Executive Summary

EXECUTIVE SUMMARY
The operational nature of the Banking Industry is basically service oriented. For the
success of the service organisation depends mostly on the competitive management team.
Management Development Programme is a means to develop management competencies to
enable the organisation to maintain or shift its competitive position in the future. The banking
industry these days has become the most competitive one. Hence the .Study on Management
Development Programme and its Effectiveness. with special reference to State bank of India
chosen as my project work is highly relevant in the present context. The main objective of the
study is to determine the effectiveness of existing Management Development Programmes
conducted by the Bank and to identify the drawbacks to suggest suitable measures to enrich the
existing Management
Development Programme.
The research methodology followed for the study is an exploratory research. The study
consists of the two types of information. Information from the primary data and information
from the secondary data. The primary data are collected through the questionnaire survey method
and the secondary data are collected from the publications in the Journals, Magazines, Company
annual reports, Books and Internet websites. The sampling technique used for primary data
collection is a mix of representative sample and random sample.
The managers and the executives working at different branches and offices are asked to respond
through the questionnaire. The questionnaire is designed so as to have the information on
different parameters relating to the effectiveness of Management Development Programmes
conducted by the Bank. A total number of 58 officers working at different locations are the
respondents under study. The study also gives the overall picture of Management Development
Programmes conducted by State bank of India and by the other organisations.
The information obtained through different sources are analysed and presented in tabular and
graphical form. Interpretation is done on the basis of the result obtained from the table and the
graph for each of the parameter of the effectiveness of Management Development Programme.
The study has shown that the number of Management Development Programmes conducted by
State bank of India are adequate in compare to that of other banks in India. A considerable
number of drawbacks are found in the study and some
suggestions are also proposed by the respondents to overcome the drawbacks in the
existing system. Hence the result obtained from the study has satisfied the alternate
hypothesis of the research i.e., Management Development Programmes conducted by
State bank of India are effective.
CHAPTER 1
OVERVIEWOF MANAGEMENT DEVELOPMENT
PROGRAMME & ITS EFFECTIVENESS
BACKGROUND OF THE STUDY
Business environment now- a- days is highly competitive. Business depends on
the change management and the people who make it happen. Change is the only
sustainable strategy architecture. This is the age of uncertainty and uncertainty breeds
challenges, intense competition and demand of better than the best.
In the past knowledge and skills were the highlight of human resource
excellence. Competence in the industry was defined and identified more from
technology upgradation, process improvement, investment in capital and training and
development. Mr. Peter Drucker, one of the logical, futuristic thought maker and
management guru of the millennium, defines competence as .The basic assumptions of
the businesses are to be restructured. The assumptions of served markets, served
segments, served niche is no more valid. Today organisations have to think of
harnessing the competence acquired over a period of time through experience, learning,
exposure, technology absorption and adaptation.
The trinity of successful organisations has been the effectiveness and efficient
management of technology, organisation and resources. The common thread amongst
all these is human resource.
Human resource intervention is critical and most important in creating a
performing organisation. Over the last few decades, the nature, extent, quality and
domain of human resource intervention have seen an unprecedented paradigm shift.
The definition have undergone a sea change, the attitude of organisations toward the
human resource has been more than revolutionary.
Human resource is of late being considered as capital by many progressivethinking
organisations, which have seen exponential growth by holistically managing
Management Development Programme & its Effectiveness
M.P.Birla Institute 11 of Management
and developing Human Resource. People make or break the success of an organisation,
be it a public enterprise or a private firm or for that matter an NGO.
In the past, organisations had personnel department whose main job was to
account (pay role), audit (discipline)-personnel working in the organisations, with
respect to a set of rules and regulations, standing orders, Industry and labour acts, as
promulgated and amended from time to time. It was more of polishing of the personnel.
The role was more of finding faults , issuing notices, negotiations with the labour
unions etc., it went of bifurcating the human resource into- .Bargainable. and .Nonbargainable
. groups and it was more of controlling than managing.
Though many of the functions of the personnel department have remained, the
attitude towards the personnel has changed for good. Most of the organisations have
replaced the personnel department with .Human Resource Management and
Development department.. Japanese are the first to recognize the fact that it is people,
people and people. They went to the extent of providing .Life Time Employment.,
evolved the .Collective Brain Management Systems. based on collective decision
making process, collective problem solving, suggestion schemes and many other
innovative way of organising to win through total commitment of people at all levels.
They proved to the world that any other resources like technology, finance and
infrastructure could be obtained at a price or cost, but not people so easily.
Organisations could only get muscles and movements of people for a period of time,
but you cannot get their best involvement, integrity, innovative contribution with only
salaries, wages and incentives. Many theories of motivation, human resource
management and development have been implemented and results have been seen.
From the stagnant thinking of .personnel administration, to evolving a
performing organisations through human resource capital creation, retention and
development. it has been an evolution of the country.
The transformation has not been a cakewalk. Focused Leadership, Motivated
Workforce, Smart Strategic Management and Sound Business Execution through
Innovation and Continuous Improvement of Quality of Professional and Personal lives
of the employees have been the hallmark of achievements.
Globalisation and Liberalisation of economy have once again highlighted the
importance of HRM. This is so, because the survival and the success of organisation
depend on .Competitive Advantage. of the organisation. Competitive advantage is
obtained and sustained through knowledge and skills of its people. Acquiring,
developing and maintaining a .Critical mass. of competent and committed employees
guarantee the survival and success of an organisation.
