CHAPTER- 1 AIM &ESTABLISHMENT OF THE COMPANY

Establishment of the Company

The history of OSRAM is bound up closely with the rapid development of lighting engineering. It was this company that in 1919 under one roof the scientific expertise and decades-long experience of the top three lamp producers in Germany. Only 1, 1919 a limited partnership, OSRAM GmbH, was called into existence in Berlin by the manager of Allgemeine Elektricitats - Gesellschaft , Deutsche Gasgluhlicht - Aktiengesellschaft ( Auergesellschaft ), and the electric lamp production facilities of Sieman & Halske. The Auergesellschafthad already in 1906 Registered the name OSRAM with the Imperial Patent Office as the official trademark forits incandescent and arc lamps. 1906 was thus the birth date of a trade name that was destined to win world renown : OSRAM. The origin of the OSRAM name came about thus : OS - (OS)MIUM which is a lamp making metal. The history of electric light and the history of OSRAM are inextricably intertwined. Again and again , new developments from OSRAM have changed the way we live.

As early as 1925, for example, OSRAM made night time driving much safer with the development of the first twin filament headlight lamp worth high and low beams. These BILUX lamps became famous throughout the world. From filaments to fluorescents - In 1936, OSRAM launched the first fluorescent lamp. Its economical light revolutionized artificial lighting in offices, shops, factories and public buildings. Halogen light, a brilliant idea - By including halogens in the filler gas, lighting specialists as OSRAM set the incandescent lamp on a completely new course in 1960. OSRAM has made constant improvements to the range. We have been able; for example to reduce the tube diameter of fluorescent lamps from 38 mm to 26 mm and less, which saves glass and fluorescent material and at the same time increases luminous efficacy.

Company Profile

Osram profile
Osram is one of the two leading light manufacturers in the world. In the 2010 financial year, it achieved a turnover of 4.7 billion. OSRAM is a high-tech company in the lighting sector and 70 percent of its turnover comes from energy-efficient products. The company, which is very much internationally oriented, has around 40,000 employees worldwide, supplying customers in 150 countries worldwide from its 42 production sites in 16 countries (30 September).

Innovation, the motor for growth

OSRAM is a leading player across the entire lighting value chain. This holds true both for classic lighting as well as new technologies. With LED-based products making up a share of 20 percent of the total turnover, the company is setting the trend with regard to technological changes in the lighting market. The expenditure for research and development is at approximately 5.5% of turnover.

Light for every walk of life

The highest sales are achieved by the General Lighting division. OSRAM is the world's number one supplier of automotive lamps and LED for vehicles. OSRAM is also one of the market leaders in the field of electronic control gear (ECG) for lamps. Business with optical semiconductors is growing rapidly and has taken on major strategic importance. The special display-optic lamp sector is also characterized by a high rate of innovation

Over 100 years of OSRAM

The OSRAM brand name was registered way back in 1906 and is one of the oldest trade names still recognised throughout the world. On July 1, 1919 AEG, Siemens & Halske AG and Deutsche Gasglhlicht AG (Auer Gesellschaft) merged their light bulb production activities. Today, Siemens AG is the sole shareholder in OSRAM AG.

OSRAM AG
Represented by Wolfgang Dehen, Dr. Klaus Patzak and Martin Goetzeler Hellabrunner Strasse 1 81543 Munich Germany

Facts & Figures

OSRAM is one of the two leading lighting manufacturers in the world. Light from OSRAM shines in about 150 countries. With sales outside Germany accounting for 88 % of total turnover and a sales presence on every continent. In the 2008 fiscal year, OSRAM's more than 40.000 employees produced sales of 4.6 billion.

Worldwide sales by divisions

The General Lighting division is our strongest sales performer. Innovative products secure our strong position in all sales channels We are the world market leader in both conventional and semi-conductorbased light sources for vehicles We occupy a leading world market position in electronic control systems Business with opto semiconductors is growing rapidly and has taken on major strategic importance The special display-optic lamp sector is also characterised by a high rate of innovation The Precision Materials & Components division benefits from the know-how gained in using special materials and techniques

Worldwide sales by markets

OSRAM is a global player: we generated 88 percent of our sales outside of Germany.

Employees

On the cut-off date, September 30, 2008, OSRAM had a work force of 43.556 employees in its consolidated companies worldwide.

Five-Year Overview

Sales figures declined by 1 percent to EUR 4.6 billion in fiscal year 2008. When the 7

figures are adjusted to currency effects, we ultimately achieved sales growth of 4 percent.

