in industries such as food processing.
Fig 1 Nebraska share of US GSP in Manufacturing and Food processing GSP 1998 and 2004 In 2004, Nebraskas overall value added, termed Gross State Product (GSP), was 0.58 percent of the nations, while the states share of US employment was 0.70 percent. On the other hand, Nebraskas share of the nations GSP in manufacturing was 0.42% and 1.14% in food processing. Thus, compared to the rest of US, Nebraska has lower percent of manufacturing activity, but higher percent of food processing production.
Fig 2 Nebraska share of US Manufacturing and Food processing exports
Fig 5.2.2 shows that Nebraskas share of WNC (West north central) manufactured exports other than food has risen dramatically from 4.6% in 2005. Nebraska with 1.14% of total food production in the US continues to export more than double its share. The trucking industry is a rapidly growing industry in the state of Nebraska and it has been able to capture the growing share of the national market. The result is that the growth rates in trucking employment have exceeded national averages by a wide margin over the last 15 years. This evident in the table which shows that employment in Nebraskas trucking industry has grown at roughly 5 times the national rate and also 5 times as fast as in adjacent states.
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Table .3 Trucking industry growth 1990 2004 Nebraska, Adjacent states and Nationwide Percentage Growth
United States Nebraska Adjacent States 16.9% 87.8% 18.4%
(Source: U.S Dept of Labour, Quarterly census of employment and wages) Table 5.2.3 shows that over 12000 trucking industry jobs were added in Nebraska from 1990-2004. While professional and technical services industries do tend to concentrate in the largest metropolitan areas (Thompson 2004), the industries nonetheless are important business through out the nation and are expanding in non-metropolitan Nebraska. Table 4 Nebraska professional and technical services employment growth 1990-2004
Nebraska Statewide Metropolitan Nebraska Non-metropolitan Nebraska Percentage growth 48.7% 49.4% 46.2% Change in no. Of jobs 11500 9200 2300
(Source: U.S Dept of Labour, Quarterly census of employment and wages) Table 4 shows that the professional and technical services sector expanded by nearly as much in non-metropolitan Nebraska (46.2%) as statewide (48.7%) from 1990-2004. The overall increase was 2300 jobs; a net increase of approx 160 jobs per year. Table 5 Nebraska Information industry employment Growth 1990-2004
Nebraska statewide Metropolitan Nebraska Non-Metropolitan Percentage Growth -2.7% -6.1% 12.6% Change in no. Of jobs -600 -1100 500
(Source: U.S Dept of Labour, Quarterly census of employment and wages) The information industry had average annual wages of over $59000, the fourth highest among major industry groups. This industry expanded employment nearly 17% from 1990-2004. The industry also has shown a growth of 12.6% while declining statewide (2.7%). Table 6 Percent growth in Real lodging Revenue 1990-2005
Nebraska Statewide Metropolitan Nebraska Non-Metropolitan Nebraska Percent Growth 42.9 % 45.4% 39.9%
(Source: Nebraska Dept of Economic Development) (Real revenue refers to revenue adjusted for inflation)
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Between 1990 and 2003 total travel expenditure in Nebraska increased 21.1% visitors increased 8.0%, and income received almost doubled (NEDED, 2004). Consequently, industry-related employment growth was 43.3% between those years (NEDED, 2004). State lodging tax collections grew 42.9% between 1990-2005 as seen in Table 6. Lessons from Nebraska Service based urban Economy: The metros of Nebraska are centered on service industries like finance, insurance, real estate, trade transportation and utilities. Omaha is the telecom capital of the United States of America. Even the much maligned real estate market has held firm in Nebraska because of prudent lending practices. This has rendered the urban industries recession proof and most of the firms continue to be robust. Age old industries appear to be the key to survival in troubled times. These industries are laying off very few people when compared to the rest of the nation. Agriculture: A major percentage of the population in Nebraska lives on agriculture. Though the margins are low, this is a relatively recession proof sector. The negative growth is seen only in metropolitan areas, while rural Nebraska still shows a growth in most indices. This indicates that rural populace is relatively insulated from recessions. This could be due to the fact that rural population is relatively lean in their lifestyle and hence can cutback on their requirements easily. Livestock: Livestock accounts for two thirds of the total value of the states agricultural production. This accounts for the strong growth in the economy despite the national slowdown. Livestock product demand remains strong during