A PROJECT REPORT

ON
PAYROLL MANAGEMENT IN BLUE STAR COMPANY

SUBMITEED TO
MUMBAI UNIVERSITY

In partial fulfillment of the requirements for the award of the

Bachelors of Management Studies (BMS)

Submitted by:
ANKUSH SHARDA PRASAD SAHU
(Roll No.B1415052)

Project Guide:
Prof. Trupti Shelke

Institute of Management & Computer Studies

INDEX
SR.NO

NAME OF THE CHAPTER

PAGE NO

INTRODUCTION TO THE STUDY

3-8

COMPANY PROFILE

9-14

THE COMPANY HISTORY AND DATA ANALYSIS

15-41

Bibliography AND Conclusion

42-43

Topic :- Leadership Exist in Reliance

company

INTRODUCTION
Leadership is perplexing. Each of us thinks we know
what it
means yet our ideas about it often do not match.
One personsimage is the leader as heroanothers
focuses on the leader as chief servant.

And things become no clearer when one consultsthe

hundreds of volumes on the subject on the shelves
of thelocal business bookshop.

They just add to the confusion withtheir various

models, and few of them have anything to sayabout.

leadership

1. The individuals who are the leaders in an organization,

regarded collectively.
2. The activity of leading a group of people or an
organization or the ability to do this.
Leadership involves:
1.

establishing a clearvision,

2.

sharing that vision with others so that they will follow willingly,

3.

providingtheinformation,knowledgeandmethodsto realize that

vision, and

4.

coordinating and balancing the conflictinginterestsof

allmembersandstakeholders.

Objective
To study about leadership style , skills
and importance
Leadership helps to organizing
employees to do the work effectively
Leadership helps to pursuing a common
goal
Leadership helps to organizational
cohesiveness
Leadership helps to motivating
employee to do the work

importance
Initiates action- Leader is a person who starts the
work by communicating the policies and plans to the
subordinates from where the work actually starts.
Motivation- A leader proves to be playing an
incentive role in the concerns working. He motivates
the employees with economic and non-economic
rewards and thereby gets the work from the
subordinates.
Providing guidance- A leader has to not only
supervise but also play a guiding role for the
subordinates. Guidance here means instructing the
subordinates the way they have to perform their work
effectively and efficiently.
Creating confidence- Confidence is an important
factor which can be achieved through expressing the
work efforts to the subordinates, explaining them
clearly their role and giving them guidelines to
achieve the goals effectively. It is also important to
hear the employees with regards to their complaints
and problems.

Building morale- Morale denotes willing cooperation of the employees towards their work and
getting them into confidence and winning their trust.
A leader can be a morale booster by achieving full cooperation so that they perform with best of their
abilities as they work to achieve goals.

Scope
Understanding and maintaining the ethics
related to work
Creating a healthy cultural and climate of
the organization
Understanding the process of receptivity to
change and maintaining it

Understanding the process of decision

making

Company profile
Reliance Industries Limited (RIL) is an
Indian conglomerate holding company headquartered in Mumbai,
Maharashtra, India
.
Reliance owns businesses across India engaged in energy,
petrochemicals, textiles, natural resources, retail and
telecommunications

Reliance is the second most profitable company in India,[2][3] the

second-largest publicly traded company in India by market
capitalization[4] and the second largest company in India as measured
by revenue after the government-controlled Indian Oil Corporation.

The company is ranked 215th on the Fortune Global 500 list of the
world's biggest corporations as of 2016.

Dhirajlal Hirachand "Dhirubhai" Ambani was an Indian business

tycoon who founded Reliance Industries in Bombay with his
cousin. He had been figured in the The Sunday Times top 50
businessmen in Asia.
Born: December 28, 1932, Chorvad
Died: July 6, 2002, Mumbai
Spouse: Kokilaben Ambani (m. ?2002)
Children: Mukesh Ambani, Anil Ambani, Deepti
Salgaonkar, Nina Kothari
Organizations founded: Reliance Industries, more
Grandchildren: Isha M. Ambani, Akash Ambani, Anant
Ambani, Jai Anshul Ambani, Jai Anmol Ambani