Human Resource Management is about the effective management of people in
the organisation. HRM involves the integration of people with business goals and
strategies. HRM views people as assets to be minimised or eliminated. The way people
are managed within an organisational context is the outcome of two important and
interacting sets of variables.
(a) The philosophies, ideological, values and beliefs of management that operate
and dominate within the organisation.
(b) The practices, policies and management style that managers employ in their
managerial role.
Smith et al (1980) described management as making organisations perform.
Management is concerned with-
(a) individuals who are delegated with authority to manage others
(b) activities for achieving goals
(c) a body of knowledge represented by theories and frameworks about people and
organisation.
Management Development is defined as .A conscious and systematic process to
control the development of managerial resources in the organisation for the
achievement of goals and strategies. (Molander, 1980).
Management Development is also defined as .An attempt to improve
managerial effectiveness through a planned and deliberate learning process. (Mumford,
1987).
Major environmental shifts now demand a more strategic perspective from
those who manage and lead in organisations. Organisations are now more complex and
sophisticated than ever before. Change is becoming a dominant feature of
organisational life. Adaptability and flexibility are essential characteristics for survival
and success.
In this respect management development is attaining strategic significance
because it not only ensures the rigid mix of management competencies to secure current
competitive position--- it is a means to develop management competencies to enable
the organisation to maintain or shift it.s competitive position in the future (Buckley and
Kemp, 1989).
Management development activities must be firmly grounded in the
organisational strategy as it has the following benefits:-
1. Innovation and improvement in management.
2. Improved value of products and services- competitive advantage is achieved.
through improved value of products and services
3. MDP will provide managers certain exposure into various managerial
techniques OR to achieve at better and faster decisions.
4. Continuous MDP intend for regular updating knowledge. This will prevent
discontinuity and midterm changes of executives and leadership.
Thus Effective Management Development Programme has become an inescapable
necessity for the successful operation of an organization especially in the banking
industry as its main focus is customer satisfaction.
The following points are to be considered for effective Management
Development Programme:-
1. MDP as a rational process
2. Attitudes and awareness at different levels of management.
3. Differing goals and objectives
4. The context of management development
5. Expectations about programme achievements
6. Time lags and unforeseen events
7. Measurement and evaluation
8. Ownership by the personnel function
9. The complex and ambiguous nature of management development
10. Management support and commitment
Some innovative techniques and choices available to an organisation when they
implement development programmes are as follows:
Main purpose Technique
1. Decision making skill a) In Basket
b) Business games
c) Case study
d) Critical incident method
2. Interpersonal skills a) Role play
b) Sensitivity training/T-group
c) Transactional analysis
3. Job knowledge a) On the job experiment
b) Coaching and mentoring
c) Under study assignment
4. Organisational knowledge a) Job rotation
b) Multi - tasking
5. General knowledge a) Special training courses
b) Special meetings
c) Special/guided reading
d) Self-study
e) Courses in Management Institute
f) Seminars, Conferences and workshops
g) Programmed instructions
6. Special individual needs a) Special projects
b) Committee assignment
Most of the organisations are conducting the training programmes traditionally
to develop their people in management. These traditional programmes are lack in
innovative techniques, which are essential to develop the people in management to
augment the competitive advantage in the today.s most competitive environment.
Therefore this study on Management Development Programme and its
effectiveness aims at identifying the drawbacks and suggesting the ways and means to
improve the programmes in developing the people in management.
CHAPTER 2
LITERATURE SURVEY & IDENTIFICATION OF RESEARCH
GAPS
During the year 2003-2004, the strategy of imparting professional training to
executives and staffs at various levels with a view to upgrading their competence and
managerial qualities were conducted by the management of IFCI Bank Ltd. So that they
function effectively in a more competitive and rapidly changing environment. During
the year, training programme for 1081 executives/other employees on different
areas/topics had been conducted by the bank. The total expenditure on training and
development during the year was Rs. 6.91 millions. A number of task forces
comprising employees were formed by the management to provide them guidance.
Training and development of the employees in a continuous basis, both on-thejob
and off-the-job was focused by the management of HDFC Bank Ltd. During the
year 2001-2002.
Emphasis is laid on the training of executives by the management of IndusInd
Bank for improving knowledge, sharpening skills and reorienting attitudes, thereby
enabling them to provide better customer service and inculcating in them a team spirit
for achieving corporate goals. During the year 2004-2005, 310 employees were
provided institutional training at its own training center. Formulation of a promotion
policy and job profiling were taken in hand to set standards and to bring about
transparency in individual career progression.
A number of training programmes are being conducted by the management of
Canara Bank to provide skill, knowledge and expertise in various functional areas and
to attempt attitudinal orientations and personality building. other management
development programmes such as job rotation, staff meeting in every month, skill
inventory and talent bank, Idea bank for improving versatility and tapping human
potential, inter-face by executives (visits to branch) to motivate and build morale.
Personnel research and studies are conducted to find out deficiencies in the existing
systems and for making changes, modification or designing new system.
A number of development programmes such as formal training through Staff
Training College, job rotation, promotion and counseling, proper placement and
transfer, building and utilising personnel skill inventory are being conducted by the
management of Bank of Baroda.
Stephen Covey.s book .Seven Habits of Highly Effective people. talks about
the importance of training and development as one of the habits- sharpening the saw.
Wachovia Corporation assesses the impact of training on the business
performance of the company through meeting the expectations of the top management.
