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CASE STUDY

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NAME
REGISTRATION NUMBER

: MAULIK
: 2007XXXXX

SYMBIOSIS CENTRE FOR DISTANCE LEARNING


ACADEMIC YEAR : 2007

STRATEGY MANAGEMENT

DELTACOM GmBH
Objective: The case study helps to understand the perception & application of
strategy formulation.
The company is established in Germany and it is into the business of IT solution provider
to various customers all over the globe. Recently in Chine, the company has participated in
the International Bidding and awarded the contract. The company has made huge effort to
get the order as it was very competitive, financially as well as from Technical specification
point of view.
The project duration is within the range of 7 to 10 years and it also outlay larger chunk of
money. So after winning the contract, management called for Executive level meeting in
Berlin for overall framework. The agenda of the meeting distributed to them was to decide
upon the formulation & evaluation of various strategies to be adopted for the project.
The major participants of projects are enlisted below.
(1) Exclusive Partner

(2) Integrated Partner

(3) Project Solution seeker

(4) Body Shopper

> (A) PARTNERS SEGMENTATION


> (B) BUSINESS DIMENSION FOR DIFFERENT CUSTOMER
> (C)

VALUE PROPOSITION FOR DIFFERENT CUSTOMERS

> (D)

BUNDLE OF COMPETENCE S ANALYSI S

> (E)

MISSIO N O F BUSINES S

> (F) STRATEGI C TEST


> (G) SCOPE OF TRANSFORMATIO N
> (H)

STRATEGI C AGEND A

Page

STRATEGY MANAGEMENT

PROCESS OF FORMULATION OF STRATEGY

SLI

TCS

BP

CUSTOMER SEGMENTATION & VALUE PROPOSITION

THE BUNDLE OF COMPETENCES

MISSION OF BUSINESS

THE STRATEG IC AGENDA

OPERATIONAL EXCELLENCE

INNOVATION

CUSTOMER TARGETING

AGGREGATE/GRANULAR METRICS
EXPERIMENTATION AND FEEDBACK

FINANCIAL EVALUATION & MATCHING


STRATEGY

Page

STRATEGY MANAGEMENT

LEGENDS :->
TCS ---- TOTAL CUSTOMER SOLUTION
BP BEST PRODUCT
SLI SYSTEM LOCK IN
(A) Partner Segmentation
Tier 1: Exclusive Partner
Japan based organisations provides outsourcing of IBM mainframe applications
Opportunity for customer lock-in
Joint Venture with IBM, the main source of Mainframe developer
Existing customers: GE Japan, JBCC, and AIG
Tier 2: Strategic/Integrated Partner
Long term symbiotic partnership with high value added
Existing customers: GE China, GE US, Kawasaki and Unisys.
Tier 3: Project Solution Seekers
Full project ownership and solution delivery responsibility without established (but
potential) for long-term client relationship
Existing customer: Toyota, Honda, US prospects, Dept. of Transportation China
Tier 4: Body Shoppers
Transactional relationship to provide supplemental staff without much end client
relationship
Existing customers: IBM
DELTACOM GmBH has to choose the partner for project operation in Chins. Every
business Partner has some strength & weakness in terms of their competency in
different field. So the Company made the business dimension & value proposition
analysis for each partners. So the cost comparison, Timely delivery as well as Quality
of operation can be judged on the same platform.

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STRATEGY MANAGEMENT

(B) Business Dimension for Tier 1 -Exclusive Partner


Products

Critical partner to client providing highly integrated, customer


specific, high-value added turnkey solutions for legacy
mainframe applications in Japanese market

Services

24x7 Maintenance of mission-critical mainframe legacy


.Application extension through analysis, design and development
of new, integrated modules.

Customer

Japanese Corporations in Financial Services, Insurance, etc.


industries.

Channels

Direct, Referrals from highly satisfied existing clients

End Users

Japanese Corporations, Japanese Government organizations.

Complementors

IBM (as an h/2 and s/2 partner), existing clients, Accenture.