slowdowns, and even in deep recessions the fall in demand and profitability is much less than other industries. Natural resources: Nebraska has a great climate, plenty of water resources, a good transportation infrastructure and proximity to raw materials. In spite of a slowdown in other states, Nebraska remains in the top 10 of the productivity list of states. A good transportation ensures the movement of goods at a low cost very efficiently. Availability of rural microfinance: Nebraska is not having a good microfinance distribution that hampers growth of agriculture and livestock farming. This could be considered a hindrance in the growth of the industry. But this has been a blessing in disguise by having limited the leverage of the farming community, meaning they have fewer loans to repay in case of a failed crop or a live stock epidemic. A conservative farming community means that while the yields might not be record breaking, they remain steady, which is an invaluable asset during bad times. A good financial position is needed to push corporations and economies through lean times. A lean and open Government: The heart of all management theories is support from the top management and a full commitment to, and backing for all policies in the organization. Here Nebraska leads the way. Unlike all the other states, Nebraska has done away with all wasteful government expenditure. The first revolution they started was by
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abolishing the two house system and replacing it with a unicameral system with just 49 senators. This has reduced the expenditure of the unicam by more than 50%. They have also done away a partisan house. All legislators work for the welfare of the state setting aside personal party affiliations. This shows a total commitment and unity of vision among the members of the house. Even the staff count in the unicam is lower than the rest of the nation, but the number of staff per legislature is more than the rest of the nation. The salary of the legislatures is very modest when compared to the rest of the nation. Even the speaker does not get a special salary unlike other states in the country. This frugal way of operation has percolated down to all the organizations and has been the reason why most of them have survived the deep recession sweeping across the world. Nebraskan bills need a compulsory five day public view before being passed in the unicam. This provides increased transparency for the laws they pass. Suggestions This paper provides the following researchable hypothesis about surviving recessions 1. Bet on agriculture as an insurance for the rainy day 2. Service industries run prudently are less prone to hiccups during recessions. 3. Natural resources are always an asset when properly used and capitalized on. 4. A well developed transportation dampens the effect of recession in economies. 5. Low leverage at all levels is the key to surviving recessions. 6. A lean and transparent government is absolutely essential if the economy is to come out of recessions unscratched. 7. Flashy business does not survive as much as a steady business, even if margins are lower. Economies should strive to promote such businesses as a major part of their economies. Conclusions This paper has studied the factors that can enable economies to survive recession using Nebraska as an example. While all the factors may not be applicable to other states and countries and not generalized across societies, they do indicate issues that need consideration for the long term survival of economies References
Baron (1982). A model of the demand of investment banking advising and Distribution, Services for new issues. Journal of Finance, 37 : 955 976. Business Wire, May 2007 Journal of Contemporary Research in Management Vol. 4; No.1 - January March 2009. Nebraska Dept of Economic Development JMIPUBLISHERS
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JM INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH (JMIJMR) ISSN 2229-4562 VOLUME -2 ISSUE -1 NOVEMBER, 2011 Recessions and Depressions: Understanding Business Cycles -Todd Alan Knoop Solomon, E. and Pringle, J.J.(1978): An Introduction to Financial Management, Prentice-Hall of India Pvt Ltd., The Holy Grail of Macroeconomics: Lessons from Japan's Great Recession - Richard C Koo The Recession-Proof Business: Lessons From the Greatest Recession Success Stories of All Time, by Victor Cheng The effects of packing house work in lamphere-pp103,104 U.S Dept of Labour current employment statistics U.S Dept of Labour. Quarterly census of employment and wages Defense & Aerospace Business. Atlanta: Jun 10, 2009. pg. 36 Electronics Business Journal. Atlanta: Jul 8, 2009. pg. 460 http://www.house.leg.state.mn.us/hrd/issinfo/nebunic.html accessed on 15th of November 2010 http://ner.sagepub.com/cgi/alerts accessed on 25th of January 2010 http://ner.sagepub.com/subscriptions accessed on 6th of March 2011 http://en.wikipedia.org/wiki/Recession accessed on 2nd November 2010 www.allbusiness.com/service/business-service accessed on 11th June 2010