10

Mukesh Dhirubhai Ambani (born 19 April 1957) is an Indian business magnate who is
the chairman, managing director and largest shareholder of Reliance Industries
Limited (RIL), a Fortune Global 500 company and India's second most valuable
company bymarket value.[7][8][9] He holds a 44.7% stake in the company.[10] RIL deals
mainly in refining, petrochemicals, and in the oil and gas sectors. Reliance Retail Ltd.,
another subsidiary, is the largest retailer in India

Born: April 19, 1957 (age 59), Aden, Yemen

Spouse: Nita Ambani (m. 1985)
Net worth: 22.1 billion USD (2016) Forbes
Siblings: Anil Ambani, Nina Kothari, Deepti Salgaonkar
Children: Isha M. Ambani, Akash Ambani, Anant Ambani
Parents: Kokilaben Ambani, Dhirubhai Ambani

11

Anil Dhirubhai Ambani is an Indian business magnate, and

investor. He is the chairman of Reliance Group which came into
existence in June 2005 following a demerger from Reliance
Industries Limited.
Born: June 4, 1959 (age 57), Mumbai
Spouse: Tina Ambani (m. 1991)
Net worth: 3.2 billion USD (2016) Forbes
Siblings: Mukesh Ambani, Nina Kothari, Deepti Salgaonkar
Parents: Kokilaben Ambani, Dhirubhai Ambani

12

Children: Jai Anshul Ambani, Jai Anmol Ambani For Reliance

Growth is care for good health
Reliance's occupational health centers carry out preemploymenta n d p e r i o d i c m e d i c a l c h e c k u p s a s w e
l l a s o t h e r r o u t i n e preventive services. Specialised tests li
ke biological monitoring,h e a l t h r i s k a s s e s s m e n t s t u d i e s a
n d a u d i t s f o r e x p o s u r e t o various materials are also p
e r f o r m e d . H e a l t h e d u c a t i o n a n d awareness form an integral
part of the health care programmeat Reliance
Growth Is Care for Safety
We believe that the safety of each employee is the
responsibilityo f t h e i n d i v i d u a l a s w e l l
w h o l e c o m m u n i t y o f employees

as

of

the

Growth is care for the environment

R e l i a n c e b e l i e v e s t h a t a c l e a n e nv ir o n m e n t i n a nd a r ou n d
t h e wo r k p l a c e f o st e r s h e a l t h a n d p r o s pe r i t y f or t h e i nd i v id u a l ,
theg r o u p a n d t h e l a r g e r c o m m u n i t y t o w h i c h t
h e y b e l o n g . E n v i r o n m e n t a l pr o t e c t i on i s a n i n t e g r a l pa r t o
f the planning,d e s i g n , c o n s t r u c t i o n , o p e r a t i o n a n d m a i n t e
n a n c e o f a l l o u r projects.
Growth is conservation
At Reliance, energy conservation efforts seek to reduce the
unitc o s t o f f u e l s a n d t o i m p r o v e e f f i c i e n c i e s i n e n e r g y i n
t e n s i v e processes.
Growth is betting on our people
R e l i a n c e b u i l d s wi t h c a r e a wo r k p l a c e t h at p r oa c t i v e l y
f o s t e r s p r o f e s s i o n a l a s we l l as p e r so n a l g r o wt h . Th e r e i s
freedom
toe x p l o r e a n d l e a r n ; a n d t h e r e a r e o p p o r t u n i t i e s t h a t i n
s p i r e initiative and intrinsic motivation. We believe that people
mustd r e a m t o a c h i e v e , t h a t t he s e d r e a m s wi l l d r iv e t h e
c o m p a n y' s excellence in all its businesses. Reliance thinks,
behaves, livesand thrives with a global mindset, encouraging every
employee t o r e a c h h i s / he r f u l l po t e n t i a l b y a v a i l i n g
o p p o r t u n i t i e s t h a t arise across the group.
13

