PROJECT REPORT ON

RANCHI COLLEGE OF MANAGEMENT STUDIES

TRAINING PROJECT REPORT

SUBMITTED IN THE PARTIAL FULFILLMENT OF THE

DEGREE OF MASTER’S OF BUSINESS ADMINISTRATION

UNDER THE GUIDANCE OF

MR UMESH SINGH

General Manager(P&IR)

INTRODUCTION

1
TYPE :- COAL SERVICE PROVIDER

AVAILABILITY :- COUNTRYWIDE

OWNER :- GOVERNMENT OF INDIA(U/T)

KEY PEOPLE :- CHAIRMAN & CHIEF MANAGING

DIRECTOR- SRI GOPAL SINGH

FOUNDED :- 16TH CENTURIES INCORPORATED IN 1ST

NOV 1975

WEBSITE :- WWW.CCL.IN

SUMMER TRAINING PROJECT REPORT

2
 (From 28.03.2017 to 28.04.2017)
Submitted by
GAURAV SAURABH
REGISTRATION NO:

Under the guidance of

P. K. Lala

Dy. MANAGER (P)/IR-L, CCL,

RANCHI

In Partial Fulfillment For the award Of The Degree

Of

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES

Ranchi College Ranchi

(2017-2019)

ABOUT THE SUBJECT

Organizational studies, organizational behavior, and organizational theory
Is the systematic study and careful application of knowledge
about how people – as individuals and as groups - act within
organization.O r g a n i z a t i o n a l s t u d i e s e n c o m p a s s e s t h e s t u d y o
f o r g a n i z a t i o n s f r o m m u l t i p l e viewpoints, methods, and levels
of analysis.

3
 Whenever people interact in organizations, many factors come into
play.Moderno r g a n i z a t i o n a l s t u d i e s a t t e m p t t o u n d e r s t a n d a n
d m o d e l t h e s e f a c t o r s . L i k e a l l modernist social sciences, o
rganizational studies seeks to control, predict, and explain

Summer training is the most vital part of an MBA and BBA as

course, both as a link between theory and actual industrial
practices as well as an opportunity for hands on experience
in corporate environment. I therefore, consider myself
fortunate to receive the training in an esteemed
organization viz. CENTRAL COALFIELD LIMITED. Yet the
opportunity could not have been utilized without the
4
guidance and support of many individuals who although
completion of my summer training.

Sri P.K.Lala,Dy.Mgr(P)/IR-L, alongwith faizan Ullah and also

thanks to all my faculty members and my Parents and
friends. However, I accept the sole responsibility errors of
omission and would be extremely grateful to readers of this
project report if they bring such mistake to my notice

GAURAV
SAURABH

(BBA 5 th SEM)

DECLARATION
I Gaurav , student of MBA , declare that I have done the project on “ A Study of

“ORGANIZATIONAL STRUCTURE & BEHAVIOUR” at Industrial Relation-Legal

Department of Central Coalfields Limited Ranchi” under the guidance of Dy.

MANAGER SRI P.K.LALA, CCL,RANCHI alongwith, Faizan Ullah in fulfillment of BBA

Program- during academic year-2016-19. All the data represented in this project is

true & correct to the best of my knowledge & belief. I also declare that this project

report is my own preparation and not copied from anywhere else. I take this

opportunity to express my deep sense of gratitude, thanks and regards towards all

5
of those who have directly or indirectly helped me in the successful completion of

this project.

I present my sincere thanks to Ms RASHMI DAYAL, General Manager(P&IR)/IR-L. who

allowed me to take training at CCL. I would also like to thank IR-L, DEPARTMENT ‘s

Staffs for their wonderful€ support & inspirable guiding. I also thank Pushpak Kumar

Lala, Dy.Manager(P)IR-L. DEPARTMENT who has sincerely supported me with the

valuable insights into the completion of this project.

Date: -

Place: -

Signature

STUDENT’S DECLARATION
I hereby declare that this report, submitted in partial fulfillment of
the requirement of the requirement for the award for the MBA, HR
Management, to RANCHI COLLEGE, RANCHI is my original work
and not used anywhere for award of any degree .