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EFFECT AND IMPACT OF EMPLOYEE ABSENTEEISM AND PERSONNEL CONSTANT TURNOVER IN AN ORGANIZATION
Raj Kumar Singh Research Scholar,Singhania University,Rajasthan Dr. Parul Khanna Life Member: NHRD & ICA,Assoc. Prof. & Dean R&D, Institute of Management & Technology, Faridabad drparulkhanna07@gmail.com Abstract: Productivity loss due to absenteeism is a serious and growing challenge. In the United States, the annual cost to employers for time lost due to accidents is almost $100 billion, and other unscheduled worker absences costs even more. Absence management is a growing body of knowledge and experience that managers apply to the control and reduction of these costs. Many organizations are struggling to find the ideal remedy for increased unscheduled employee absenteeism. Key Words: Absenteeism, Employee Turnover, Incentives, Productivity Introduction The scheduled time off from work which occurs when, an employee is not present at work, during a normally scheduled work period. Excused absences are scheduled in advance for such events as vacation, medical appointments, military service, family activities, surgery, jury duty, funerals and more that cannot be scheduled outside of regular work hours. In view of human resources management and organizational behaviour, the classical employees turnover is the rotation of employees around the labour market between firms, jobs and occupations, and between the states of employment and unemployment (Abassi et al., 2000). The term turnover is defined by Price (1977) as the ratio of the number of organizational members who have left and divided by the average number of people in that organization during the period. However, the managers frequently refer to turnover as the entire process associated with filling a vacancy: each time a position is vacated, either voluntarily or involuntarily, a new employee may be hired and trained. Absenteeism The scheduled time off from work which occurs when, an employee is not present at work, during a normally scheduled work period. Excused absences are scheduled in advance for such events as vacation, medical appointments, military service, family
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activities, surgery, jury duty, funerals and more that cannot be scheduled outside of regular work hours. Employee Turnover In view of human resources management and organizational behaviour, the classical employees turnover is the rotation of employees around the labour market between firms, jobs and occupations, and between the states of employment and unemployment (Abassi et al., 2000). The term turnover is defined by Price (1977) as the ratio of the number of organizational members who have left and divided by the average number of people in that organization during the period. However, the managers frequently refer to turnover as the entire process associated with filling a vacancy: each time a position is vacated, either voluntarily or involuntarily, a new employee may be hired and trained. Research Objectives This paper will focus on the impact that the absenteeism and the constant turnover of personnel have in the organizations and the causes of this common situation. It will also present prevention programs and strategies to overcome the negative effects, like motivation, communication, career planning, retention programs, and training. The purpose is to determine the reasons why employees skip their working schedules or change jobs continuously. These reasons will be found by a survey applied to different people. After knowing the reasons, it will be easier to find out which programs will help organizations avoid these high rates of absenteeism and turnover. Research Methodology: The target population for this study consisted of respondents from three groups within the company, namely, Managers, Supervisors and Workers at C & S Electric Limited, Noida. The total headcount1 within the factory was taken into account in determining the number of respondents to be taken from each of the three groups (Managers, Supervisors and Workers). It would not have been feasible to include all employees in the company as that would have required the preparation, issuing and collection of 650 survey questionnaires. Instead, a non-probability convenient sample, consisting of 120 respondents, representing all three groups, was selected. The researcher issued exactly 120 questionnaires to the HR Administrator at the factory premises. These questionnaires were issued to the predetermined number of Managers, Supervisors and Workers.
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The total number of employees (Managers, Supervisors and Workers) at C & S Electric, Limited, Noida is 650 as per the data provided by the HR Head of the Organisation.