Objective of the study

T h e o b je c t iv e o f t h e s t u d y i s t o ev a l u at e c o n s u m e r ne e d s
a n d behavior with respect to retail stores in NCR for Reliance
Retaill t d . a n d t o g i v e r e c o m m e n d a t i o n s f o r t h e b e
t t e r m e n t o f cu sto mer service . An y pro ject wo rk to be
c a r r i e d o u t i n a n y o r g a n i z a t io n o r in a n y f i e l d wo r k i n t he
market has certain
p e r d e c i d e d a n d s p e c i f i e d ob je c t iv e , wh i c h i s t o b e a t t a i n e d .
T h e wh o l e s u r v e y o r f i e l d wo r k i s de s i g n e d in a c c o r d a n c e wi t h
t h a t objective .The whole survey is broken down in four various partslike
four clusters- the North and Central cluster, the East cluster, the South
andF a r i d a b a d c l u s t e r a n d t he W es t an d G u r g a o n c l u s t e r.
which individuallyc o n t r i b u t e t o t h a t p r o je c t ' s o b je c t i v e . Th e
o b je c t i v e l a i d d o wn helps to solve the problems that exist in the
organization.
Thisp r o b l e m p r o v i d e s t h e f o u n d a t i o n f o r t h e p r o j
e c t a n d t h e projective.T h e v a r i o u s t h i n g s t h a t a r e t o b
e d o n e i n a n y s u r v e y , t h e v ar i ou s c o m p o n e n t s o f t h e
p r o b l e m a n d t h e p r o je c t
o b je c t i v e p r o v i d e t h e b a s e f o r d e c i d i n g t h e s c o p e o f t h e
project.
T h e scope of the project varies from project to project, the scope arethe
limit with in which the person carrying out the project has towork. It
provides the person various things that are to be
done.U n d e r p r o j e c t i t i s b a s i c a l l y t h e s u b d i v i s i o n o f
t h e p r o j e c t objective.
14

15

16

Company profile
Reliance Industries Limited (RIL) is an
Indian conglomerate holding company headquartered
in Mumbai, Maharashtra, India.

Reliance owns businesses across India engaged in energy,

petrochemicals, textiles, natural resources, retail and
telecommunications.

Reliance is the second most profitable company in India, [2]

[3]
the second-largest publicly traded company in India
by market capitalization[4] and the second largest company in
India as measured by revenue after the governmentcontrolled Indian Oil Corporation.

The company is ranked 215th on the Fortune Global 500 list

of the world's biggest corporations as of 2016.

RIL contributes approximately 20% of India's total exports.

[7]
It is ranked 14th among the Top 250 Global Energy
Companies by Platts.

17

Company history
1960 1980
The company was co-founded by Dhirubhai Ambani and his brother Champaklal Damani in 1960s as
Reliance Commercial Corporation. In 1965, the partnership ended and Dhirubhai continued
the polyester business of the firm. In 1966, Reliance Textiles Industries Pvt Ltd was incorporated in
Maharashtra. It established a synthetic fabrics mill in the same year at Narodain Gujarat.
In 1975, the company expanded its business into textiles, with "Vimal" becoming its major brand in
later years. The company held its Initial public offering (IPO) in 1977. The issue was over-subscribed
by seven times. In 1979, a textiles company Sidhpur Mills was amalgamated with the company.
In 1980, the company expanded its polyester yarn business by setting up a Polyester Filament Yarn
Plant in Raigad, Maharashtra with financial and technical collaboration with E. I. du Pont de
Nemours & Co., U.S.

1981 2000
In 1985, the name of the company was changed from Reliance Textiles Industries Ltd. to Reliance
Industries Ltd.[9] During the years 1985 to 1992, the company expanded its installed capacity for
producing polyester yarn by over 145,000 tonnes per annum.
The Hazira petrochemical plant was commissioned in 199192.
In 1993, Reliance turned to the overseas capital markets for funds through a global depositary issue
of Reliance Petroleum. In 1996, it became the first private sector company in India to be rated by
international credit rating agencies. S&P rated Reliance "BB+, stable outlook, constrained by the
sovereign ceiling". Moody's rated "Baa3, Investment grade, constrained by the sovereign ceiling".