Unique Competencies

1. Combination of deep knowledge of mainframe applications.


2. High level of Quality combined with all the other cost
advantage available to Chinese companies.

(B) Business Dimension for Tier 2 -Strategic /Integrated Partner


Customer Dimension

Description

Products

Long-term relationship with client to provide customized and


integrated solutions across multiple business units
T&M and Fixed price application development across multiphase projects

Services

Joint application development enabled through deep


understanding of client culture and methodology
Dedicated retained teams as extension of clients IT
organization

Customer

GE US, GE China, Kawasaki, Unisys

Channels

Direct

End Users

N/A

Complementors

Other GE partners, IBM, other software partners, Accenture

Unique Competencies

1. One of 12 exclusive outsourcing vendors or GE


2. Six-Sigma quality combined with Chinas cost advantage

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STRATEGY MANAGEMENT

(B) Business Dimension for Tier 3 -Project Solution seeker


Customer Dimension

Description

Products

Individual project solutions without committed long-term


relationship

Services
Customer

T&M and Fixed price application development of discrete


projects
Toyota, Honda, Department of Transportation China, US
prospects

Channels

Direct
Consulting partners such as IBM
Strategic partners such as GE

End Users

N/A

Complementors

Other GE partners, IBM, other software partners, Accenture


1. One of 12 exclusive outsourcing vendors or GE

Unique Competencies

2. Six-Sigma/CMM level-5 quality combined with Chinas cost


advantage

(B) Business Dimension for Tier 4-Body Shoppers


Customer Dimension
Products
Services
Customer
Channels
End Users
Complementors
Unique Competencies

Description
Individual resources to supplement existing project teams and
fill skills gaps(transactional)
T&M and retained resources for fixed time durations
Provide specific technology development skills on projects
IBM Japan, NEC
Direct
Consulting partners such as IBM
Corporation
N/A
1. Consulting partnerships
2. Technology skill differentiation

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STRATEGY MANAGEMENT

(C) Value Proposition for Tier 1 -Exclusive Partner


Value Proposition

Description

Element
Experiences

Seamless extension of Client team with integrated culture, skilled


technologists with deep understanding of clients business.

Value Delivery

Dedicated client-focused team immersed in all aspects of clients

Systems

culture Network integration to seamlessly extend client


environment
Open communication of all relevant information on both sides
Executive sponsor, CEO oversight, an full corporate reach
CMM and Six-Sigma delivery methodologies for delivery
Value added reselling of hardware and software for one-stopshopping

Value

Value gained by customer: Superior ROI, improved time-to-

Appropriation

market, Security, Resource stability


Value gained by Deltacom: Exclusive long-term relationship,
higher margins, predictable revenue
Value shared by both: Shared IP, shared learning, shared risk

C) Value Proposition for Tier 2 -Strategic /Integrated Partner


Value Proposition Element

Description

Experiences

Integrated teams of skilled technologists


with deep understanding of clients business

Value Delivery Systems

Dedicated client-focused teams fully


trained in clients methodologies
Joint development plans
Cross-training and periodic two-way
knowledge transfer
Business Relationship Manager, CEO
oversight and full corporate reach
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STRATEGY MANAGEMENT

Value Appropriation

Value gained by customer: Superior ROI,


improved time-to-market, Security,
Resource stability, Shared risk, Continuous
improvement
Value gained by DMK: Access to client
network as sales channel, credibility,
learning
Value shared by both: Co-development of
shared standards and processes

(C) Value Proposition for Tier 3 -Project Solution seeker


Value Proposition Element

Description

Experiences

End-end-end delivery of a project with high


quality and competitive price

Value Delivery Systems

Structured processes and teams with high


quality of performance Ability to quickly
ramp-up on clients business and culture
Process for seamless transition at end of
project
Dedicated project team manager with
executive oversight

Value Appropriation

Value gained by customer:


Experimentation , learning, flexibility,
reduced time-to-market, high quality, ROI
Value gained by DMK: Opportunity for longterm relationship, ROI, learning
Value shared by both: Shared learning in
business domain and new technology