INTRODUCTION TO COMPANY

OSRAM India Pvt. Ltd. Sonepat

The plant of OSRAM India Pvt. Ltd. Sonepat was established by Birla Group of company as ECE Industries Sonipat in the year 1973 in collaboration with M/s Tungsram, Hungary. It is situated 45 km from Delhi, in industries-oriented environment of Sonepat (Haryana). In Oct.1998, ECE Industries Ltd. Sonepat was taken over by OSRAM India Pvt. Limited a wholly owned subsidiary of OSRAM GmbH. OSRAM India Pvt. Ltd. having its registered at New Delhi, was primarily formed for sales and marketing operations in India. The company has got three regional offices at Bombay, Calcutta and Bangalore in addition to 14 other distribution centers. The total turnover of OSRAM India pvt. Ltd. Were worth Rs.42 crore in acquisition, innovation and expansion has been regular feature of this plant. Currently a high speed CFL manufacturer line and slim tube manufacture line have been brought from (Germany). With this new induction, total investment at this to approximately Rs.100 crore. OSRAM India Pvt. Ltd. Has Governments approval for manufacturing and Trading of the following lamps: Metal Halide and High Intensity discharge lamps. Tri phosphor and energy efficient fluorescent tubes. Automotive Halogen and Discharge lamps. Photo-Optic lamps for films, TV, Theatre, etc. Other high technology, innovation lamps for Medical, Germicidal, 8

UV lamps. Incandescent Lamps. Note: all figures are fictitious.

Types of services/products given/produced

Producing more light with less energy is our maxim. We are increasingly focusing on the overall life cycle of our products, from environmentally sound product design to environmentally sound disposal. In addition, we strive to reduce the amount of mercury and other toxic chemicals that are required for certain types of lamps and, whenever possible, find replacements for these harmful substances. The EU directive 2002/95/EG on the of the use of certain hazardous restriction substances in electrical and electronic equipment (RoHS), that was implemented on July 1st, 2006, forbids the use of certain hazardous substances such as lead, chrome VI, cadmium mercury, and specific flame retardant agents in electronic product (PBBs AND PBDEs) They do not only confine ourselves to the legal minimum requirements but also strive to systematically reduce ecologically relevant substances. As we can only avoid or deplete materials that we know of, we ask our suppliers to clearly index all substances contained in their products on the basis of our index list. This list contains all prohibited toxics as well as all substances we try to avoid. Substances that can be found on that list have to be declared and the compliance of this list is mandatory for all our suppliers. Due to our responsibility for the safe handling of our products, we also provide our customers with eco-information on our products. Technical tips and suggestions for safe handling are included as well as helpful advice for disposal at the end of the lamp's useful life. Acting responsibly, our engagement for active and sustainable environmental protection, and our social commitment constitute the basic values of our company and are represented in our business principles.

LED
In contrast to incandescent lamps, light-emitting diodes produce light in a certain color. This color varies depending on the materials system used and ranges from yellow, orange, and red to green and blue.

HALOGEN LAMPS WITH IRC TECHNOLOGY

Halogen light has virtually the same spectrum of light as the sun, so colors look natural under halogen lamps. In comparison to conventional incandescent lamps, halogen lamps feature a high degree of color stability, high lighting efficiency, and a much longer service life.

XENARC
A growing number of new car buyers and used car owners are equipping their vehicles with OSRAM Xenon headlights. According to automotive industry experts, nearly 45% of all newly registered cars in Europe have these new safety lights.

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PLANON
PLANON is a new high-performance discharge lamp from OSRAM that looks like a tile. The special shape and constant high light performance of PLANON creates new construction possibilities and applications.

ENDURA
OSRAM developed the ENDURA system especially for application areas where changing lamps is extremely costly and difficult, such as tunnel lighting or lighting for industrial production areas.

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Product offerings from OSRAM India

OSRAM India is in a position to supply all products listed in the E-Catalogue with major focus on: Incandescent GLS Lamps both in screw type E 27 and B22d caps Low Voltage and Mains Voltage Halogen Lamps A wide variety of Fluorescent Lamps including the latest generation of TriPhosphor Lumilux plus Lamps. The widest range of Compact Fluorescent Lamps, in particular, the retrofit Dulux EL which meets the Indian conditions of wide fluctuations in voltage, high ambient temperature and high humidity. HID Lamps including high pressure Mercury Vapor Lamps (HQL), Blended lamps (HWL), High Pressure Sodium Vapor Lamps (NAV), Metal Halide Lamps (HQI) and other high discharge lamps for special applications.

Widest range of Automotive Lamps for 4 Wheelers, 3 Wheelers and 2 Wheelers.

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Incandescent lamps Compact fluorescent lamps / Energy saving lamps Fluorescent lamps Special lamps LED systems, Light

Tungsten halogen lamps LED lamps High intensity discharge (HID) lamps Display and signal lamps and lamps for traffic light installations OLED light design Display/Optic Light management systems OSRAM Opto Semiconductors: LED and optical semiconductors

Engines and Modules Automotive lamps Control gears Luminaries

Mission statement and aim of the company

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OUR VISION
The expectations and targets of company are reflected in its policy and Continuous efforts for expanding its share in the market. The OSRAM India Vision 2010 Proves to be the statement of its goals and would shape its future in India. The highlights of OSRAM India.