2001 present
In 2001, Reliance Industries Ltd. and Reliance Petroleum Ltd. became
India's two largest companies in terms of all major financial parameters.
In 200102, Reliance Petroleum was merged with Reliance Industries. In
2002, Reliance announced India's biggest gas discovery (at the Krishna

18

Godavari basin) in nearly three decades and one of the largest gas
discoveries in the world during 2002.
The in-place volume of natural gas was in excess of 7 trillion cubic feet,
equivalent to about 1.2 billion barrels of crude oil. This was the first ever
discovery by an Indian private sector company.
In 200203, RIL purchased a majority stake in Indian Petrochemicals
Corporation Ltd. (IPCL), India's second largest petrochemicals company,
from Government of India.[

Mission
To provide the best and most value-adding advice within
investor relations, financial communications, media
relations, crisis communications, issues management and
CSR reporting
To be an independent sparring-partner and to provide
excellent advice for our clients in connection with IPOs, ECM
and M&A transactions, corporate governance-related issues
as well as in connection with preparations of contingency
communications plans regarding public takeovers
Reliances activities shall be of benefit for both our clients,
collaboration partners, employees and shareholders

19

Vision

To be our clients first call and preferred collaboration

partner within our business areas
To consistently exceed our clients expectations for
professional and value-adding advice
Our objective is long-standing and trustful client
relationships created via excellent advice and service
Values :We are governed by our fundamental values:
Quality: We do not compromise we have a passion for the
best quality
Innovation: We are innovative and wish to enthuse our
clients
Ambition: We set high objectives and push to achieve the
best results
Honesty: We are honest towards our clients, also when it
may be unpleasant
Integrity: We keep our word, guard confidentiality, and
maintain a high level of integrity.

20

RIL's Chairman and Managing Director Shri Mukesh D. Ambani was

conferred the Honorary Doctor of Science degree by the Institute of
Chemical Technology (ICT), Mumbai

Won the 'CII-ITC (Confederation of Indian Industry) Sustainability

Awards 2014'

21

22

23

Can Reliance Industries become a global giant, or is it content with becoming

bigger in the Indian market? Does the company have leaders who are excited ""
and not intimidated "" by globalisation?

Manjari Raman debates the leadership conundrum with John Kotter, Jim
Collins and Michael Useem, and juxtaposes their theories with the
Reliance experience, only to find Reliance's MD Anil Ambani has some
views of his own.

Anil Ambani, the global manager, networks at Wharton, schmoozes at

Davos, and spins witty stories on the perils of globalisation.

Anil Ambani, the parochial entrepreneur, who strides the corridors of power
in North Block and knows how to win friends and influence policy, can be
as trite as a politician. "National interests are prime and above all other
interests. Reliance will not exist if India does not prosper and bloom," he
says stuffily.

Global leaders really, truly want to go global

24

"At some point what differentiates people who create global corporations
from those that don't," says Kotter, "is that they want to."
When George Weismann, a senior executive at Philip Morris was asked to
develop the company's international market, he did an inspired job.
Marlboro became the best-selling cigarette in the world, three years before
it became number one in the United States. Says Collins: "When I think of
George Weismann, or Colman Mockler, former CEO of Gillette, or Citicorp
chairman Walter Wriston, they had a global vision and it wasn't purely
strategic. It was almost a sense of destiny "" in the world and not just the
domestic economy."

Global leaders build organisations capable of going global

According to Kotter, one of the most important traits in a global leader is the
ability to get out of their people an idea that has global relevance "" and the
capacity to create an organisation that produces products that the world
wants. Sometimes, a leader's globalisation instincts kick in when the
options for domestic growth dry out (Coke and Pepsi). In others, the
product (McDonald's) or service (American Express) has such global
appeal that it literally pulls a company across the world.

In contrast: Reliance has built an organisation that seems to excel in

serving the Indian customer "" more and more. What started in 1966 as a
25

textiles manufacturer is now a colossus with interests in the exploration and

production of oil and gas, refining and marketing of petrochemicals,
financial services, power, telecom, infocom, biotech and even insurance.