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STRATEGY MANAGEMENT

(C) Value Proposition for Tier 4 -Body Shoppers


Description

Value Proposition Element


Experiences

Supplement team with individual resources


and fill gaps with skill expertise

Value Delivery Systems

Strong bench that can be tapped on demand


Mix of skills and expertise
Value gained by customer: Resources of
demand and skills on demand
Value gained by DMK: Opportunity to upsell, learning, improved bonding
Value shared by both: Exchange of skills

Value Appropriation

(D) Bundle of competencies analysis

Systems Lock-In
Dominant Exchange
Exclusive Channel
Customer Integration
Total customer solution

Low Cost

Horizontal Breadth

Differentiation
Redefining Experience

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STRATEGY MANAGEMENT

Sr. No. Description

Current Situation

Desired Situation

System Lock In

No Specific competency that


create industry standard by
the company.

Company has to set


competency skills for
capturing the future market.

2.

Low Cost

Wage differential with


reference to US, Europe,
Japan & India.

Chinese wages are very low.

Availability of Large pool of


skill in that Area.
Experience Leveraging
workloads & resource
profitability.

A large pool of computer


science graduate for long term
Expertise in managing in
sudden change in demand and
supply profitability

3.

Dominant
Exchange

No Specific competency
that create strong bondage
creation

Company should develop


strong coordination expertise
with Tier 1 specialist in
China.

Exclusive
Channel

One of few firms with low


cost mainframe expertise.

It is required to barrier the


entry of new competitors

High Switching cost for


fully integrated clients.

It acts as barrier to the exit of


customer as highly tacit
knowledge acquired about
customer process through
long interaction also

Dedicated Team, Experience


in Outsourcing

It also allow the expertise


transferable to other function

Joint venture with IBM

Due to this Company is able


to integrate some of
technologies of IBM with
their own application

Mainframe & new language


expertise. Multiple industry
verticals

It strengthens the financial &


insurance segment but slow
development in other areas.

System development, testing


& maintenance

Architecture & consulting


expertise is a new challenge

5.

6.

Customer
Integration

Horizontal
Breath

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STRATEGY MANAGEMENT

Sr. No. Description

Current Situation

Desired Situation

7.

Redefining
Experience

Processes & expertise at end


to end projects

Its provides very cost


controlled atmosphere for
operation

8.

Differentiations

Japanese speaking personnel,


IBM mainframe expertise

The firm has to recruit local


person that can speak & are
familiar with the social &
business manner of China.

CMM5 Level of operation,


Six sigma approach for all
functions

It is necessary to maintain the


quality level of project & to
eliminate chance of any
redraft.

(E) Mission
Become the #1 provider of Business Process Outsourcing and IT Services in
China:

Analyzing, designing, developing, deploying, and maintaining software systems


and solutions.
Delivering the highest quality of service and unparalleled value
Integrating seamlessly with complementary local service providers
Servicing large and mid-sized corporations, government departments and nonprofit organizations
Through experienced, passionate and hard-working associates driven to provide
outstanding service
Focusing first on China, Japan and US and expanding next into Europe and
Latin American markets.

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STRATEGY MANAGEMENT
F) TRANSFORMATION REQUIRED
Sr.
No.

Scope

Now

Future

1.

Customer
Scope

Primarily large corporations,


Government departments of
China

2.

End-User Scope

3.

Channel Scope

Expand to include Service


providers at the high-end of the
software services value chain.
Expand to include mid-sized
corporations, State and Federal
government departments, nonprofit organization
Exclusive offshore service delivery
partner-ships that allow white
labelling of Deltacom services
Business Consulting, IT
Strategy/Architecture consulting
firms
U.S. and U.K. expand into
countries where language of
business is non-English and where
cost of IT services is higher than
China. (Indian firms do not have
language advantage while Chinabased firms have significant cost
advantage.)

4.