Vision is: OSRAM No.2 in lamps business in India. OSRAM India sales over INR 3 billion. OSRAM India leader in CFL, FO And ECG. OSRAM the most respected brand name in the country. OSRAM products available in all parts of India. Cost leadership in halogen, T8 Luminous, CFL, NAV Super and HQI.

OUR MISSION
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We shape the future of light

By advancing solutions for Illumination Visualization and Sensing

OUR VALUES
To achieve our vision, we build on:

Speed
We value the opportunities of change We drive performance by speed in processes and projects

Quality
We provide best quality and service to our customers from the beginning We strive for continuous improvement and show zero tolerance to defects

Focus
We set priorities and are consistent in achieving our targets Our focus is driven by our customers` expectations

Trust
We encourage and honor initiative, creativity and commitment We build on the capabilities of each other and value working in teams

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CHAPTER-2 POLICY OF THE COMPANY

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CORPORATE CITIZENSHIP

UN GLOBAL COMPACT
OSRAM is committed to behaving responsibly towards people and the environment. To support this commitment we have signed up to the Global Compact initiated by UN General Secretary Kofi Annan. See our communication on Progress

SOCIAL COMMITMENT
As a global company Osram does business in many cultures and societies and are involved in local activities. For example, around 90 percent of the employees at our factory in New York, USA support the company's charity projects with voluntary work or donations. Employees build houses for the "Habitat for Humanity" scheme; donate clothing and food for needy children and books for the local reading and writing education center.

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DEVELOPMENT PROJECTS
OSRAM works together with NGOs (Non-Governmental Organizations) for projects in developing countries. These projects include lighting for regions without a permanent power supply, and technology for mobile water purification. The African Medical and Research Foundation (AMREF) is currently testing OSRAM water purification lamps for use in Kenya.

EDUCATION
OSRAM China provides support to poor families so that their children can go to school. OSRAM employees provide the children with financial help for day-to-day living.

ART
With our Art Projects at our Munich gallery we promote young artists who take new approaches. The gallery was established 40 years ago. The latest additions are LED lighting masts. On the SEVEN SCREENS in front of OSRAM headquarters in Munich we are displaying digital art in public. Once or twice a year, artists will be invited by OSRAM to develop works of art on a local theme.

ENVIRONMENTAL PROJECTS
The giant tortoises on the Galapagos Islands are threatened with extinction. Scientists at the Darwin Research Station have given the tortoises a lifeline with the help of OSRAM by incubating their eggs under OSRAM lamps.

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OSRAM ENVIRONMENTAL GUIDELINES

The OSRAM environmental guidelines were introduced in 1998. They were signed by the chairman of the management Dr. Wolf Dieter Bopst, the managing director for technology Dr. Jorg Schaefer and the managing director for finances & personnel Dr. Thomas Seeberg. Osram hereby commit us to respect the environment, assume responsibility for it, deal with resources economically and avoid any negative impact on the environment. We underline our commitment to active environmental protection with these environmental guidelines. They apply to all OSRAM activities and to each individual employee.

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ENVIRONMENT, HEALTH SAFETY & SOCIAL POLICY

To ensure health & safety of its employees, prevent pollution and protect the environment by complying with relevant legal requirement. Prevent behavior which is integral to the quality policy shall be the guiding principle for implementation. To conserve natural resources by optimum utilization minimization wastage of Raw Material, water energy & other associated factors affecting the Environment. This policy shall be deployed at all level of the orgn. And interested parties through awareness / training about EHS aspect and hazards and motivate them for active participation. The management shall review EHS performance at regular interval for continual improvement.

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CHAPTER-3 ORGANIZATIONAL STRUCTURE OF THE COMPANY

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ORGANIZATIONAL STRUCTURE OF OSRAM INDIA PVT LTD.

MANAGING DIRERCTOR

Sr. V.P.Finance Contorlling

V.P. Manufacturing

V.P. HR

MIS & Works Controlling

Secretary

HR Factory Affairs/Legal

Works Controlling

LampProductio n T-12

QC Lamp

Glass Plant

Safety

Engineering

Security

G.O.E

Purchas e

Process/Final FTL/ CFL/GP/INCOMIN G

Training Centre

Medical HR

Supply chain manageme nt

T-8

Packaging

Mechanical/ Projects

Utilities/Power/ Electrical Maintenance

Electronics Maintenance

CFL

Mech. Maintenance T-12, T-8 &CFL Glass Plant Spare Parts Incoming Inspection Workshop/Design

LAB & Coating

Utilities Mech/Safety

Utility

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Management of Osram

Wolfgang Dehen Chairman of the Managing Board

Dr. Klaus Patzak Chief Financial Officer

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Martin Goetzeler Chief Operating Officer

Fran Piscitelli Head of Region Asia / Pacific

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CHAPTER-4 INTRODUCTION TO THE PROJECT & REVIEW OF LITERATURE

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INTRODUCTION TO THE PROJECT

(LABOR EFFICIENCY)

LABOR FORCE
The total number of people employed or seeking employment in a country or region is called Labor force or Work force.