Place: Ranchi

Date: __________________ ___________________

Signature
Name: GAURAV SAURABH
Class: BBA, H.R Management
Semester : 3 years
Roll No:

6
 MBA Project Reports Acknowledgement
“It is not possible to prepare a project report without the

assistance & encouragement of other people. This one is certainly

no exception.”On the very outset of this report, I would like to

extend my sincere & heartfelt obligation towards all the

personages who have helped me in this endeavor. Without their

active guidance, help, cooperation & encouragement, I would not

have made headway in the project. I am ineffably indebted to

GAURAV for conscientious guidance and encouragement to

accomplish this assignment. I am extremely thankful and pay my

gratitude to my faculty FAIZAN ULLAH for her/his valuable

guidance and support on completion of this project in its

presently. I extend my gratitude to RANCHI COLLEGE for giving

me this opportunity. I also acknowledge with a deep sense of

reverence, my gratitude towards my parents and member of my

family, who has always supported me morally as well as

economically. At last but not least gratitude goes to all of my

friends who directly or indirectly helped me to complete this

project report. Any omission in this brief acknowledgement does

not mean lack of gratitude.

7
 Thanking You

(GAURAV SAURABH)

ACKNOWLEDGMENT

The Project Report on various types of case studies and

company’s work, Rules offered a great learning experience

during the tenure of this project I was fortunate to have

interacted with people who in their own capacities have

encouraged and have guided me.

It is an exhilarating experience to do my training at IR-L/NEE,

department of Central Coalfield Limited . I express my deep

sense of gratitude to CCL for the same .

I owe my regards to Sri G.S.BHATIA, GM , HRD and Mrs

.Renuka Prasad HR Dept of CCL Ranchi for providing me this

opportunity to undergo my training at such a reputed

organization .

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 BOARD OF ORGANIZATIONAL SETUP

PERSON DESIGNATION

Sri Gopal Singh CMD, CCL, Ranchi

Sri. R.S. Mahapatro Director (Personnel)

Sri. Subir Chandra Director(T)(Operation)

Sri. D.K. Ghosh Director(Finance)

Sri.A.K.Misra Director (T)(P&P)

Sri Ashis Kumar Srivastava C.V.O

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 CERTIFICATE
THIS IS TO CERTIFY THAT PROJECT ON “ORZATIONAL
BEHAVIOUR” IN CCL, RANCHI HAS BEEN CARRIED OUT BY

SURVI FROM --------- TO ----------- UNDER MY SUPERVISION

IN PARTIAL FULFILLMENT OF HER MBA(H.R) COURSE AT
RANCHI COLLEGE, RANCHI.

I AM SATISFIED WITH HER SINCERE PERFORMANCE AND

STUDY CONDUCTED BY HER AT CCL.

MS UMESH SINGH MR P.K. LALA

G. M(P&IR) Dy. MANAGER (P)IR-L
CCL ,RANCHI CCL, RANCHI

CONTENT

Chapter Title

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1. INTRODUCTION

a) Types of coal
b) Production of coal in other parts of world
c) Objective
d) Gradation of coal

2. REVIEW OF LITERATURE

 Meaning of Organization BEHAVIOUR

 RELATION TO INDUSTRIAL & ORGANIZATIONAL PHYCHOLOGY
 Organizational Behavior Practices in C.C.L
Internal Communication
Upward Communication
 Organizational Culture of CCL
 Organizational Politics
 Features of Organization Behavior
 Process of Organization Behavior
 Merits of Organization Behavior
 Objectives, Functions, Scheme, and Organizational Structure in
CCL

3. RESEACH METHODOLOGY

 OBJECTIVE OF THE STUDY

 NEED OF THE STUDY
 RESEARCH PLAN
 DATA COLLECTION
 SAMPLE PLAN
 IMPLICATION OF THE STUDY
 LIMITATION OF THE STUDY

4. DATA ANALYSIS

5. FINDING, SUGGESTION & CONCLUSION

BIBLIOGRAPHY

APPENDIX

INTRODUCTION
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INTRODUCTION OF COAL
Coal from the Old English term “coal”, which has meant "mineral of fossilized carbon" since
the 13th century is a combustible black or brownish-black sedimentary rock usually
occurring in rock strata in layers or veins called coal beds or coal seams. The harder forms,
such as anthracite coal, can be regarded as metamorphic rock because of later exposure to
elevated temperature and pressure. Coal is composed primarily of carbon along with
variable quantities of other elements, chiefly hydrogen, sulfur, oxygen, and nitrogen.

Coal is a combustible sedimentary rock composed mostly of carbon and hydrocarbons. It is

the most abundant fossil fuel produced in the United States, but it is a nonrenewable
resource. The energy in coal comes from the energy stored by plants that lived hundreds of
millions of years ago in swampy forests. Over time, layers of dead plants at the bottom of
the swamps were covered by layers of water and dirt, trapping the energy of the dead
plants. The heat and pressure from the top layers turned the plant remains into coal.