Complementor
Scope

Large Corporations,
Government departments in
China
Direct, Joint Venture
Hardware and software
product companies

5.

Geographical
Scope

Japan and China with limited


presence in the U.S.

6.

Service Scope

7.

Product Scope

Lower end of software


services value chain:
Application development,
system integration, system
conversation ,maintenance &
support
Technology base such as
J2EE framework,
Microsoft.NET framework,
etc. for rapid code
development

8.

Unique
Competencies

1. High maturity in
Software development
process
2. Six-Sigma certified
project and operations
managers
3. Low cost of Chinabased delivery

Integrated service that captures the


entire value chain through strong
collaboration with complementors
at the high-end of the software
service value chain
1. Horizontal Application
frameworks such as Portal toolkits,
Content Management toolkits, etc.
2. Solutions frameworks such as
wealth management solutions for
financial services, employee
portals as HR solutions, etc. that
leverage competencies/expertise of
strategic and exclusive

1. Ability to build teams that


can integrate to other service
organizations
2. Develop professional
relationships with other culture.
3. Develop technical
knowledge of specific domain

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STRATEGY MANAGEMENT

(G) Strategic Agenda: Quality Tests


Sr. No.

Dimension

Comprehensiveness The agenda extends across all of functions services,


geographies and market segments including
geographies including customers, end users, channels
and Complementors.
Stretch
Performance /measures for each thrust provide
achievable but stretched goals for the organization.
Monitoring and
Milestones established throughout the process allow
control
for continuous monitoring and change in strategy if
and as required.

2.
3.

4.

Motivation

5.

Vulnerability

Description

The mission combined with clear strategic thrust


energizes the organization with a common set of goals
and flexibility to innovate and grow.
No material vulnerabilities have been identified at this
time. Aligning execution with this strategic agenda
time will be critical to the success of Delta Brake

(H) Strategic Agenda


Sr.
No.

Strategic Thrust

Primary
Responsibility

Secondary
responsibility

1.

Invest in people Train &


VP HR
motivate. Hire outstanding talent.
VP Operation
Develop strong design
capabilities.

CEO

2.

Expand delivery & customer


support centre throughout china

CEO

VP Sales , VP HR, VP
Marketing

3.

Work with exclusive partners for


rapid response & operation.

CEO ,VP Marketing VP Sales


VP Operation

4.

Develop engagement program of


Deltacom team for better
understanding of Chinese culture
for easy flow of work

VP HR

5.

Strengthen the relationship with


CEO
the IBM for better understanding
VP Operation
& solution of customer needs.

CFO

VP Operation

CFO

Page

SELF MANAGE TEAM CONCEPT

Durga Industries Limited


OBJECTIVE OF CASE STUDY
The major objectives behind taking the project are outlined below.
SCOPE:

The purpose of the project is to study the self managed team concept.

What are the limitations & constraint during its realization

How to measure the effectiveness of model?

Concept of self-managed team


The self-managed team or SMT is a special kind of team. It can be highly effective. It can
be phenomenally productive. And it is an autonomous entity. An entity with the endurance
and power of a machine and the cunning and adaptability of an animal.
A SMT isn't just a group of people working together but a genuine collaboration: A team
in the true sense of the word. And it is a team which is measured by its results, not the
performance of its individual members.

Are more independent than other types of team

Help to flatten organizational structure

Handle intermediate levels of responsibilities.

OBJECTIVES OF TRAINING
1) To impart basic knowledge and skill to the new entrants and enable them to
perform their jobs well.
2) To equip the employees to meet the changing requirements of the job and the
organization.
3) To teach the employees the new techniques and ways of performing the job or
operations.
4) To prepare the employees for higher level tasks and built up a second line of
component managers.