American Society for Training and Development Study reveals that 25% of the
company.s investment in training got back 24% of the higher profit margins, 50%
enjoyed the total shareholder.s return i.e; 86% higher than bottom half.
Motorola claims that for every dollar that it spends on training it gets back 33
dollars as benefits.
General Electric Company uses its training programme to identify the high fliers
and develop the best interpersonal relations among managers and senior managers.
Story and Sisson pointed out that the average investment on training among
European counterparts like France, Germany and Norway has been 3-5% of
employment costs.
A. Purpose of Review of Literature
The main purpose of review of literature is to understand the overview of the
Management Development Programmes conducted by the different organisations
especially by the banking industry. To determine the future prospects of the
Management Development Programme in the competitive environment and to find out
the alternative and innovative techniques of Management Development Programmes to
face the changes and challenges.
B. Methodology
The following methodologies are used in the study of review of literature:-
Journals
Books
Annual Reports of the Company
Magazines
Bulletins
Internet websites
C. Conclusion
Management Development Programme has got the strategic importance in the Indian
banking industry as the effectiveness of the Management Development Programme has
been globally accepted by the management of all types of organisations.
Benefits derived from the Review of Literature
Review of literature has the following benefits to the project under study: -
1. Review of literature provides the readily available information based on some
research work or practical experience regarding the subject under study.
2. A guide line for the project work can be obtained from review of literature.
3. An overall idea about the topic of the study can be obtained from review of
literature.
4. A comparative study among the various organisations regarding the topic can be
done by the help of review of literature.
5. Current status of the topic under study is to be known from the review of
literature.
6. It is helpful in exploring the recent trend regarding the prospect of the topic
under study.
7. Review of literature is helpful to find out the alternate solutions to the problem.
Findings of the study can be supported by the review of literature.
CHAPTER 3
PROBLEM STATEMENT
Organisations conduct a variety of training programmes and development activities to
increase the knowledge base and opening up of new vistas of learning. Organisations
also conduct survey to ascertain the level of skills, knowledge, and performance of their
employees and also to take suitable steps to improve the same based on the feedback
obtained. Most studies would evince positive response by design and this would limit
the study.
Therefore the purpose of this study is to analyse the existing system of
Management Development Programme and to identify the drawbacks of the system
with special reference to State bank of India and to suggest suitable measures and
recommendations for the improvement of the system.
NEED AND IMPORTANCE OF THE STUDY
Developing the people in management has become an inescapable necessity to
all types of organisations due to the following reasons:-
1. Managerial obsolescence
2. Technological obsolescence
3. Retaining employees
4. Competitive advantage and
5. Quality of life of people
Future and success of any organisation against globalisation of economy depends on
the great extent to the innovation and improvement of management. Management
Development Programme improve value of services, provide necessary human
resources well in time as a reserve and provide managers certain exposures in decisionmaking
at faster and better.
Training and Development is vital for every organisation to cope with changes
from time to time and perform well. This helps in honing of skills, developing
versatility and adaptability. Having a well- designed approach towards this goal is very
important for every organisation. One of the lacunae with most training programmes is
the lack of measures to judge their effectiveness. Post training effectiveness is a critical
area of concern.
Employee surveys are rapidly emerging as a vital tool for the organisations
seeking to maximise employee commitment, customer satisfaction and enhance overall
business performance. It offers tremendous information about organisation.s climate,
employee.s attitude and problems. Employee survey allows an organisation to
understand employee perception. Management must be keenly aware of employee.s
views about organisational management.
Hence this study is undertaken so as to identify the views and attitudes of the
managers/officers towards Management Development Programmes conducted by the
bank and to determine the impact of the current policies and programmes on the
effectiveness of the existing programme. The study also aims at find out the drawback
of the programme and to identify some factors that contribute in improving the
Management Development Programmes.
CHAPTER 4
OBJECTIVES OF THE RESEARCH
1. To study the existing Management Development Programmes conducted by the
bank.
2. To study the impact of the current programmes on different levels of managers/officers
to improve theira)
Efficiency
b) Knowledge and skills
c) Interpersonal and communication skills
d) Ability to face the changes and challenges in the banking industry
e) Ability to augment competitive advantage
f) Leadership qualities
g) Ability to perform higher responsibilities
h) Attitude towards subordinate, peers and seniors
i) Versatility in function
3. To study the whether the career planning by the bank match with the
Individual expectation.
4. To study whether the existing Management Development Programmes match
with the organisation.s expectation.
5. To identify the drawbacks of the existing Management Development
programmes.
6. To suggest suitable measures for the improvement of Management Development
programme conducted by the Bank.
CHAPTER 5
RESEARCH DESIGN (METHODOLOGY)
A. TYPE OF RESEARCH
The research design that is being adopted is exploratory research design. The advantage
behind adopting this method is that it helps in identifying the problems and in finding
out the alternative solution to the problem. The following formal methods of
exploratory research have been used:-
1. Literature research:
It is the simplest and the most economical way to find out the required information. It
includes information obtained through the company.s annual reports, magazines,
journals, and internet websites and from referring books in the library.
2. Experience survey:
It consists of information obtained through questionnaire survey from individuals who
are knowledgeable in the subject under study.
B. SAMPLING TECHNIQUE
Representative sampling technique is been used for this research. On account of cost
and time constraints it would not be possible to administer the questionnaire to a larger
sample. The bank also expressed their inability to seek responses from branches out of
Bangalore. Therefore the alternative method is to adopt representative sampling
technique as suggested by the bank. However, the findings of the sample give an
overall picture of the effectiveness of Management Development Programmes
conducted by the bank.