EFFICIENCY
A level of performance that describes a process that uses the lowest amount of inputs to create the greatest amount of outputs. Efficiency relates to the use of all inputs in producing any given output, including personal time and energy.

LABOR EFFICIENCY VARIANCE

Labor efficiency variance is calculated by comparing the actual hours worked with standard hours allowed, both at the standard labor rate. The standard hours allowed figure is determined by multiplying the number of direct labor hours established or predetermined to produce during the period for which the variances are being computed. The units produced are the equivalent units of production for the labor cost being analyzed. Labor efficiency variance is also known as labor time variance and labor usage variance.

[Labor efficiency variance = (Actual hours worked Standard rate) (Standard hours allowed Standard rate)] EXAMPLE:Assume that 1,880 hours are worked at a rate of $6.50 per hour to produce 530 equivalent units of product. The standard labor rate per hour is $6.00 and standard time allowed to produce a unit of product is 3 hours. Required: Calculate direct labor efficiency variance.

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Solution:
Time Actual hours worked at actual rate Actual hours worked at standard rate 1,880 1,590 290 Rate = Amount $6.00 $11,280 standard $6.00 9,540 standard $1,740 unfav.

The standard hours allowed is the result of multiplying 530 units of product by three standard hours per unit. The unfavorable labor efficiency variance of $1,740 is due to the use of 290 hours in excess of standard hours allowed. Rates paid to the workers are usually predictable. Nevertheless, rate variances can arise through the way labor is used. Skill workers with high hourly rates of pay may be given duties that require little skill and call for low hourly rates of pay. This will result in an unfavorable labor rate variance, since the actual hourly rate of pay will exceed the standard rate specified for the particular task. In contrast, a favorable rate variance would result when workers who are paid at a rate lower than specified in the standard are assigned to the task. However, the low pay rate workers may not be as efficient. Finally, overtime work at premium rates can be reason of an unfavorable labor price variance if the overtime premium is charged to the labor account.

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CAUSES

OF UNFAVOURABLE

LABOR EFFICIENCY/USAGE

VARIANCE: Poorly Trained Workers Poor Quality Materials Faulty Equipment Poor Supervision Insufficient Demand For Companys Product

Who is Responsible for the Labour Efficiency/Usage Variance?

The manager in charge of production is generally considered responsible for labor efficiency variance. If customers orders are insufficient to keep the workers busy, the work center manager has two options, either accept an unfavorable labor efficiency variance or build up inventories. The second option is opposite to the basic principle of just in time (JIT). An inventory with no immediate prospect of sale is a bad idea according to just in time approach. Inventories, particularly work in process inventory leads to high defect rate, obsolete goods, and generally inefficient operations. As a consequence, when the work force is basically fixed in the short term, managers must be cautious about how labor efficiency variances are used. Some managers advocate dispensing with labor efficiency variance entirely in such situations at least for the purpose of motivating and controlling workers on the shop floor.

This paper probes the role of labour efficiency in promoting energy efficiency and economic performance with reference to small scale brick enterprises' cluster in Malur, Karnataka State, India. In the bricks industry, the technology in use being similar, labour efficiency has a negative influence on energy cost. Therefore, those enterprises that exhibited higher labour productivities had lower average energy intensity and higher returns to scale as compared to those that had lower labour productivities. Considering this, improvement of labour efficiency can be an alternative approach for energy efficiency improvement in energy intensive small scale industries in developing countries like India, which face the obstacle of financial constraints in up-grading technology as a means of energy efficiency improvement.

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Workforce productivity is the amount of goods and services that a worker produces in a given amount of time. It is one of several types of productivity that economists measure. Workforce productivity can be measured for a firm, a process, an industry, or a country. It was originally (and often still is) called labor productivity because it was originally studied only with respect to the work of laborers as opposed to managers or professionals.

The OECD defines it as "the ratio of a volume measure of output to a volume measure of input".[1] Volume measures of output are normally gross domestic product (GDP) or gross value added (GVA), expressed at constant prices i.e. adjusted for inflation.

The three most commonly used measures of input are: hours worked; workforce jobs; and Number of people in employment.

Measured labour productivity will vary as a function of both other input factors and the efficiency with which the factors of production are used (total factor productivity). So two firms or countries may have equal total factor productivity (productive technologies) but because one has more capital to use, labor productivity will be higher. Output per worker corresponds to the "average product of labour" and can be contrasted with the marginal product of labor, which refers to the increase in output those results from a corresponding (marginal) increase in labor input.