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The HR Administrator succeeded in retrieving the full complement of questionnaires issued. A 100 percent response rate was therefore achieved in respect of the number of questionnaires issued and the number of completed questionnaires received from the respondents. This was largely due to a well-controlled questionnaire administrative process. The results were presented in tables, and a cross-tabular analysis was made by means of descriptive statistical analysis. This required an analysis of the Mean Scores2 and the Standard Deviation3 and Population Standard Deviation4. In addition, an inferential statistical analysis was done by means of the one-way ANOVA (multivariate analysis)5 to determine whether there is a statistically significant difference between the mean scores of the three groups (Managers, Supervisors and Workers). These tests indicated whether there were statistically significant differences between the responses obtained from managers, supervisors and employees. The independent variables identified for purposes of analysis were the monitoring and management of absenteeism. Based on the survey results of the literature survey and empirical survey, recommendations were provided to improve the Absenteeism and Personnel Constant Turnover monitoring and management system at C&S Electric Limited, Noida. This research article presents the analysis of response obtained from the survey questionnaires distributed to the respondents. The first and foremost research objective is sought to identify and analyse the effect and impact of absenteeism and personnel constant turnover on the organizations specifically the C & S Electric Limited, Noida, India, by demographical analysis of total surveyed Managers, Supervisors and Workers in the categories of: gender, age, designation, total work experience, current company job experience and marital status. The second Research objective is focused to analyze the details about the effect and impact of absenteeism and personnel constant turnover on the organizations specifically the C & S Electric Limited, Noida, India, Further, the various strategies that can be
2
For a data set, the mean is the sum of the values divided by the number of values. The mean of a set of numbers x1, x2, ..., xn is typically denoted by x , pronounced "x bar". This mean is a type of arithmetic mean. If the data set were based on a series of observations obtained by sampling a statistical population, this mean is termed the "sample mean" (x) to distinguish it from the "population mean" ( or x). 3 Standard deviation is a widely used measurement of variability or diversity used in statistics and probability theory. It shows how much variation or "dispersion" there is from the average (mean, or expected value). 4 Population standard deviation, in a statistical sense, deals with the amount of variation one would expect to see in a population, for some given attribute. To determine the actual standard deviation for a population, you would have to sample each individual member of a population for the specific trait you are investigating. 5 In statistics, analysis of variance (ANOVA) is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form ANOVA provides a statistical test of whether or not the means of several groups are all equal, and therefore generalizes t-test and are useful in comparing two, three or more means.
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adopted to reduce and curb the absenteeism and the personnel turnover have been discussed. The third Research objective is sought to analyse the relationship between the respondents opinions with reference to the effect and impact of absenteeism and personnel constant turnover on the organizations. A 32-item structured opinion survey with a 4-5 point scale will be used. This survey will evaluate respondents perceptions in 11 key dimensions: I. Background: This is sub-divided into: a. Corporate Plan/Departmental Plan (Questions 1-2) b. Policy (Questions 3-5) c. Disciplinary Procedures (Questions 6-7) d. Time constraints (Questions 8-9) e. Rating of Attendance (Questions 10-11) II. Job & Work Culture (Questions 12-20) III. Job Satisfaction (Questions 21). IV. Motivators for Job Satisfaction (Question 22-23) V. Causes of Employee Absenteeism (Questions 24) VI. Strategies to curb Absenteeism (Questions 25) VII. Causes of Employee Turnover (Questions 26) VIII. Strategies to curb Personnel Constant Turnover (Questions 27) IX. Impact of Absenteeism (Questions 28) X. Absenteeism Management (Questions 29) XI. Miscellaneous (Question 30-32) Descriptive Statistics on Demographical Factors of the respondents In section A of the questionnaire respondents were required to provide information about their gender, age, designation, total work experience, current company job experience and marital status. Further the section unfolds their perception of absenteeism in the company as well as their own level of absenteeism, whether they had access to the absenteeism policy and whether they understood the policy. The information obtained from these questions in section A is presented and discussed below.