C. SAMPLE SIZE
The number of respondents is limited to 58.
D. SAMPLE DESCRIPTION
All the respondents have at least three years and of varied working Experience. The
Respondents are knowledgeable on Management Development Programme and they
have undergone different types of development programmes. Therefore the sample is
heterogeneous in nature.
E. INSTRUMENTATION TECHNIQUES
1. For primary data collection:-
Questionnaire survey method was used for data collection from the primary source of
data. The questionnaire is in a general form with question in sequential order. The
questionnaire was constructed so to elicit information regarding the effectiveness of
Management Development Programmes conducted by State bank of India.
2. For secondary data collection:-
- Publications in business magazines, journals, company annual reports, books
and internet websites.
- Personal interview to HRD personnel and faculty members at Staff Training
College.
F. ACTUAL COLLECTION OF DATA
The survey was conducted through a questionnaire seeking responses. A total
Number of 58 respondents working at different branches within Bangalore have given
their opinion regarding the management Development Programmes conducted by the
bank and it.s effectiveness on their performance. The information comprising some
parameters of the effectiveness of Management Development Programmes such as
knowledge and skills, interpersonal skills, attitudes towards others, versatility in job
knowledge, competitive advantage, team spirit career progression, guidance were
obtained though the questionnaire surveys. Secondary data were collected though
reading journals, magazines, company annual reports, books and Internet websites. The
information contained in the secondary data are- the overall picture of the Management
Development Programmes conducted by and other companies also.
G. TOOLS USED FOR TESTING OF HYPOTHESIS
Chi-square test is used to test the hypothesis of research.
CHAPTER 6
RESEARCH LIMITATION
This study suffers from the following limitations:
The research is limited to Bangalore
Since the period of the study is limited, the researcher could not make an indepth
study
The research is based on the response of the employees
CHAPTER 7
PROFILE OF THE COMPANY
The State Bank of India has been, over the years, the flagship of Indian banking. State
Bank of India is the largest bank in India in terms of profits, assets, deposits, branches
and employees. With a network of over 9,000 branches in India and 51 foreign offices
in 32 countries, the Bank commands about one-fifth of the total deposits and loans in
all scheduled commercial banks in the country.
State Bank of India is the successor to Imperial Bank of India. The latter was
established in 1921 with the amalgamation of three Presidency Banks of Bombay,
Bengal and Madras. State Bank of India came into being on 1.7.1955 through the State
Bank of India Act, 1955. The Banks of erstwhile princely states of India joined the
State Bank Group as subsidiaries under the State Bank of India (Subsidiary Banks) Act
1959. Over the years, the Bank has expanded rapidly.
The Reserve Bank of India is the single largest shareholder of the Bank (with
59.73% stockholding followed by 14.1% NRI/FIIs, 11.8% financial institutions, 11.1%
individuals and remaining with mutual funds and corporates). SBI's shares and bonds
are listed for trading on all the major Indian stock exchanges. Its GDR is listed on the
Luxembourg Stock Exchange.
With a view to inculcating transparency in banking transactions and for providing
information to customers, the Bank launched a Citizen's Charter in the form of the
Code of Fair Banking Practices together with the General Terms and Conditions of
Service. Appropriately named, 'Towards Excellence' Code reflects the Bank's
commitment to provide service of the highest order and serves as a document of selfdiscipline.
State Bank of India, the country.s largest commercial Bank in terms of profits,
assets, deposits, branches and employees, welcomes you to its .Investors Relations.
Section. SBI, with its heritage dating back to the year 1806, strives to continuously
provide latest and up to date information on its financial performance. It is our
endeavor to walk on the path of transparency and allow complete access to all the
stakeholders enabling total awareness about the Bank. The Bank communicates with
the stakeholders through a variety of channels, such as through e-mail, website,
conference call, one-on-one meeting, analysts. meet and attendance at Investor
Conference throughout the world.
Please find below Bank.s financial results, analysis of performance and other
highlights which will be of interest to Investors, Fund Managers and Analysts. SBI has
always been fundamentally strong in its core business which is mirrored in its results .
year after year.
Evolution of SBI
The origin of the State Bank of India goes back to the first decade of the nineteenth
century with the establishment of the Bank of Calcutta in Calcutta on 2 June 1806.
Three years later the bank received its charter and was re-designed as the Bank of
Bengal (2 January 1809). A unique institution, it was the first joint-stock bank of
British India sponsored by the Government of Bengal. The Bank of Bombay (15 April
1840) and the Bank of Madras (1 July 1843) followed the Bank of Bengal. These three
banks remained at the apex of modern banking in India till their amalgamation as the
Imperial Bank of India on 27 January 1921.
Primarily Anglo-Indian creations, the three presidency banks came into existence either
as a result of the compulsions of imperial finance or by the felt needs of local European
commerce and were not imposed from outside in an arbitrary manner to modernise
India's economy. Their evolution was, however, shaped by ideas culled from similar
developments in Europe and England, and was influenced by changes occurring in the
structure of both the local trading environment and those in the relations of the Indian
economy to the economy of Europe and the global economic framework.