Global leaders ooze confidence in their ability to go global

Pointing out that it took Toyota years to gather the courage to move out of
Japan, Useem says: "Most of the global leaders I've met have impressed
me by the level of personal self-confidence they exhibit moving into
markets that they are unfamiliar with."
It's hard to imagine Anil Ambani lacking in self-confidence "" or to think that
Dhirubhai Ambani was risk averse. But what if the very factors that made
Reliance so effective in the domestic market "" the network of political,
business and social relationships; the capability to influence policy; the
skills to work the system from within; the ability to leverage power and clout
"" are constraints that make the company diffident about playing an equally
aggressive role in the global arena?
As examples in Mexico and Brazil show, instead of seeking growth globally,
leaders tend to build a diversified conglomerate within the secure confines
of the country "" especially in large markets like India. Says Kotter: "One
reason people stay within their locality is that they think they know it well.
26

They think they have good relationships with the appropriate authorities.
They don't have the self-confidence that they can develop the
understanding and relationships elsewhere."

Global leaders have a high tolerance for risk and uncertainty

Useem knows fear "" and risk "" from up close. A skilled mountain climber,
he teaches leadership at Wharton by taking his class on hair-raising treks
in the Himalayas or in Patagonia, Chile. So I believe him when he says:
"Global leaders have a high tolerance "" even a hunger "" for ambiguity and
uncertainty."

Today, Reliance claims "global leadership" in several businesses. It's the

world's second-largest producer of polyester fibre, the third-largest
producer of paraxylene, the seventh-largest of polypropylene. It's refinery is
the third-largest in the world.

Yet, all this is within the comfort zone of building global scale within India,
for India. Until just a few years ago, nearly 100 per cent of Reliance
revenues came from domestic operations; today exports have just about
risen to 20 per cent of total revenues.

27

Sensing my scepticism, Ambani says: "We export the entire gamut of

petroleum products from selling detergent raw materials to Proctor &
Gamble and Unilever, to selling plastic bottles to Coke and Pepsi. If I am
serving global customers in global markets with global quality and global
logistics, isn't that a form of globalisation?"

Perhaps, but as long as it's an exports-led strategy, it's low hanging fruit.
Sometimes, the low-risk strategy can be a result of the values the leader
embodies. Ambani admits that every decision in Reliance is based on
maximising returns to the shareholder. Sometimes, that's the kind of speedbreaker that slows down globalisation.

Collins relates an incident when a board member challenged then-Citicorp

Chairman Walter Wriston on the expense of having the Citicorp brand in
other parts of the world. Wriston's blistering response was: "It 's not a
matter of returns on investment. We may have a negative return on
investment by having a branch in Dubai but we have an overall net positive
return because we are going to be truly global."

Can Reliance Industries become a global giant, or is it content with becoming

bigger in the Indian market? Does the company have leaders who are excited ""
and not intimidated "" by globalisation?
28

Manjari Raman debates the leadership conundrum with John Kotter, Jim
Collins and Michael Useem, and juxtaposes their theories with the
Reliance experience, only to find Reliance's MD Anil Ambani has some
views of his own.

Anil Ambani, the global manager, networks at Wharton, schmoozes at

Davos, and spins witty stories on the perils of globalisation.

Anil Ambani, the parochial entrepreneur, who strides the corridors of power
in North Block and knows how to win friends and influence policy, can be
as trite as a politician. "National interests are prime and above all other
interests. Reliance will not exist if India does not prosper and bloom," he
says stuffily.

Global leaders really, truly want to go global

"At some point what differentiates people who create global corporations
from those that don't," says Kotter, "is that they want to."
When George Weismann, a senior executive at Philip Morris was asked to
develop the company's international market, he did an inspired job.
Marlboro became the best-selling cigarette in the world, three years before
it became number one in the United States. Says Collins: "When I think of
29

George Weismann, or Colman Mockler, former CEO of Gillette, or Citicorp

chairman Walter Wriston, they had a global vision and it wasn't purely
strategic. It was almost a sense of destiny "" in the world and not just the
domestic economy."

Global leaders build organisations capable of going global

According to Kotter, one of the most important traits in a global leader is the
ability to get out of their people an idea that has global relevance "" and the
capacity to create an organisation that produces products that the world
wants. Sometimes, a leader's globalisation instincts kick in when the
options for domestic growth dry out (Coke and Pepsi).

In others, the product (McDonald's) or service (American Express) has

such global appeal that it literally pulls a company across the world.
In contrast: Reliance has built an organisation that seems to excel in
serving the Indian customer "" more and more.