A total of 120 questionnaires were issued and all the questionnaires were returned. Table 1.1 provides a tabulated composition of the respondents: Categories of Employees Surveyed: Table 1: Number of people included in the study
Category Managers Supervisors Workers Total Number of Respondents 31 28 61 120 Percentage 26 23 51 100%
It is evident from the above mentioned table and chart that the non-supervisory and the non-management employees i.e., workers were the majority participants in the study (n=61; 51%) followed by the Managers of various departments (n=31; 26%) and finally the Supervisors (n=28; 23%). The number of respondents is therefore representative of the number of people employed by the organization. Age of Employees Surveyed: Table 2: Age of the respondents
Age Group 20-30 yrs 31-40 yrs 41-50 yrs 51-60 yrs >60 yrs Number of Respondents 38 36 32 13 1 Percentage 32 30 27 11 1
It is hereby clear that the maximum respondents belong to the age group of 20-30 yrs. (n=38; 32%), followed by the age group of 31-40 yrs. (n=36; 30%), then the respondents were of the age of 41-50 yrs. (n=32; 27%), however the age group of 51-60 yrs. Had a respondent number of 13; 11%. In the age group of more than 60 years only one respondent responded. Gender of Employees Surveyed: Table 3: Gender representation of the total surveyed employees:
Gender Male Female Number of Respondents 86 34 Percentage 72 28
The above Table 1.1.3 clearly draw a distinction between the gender representations of the surveyed population. It is evident that the maximum number of the surveyed population is Males (n=86; 72%) where as the female population is (n=34; 28%).
Total Work Experience: Table .4: Total number of work experience of employees:
Total Experience 0-2 yrs. 2-5 yrs. > 5 yrs. Number of Respondents 15 32 73 Percentage 13 27 61
Out of the total number of surveyed population majority had an experience of more than 5 years (n=73; 61%) followed by employees with 2-5 years of work experience (n=32; 27%) and only 12% (n=15) of the employees said that they have a total work experience of 0-2 years. Current Company Work Experience: Table 5: Work experience of surveyed respondents in C& S Electric, Limited:
Total Experience 0-2 yrs. 2-5 yrs. > 5 yrs. Number of Respondents 19 26 75 Percentage 16 22 63
As far as the work experience of the surveyed population in the C & S Electric Limited is concerned, the majority of the respondents self-reported that they have been working in this organization for more than 5 years now (n=75; 63%); however 22% (n=26) reported to have worked for 2-3 years and just 16% (n=19) reported that they are here from the last two years. Marital Status: Table 6: Marital Status of the surveyed respondents in C& S Electric, Limited:
Marital Status Single Married Number of Respondents 26 94 Percentage 22 78
The above Table 1.1.6 and Chart 1.1.6 clearly draw a distinction between the marital status representations of the surveyed population. It is evident that the maximum number of the surveyed population is Married (n=94; 78%) where as the single/unmarried respondents is (n=26; 22%). Various causes of employee absenteeism Table : Causes of employee absenteeism
S 1 2 Tech. Env. Conditions of Work & hrs. of Work Accidents R 29 81 M. Style Quality & style of Supervision Selection, Induction & placement R 29 25 Pers. Fac. Marital Harmony Family size & resp. R 32 37 Ext. Fac. Level of Unemployment Social, Religious & Cultural Aspects R 27 35
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3 Occupational diseases & Medical Care Work Group 67 Job satisfaction & Challenges Wages & Incentives Leave Rules & procedures Role of Unions Total 37 Work orientation, Leisure Bad Habits Emotional Health Community Obligations Transport Housing Std. of Living In-debtness Total 26 Time of the year & day of the work Climate & Related conditions Housing (local) Total 41
4 5 6
23 200
31 23 13 158
11 11 13 9 7 8 13 167
32 15 150
7 8 9 10 Total
Null Hypothesis Ho: 1= 2= 3= 4 i.e. causes of absentees are similar. Table : Solution: Causes of employee absenteeism
S. No Technological Environment (X1) 29 81 67 23 200 4 200 50 12420 806.67 28.4 14.2 SS 3324.56 4191..43 Managerial Style (X2) Personal Factors (X3) 32 37 26 11 11 13 9 7 8 13 167 10 167 16.7 3843 117.12 10.82 3.42 df 3 21 MS 1074.85 199.59 F 5.39 External Factors (X4) 27 35 41 32 15 150 15 150 30 4884 96 9.79 4.38 Total
1 2 3 4 5 6 7 8 9 10 Total N X Mean X2 Variance Standard Deviation Standard Error Source Between Groups Within Groups
29 25 37 31 23 13 158 6 158 26.33 4494 66.67 8.17 3.33
117 178 171 97 49 26 9 7 8 13 675 35 675 27 25641 309 17.57 3.52 P 0.006
For V1 =3 & V2 =21, the table value of F at 5% I.o.s = 8.65