Establishment
The establishment of the Bank of Bengal marked the advent of limited liability,
joint-stock banking in India. So was the associated innovation in banking, viz. the
decision to allow the Bank of Bengal to issue notes, which would be accepted for
payment of public revenues within a restricted geographical area. This right of note
issue was very valuable not only for the Bank of Bengal but also its two siblings, the
Banks of Bombay and Madras. It meant an accretion to the capital of the banks, a
capital on which the proprietors did not have to pay any interest. The concept of deposit
banking was also an innovation because the practice of accepting money for
safekeeping (and in some cases, even investment on behalf of the clients) by the
indigenous bankers had not spread as a general habit in most parts of India. But, for a
long time, and especially upto the time that the three presidency banks had a right of
note issue, bank notes and government balances made up the bulk of the investible
resources of the banks.
The three banks were governed by royal charters, which were revised from time
to time. Each charter provided for a share capital, four-fifth of which were privately
subscribed and the rest owned by the provincial government. The members of the board
of directors, which managed the affairs of each bank, were mostly proprietary directors
representing the large European managing agency houses in India. The rest were
government nominees, invariably civil servants, one of whom was elected as the
president of the board.
Associate banks
There are seven other associate banks that fall under SBI. They all use the "State
Bank of" name followed by the regional headquarters name. These were originally
banks belonging to princely states and were nationalised in 1959. In tune with the first
Five Year Plan, emphasizing the development of rural India, these banks were
integrated with the State bank of India, to expand it's rural outreach. The State Bank
group refers to the 7 associates and the parent bank. All the banks use the same logo of
a blue keyhole.
There has been a proposal to merge all the associate banks into SBI to create a "mega
bank" and streamline operations.
State Bank of Indore
State Bank of Bikaner & Jaipur
State Bank of Saurashtra
State Bank of Hyderabad
State Bank of Mysore
State Bank of Patiala
State Bank of Travancore
Growth
State Bank of India has often acted as guarantor to the Indian Government, most
notably during Chandra Shekhar's tenure as Prime Minister of India. With more than
9400 branches and a further 4000+ associate bank's branches, the SBI has an extensive
coverage. State Bank of India has electronically networked most of its branches. The
bank has one of the largest ATM network in the region. State Bank of India has had
steady growth over its history, though it was marred by the Harshad Mehta scam in
1992. In the recent years, the bank has sought to expand its overseas operations by
buying foreign banks. It is the only Indian bank to feature in the top 100 world banks
list in Fortune 500 Global rating and various other rankings. According to Forbes 2000
listing it tops all Indian companies.
Services
Broking services
ATM services
E-PAY
E-RAIL
RBIEFT
Safe deposit locker
Foreign inward remittance
International profile
Spreading its arms around the world, the SBI.s International Banking Group delivers
the full range of cross-border finance solutions through its four wings . the Domestic
division, the Foreign Offices division, the Foreign Department and the International
Services division.
The Domestic wing provides services like merchant banking, shipping finance and
project export finance. The Foreign Offices wing offers the entire range of international
trade and industrial finance products, while the Kolkatta-based Foreign Department
undertakes treasury and currency operations.
The International Services division renders specialized services like correspondent
banking, global link services and country and bank risk exposure monitoring. Being
India.s largest and most trusted commercial bank, the SBI offers you a network of
relationships unmatched in strength and span by any other Indian financial entity.
The bank has a network of 66 offices/branches in 29 countries spanning all time zones.
The SBI.s international presence is supplemented by a group of Overseas and NRI
branches in India and correspondent links with over 522 leading banks of the world.
SBI.s offshore joint ventures and subsidiaries enhance its global stature.
The bank has carved a niche for itself in Euroland with branches strategically located in
Paris, Frankfurt and Antwerp. Indian banks and corporates are able to avail singlewindow
Euro services from SBI Frankfurt.
These strengths are reinforced by a dedicated and highly skilled team of professionals
deployed by the bank in each specific segment.
CHAPTER 8
HYPOTHESIS
Null Hypothesis: Management Development Programme conducted by the Bank is not
Effective in developing managers and executives.
Alternate Hypothesis: Management Development Programme conducted by the bank
is effective.
Test of Hypothesis
Chi-squire ( 2 ), a statistical tool is used to test the hypothesis of the research as the
numbers of respondents are more than 50.
2
(O-E) Where, O is the observed value and E is the
2 = ---------------- expected value.
E
Table of Data
Sl. No. Expected
value (E)
Observed
value (O)
Sl. No. Expected
value (E)
Observed
value (O)
1 58 57 7 58 49
2 58 57 8 58 42
3 58 52 9 58 45
4 58 37 10 58 55
5 58 53 11 58 36
6 58 55 12 58 55
Chi-squire ( 2) tabulated value is 19.675 at 5% level of significance with degrees of
freedom 11.
Chi-squire ( 2) calculated value is 26.224.
Hence the Chi-squire ( 2) calculated value is greater than the tabulated value, the Null
hypothesis is rejected i.e; Management Development Programme conducted by the
Bank is effective in developing the managers and executives.
CHAPTER 9
DATA ANALYSIS AND INFERENCES
TABLE: PRESENTATION OF DATA
Table 5.b.1
Training and Development Programmes attended within last three years
No. programmes No. of respondents
Nil 3
1 15
2 13
3 27
>3 0
Graph 5.b.1
Training and DevProg.
0
5
10
15
20
25
30
Nil 1 2 3 >3
No . o f Pr og r am m e s
No. of respondants
Analysis of Data and Interpretation
The table and the graph reflects that-
95% of the respondents have attended the training and development
programmes
conducted by the Bank within the last three years of their service.
47%, 22% and 26% of the respondents have attended three, two and one
training
Programmes respectively.
Only 5% of the total respondents have not undergone any training and
development
Programme within the last three years of their service. But they have attended the
training and development programme in their service life.