FORMATION OF COAL

At various times in the geologic past, the Earth had dense forests in low-lying
wetland areas. Due to natural processes such as flooding, these forests were buried
underneath soil. As more and more soil deposited over them, they were compressed.
The temperature also rose as they sank deeper and deeper. As the process
continued the plant matter was protected from biodegradation and oxidation, usually
by mud or acidic water.

This trapped the carbon in immense peat bogs that were eventually covered and
deeply buried by sediments. Under high pressure and high temperature, dead
vegetation was slowly converted to coal. As coal contains mainly carbon, the
conversion of dead vegetation into coal is called carbonization.

The wide, shallow seas of the Carboniferous Period provided ideal conditions for
coal formation, although coal is known from most geological periods. The exception
is the coal gap in the Permian–Triassic extinction event, where coal is rare. Coal is
known from Precambrian strata, which predate land plants — this coal is presumed
to have originated from residues of algae.

USES OF COAL
Coal is the most important & abundant fossil fuel in India and accounts for 55% of India's
energy need. India's industrial heritage was built upon indigenous coal, largely mined in the

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eastern and the central regions of the country. India is, however, poorly endowed with oil
assets and has to depend on crude imports to meet a major share of its needs (around 70
percent).

A large population of India in the rural areas depends on traditional sources of energy such
as firewood, animal dung and biomass. The usage of such sources of energy is estimated
at around 155 mtoe per annum or approximately 47 percent of total primary energy
use.Coal has been recognized as the most important source of energy for electricity
generation in India. About 75% of the coal in India is consumed in the power sector. In
addition, other industries like steel, cement, fertilizers, chemicals, paper and thousands of
medium and small-scale industries are also dependent on coal for their process and energy
requirements.

In the transport sector, though direct consumption of coal by the Railways is almost
negligible on account of phasing out of steam locomotives, the energy requirement for
electric traction is still dependent on coal converted into electric power.

The coal reserves of India up to the depth of 1200 m have been estimated by the
Geological Survey of India at 247.85 billion tones as on January 1, 2005 of which 92 billion
tonnes are proven. Hard coal deposits spread over 27 major coalfields, are mainly confined
to eastern and south central parts of India.

COAL INDIA LIMITED

Coal India Limited (CIL) is an Indian state-controlled coal mining company

headquartered in Kolkata, West Bengal, India. It is the largest coal producer
company in the world and contributes around 81% of the coal production in India. It
produced 452 million tonnes of coal during FY 2012–13 and earned revenue of INR
882.81 billion from sale of coal in the same financial year. As on 30 January
2015,Union Government of India owns 89.65% of the shares in CIL and controls the
operations of CIL through Ministry of Coal. In April 2011, CIL was conferred the
Maharatna status by the Union Government of India. On 31 March 2013, its market

13
capitalisation was INR 1.952 trillion (US $35.9 billion) making it India's 5th most
valuable company by market value.

History and formation

with the dawn of the Indian independence a greater need for coal production was felt in the
First Five Year Plan. In 1951 the Working Party for the coal Industry was set up which
included representatives of coal industry, labour unions and government which suggested
the amalgamation of small and fragmented producing units. Thus the idea for a nationalized
unified coal sector was born. Integrated overall planning in coal mining is a post-
independence phenomenon. National Coal Development Corporation was formed with 11
collieries with the task of exploring new coalfields and expediting development of new coal
mines.

Formation of Coal India Limited

With the Government's national energy policy the near total national control of coal mines in
India took place in two stages in 1970s. The Coking Coal Mines (Emergency Provisions)
Act 1971 was promulgated by Government on 16 October 1971 under which except the
captive mines of IISCO, TISCO, and DVC, the Government of India took over the
management of all 226 coking coal mines and nationalized them on 1 May, 1972. Bharat
Coking Coal Limited was thus born. Further by promulgation of Coal Mines (Taking over of
Management) Ordinance 1973 on 31 January 1973 the Central Government took over the
management of all 711 non-coking coal mines. In the next phase of nationalization these
mines were nationalized with effect from 1 May 1973 and a public sector company named
Coal Mines Authority Limited (CMAL) was formed to manage these non coking mines.

A formal holding company in the form of Coal India Limited was formed in November 1975
to manage both the companies.

CIL having fulfilled the financial and other prerequisites was granted the Maharani
recognition in April 2011. It is a privileged status conferred by Government of India to select
state owned enterprises in order to empower them to expand their operations and emerge
as global giants. So far, the select club has only five members out of 217 Central Public
Sector Enterprises in the country.
Unmatched Strategic Relevance:-

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1. Produces around 81.1% of India's overall coal production

2. In India where approximately 52% of primary commercial energy is coal dependent, CIL
alone meets to the tune of 40% of primary commercial energy requirement

3. Commands nearly 74% of the Indian coal market

4. Feeds 82 out of 86 coal based thermal power plants in India

5. Accounts for 76% of total thermal power generating capacity of the Utility sector

6. Supplies coal at prices discounted to international prices

7. Insulates Indian coal consumers against price volatility

8. Make the end user industry globally competitive

Thus, plays a key role in "India Growth Story" and making India incorporate globally
competitive.