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REVIEW OF LITERATURE SOURCE-1: www.endseurope.com

8Aug2011

Resource efficiency lags behind labour gains - study

ENDS Europe (subscription) - 8 Aug 2011

The report attributes the difference to tax regimes that have made labour more expensive while resources costs have generally fallen. Resource efficiency ... Energy and resource efficiency have improved more slowly in the EU than worker productivity, according to a survey of the last three decades compiled for the European Environment Agency.

SOURCE-2: www.deccanherald.com
2 Aug 2011

Contract labour for business advantage

Deccan Herald - 2 Aug 2011 Whereas in contact labour, the external organization appoints the people in its right solution not only to save on costs but also to improve efficiency. Whereas in contact labour, the external organization appoints the people in its role and deploys them to your organization. These contract workers will work in your premises under your supervision.

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SOURCE-3: www.ghananewsagency.org 9 Aug 2011 Official says we will bring efficiency into small-scale mining
Ghana News Agency - 9 Aug 2011 Has said he would bring more efficiency into small-scale mining and reduce child labour, prostitution, drug abuse and growing truancy among school. The policy of the government, he said, was to develop the industry to become as efficient as their large-scale counterparts, adding that it was for this reason that the Natural Resources and Environmental Governance (NREG) Programmed was being implemented.

SOURCE-4: www.leftfootforward.org 17Aug 2011

Government needs to take on the energy companies to bring down prices

Left Foot Forward - 14 hours ago The Labour government brought in winter fuel payments to the elderly to tackle ... as to what levels of insulation and energy efficiency must be achieved. The Labour government brought in winter fuel payments to the elderly to tackle fuel poverty and will point to figures that show the number of excess winter deaths plummet from almost 50,000 in 1999/2000 to 25,000 in 2009/20

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Assembly Process(Spiral)

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Assembly Process(Stick Type)

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Types of Labour in Osram India Pvt. Ltd.

There are 2 types of direct labour in Osram India Pvt. Ltd.:PermanentLabour through recruitment which is recruited process( HR deptt.),

basically from ITI or internal training center Casual Labour which is recruited on daily basis from three contracting agencies:Bhagwati Pvt. Ltd. Surya Packing Pvt. Ltd. Shivam Pvt. Ltd.

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Man-day A unit of one days work by one person. Actual Production Per Hour The actual number of unit produced by one person in one hour. Actual production per hour = Total output of a day Total number of man hours in a day

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FACTORS AFFECT LABOUR EFFICIENCY

In order to understand the causation of labour efficiency it is essential to know first what the term behavior actually means. Different behavioral scientists have defined Behavior differently. Some observations are as follows; Behavior simply means as a response to certain stimuli which is observable directly and indirectly Behavior is observed directly by studying the responses of people to their work environment indirect observation refers to those people describe decision making processes and attitude verbally. This is seen that human behavior is caused by certain reasons behavior is the result of interaction between individual characteristics and the characteristics of the environment in which behavior occurs. Personal characteristics remain inside the person whereas environmental once outside the person. These personal and environmental characteristics secure as foundation of individual behavior in the efficiency of there work.

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THE CAUSES OF HUMAN BEHAVIOR ON THE EFFICIENCY OF THE WORK

INHERITED CHARACTERISTICS: Some of the characteristics inherited
from birth, may or may not be changed by external environment

PHYSICAL CHARACTERISTICS: - relate to height, slim body, and

vision and stamina results in quality, performance in such jobs that require artistic skills.

AGE:- the age may influence the efficiency of labour in a physiological as well
as psychological ways

INTELLIGENCE:-Some people are born Intelligent However intelligent can

be enhanced with efforts, hard work proper environment and motivation.

RELIGION:-It play important role in determining the efficiency. High

religious people have high moral standards. They strive for achievement and self fulfillment.

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LEARNED

CHARACTERISTICS:

These

characteristics

involve

individuals attitudes, values and perceptions about the environment in which he/she function. They are a result of parental values and expectation.

PERCEPTION: - Is a process by which individuals organize and interpret there

sensory impression in order to give meaning to their environment. It refers to the manner in which a person experiences the world.

PERSONALITY: - It is a set of traits and characteristics, habit patterns and

conditioned responses to certain stimuli that formulate the impression upon others. It indicates the type of activities, jobs and assignment suitable to a particular person which will enable him to perform that task effectively.

ATTITUDES: - it may be defined as the way a person fells about something- a

person, a place, a commodity, a situation or an idea. It addresses an individuals positive or negative feeling about some object.

VALUES: - values are important in relation to study of organizational behavior.

Because an organization is a composite of attitude, perceptions, personalities and individual behavior of managers as well as workers. Values determine what is right and what is wrong. The values behavior pattern.