All the respondents have the knowledge about Management Development
Programme.
Conclusions from the analysis
The rest 5% of the respondents are to be taken care of by the management of
State bank of India and the adequate number of Management Development
Programmes is to be conducted for all levels of managers and executives within the last
three years of their service.
Table 5.b.2
Improve in Efficiency
Response No. of Respondents
Yes 57
No 0
Neutral 1
Graph 5.b.2
Improve in efficiency
0
10
20
30
40
50
60
Y es No Neutral
Re s pons e
No. of Respondants
98% of the respondents believe that Management Development Programmes
conducted by the bank has improved their efficiency
Only 2% of the respondents were not willing to express their opinion and
No respondent had negative opinion regarding the effectiveness of MDP.
Conclusion from the analysis
The rest 2% of the respondents are to be taken care of in building positive
attitude regarding the effectiveness of MDP.
Table 5.b.3
Increase knowledge and skills
Yes 57
No 0
Neutral 1
Graph 5.b.3
Increase knowledge and skills
0
10
20
30
40
50
60
Yes No Neutral
Response
No. of Respondants
conducted by the Bank has increased their knowledge and skills.
Only 2% of the respondents were not willing to express their opinion and no
respondent had negative opinion regarding the effectiveness of MDP.
The respondents having neutral opinion are to be taken care of to inculcate
positive attitude regarding the effectiveness of MDP.
Table 5.b.4
Improve communication and interpersonal skills
Yes 52
No 0
Neutral 6
Graph 5.b.4
Improve comm. & interpersonal
skills
0
10
20
30
40
50
60
Yes No Neutral
Response
No. of Respondants
conducted by the Bank has improved their communication and interpersonal skills.
10% of the respondents have taken the neutral position and none in the negative
position.
10% of the respondents who are in neutral position are to be taken care of by the
Management of State bank of India to form positive attitude in them.
Table 5.b.5
Enhance promotional opportunity
Yes 37
No 7
Neutral 14
Graph 5.b.5
Enhance promotional opportunity
0
5
10
15
20
25
30
35
40
Yes No Neutral
Response
No. of Respondants
conducted by the Bank has enhanced their promotional opportunity in the service.
12% of the respondents do not believe that Management Development
Programmes conducted by the bank can enhance their promotional opportunity and
The rest of the respondents are not willing to express their opinion.
The respondents having negative and neutral attitude are to be taken care of by
the management to inculcate positive attitude towards the effectiveness of MDP in
them.
Table 5.b.6
Facing the changes and challenges
Yes 53
No 1
Neutral 4
Graph 5.b.6
Facing changes and challenges
0
10
20
30
40
50
60
Yes No Neutral
Response
No. of Respondants
conducted by the Bank adequate to face the changes and challenges in the competitive
environment of the banking industry.
Only 2% of the respondents have the opinion of inadequacy of the programmes
and the rest of the respondents are in the neutral position.
A total of 9% of the respondents are to be taken care of by the management of
State bank of India by arranging adequate number of development programmes.
Table 5.b.7
Improve attitude towards subordinates, peers and seniors
Yes 55
No 1
Neutral 2
Graph 5.b.7
Attitude towards subordinates,
peers & seniors
0
10
20
30
40
50
60
Yes No Neutral
Response
No. of Respondants
conducted by the Bank has improved their attitude towards subordinates, peers and
seniors.
The respondents who do not believe the positive impact of MDP are of 2%.
3% of the respondents have taken the neutral position in their response.
5% of the respondents are to be taken care of by the management and special
attention should be given for the respondents having the negative opinion regarding the
effectiveness of Management Development Programmes conducted by the Bank.
Table 5.b.8
Improve leadership qualities
Yes 49
No 1
Neutral 8
Graph 5.b.8
Improve leadership qualities
0
10
20
30
40
50
60
Yes No Neutral
Response
No. of Respondants
conducted by the Bank has improved their leadership qualities.
Only 2% of the respondents have the negative opinion and the rest of the
respondents have taken the neutral position in their response.
16% of the respondents are to be taken care of by the management in improving the
leadership qualities in them.
Table 5.b.9
Augment competitive advantage
Yes 42
No 6
Neutral 10
Graph 5.b.9
Augment competitive advantage
0
5
10
15
20
25
30
35
40
45
Yes No Neutral
Response
No. of Respondants
The table and the graph reflect the following:-
conducted by the Bank are able to augment competitive advantage.
10% of the respondents do not believe that MDP conducted the Bank are able to
augment competitive advantage.
The rest 18% of the respondents have taken the neutral position in expressing
their opinion.
The Management Development Programmes conducted by the bank are not well
designed to augment competitive advantage of the managers and executives though
majority of the respondents has the positive opinion.
28% of the respondents are to be taken care of by the management and the
Management Development Programmes are to be designed in such a way so that
managers/executives can gain competitive advantage to sustain in the competitive
environment.
Table 5.b.10
Match with organisation.s expectation
Yes 45
No 2
Neutral 11
Graph 5.b.10
Match with organisation's
expectation
0
10
20
30
40
50
Yes No Neutral
Response
No. of Respondants
From the table and graph we can infer the following:-
78% of the respondents believe that benefit obtained from the Management
Development Programmes conducted by the Bank is matched with the organisation.s
expectation.
3% of the respondents have the negative view and the rest 19% of the
respondents are neutral in their opinion regarding match between the benefits derived
from MDP and the organisation.s expectation.