Major Coal Producing States in India

Majority of the coal producing states are found in the eastern part of India comprising part
of Jharkhand, Orissa, Chhattisgarh and West Bengal. Jharkhand is the largest coal
producing state in the country followed by Orissa, Chhattisgarh, West Bengal, Madhya
Pradesh, Andhra Pradesh and Maharashtra.

1. Jharkhand: 38% of the total reserves of India are found in this state. Darla is the most
important and most productive coal field in India. The field accounts for 100% of the
country’s prime coking coal production. Other significant coal producing regions of this state
are Bokaro, North Karanpura, South Karanpura, Girded, Ramgarh, Daltonganj and
Rajmahal.

2.Orissa (Odisha): Orissa account for around 13.4% of the country’s total production.
Talcher and RanapurHimgir are the two important coal fields. Talker accounts for nearly
3/4th of the total coal reserve of the state.

3. Chhattisgarh and Madhya Pradesh: Major coal fields are Korba, Umaria, Singrauli,
Chirmiri and Sohagpur. Other coal fields include PenchKanhan, Mohpani, Sonhat, Jhilimili,
Bisrampur, Raigarh and Tatapani – Ramkola.

15
4. Andhra Pradesh: The major coal producing districts are Adilabad, Karimnagar,
Warangal, Khammam, East Godavari and West Godavari. Major coal fields are Tandur,
Singareni, Kothagudem and Ramagundam.

5. Maharashtra: The major coal fields are found in Nagpur-Wareham region. The important
mining areas are – Wardha, Ballarpur, Chanda and Kamahi.

6. West Bengal: Raniganj is the largest coal field of West Bengal and the second biggest in
India in terms of total reserve. The coal fields of Asansol are also famous. Recently a large
coal field has been discovered in Mejia in the Bankura district.

Vision
To emerge as a global player in the primary energy sector committed to provide energy
security to the country by attaining environmentally & socially sustainable growth through
best practices from mine to market.

Mission
To produce and market the planned quantity of coal and coal products efficiently and
economically in an eco-friendly manner with due regard to safety, conservation and quality.

Subsidiary Companies Of Coal India Limited

Coal India is a holding company with seven wholly owned coal producing subsidiary
companies and one mine planning & consultancy company. It encompasses the whole
gamut of identification of coal reserves, detailed exploration followed by design and
implementation and optimizing operations for coal extraction in its mines. The producing
companies are:

1. Eastern Coalfields Limited (ECL), Sanatoria, West Bengal

2. Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand

3. Central Coalfields Limited (CCL), Ranchi, Jharkhand

4. South Eastern Coalfields Limited (SECL), Bilaspur, Chattisgarh

5. Western Coalfields Limited (WCL), Nagpur, Maharashtra

6. Northern Coalfields Limited (NCL), Singrauli, Madhya Pradesh

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 7. Mahanadi Coalfields Limtied (MCL), Sambalpur, Orissa

8. Coal India Africana Limitad, Mozambique

9. The consultancy company is Central Mine Planning and Design Institute Limited

(CMPDIL), Ranchi, Jharkhand.

North Eastern Coalfields (NEC) a small coal producing unit operating in Margherita, Assam
is under direct operational control of CIL.

Coal India's major consumers are Power and Steel sectors. Others include Cement,
Fertilizer, Brick Kilns, and small scale industries.

CORPORATE STRUCTURE

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 Central Coalfields Limited

Central Coalfields Limited (CCL) is a subsidiary of Coal India Limited (CIL), an undertaking
of the Government of India. CCL manages the nationalized coal mines of the Coal Mines
Authority, Central division. The registered and corporate office is at Darbhanga House,
Ranchi, Jharkhand.

It presently has 62 mines (22 underground, 40open cast) in the Coal belt of East Bokaro,
West Bokaro, North Karnpura, South Karnpura, Ramgarh and Giridih. Their facilities include
seven coal preparation plants, three for non-coking coal and four for medium coking coal.
They earned their Mini Ratna status in 2007.The majority of coal field is in Khalari
commonly two branches are Piparwar-area and Asoka coal field.

Central Coalfields Limited is a Category-I Mini-Ratna Company since October 2007. During
2009-10, coal production of the company reached its highest-ever figure of 47.08 million
tones, with net worth amounting to Rs. 2644 core against a paid-up capital of Rs. 940 crore.