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FACTORS AFFECTING LABOUR EFFICIENCY ENVIROMENTAL FACTORS:ECONOMIC FACTORS- the economic environment is an important
determinant of individual behavior. All work is performed with in economic framework .the concept of economic environment is a synthesis of several factors like employment level, wage rate, economic outlook and technological change rate.People work for money but not only for money. However wages satisfied various needs of individuals.

POLITICAL FACTORS- the stability of government can affect the

employment opportunities both in quantity and quality. Management structures and philosophies in controlled societies have a significant impact on decision, strategies and methods of implementation available to managers. The relative freedom available can affect carrier behavior. choice, job design, motivation methods and finally individual

SOCIO-CULTURAL FACTORS: people grow up in a particular society that

shape their basic values, beliefs and behavior. Cultural vary from country to country and these variation produce different behavior across the country.

LEGAL ENVIRONMENT: rules and laws are formalized ad written standards

of behavior both rules and laws is strictly enforced by the legal system .laws relate to all members of society observing laws voluntarily allow predictability of individual behavior.

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ORGANIZATIONAL FACTORS:- the characteristics of an organization

are also affects human behavior.

PHYSICAL FACILITIES: The physical facilities such as ventilation ,proper

lighting , painting on wall, proper space for employee and like that put impact on employee behavior and performance. Hence physical environment at work place may be said to be the arrangement of people and thinks in such a manner. So that they may have a positive impact on the efficiency of the work.

ORGANISATIONAL STRUCTURES AND DESIGNS- It refers to the

way in different departments in organizations are set up and the way in which the emoting relationship and lines of communication are established among different departments in the organizations.

QUALITY OF LEADERSHIP-The organizational establish a system of

leadership and supervision to pride direction assistance, advice, training, to individual members. The behavior of a leader is therefore a potential source of influence on an individual. In other words the behavior of individual by a large extent influenced by their leaders.

REWARD SYSTEM:-Organization establishes reward system to compensate

the employees. The behavior of an employee influenced by reward system of an organization.

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INDIVIDUALS DIFFERENCES AT WORKPLACE

1) REWARDS-Depending upon different psychological make-ups, people differ in attaching importance to awards. 2) TYPE OF COMPENSATION PLAN- People also differs in the type of compensation plan they want. Some may refer to have compensation under the time wage system, while others may like to prefer piece wage system. 3) STYLE OF LEADERSHIP- People may differ in the style of leadership they want to work under. While some may like to work under autocratic leadership style, others may be in a democratic style of leadership. 4) STAMINA-People also differ in their stamina to bear with job stress. While some may prefer to flight stresses. 5) PERSONNEL CHARACTERISTICS- People differ in their personnel characteristics like age, sex, race, education, abilities etc.

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INDIVIDUAL DIFFERENCES AND ORGANIZATION BEHAVIOR

In organizational behavior, too much emphasis is placed on studying individual differences .it is not that values, attitudes, personalities and similar personal characteristics are irrelevant to under standing organizational behavior rather organizations come. With a host of formal and informal control mechanism that in effect largely shapes .direct and constraint members behavior that is structure tends to over-ride interpersonal differences. Almost organizations have policies, procedures rules and other formal

documentation that limit and shape the behavior. This formal documentation sets standards of acceptable and unacceptable behavior. Almost all organizations differentiate roles horizontally, creating unique jobs and departments. The structure of these jobs allows others to predict behavior in those

roles. Organizations also differentiate roles vertically by creating levels of management So, they create boss employee relationship that constrains employee behavior. When you join an organization, you are expected to adapt its norms of acceptable behavior. The norms are unwritten rules but, they are powerful and controlling. An organization may not have a formal dress code but employees are expected to dress appropriately-which mean adapting to the implied dress norms.

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Models Of A Man Based On Individual Differences

Study of human behavior in both regarding and necessary for management. It is doubtful whether the management can perform its function successfully without having understanding why people behave as they do. It based on individual differences; individual differences are classified in to certain models or type. 1) RATIONAL ECONOMIC MAN:-This is based on the doctrine of maximizing oneself interest. This assumptions are : Man is able to calculate the cost of his efforts and value of inducement he receives from his efforts. Man is able to evaluate the alterations available. Man is motivated by economic interest. The organization controls the economic activities. Organization can be designed to control rational feelings and avoid unpredictable behavior.

The different types of assumptions a manager makes about people with greatly determine the actions he takes in motivating and controlling people. In simple rational economic model people can be induced to produce more by providing economic incentives. This works very simply, that is people are engage by the organization for the productive purpose. It will continue to give them incentives till it receiving matching contribution from them. The economic incentives can work till man is not reasonably satisfied by a need of money. Though money is such a factor that its need can never be satisfied because it may purchase many things through which people may satisfy their other needs within organizational context. The role of money is to maintain the people n the organization and beyond that is not able to provide incentives to people. 43

2) SOCIAL MAN:-It is based on the doctrine that man being part of the society, is influenced by a social forces and seeks satisfaction from social relationships. Man is motivated by its social needs. Man is more responsive to group pressure. He will obey managements order as long as these are in conformity with his social needs. Management should organize work in such a way that it provides not belongingness. Social man concept is the invention of researchers which behavioral scientist has carried out from time to time begom hawthorn experiments.