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Since the calculated value of F is less than the Table Value, null hypothesis is accepted and alternative hypothesis is rejected that mean the causes of absentees are almost similar in all organizations. However the impact of dissimilar causes may be different Technological Environment is on the peak while external factors affect the least. Managing Absenteeism: Various methods to manage absenteeism Table 1.2.2: Methods to manage absenteeism
Sum Statement Proper training to deal with absenteeism Proper communication of Absenteeism Policies Proper recording of Absenteeism Comparison of Dept. Absenteeism figures Display and explanation of Cost of absenteeism Adoption of Disciplinary Action Trade Union Involvement Always 12 36 Sometimes 64 42 Rarely 24 17 Never 20 25 120 120 30 30 Mean Standard Deviation 23 11 Population Standard Deviation 20 10
82 52 12
26 38 36
12 21 54
0 9 18
120 120 120
30 30 30
36 19 19
31 16 16
77 52 Total
31 54
9 12
3 2
120 120
30 30 30
34 27 24
29 23 21
Standard Deviation & Population standard deviation is smaller than mean depicts numbers are close to their mean, resulting in the variability in the various methods that can be implemented to manage absenteeism. Amongst the most popular method to manage absenteeism at the C&S Electric Limited is the Proper record keeping of employees absenteeism rate and probing the causes to absenteeism. Apart from the record keeping the next method is to take appropriate and timely disciplinary actions for non-report to work as well as routine absenteeism from work. Impact of Absenteeism:
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Summary of the Mean Scores, Standard Deviation & Population Standard Deviation Table Combined Responses:
Q. Impact Of Abseentism N Mean Standard Deviation 31.34 14.72 31.9 21.71 37.31 38.99 37.34 52.1 35.22 30.73 24.23 43.3 25.54 34 37.63 33.55 32.34 30.05 27.54 16.49 22.03 24.13 31.03 Population Standard Deviation 27.14 12.74 27.63 18.8 32.31 33.77 32.34 45.12 30.5 26.62 20.98 37.5 22.12 29.45 32.59 29.06 28.01 26.02 23.85 15.42 20.61 20.90 26.87
Q2 Q3 Q5 Q6 Q7 Q8 Q9 Q 10 Q 11 Q 12 Q 13 Q 14 Q 15 Q 16 Q 17 Q 18 Q 19 Q 20 Q 21 Q 22 Q 23 Q 29 Q 32
Reduction Of Absenteeism, A Key Goal Within The Departmental Plan Existence Of Absence Policy Reporting Of Absentees Dismissal Policy In Place To Deal With Recurring And Frequent Absence Excessive Absences Subject To Sanctions Opinion About Timings Satisfaction With Leave Facility Description Of Attendance In Company Describing Own Attendance Work Environment Work Monotonous Explanation Of Job Responsibilities Options Of Job Rotation Relationship With Superior Relationship With Subordinate Relationship With Peer Satisfied With The Working Condition Improvements In The Working Conditions Factors Influence Job Satisfaction Work Motivating Factors Work Non-Motivating Factors Methods To Manage Absenteeism Satisfied With The General Opinion Of The Company
120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120 120
30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 45 45 30 30
An analysis of the mean scores, standard deviations & population standard deviation of the variables reveals that an average mean score of the responses are almost similar i.e 30 & 45 (in 2 cases since selection of the responses was increased. The standard deviation of the responses varies among 14.72 to 52.1 it presents how the data will deviate from the normal number. These tendencies are not only for this year of data but this can be analyzed effectively to look at the following years. If a trend is able to be developed then all that will have to be done is a minor tweak to get next years perdition. Mean: Mean = Sum of X values / N (Number of values)
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Standard Deviation:
Generally, we are interested in the standard deviation of a population. However, as we are often presented with data from a sample only, we can estimate the population standard deviation from a sample standard deviation. We are normally interested in knowing the population standard deviation as our population contains all the values we are interested in. Therefore, it is always recommended to calculate the population standard deviation. Population Standard Deviation:
Population standard deviation gives more accurate picture as to what would be the outcome if the whole population would have been selected as our target to perform the analysis. The standard deviation of the responses varies among 12.74 to 45.12 it presents how the data will deviate from the actual numbers. Various strategies that can be implemented to curb the employee absenteeism Table 1.2.4: Strategies to curb employee absenteeism
S. No Opinion Observed Frequency (O) 6 11 Expected Frequency (E) 6 15 O-E (O-E)2 (O-E)2/E
1 2
3 4
5 6 7 8
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High Collaborative culture Develop open communication between managers, supervisors and employees Regularly scheduled department meetings Encourage risk taking & experimentation among members Awareness, commitment & involvement by all staff levels Official warnings Effective training and development program Awareness of problems that effect employee attendance or
0 -4
0 16
0 1.0667
7 6
10 7
-3 -1
9 1
0.9 0.1429
8 9 13 15
13 3 10 10
-5 6 3 5
25 36 9 25
1.9231 12 0.9 2.5
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performance 9 10 11 12 13 Cooperation with union representatives Familiarize with community programs Bonus for unused sick leave Counsel individual employees Effective career planning And development program 7 7 13 10 8 120 2 8 10 13 13 120 5 -1 3 -3 -5 25 1 9 9 25 12.5 0.125 0.9 0.6923 1.9231
Total Table Value 2 0.05 for d.f. 12= 21.06
35.573 Hypothesis is rejected & test is accepted