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SELF MANAGE TEAM CONCEPT

CRITERIA FOR MEASURING TRAINING EFFECTIVENESS:


1. Trainees reaction towards the objectives:
A training program can be evaluated in terms of trainees reaction to the objectives,
contents and method of training. In case the trainee consider the program
worthwhile and like it, the training can be considered effective.
2. Extent of learning:
The extent to which the trainees have learned desired knowledge and skills during
the training period is a useful basis for measuring the training effectiveness.
3. Behaviour of trainees:
Improvement in job behaviour of trainees reflects the manner and extent to which
learning has been applied to job.
4. Result of training:
The ultimate result in term of productivity improvement, quality improvement, cost
reduction, accident reduction, and reduction in labour turn over are the best criteria
for evaluating the effectiveness.
NEED FOR EVALUATION:
It is necessary to evaluate the extent to which training program have achieved the aim
for which they were designed. It would provide information effectiveness of training as
well as about the design of future training program. It helps to monitor and modify
such program in future
.1. QUESTIONAIRES: Comprehensive questionnaires are used to obtain options,
reactions and various views of trainees. A training evaluation form is formed and
circulated among all the trainees. The trainees fill in their responses asked in the form. The
responses are then analyzed and an evaluation of the training program is done.
2. TESTS: Standard tests are used to find out whether trainee has learnt practical aspects
of work during and after training or not.
3. INTERVIEWS: Personal interviews of the employees are conducted in order to find
usefulness of the training offered to operatives.
4. STUDIES: Comprehensive studies are carried out eluting the opinions and guidelines of
the trainers superiors and peer groups about the training.
5. FEEDBACK: A feedback report is prepared by evaluation at every stage of training.

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SELF MANAGE TEAM CONCEPT

AREAS OF TRAINING
The areas in which training is offered can be classified into following categories:
KNOWLEDGE

Employee is taught about a set of rules and regulations about


the job and products and services offered by the company

TECHNICAL SKILL

Employee is taught a specific skill (e.g. operating a machine)


so that he can acquire that skill and contribute meaningfully

SOCIAL SKILL

Employee is made to learn him and other develop a right


mental attitude towards the job, colleagues and the company.

ATTITUDE

This involves molding of employees attitude towards


various on the job situations.

QUESTIONNAIRE FOR DATA COLLECTION:


AGE :-

SBU : -

GENDER (M / F):-

1. There is an up gradation in my skills during this training program:


(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant say.


2. I feel confident due to my knowledge enrichment in these 3 months:
(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant say.


3. My attitude has changed during the training:
(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant say.


4. The teachers in the institute were effective in communicating their knowledge.
(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant say.

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SELF MANAGE TEAM CONCEPT

5. The training aids provided during the training period were sufficient & helpful.
(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant say.


6. The coordination training was enough:
(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant say.


7. The time allotted to every subject was enough:
(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant say.


8. I feel improvements in my communication after the training:
(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant say.


9. There is improvement in my personality during the training program:
(a)Strongly agree.

(b)Agree

(c) Strongly disagree.

(d) Disagree.