3) ORGANIZATION MAN: - William white who gave this concept believes that value of loyalty to the organization and co-corporation with fellow workers is important for man. The social ethics are guides of organization. The group is a source of creativity. Belongingness is the ultimate need of individual. Generally organization means emphasis that there is no conflict between organization and interpersonal. Even if there is any, it can be overcome by sacrificing the individual interest in favor of organizational interest. Its implications is that management will design its various actions high will satisfy the people. People will not see their interest differently as the organization is to take care of their interest.

4) SELF ACTUALIZING MAN: - It suggests difference in the way man can

overcome limitations to work .the managers normally take following. The various needs can be put in hierarchical. Man moves from immaturity to maturity. Man is self motivated and self motivated managers try to create normal

Achievement of people to release greater potential for commitment to Organizational goals This model is based on the assumptions that are man is self motivated and controlled. 44

CHAPTER-5 METHODOLOGY

45

RESEARCH METHODOLOGY RESEARCH RESEARCH IS SEARCH FOR KNOWLEDGE OR RESEARCH IS SYSTEMATIC EFFORTS TO GAIN KNOWLEDGE.

RESEARCH DESIGN
A RESEARCH DESIGN IS THE FRAMEWORK OR PLAN FOR A STUDY
WHICH IS USED AS A GUIDE IN COLLECTING AND ANALYZING THE DATA COLLECTED. It is the blue print that is followed in completing the study. The basic objective of research cannot be attained without a proper research design. It specifies the methods and procedures for acquiring the information needed to conduct the research effectively. It is the overall operational pattern of the project that stipulates what information needs to be collected, from which sources and by what methods.

TYPES OF RESEARCH DESIGN

Research design can be classified into following types: Descriptive research design Exploratory research design Experimental research design

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The study of Recruitment & Selection In Danblock Braking India Pvt. Ltd is exploratory in nature. Exploratory research is conducted into an issue or problem where there are few or no earlier studies to refer to. The focus is on gaining insights and familiarity for later investigation. Exploratory studies are typically structured with clearly stated hypothesis. They are more flexible while descriptive studies are those studies, which are concerned with describing the characteristics of particular individual or a group and they follow a more rigid format. These studies are concerned with specific prediction, with narration of facts and characteristics concerns individuals, group or situation. Exploratory research often relies on secondary research such as reviewing available literature and/or data. Or qualitative approaches such as informal discussions with consumers, employees management or competitors, and more formal approaches through in-depth interviews, focus groups, projective methods, case studies or pilot studies. The internet allows for research methods that are more interactive in nature.

RESEARCH DESIGN
Research design facilitates the smoothness of various operations there by making research as efficient as possible, yielding maximal information with minimal expenditure of efforts, time and money

TYPE OF DATA COLLECTION

There are two types of data used. They are primary and secondary data. Primary data is defined as data that is collected from original sources for a specific purpose. Secondary data is data collected from indirect sources.

PRIMARY SOURCES
These include the survey or questionnaire method, telephonic interview as well as the personal interview methods of data collection.

SECONDARY SOURCES
These include books, the internet, company brochures, product brochures, the company website, competitors websites etc, newspaper articles etc. In this project I have used internet, company brochures, product brochures, and the company website as a secondary source 47

FINDINGS OF THE STUDY

Most of the workers have a friendly relationship with their superior as well as their colleagues; this in turn depicts the open communication available in organization. Most of the workers are often guided by their supervisors in their sphere of work and agree that they understand their work pressures and problems and try to solve them if it is within their reach. Most of the workers feel that unbalanced interpersonal relations affect the efficiency level of employees mainly due to stress which is mainly caused because of individual and organizational related factors. The negative behavior of workers is mainly due to psychological and behavioral problems although they get full co-operation and unbiased attention from their superior in their work place. Group cohesiveness prevails among different groups in org. mainly due to competition. No superior is afraid to express any kind of views about the worker to him. To some extent, the management is concerned about maintaining good relations with trade unions.

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LIMITATIONS
I had put my best effort in gathering the data and i have tried my level best that the data provided and the survey done are authentic as they could be, but there are some limitations, which are mentioned below : The study period is limited, the researcher has to collect the necessary and important information within the limited period of time and it is not possible to collect it, due to lack to time. Some consumers give half-hearted response or false information, which may lead to wrong conclusion. It is not possible to carry out the detailed survey due to limited finance. The crew members were hesitates to speak freely as they feared the informations to leak in the head office.