At 95% confidence level, the critical value obtained from the chi square test is 2 0.05, 12=21.06, 2 is calculated as 35.573 which is more than the tabular value. Hence test is accepted and null hypothesis is rejected. 2 0.05, 12 21.06 < 2 35.573 Hence, various strategies to curb the absentees must be employed on selection basis rather on altogether. Since the results of them will be different among the employees as per their behavior, attitude etc. Awareness of problems is on the apex while culture, risk taking etc. plays least important. Conclusion As most employers are aware, that too much absenteeism and turnover can adversely affect labor productivity. Finding ways to effectively deal with these problems is an immense challenge. Even an effective program will fail as the behavior of some employees wont change, no matter what the company does. Therefore, it is well worth it to proactively address these problems. Many suggestions for reducing absenteeism and turnover presented in the categories below were provided. Redefine Overtime It was established that a common practice for employees is to miss a day of regular pay to work hours that pay time-and-a-half. Although they have taken a day off, they still work a 40-hour week but get overtime pay for any hours beyond regular work hours. Such workers, in effect, have given themselves a raise. Some companies have redefined overtime in their labor agreements as a way of addressing this problem. It was also found that companies should not offer overtime as an incentive to keep workers from moving to other jobs. This approach can backfire and will adversely affect budgets. Use Incentive Programs Mixed responses about incentive programs were noticed. Most of the employees claimed these programs would help reduce their absenteeism and turnover. However,
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management believed that incentive programs dont work. They felt that employees already receive good wages. Although the effectiveness of incentive programs was not studied, many ideas from respondents within the research were received. Workers should receive a reward of tools if 40 hours are worked on a consistent basis. A bonus (shared with apprentices) goes to the lead installer for completing a project in fewer hours than estimated while maintaining a quality of work acceptable to the company. This program promotes teamwork. Set up a program where the employees get a certain bonus for every hour worked but have to have 40 hours worked in a week, or give workers an extra $100 for working 40 hours the week before. Change Work Schedules Employees reported that one way to reduce absenteeism was to schedule 40 hours in four days instead of five. A schedule of 10 hours per day, Monday through Thursday, would leave employees time on Fridays to conduct business or rest. A missed day under this schedule would also result in a higher financial loss for workers. Another suggestion was to schedule four 9-hour days with a half-day on Friday. Establish Safe Work Sites Research showed that injuries play a key role in absenteeism. Employees also reported wanting to work on safe construction sites. Potentially dangerous tools, equipment, and materials exist on all construction sites. Therefore, an ongoing, proactive safety program can significantly reduce both absenteeism and turnover. Having a good safety record can result in a company becoming a company of choice. A company of choice is one that proactively inspires worker productivity and loyalty and thus, has fewer problems with absenteeism and turnover. Become a Company of Choice Many of the companies that were surveyed said they did not have much of a problem with turnover simply because they were a company of choice. Companies of choice enjoy a stable workforce because their programs and policies build worker loyalty. Following are some of their methods:
1. 2. 3. 4. 5. 6. 7. 8.
Provide safe work sites Treat workers with respect Provide lunch Host company get-togethers Promote an open-door policy between workers and management Provide training or assistance with training Provide daycare or assistance with daycare Provide flexible schedules
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Record Attendance Publicly Supervisors can post the attendance record where all employees can see it every day. Workers can track their own attendance and also see clearly who is not showing up for work on a regular basis. This technique demonstrates that management values attendance and takes absenteeism seriously. Workers who have already missed some time may be reluctant to see more absences marked next to their names. Conclusion To conclude, employees look for recognition and reward and if companies spent a little time and money on finding the perfect scheme for their company, the results will help retain and motivate employees and this will reduce absenteeism and turnover. References:
1. Absenteeism: Definition and much more. Available from http://www.answers.com/topic/absenteeism. 2. Anderson, A.E. (2004). Whats absent in absence management. Employee Benefits Journal 29 (1): 25-30. 3. Armstrong, M. (1996). Personnel management practice (6th ed.). London: Kogan Page. 4. Atchison, T. (1999). They myths of employee satisfaction. Healthcare Executive 14 (2) :18-23. 5. Bernstein, A. (1998). We want you to stay. Really. Business Week, 22, 67. 6. Cole, C.L. (2002). Sick of absenteeism? Get rid of sick days. Workforce 81 (9): 56-60. 7. Cotton, J. (1993). Employee involvement: Method for improving performance and work attitudes. California: SAGE Publications, Inc. 8. Crocker, O.L., Chiu, J. S., & Charney, C. (1984). Quality Circles: A guide to participation and productivity. New York: Methuen Publications. 9. Deery. J.S., Erwin.P.J, Roderick.D.I. and Ambrose.M.L. 1995. The Determinants of absenteeism: evidence from Australian blue-collar employees. 10. Drucker, P. (1954). The practices of management. New York: Harper & Brothers.
Dr. Parul Khanna did her Graduation in Political Sc. (Hons.) from the University of Delhi; MBA from M D University with a specialization in HRM & Marketing. To enhance her teaching abilities, she did her Doctoral from CCS University. She has got more than 10 years teaching experience and is presently working as Assoc. Prof. and Dean R&D in Institute of Management & Technology, Faridabad. She has co-authored a book titled Ethics and Values in Business Management which widely acclaimed. She is a Life Member of National HRD Network and Indian Commerce Association and has actively participated in a large number of seminars, workshops and personal development programmes. She is Managing Editor of VIJ Vision International Journal ISSN 2231-3311. She has been appointed as a Member of Reviewing Editor of IJFM, ISSN 2229-5690. She is a Member of PU Journal Editorial-Advisory Board. Bangladesh http://www.presidency.edu.bd/page/pu_journal_editorial_board
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JM INTERNATIONAL JOURNAL OF MANAGEMENT RESEARCH (JMIJMR) ISSN 2229-4562 VOLUME -2 ISSUE -1 NOVEMBER, 2011