The management of State bank of India should have to take necessary steps in
upbringing the positive view of the 22% of the respondents regarding the match
between the benefits from MDP and organisation.s expectation from the managers and
executives.
Table 5.b.11
Drawback in the programme
Yes 15
No 35
Neutral 8
Graph 5.b.11
Drawback in the programmes
0
5
10
15
20
25
30
35
40
Yes No Neutral
Response
no. of Respondants
The table and the graph reflects the view of the respondents regarding the
drawback in the programmes conducted by the Bank as follows:-
26% of the respondents believe that the Management Development Programmes
conducted by the Bank have no drawback.
60% of the respondents have found some drawbacks in the Management
Development Programmes conducted by the Bank.
The rest 14% of the respondents are neutral in their opinion.
The majority of the respondents have mentioned a number of drawbacks and a
number of remedies to overcome those drawbacks.
Conclusion for the analysis
The management of State bank of India must have to take necessary measures to
overcome the drawbacks found in the existing Management Development Programmes.
Table 5.b.12
Job assignment during the last three years of service
No. of Jobs assigned No. of Respondents
1 30
2 20
37
>3 1
Graph 5.b.12
Job assignment during last 3 yrs.
0
5
10
15
20
25
30
35
1 2 3 >3
No. of Jobs
No. of Respondants
Table 5.b.13
Job rotation improve versatility in function
Yes 55
No 1
Neutral 2
Graph 5.b.13
Job rotation improve versatility in
function
0
10
20
30
40
50
60
Yes No Neutral
Response
No. of respondants
52% of the respondents have been working in the same job for the last three
years of their service.
The jobs of the rest 48% of the respondents have been rotated for one or more
times.
95% of the respondents believe that job rotation has equipped them with
versatility in serving the organisation in a better way.
The management of the State bank of India must have to adopt frequent job
rotation schemes as the job rotation is helpful to create versatile knowledge among the
managers and the executives.
Table 5.b.14
Career progression match with individual.s expectation
Yes 36
No 9
Neutral 13
Graph 5.b.14
Career progression match with
individual'expectation
0
5
10
15
20
25
30
35
40
Yes No Neutral
Response
No. of Respondants
62% of the respondents believe that career planning adopted by the Bank is well
matched with individual.s expectation of growth in the Bank.
16% of the respondents do not believe that career planning by the bank are
matched with their expectation in growth.
The rest 22% of the respondents are not willing to express their free opinion due
to some reasons.
The management of the Bank has to develop an effective and transparent career
plan to satisfy the expectation of all the managers and other officers to ensure the
loyalty to the Bank.
Table 5.b.15
Innovation and creativity through special project assignment
Yes 11
No 47
Neutral 0
Graph 5.b.15
Innovation and creativity through
special project assignment
0
10
20
30
40
50
Yes No Neutral
Response
No. of Respondants
The table and the graph reflect the following observations:-
19% of the respondents have got the chance in doing the special project
assignment.
81% of the respondents haven.t got the chance of doing special project
assignment .
Most of the respondents believe that special project assignment is helpful in
inculcating innovation and creativity among the managers and the executives.
The management of the Bank has to undertake special project assignment
among the managers and the executives to come out with innovative and creative ideas.
Table 5.b.16
Guidance through mentoring and coaching
Yes 7
No 51
Neutral 0
Graph 5.b.16
Guidance through mentoring and
coaching
0
10
20
30
40
50
60
Yes No Neutral
Response
No. of Respondants
We can infer the following from the table and the graph:-
88% of the respondents haven.t undergone any mentoring and coaching
programme.
The rest 12% of the respondents have undergone mentorship and coaching
programme.
Majority of the respondents does not have the detail knowledge about
mentorship and coaching programme.
The management of the bank has to think to adopt mentoring and coaching
technique as a Management Development Programme as it is helpful to guide the junior
and middle level managers from the practical point of view.
Table 5.b.17
Improve Team spirit
Yes 55
No 0
Neutral 3
Graph 5.b.17
Improve Team spirit
0
10
20
30
40
50
60
Yes No Neutral
Response
No. of Respondants
The table and graph reflects the following observations:-
conducted by the Bank has improved their team spirit.
The rest 5% of the respondents are neutral in the expression of their opinion.
The rest 5% of the respondents who are neutral in their opinion are to be taken
care of by the management of State bank of India to inculcate team spirit in them.
CHAPTER 10
SUMMARY AND CONCLUSION
A. CONCLUSIONS FROM THE STUDY
The following conclusions are to be drawn from the analysis and interpretation of data:-
1. The commonly used technique by the Bank is the training programmes to
develop the managers and the executives.
2. Almost all the respondents have undergone at least one or more training and
development programmes conducted by the Bank within the last three years of
their service.
3. The number of training and development programmes conducted by the Bank
are adequate in compare to that of the other Banks in India.
4. Majority of the respondents believes that the training programmes conducted by
the bank are effective to increase their knowledge and skills, interpersonal and
communication skills, efficiency and to inculcate leadership qualities in them.
5. More than half of the respondents feel that the training programmes conducted
by the bank are beneficial to improve their attitude towards subordinates, peers
and seniors.
6. Majority of the respondents feel that the training and development programmes
conducted by the Bank are able to equip them to face the changes and to
augment competitive advantage in the banking industry.
7. More than half of the respondents feel that the objectives of the programmes
match with the organisation.s expectation.
8. More than half of the respondents feels that the career plan adopted by the Bank
match with their individual expectation of growth in the bank i.e., promotional
opportunity is satisfactory.