(e) Cant

Page

SELF MANAGE TEAM CONCEPT

1. The perception of SMTs regarding up gradation of their skills.


Strongly
GENDER

Agreed

Female

13

43.33

Male

26.67

21

70.00

Total

Agreed

Grand
%

Total

0.00

13

30.00

17

30.00

30

Strongly

Grand

AGE

Agreed

Agreed

Total

18 Years

13.33

3.33

19 Years

20.00

10.0

20 Years

13.33

6.67

21 Years

20.00

6.67

22 Years

3.33

3.33

Total

21

70.00

30.00

30

Strongly

Grand

SBU

Agreed

Agreed

Total

Meter

11

36.67

13.33

15

T&D

10

33.33

16.67

15

Total

21

70.00

30.00

30

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SELF MANAGE TEAM CONCEPT

2. The perception of SMTs regarding knowledge enrichment in the 3 months :


Strongly

Can't

GENDER

disagreed

Female

3.33

Male
Total

AGE

Strongly

Year

disagreed

18

say

Strongly

Grand

Agreed

Agreed

Total

0.00

10

33.33

6.67

13

0.00

6.67

30.00

20.00

17

3.33

6.67

19

63.33

26.67

30

Can't
%

say

0.00

Grand

Agreed

Agreed

Total

0.00

13.3

3.33

6.67

20.0

3.33

19

0.00

20

0.00

0.00

13.3

6.67

21

0.00

0.00

13.3

13.33

0.00

3.3

0.00

19

63.33

26.67

30

22

3.33

Total

3.33

Strongly
SBU

disagreed

Meter

Strongly

6.67

Can't
%

say

Strongly

Grand

Agreed

Agreed

Total

0.00

30.0

20.0

15

T&D

3.33

6.67

10

33.3

6.6

15

Total

3.33

6.67

19

63.3

26.6

30

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SELF MANAGE TEAM CONCEPT

3. The perception of SMTs about change in their attitude in the 3 months:


Can't

Strongly

GENDER

say

Agreed

Female

6.67%

11

36.67%

Male

6.67%

23.33%

Total

13.33%

18

60.00%

Can't

Agreed

Grand
%

Total

0.00%

13

26.67%

17

26.67%

30

Strongly

Grand

AGE

say

Agreed

Agreed

Total

18 Years

3.33%

10.00%

3.33%

19 Years

0.00%

20.00%

10.00%

20 Years

0.00%

13.33%

6.67%

10.00%

13.33%

3.33%

0.00%

3.33%

3.33%

13.33%

18

60.00%

26.67%

30

21 Years

22 Years
Total

Can't
SBU

Strongly

Grand

say

Agreed

Agreed

Total

meter

6.67%

26.67%

16.67%

15

Transformer

6.67%

10

33.33%

10.00%

15

Total

13.33%

18

60.00%

26.67%

30

Energy

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SELF MANAGE TEAM CONCEPT

4. The perception of SMTs regarding communication improvement:


Strongly

Grand

GENDER

Agreed

Agreed

Total

Female

11

36.67%

6.67%

13

Male

15

50.00%

6.67%

17

Grand Total

26

86.67%

13.33%

30

Strongly

Grand

AGE

Agreed

Agreed

Total

18 Years

13.33

3.33

19 Years

26.6

3.33

20 Years

20.00

0.00

21 Years

20.00

6.67

22 Years

6.67

0.00

Total

26

86.67

13.33

30

Strongly

Grand

SBU

Agreed

Agreed

Total

Meter

13

43.33

6.67

15

T &D

13

43.33

6.67

15

Total

26

86.67

13.33

30

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SELF MANAGE TEAM CONCEPT

5. The perception of SMTs regarding adequacy training aids:


Strongly

Grand

GENDER

Agreed

Agreed

Total

Female

26.67

16.67

13

Male

13

43.33

13.33

17

21

70.00

30.00

30

Grand
Total

Strongly

Grand

AGE

Agreed

Agreed

Total

18 Years

6.67

10.00

19 Years

20.0

10.00

20 Years

13.33

6.67

21 Years

23.33

3.33

22 Years

6.67

0.00

Grand Total

21

70.00

30.00

30

Strongly
SBU

Agreed

Agreed

Grand Total

Meter

11

36.67

13.33

15

T&D

10

33.33

16.67

15

Grand Total

21

70.00

30.00

30

Page

SELF MANAGE TEAM CONCEPT

6. The perception of SMTs regarding co-ordination :


Strongly

Grand

GENDER

Agreed

Agreed

Total

Female

13.33

30.00

13

Male

20.00

11

36.67

17

Grand Total

10

33.33

20

66.67

30

Strongly

Agreed

18

6.67

10.0

19

6.67

23.3

20

6.67

13.3

21

13.33

13.3

0.00

6.67

33.33

20

66.6

30

22
Grand Total

10

Agreed

Grand

AGE Years

Strongly

Total

Grand

SBU

Agreed