What started in 1966 as a textiles manufacturer is now a colossus with

interests in the exploration and production of oil and gas, refining and
marketing of petrochemicals, financial services, power, telecom, infocom,
biotech and even insurance.

30

Global leaders ooze confidence in their ability to go global

Pointing out that it took Toyota years to gather the courage to move out of
Japan, Useem says: "Most of the global leaders I've met have impressed
me by the level of personal self-confidence they exhibit moving into
markets that they are unfamiliar with."

It's hard to imagine Anil Ambani lacking in self-confidence "" or to think that
Dhirubhai Ambani was risk averse. But what if the very factors that made
Reliance so effective in the domestic market "" the network of political,
business and social relationships; the capability to influence policy; the
skills to work the system from within; the ability to leverage power and clout
"" are constraints that make the company diffident about playing an equally
aggressive role in the global arena?

As examples in Mexico and Brazil show, instead of seeking growth globally,

leaders tend to build a diversified conglomerate within the secure confines
of the country "" especially in large markets like India. Says Kotter: "One
reason people stay within their locality is that they think they know it well.
They think they have good relationships with the appropriate authorities.
31

They don't have the self-confidence that they can develop the
understanding and relationships elsewhere."

Global leaders have a high tolerance for risk and uncertainty

Useem knows fear "" and risk "" from up close. A skilled mountain climber,
he teaches leadership at Wharton by taking his class on hair-raising treks
in the Himalayas or in Patagonia, Chile. So I believe him when he says:
"Global leaders have a high tolerance "" even a hunger "" for ambiguity and
uncertainty."

Today, Reliance claims "global leadership" in several businesses. It's the

world's second-largest producer of polyester fibre, the third-largest
producer of paraxylene, the seventh-largest of polypropylene. It's refinery is
the third-largest in the world. Yet, all this is within the comfort zone of
building global scale within India, for India.

Until just a few years ago, nearly 100 per cent of Reliance revenues came
from domestic operations; today exports have just about risen to 20 per
cent of total revenues.

Sensing my scepticism, Ambani says: "We export the entire gamut of

petroleum products from selling detergent raw materials to Proctor &
32

Gamble and Unilever, to selling plastic bottles to Coke and Pepsi. If I am

serving global customers in global markets with global quality and global
logistics, isn't that a form of globalisation?"

Perhaps, but as long as it's an exports-led strategy, it's low hanging fruit.
Sometimes, the low-risk strategy can be a result of the values the leader
embodies. Ambani admits that every decision in Reliance is based on
maximising returns to the shareholder. Sometimes, that's the kind of speedbreaker that slows down globalisation.

Collins relates an incident when a board member challenged then-Citicorp

Chairman Walter Wriston on the expense of having the Citicorp brand in
other parts of the world. Wriston's blistering response was: "It 's not a
matter of returns on investment. We may have a negative return on
investment by having a branch in Dubai but we have an overall net positive
return because we are going to be truly global."

Mission, vision and values

Mission
33

Reliances mission is:

To provide the best and most value-adding advice within investor

relations, financial communications, media relations, crisis
communications, issues management and CSR reporting
To be an independent sparring-partner and to provide excellent
advice for our clients in connection with IPOs, ECM and M&A
transactions, corporate governance-related issues as well as in
connection with preparations of contingency communications plans
regarding public takeovers
Reliances activities shall be of benefit for both our clients, collaboration
partners, employees and shareholders
Vision
Reliances vision is:

To be our clients first call and preferred collaboration partner within o

areas
To consistently exceed our clients expectations for professional and
value-adding advice
Our objective is long-standing and trustful client relationships created via
excellent advice and service
Values
We are governed by our fundamental values:
Quality: We do not compromise we have a passion for the
best quality
Innovation: We are innovative and wish to enthuse our
clients
Ambition: We set high objectives and push to achieve the
best results

34

 Honesty: We are honest towards our clients, also when it

may be unpleasant
Integrity: We keep our word, guard confidentiality, and
maintain a high level of integrity