9. Majority of the respondents believes that job rotation is an important tool in
developing versatility in their function though less than half of them are not
experienced with job rotation within the last three years of their service.
10. A considerable number of drawbacks are identified in the programmes so far
conducted by the Bank though the programmes are effective on the basis of the
opinion of more than half of the respondents under study.
11. The inadequacy in the contents and duration of the training programmes
conducted by the bank has been pointed out by many of the respondents.
12. Lack of competent trainer and lack of feedback of the effectiveness of the
programmes have also been identified as the major drawbacks.
13. The bank does not adopt Innovative and creative techniques such as coaching
and mentoring and special project assignments.
14. Considering all the facts and figures we can say that the Management
Development Programmes conducted by State bank of India are effective.
B. IMPLICATIONS (OF THE RESULT OF THE STUDY)
The result of the study has a wider implication to the management though the
Management Development Programmes conducted by the bank are effective to some
extent in developing the managers and the executives still there are ample scope for
further development of the programmes. The study would help the management to find
out the root cause of the problems and to adopt suitable and innovative techniques to
solve the problems. The study would also facilitate the management to come out with
the new strategy and HR policies in developing the managers and the executives to
sustain competency in the banking Industry. Similarly, the study would be beneficial to
the other organisations.
C. SUGGESTIONS AND RECOMMENDATIONS
1. Adoption of innovative and creative techniques is to be focused on by the
management of the bank.
2. Training and development programmes are to be scheduled on the basis of
placement planning, nature of jobs and current requirement of the organisation.s
goal.
3. Trainers having expertise and competency in specific field are to be invited for
the training of the managers and the executives.
4. The contents and the duration of the training programmes are to be enriched and
updated with the current needs of the managers and the executives.
5. The training and development programmes are to be designed in such a way so
that the frequency and equal opportunity among the managers and the
executives are maintained.
6. A flexi time schedule allow people to vary their start and finish time around predetermined
.core-hours..
7. Short-time incentives help motivate employees to do "the best thing".
8. Organizations should make proper arrangements to update employees with new
techniques. Re-skilling is the hallmark of an effective training and development.
9. Evaluation is to be done the objectives of the programme.
10. Employees should be empowered substantially through .Employee Engagement
Programs..
BIBLIOGRAPHY
Reference Books
Human Resource Management - GARY DESSLER
Organisational Behaviour - FRED LUTHANS
Human Resource and Personnel Management - K ASWATHAPPA
Essentials of Human Resource Management and Industrial Relations - P.
SUBBA RAO
Personnel Management and Industrial Relations- N.G. NAIR & LATHA NAIR
Human Resource Management- A contemporary Perspective-IAN
BEARDWELL and LEN HOLDER
Stephen R. Covey, Seven habits of Highly Effective People; Simon and
Schuster Adult Publishing group, 1990
Magazines and Journals
HRM Review; a monthly digest of Human Capital, April 2003 Issue, ICFAI
Press.
HRM Review, July 2003 Issue, ICFAI Press.
Managing Training and Development, March 2003, Vol. 3, Issue 3, p-15.
Journal of Management Development, 2003, Vol. 22 Issue, p-45.
Web Sites visited
www.statebankofindia.com
www.themanagementor.com
www.humanresource.com
Questionnaire on study of the Effectiveness of MDP(Management
Development Programme)
1. Name of the respondent (optional) :
2. Designation :
Cadre :
3. Branch/Office :
Region :
4. Length of service :
5. How many training courses have you attended in the last 3 years? Name them
please.
a) b) c)
6. Do you think that training programmes you attended are useful to improve your
efficiency?
Yes / No /Neutral :
If no, reasons please:
7. Do you think that the training programmes have increased your knowledge and
skills? Yes /No/Neutral :
8. Are the training programmes helpful in improving your communication and
inter-personal skills?
Yes /No /Neutral :
9. Do you think that the training programmes are helpful in increasing your
promotional opportunities?
Yes /No / Neutral :
If no, reasons please :
10. Do you think that the training programmes are effective to face the
changes in the Banking industry and your bank?
Yes/No/Neutral :
11. Do you think that the training programmes have improved your attitude towards
subordinates, peers and seniors?
Yes / No / Neutral :
12. Do you think that the training programmes have improved your leadership
qualities?
Yes /No /Neutral :
13. Do you think that the training programmes are adequate to augment your
competitive advantage?
Yes/ No/ Neutral :
14. Does the training programme match with your organisation.s expectation?
Yes/ no/ Neutral :
15. Do you find any drawback in the training programmes conducted by the bank?
Yes/ No/ Neutral :
If yes, mention please:
16. Would you please mention some factors responsible for the drawback.
a)
b)
17. Do you suggest any measures to improve the training programmes?
a)
b)
c)
18. How many jobs have you been assigned during the last 3 years?
a)
b)
c)
19. Do you think that job rotation enables you to serve the organisation better?
Yes/ No/ Neutral :
20. Is your growth in the bank commensurate with your expectation?
Yes/ no/ Neutral :
21. Have you been assigned any special project work? Name them please.
22. A) Have you been ever placed under mentor?
Yes/ No/ Neutral :
B) If yes, are you benefited in your career development?
Yes/ No/ Neutral :
23. Do you think that team approach is better than individual work?
Yes/ No/ Neutral
If yes, in what way:
24. Signature of the respondent (optional)-----------------------------------------
Thank you

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No. programmes No. of respondents

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