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CHAPTER -6 INTERPRETATIONS AND ANALYSIS OF DATA

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DATA ANALYSIS ACTUAL OUTPUT PER HOUR OF DIFFERENT LINES

OUTPU MAN- ACTUAL HOUR OUTPUT/HOU T S RS PRODUC 30021 6804 44.12 TION 6 LINE-1 ASSEMB 41098 9656 42.56 LY 0 LINE-1 SPIRAL 17097 5496 31.11 8 LINE

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INTERPRETATIONS SWOT ANALYSIS STRENGTHS:a) The globally cost competitive b) Adheres to strict quality controls. Has access to latest technology. c) Provides support to critical infrastructure and metal industries.

WEAKNESSES:a) Industry has a lower level of research and development capability. b) Industry is exposed to cyclical downturns in the automotive lamps. Most component companies are dependent on global majors for technology

OPPURTUNITIES:a) May serve as sourcing hub for lamps globally. b) Majors significant export opportunities may be realized through diversification of export basket. c) Implementation of value added tax vat) in fy2004 will negate the cascading impact of price.

THREATS:a) The presence of large counterfeit components market poses a significant threat.

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b) Pressure on prices from gems continues. Imports pose price based competition in the replacement market. Further marginalization of smaller players likely outlook

PESTE ANALYSIS
POLITICAL ENVIRONMENT
The stability of government can affect the employment opportunities; both in quantity and quality .politically unstable environment have difficulty and attracting experience problems in maintaining steady level of employment. The political ideology of a country affects interpersonal behavior primary through relative freedoms available to its citizens. Management structures and philosophies in controlled societies have a significant impact on decisions, strategies, strategies and methods of implementation available to managers .The relative freedoms can affect career choice, job design motivation methods and finally efficiency of the labour.

ECONOMIC ENVIRONMENT
The Economic environment is an important determinant for the efficiency of the labour. All work is perform with in economic framework .the concept of economic environment is a synthesis of several factors, like employment level, wage rates, economic outlook and technological change. People work for money but not only for money. However have wages satisfied various needs of an individual? It is well known that wage attract people to certain organizations and determine their satisfaction on jobs. Inequality in wages will have adverse effect on employees

SOCIAL ENVIRONMENT
People grow up in a particular society that shape their basic beliefs, values and behaviors. Culture varies from country to country and these variation produce different behaviors across the country .culture vary between two regions with in a 57

country too and these variations produce different behaviors across the country. Work ethics, achievement needs, effort reward expectations and values are important factors having behavioral implications as suggested by Stephenss p.robbins.it always desirable for organization effectiveness that direct there must be direct relationship between effort and reward.

TECHNOLOGICAL ENVIRONMENT
It is seen that technological change is included as an economic factor because of potential effects on individual job opportunities Technological change has its strongest effect at lower level jobs although increased automation, computerization and more sophisticated production technologies can affect individuals at all levels.

LEGAL ENVIRONMENT
Rules and laws are formalized and written standards of behavior. Both rules and laws are strictly enforced by the legal system .laws relate to all members of society. Observing laws voluntary allows for predictability of individual behavior which will give a great impact on the efficiency of the labor.

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CHAPTER-7 DISCUSSION OF RESULTS AND CONCLUSIONS

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DISCUSSION OF RESULT AND CONCLUSIONS

Actual Production per Man-Hour of Production Line-1 is 44.12.Actual Production per ManHour of Assembly Line-1 is 42.56..Actual Production per Man-Hour of Production of Spiral is 31.11, In the organization most of employees are satisfied with all the facilities provided by company. But there are some employees also who are not satisfied with the company. Management should try to convert unsatisfied employees in to satisfied employees. Because if employee is not satisfied than the he is not able to give his 100% to his work and the productivity of employee decrease. Management should try to satisfy his employees because employees are the assets of the company not a liability.

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RECOMMENDATIONS
On the basis of my findings and conclusion my suggestions to the company are:

Equal opportunities are given to all to express their feelings in the meetings. To realize the employees who are working at godowns that they also have Freedom to take initiative in regard to change in procedure.

Give more importance to the hr department as it plays a key role in an Organization. Mostly recruitments are internally, but there should be external recruitments so that company get more benefitted.

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BIBLIOGRAPHY
S.No. 1 2 Title Financial Management Mgt. Accounting & Financial Mgt. Management Accounting (Principles & Practices) Research Methodology Author Khan & Jain R. K. Mittal Publication Tata McGraw Hill V.K. Publication

R.K. Sharma S.K. Gupta C. R. Kothari

Kalyani Publication

4 5 6 7 8 9

Wishwa Prakashan

Personal Discussion with the executives & other staff memberof F&A Dept. of the Company. Magazines & other Records of Company www.osram.com www.google.com www.osramindia.com

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