Awards and recognition

International Refiner of the Year in 2013 at the
HART Energys 27th World Refining & Fuel
Conference. This is the second time that RIL
has received this Award for its Jamnagar
Refinery, the first being in 2005
According to survey conducted by Brand
Finance in 2013, Reliance is the second most
valuable brand in India.
The Brand Trust Report ranked Reliance
Industries as the 7th most trusted brand in
India in 2013 and 9th in 2014.
RIL was certified as 'Responsible Care
Company' by the American Chemistry Council
in March, 2012
RIL was ranked at 25th position across the
world, on the basis of sales, in the ICIS Top 100
Chemicals Companies list in 2012.
RIL was awarded the National Golden Peacock
Award 2011 for its contribution in the field of
corporate sustainability.
In 2009, Boston Consulting Group (BCG) named
Reliance Industries as the world's fifth biggest
35

'sustainable value creator' in a list of 25 top

companies globally in terms of investor returns
over a decade.
The company was selected as one of the
world's 100 best managed companies for the
year 2000 by IndustryWeek magazin
From 1994 to 1997, the company won National
Energy Conservation Award in the
petrochemical sector
Employees
As on 31 March 2013, the company had 23,519 employees of
which 1,159 were women and 83 were employees with
disabilities. It also had 29,462 temporary employees on the same
date.
As per its Sustainability Report for 201112, the attrition rate
was 7.5%. But currently, the same attrition rate has gone up to
23.4% in 2015 as per latest report released within the
organization.
In its 39th Annual General Meeting, its Chairman informed the
shareholders of the investment plans of the company of about
1,500 billion (US$22 billion) in next three years. This would
be accompanied by increasing the staff strength in Retail
division from existing strength of 35,000 to 120,000 in next
three years and increasing employees in Telecom division from
existing 3,000 to 10,000 in 12 months.

36

Leadership Development Program

You owe it to yourself to find out why
Reliance.
You offer the ambition, passion and intelligence and we offer the
opportunity to learn to lead at a company that has revolutionized the
HVAC industry. You will be supported by our company leaders in their
roles as your trainers and mentors every step of the way. Their goal is
the same as yours to make sure youre learning the business and
advancing quickly into a leadership position within the next 3 years.
By performing in a variety of rotations within Sales, Operations &
Finance, you will be positioned for a leadership role more quickly.
Leadership meaning
1. The individuals who are the leaders in an organization, regarded collectively.
2. The activity of leading a group of people or an organization or the ability to do
this.
Leadership involves:

establishing a clear vision,

sharing that vision with others so that they will follow willingly,

providing the information, knowledge and methods to realize that vision, and

coordinating and balancing the conflicting interests of all members and

stakeholders.
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A leader steps up in times of crisis, and is able to think and act creatively in
difficult situations.
Unlike management, leadership cannot be taught, although it may be learned
and enhanced through coaching or mentoring. Someone with great leadership
skills today is Bill Gates who, despite early failures, with continued passion and
innovation has driven Microsoft and the software industry to success.
3. The act of inspiring subordinants to perform and engage in achieving a goal.

Aspect of organizational development that covers recruitment and assessment of

executive level employees and training them in leadership to equip them for
higher positions. This process generally includes development of cognitive
(thinking, idea generation, and decision making), behavioral (choosing
appropriate attitudes and values), and environmental (suiting management style
to the situation) skills.

Leadership is the ability of a company's management to make sound

decisions and inspire others to perform well. Effective leaders are able to
set and achieve challenging goals, to take swift and decisive action even in
difficult situations, to outperform their competition, to take calculated risks
and to persevere in the face of failure. Strong communication skills, selfconfidence, the ability to manage others and a willingness to embrace
change also characterize good leaders.

Welcome to this report which was commissioned to assist

development of the new National
Occupational Standards in Management and Leadership.

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It draws together a range of materials detailing approaches to

leadership, leadership development and
leadership/management competency frameworks in a wide range
of organisations. Much of this
material is sensitive in nature so we request that it is treated with
care and not copied or distributed
without our permission.
The purpose of the report is not to propose a framework of
standards for providing direction in
organisations, but to draw together a diverse yet comprehensive
set of information to act as a
reference for those charged with this task.
The material provided is intended to contribute towards the
Providing direction part of the framework,
including Developing a vision for the future, Gaining
commitment and providing leadership and
Providing governance and as such, some other core activities
and responsibilities of leaders and
managers may be omitted.
This report acts very much as a first step towards the
development of a new set of occupational
standards and it is intended that its results should lead directly
into further fieldwork, discussion and
consultation.
Leadership is a complex process and we have serious
reservations over the extent to which a set of
standards, qualities or competencies can ever fully capture the
nature of what makes some
leaders/organisations successful and others unsuccessful.