Agreed

Total

Meter

16.67

10

33.33

15

T&D

16.67

10

33.33

15

Grand Total

10

33.33

20

66.67

30

Page

SELF MANAGE TEAM CONCEPT

7. The perception of SMTs about time allotted to each subject was enough.
Dis-

Can't

Strongly

GENDER

agreed

say

Agreed

Female

6.67

6.67

30.00

Male

3.33

13.33

11

36.67

Total

10.00

20.00

20

66.67

AGE

Dis-

Years

agreed

18

Can't

Grand

Agreed

Total

0.00

13

3.33

17

3.33

30

Strongly

say

Agreed

0.00

3.33

Grand

Agreed

Total

13.33

0.00

19

3.3

3.33

23.33

0.00

20

3.33

3.33

13.33

0.00

21

3.33

3.33

16.67

3.33

0.00

6.67

0.00

10.00

20.00

3.33

30

22
Total

0.00
20

66.67

Can't

Strongly

SBU

Disagreed

say

Agreed

Meter

6.67

6.67

11

36.67

T&D

3.33

13.33

30.00

Total

10.00

20.00

20

66.67

Agreed

Grand
%

Total

0.00

15

3.33

15

3.33

30

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SELF MANAGE TEAM CONCEPT

8. The perception of SMTs about improvement in their communication.


Can't

Strongly

Grand

GENDER

say

Agreed

Agreed

Total

Female

3.33

23.33

16.67

13

0.00

12

40.00

16.67

17

3.33

19

63.33

10

33.33

30

Male
Total

AGE

Can't

Years

say

Strongly

Grand

Agreed

Agreed

Total

0.00

13.3

3.33

3.3

13.3

13.33

20

0.0

13.3

6.67

21

0.0

16.6

10.0

22

0.0

6.67

0.0

3.33%

19

63.33%

33.33%

30

18
19

Total

Can't
SBU

say

Strongly

Grand

Agreed

Agreed

Total

0.00

11

36.67

13.33

15

3.33

26.67

20.00

15

3.33

19

63.33

10

33.33

30

Meter
T&D

10

Grand
Total

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SELF MANAGE TEAM CONCEPT

9. The perception of SMTs about improvement in their personality.


Strongly
GENDER

Grand

Agreed

Agreed

Total

Female

10

33.4

10.0

13

Male

11

36.6

20.0

17

Grand Total

21

70.0

30.0

30

Strongly

Grand

AGE

Agreed

Agreed

Total

18 Years

13.33

3.33

19 Years

13.33

16.67

20 Years

16.67

3.33

21 Years

20.00

6.67

22 Years

6.67

0.00

21

70.00

30.00

30

Grand
Total

Strongly

Grand

SBU

Agreed

Agreed

Total

Energy meter

11

36.67

13.33

15

Transformer

10

33.33

16.67

15

Grand Total

21

70.00

30.00

30

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SELF MANAGE TEAM CONCEPT

FINDING, INFERENCES AND RECOMMENDATION


In our research process, the effectiveness of training imparted to the SMTs is measured on
the basis of 10 different parameters. On the basis of data collected on these parameters we
found the following results:
1.) Skill up gradation:
All the SMTs are either agreed or strongly agreed on this statement.
2.) Knowledge enrichment:
91% of people are agreed at this point.
3.) Attitude change:
87% people feel change in their attitude after training.
4.) Communication effectiveness of teachers at institute:
All SMTs are satisfied with the teachers effectiveness.
5.) Content covered:
Only 75% SMTs feel that the whole content was covered during the program.
6.) Good training aids :
All are agreed at this point.
7.) Full co-ordination:
All are agreed to this statement.
8.) Time adjustment:
There were only 73% of people who are easily adjusted with the timing of training
program.
9.) Knowledge gained & expected knowledge:
Only 60% of SMTs feel that knowledge gained by them & expected knowledge is
equal.
10.)

Proper time allocation to each subject:


70% are agreed to this statement.
Conclusion:

The effectiveness of training imparted to SMTs measured from the fact that the SMTs are
very well trained on different aspects. It provide them a good learning opportunity,
improvement in personality & increasing employability skill
For the company it acts as long term investment in the building of talent pool.

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