Summary of Responses on Critical points:

General Project Risks

Figure 1: CHoi et als model of mutual silence.

COMMUNICATION SKILL A KEY TO SUCCESS FOR PROFESSIONALS

Categorization of knowledge transfer barriers.

12. 13. 14. 15. 16. 17. 18. 19.

Korlahalli,J.S.and Pal,Rajendra(2008),Essentials Ed.,Sultan Chand & Sons,New Delhi,ppEC-66

http://www.goodcommunicationskills.net/ http://myitcareer.org/article/communicationskill.htm http://www.skills2lead.com/techniques-for-effective-communication.html

SYNERGY BETWEEN WORK LIFE BALANCE AMONGST WORKING WOMEN

Right Conditions: It includes a culture of trust, openness, sharing and

MASS is beneficial to public in the following ways.

SOCIAL NETWORKING A STEP AHEAD IN ONLINE ADVERTISING

LIVING THROUGH RECESSION-LESSONS FROM NEBRASKA

Fig 2 Nebraska share of US Manufacturing and Food processing exports

29 25 37 31 23 13 158 6 158 26.33 4494 66.67 8.17 3.33

For V1 =3 & V2 =21, the table value of F at 5% I.o.s = 8.65

120 120 120

1.9231 12 0.9 2.5

Total Table Value 2 0.05 for d.f. 12= 21.06

35.573 Hypothesis is rejected & test is accepted

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