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Out with Feudal System

He realized that the feudal system in place was outdated
and needed to be replaced by a revolutionary system.
There was no substance in keeping the power in a few
people's hands and so the authority was spread over a
network of people who were given specific
responsibilities.
Not for him any coalition with second rate companies. He
bonded with the best. Dupont's alliance was sought for $
5 million. Young people were assigned to be trained by
Dupont. This was something new to Indian business and
industry.
No Let-up
His father and Rasikbhai Meswani, his cousin, two guiding
spirits behind Reliance died in quick succession. Mukesh
was devastated but did not panic. He quickly found his
strength to get back in articulation. The organization was
intact after all. Work went on almost without any
interruption.
Aim High
It was always a goal for him to beat Taiwan and Korea at
polyester business. They were the dominant player in the
business then. Soon he concluded that the scale of
business has to be huge to achieve the goal. In spite of
the license-quota raj and it strangling ways, Reliance
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polyester had built a capacity of 75,000 tonnes. Then

came deregulation.
The company leapfrogged into producing 1 million
tonnes. The fast falling tariff rates helped too. The
executives, numbering some 300 were top class and saw
it it that the company grew steadily. This growth, the
vision of Mukesh, set a world record.
Learn from Guru
Mukesh knew from experience that the U.S. is an open
country where it is not difficult to run a businesss and
could get information in the qucikest possible time. He
made it to the US Association of Chemical Engineers and
get all the information. The staff learnt many things from
DuPont. Mukesh is all praises for KK Malhotra, who was an
import from a public sector company and whom Mukesh
considers his Guru.
Expansion
Mukesh could see far into the future and pinpoint the
businesses that would change the face of his company
profile. Petrochemicals plastics, polyester were all in their
net, all having a future. Expansion was not confined to
India alone. It included the whole world. This huge plan
for expansion coupled with huge cash flow enabled the
company become what it is: a global giant by any
standards.
IT's growth was foreseen by Mukesh as far back as in
1995 but he waited until the 2000s to plunge into it and
made Reliance Infocomm a force to reckon with in the
field.

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42

43

Bibliography
-Alexander, Christopher, A Pattern
University Press, London, 1977.
-Alexandersson, Olaf, Living Water,
Northhamptonshire, England, 1982.

Language,
Turnstone

Oxford
Press,

-Allen, CW, Inc and Grow Rich, Sage International Inc,

Reno, Nevada, 2002.
-Alth, Max, Wells and Septic Tanks, Tab Books, NYC, 1992.
-Altieri, Miguel, Agroecology, Harper Collins, Boulder, Co.,
1989.
-Anderson, Arden, Science in Agriculture, Acres USA,
Kansas City, Missouri, 1992
-Andruss, Van, Home: A Bioregional Reader, New Society
Publishers, Philadelphia, Pa, 1990.
Appropriate Technology Sourcebook, Volunteers in Asia
Publication, Stanford, California, 1993.

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Conclusion
The research conducted by me is summarized as under:
From the research, it could be concluded that Reliance in all ways as
compared with the other has vary good scope in the patan city. It
provides vary good services to their customers.
Reliance in all ways is good, just that it needs to provide more and
better services and fast services to the customers
Still in the city the brand name (Reliance life) needs to be
emphasized on, while marketing & selling the product. Still the
market is not 100% fully aware that what Reliance life is. There are
so many potential customers for Insurance industry.
Still Business man and professionals are investing their money in
other components. So company has to make more marketing and try
to convert their investment in insurance policy and make a more
customer. So company not only focuses to their present customer
but also focus on other potential customers.
It could come up with products, which cater to all segments of the
society after a little cost cutting, than fixing up a standard service
for all its customers, whose needs vary diversely.

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