Formed on 1st November 1975, CCL (formerly National Coal Development Corporation Ltd)
was one of the five subsidiaries of Coal India Ltd. which was the first holding company for

18
coal in the country (CIL now has 8 subsidiaries).

Early History – Formation of NCDC

CCL had a proud past. As NCDC, it heralded the beginning of nationalization of coal mines
in India.

National Coal Development Corporation Ltd. (NCDC) was set up in October, 1956 as
Government-owned Company in pursuance of the Industrial Policy Resolutions of 1948 and
1956 of the Government of India. It was started with a nucleus of 11 old state collieries
(owned by the Railways) having a total annual production of 2.9 million tonnes of coal.
Until the formation of NCDC, coal mining in India was largely confined to the Raniganj coal
belt in West Bengal and the Jharia coalfields in Bihar (now in Jharkhand), besides a few
other areas in Bihar (now in Jharkhand) and a part of Madhya Pradesh (now Chattishgarh
also) and Orissa.
From its very beginning, NCDC addressed itself to the task of increasing coal production
and developing new coal resources in the outlying areas, besides introducing modern and
scientific techniques of coal mining.
In the Second Five Year Plan (1956-1961) NCDC was called upon to increase its
production from new collieries, to be opened mainly in areas away from the already
developed Raniganj and Jharia coalfields. Eight new collieries were opened during this
period and the production increased to 8.05 million tonnes by the end of Second Plan.
During Third Five Year Plan (1961-1966), though the Corporation had built up a much larger
production capacity, it could not be utilized due to a sluggish domestic coal market.
Production had, therefore, to be pegged down and the development of several collieries
undertaken from the early part of the Plan period, had to be suspended. By this time, the
contribution of NCDC to the nation’s coal production (67.72 million tones) increased to
around 9.6 million tonnes.

Vision of CCL

"Committed to create eco-friendly mining"

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  The Mission of CCL is to produce and market the planned quantity of coal and
coal products efficiently and economically with due regard to safety,
conservation and quality.

 The main thrust of CCL in the present context is to orient its operations
towards market requirements maintaining at the same time financial viability
to meet the resource needs.

Mission of CCL

"To become a World class, Innovative, Competitive &Profitable Coal Mining

Operation, and to achieve Customer Satisfaction as its top priority."

Objectives Of CCL

 Coal Mining through efficiently operated mines.

 Besides fulfilling coal needs of the customer in terms of quantity, focus on
quality, value addition and beneficiation to the satisfaction of the customers.

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ORGANISATIONAL STRUCTURE OFCENTRAL COALFIELDS LIMITED

Formation of CCL

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The CMAL, with its three divisions continued up to 1st November 1975 when it was
renamed as Coal India Limited (CIL) following the decision of Govt. of India to restructure
the coal industry. The Central Division of CMAL came to be known as Central Coalfields
Limited and became a separate company with the status of a subsidiary of CIL, which
became the holding company.

SWOT Analysis Of Central Coalfields Limited

This is SWOT analysis for Central Coalfields Limited:-

Strengths
-High growth rate
-Barriers of market entry

-Weaknesses
-Tax structure

Opportunities
Global markets
-New markets
Threats
Rising cost of raw materials
-Government regulations
-Price Changes
-External Business Risks
-Increasing Costs
-Financial Capacity
-Growing Competition And Lower Profitability
-Increase In Labor Costs
-Global Economy

INTRODUCTION to ORGANIZATIONAL BEHAVIOUR

Organization behavior is the study of the way people interact within groups. Normally
these studies applied in an attempt to create more efficient business organizations.
The central idea of the study of organizational behavior is that a scientific approach
can be applied to the management of workers.

Organizational behavior theories are used for human resources purposes to maximize
the output from individual group member.
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It can be defined as the understanding, prediction, and management of human
behavior both individually or in a group that occur within an organization. I intend to
carry out this study in Central Coalfield Limited.

CCL is a subsidiary of Coal India Limited (CIL) and is a “Mini-ratna” public sector
undertaking under ministry of coal, Government of India with headquarters in Ranchi,
Jharkhand. It has operation in the state of Jharkhand.

CCL manages the nationalized coalmines of the coalmines authority, central division.
CCL is headquartered at Darbhanga house, Ranchi, Jharkhand. It presently has 62
operative mines (22 underground and 40 opencast) in areas of east Bokaro ,west
Bokaro, north karanpura, south karanpura, ramgarh , giridih and hutar.

2) LITERATURE REVIEW

Organization behavior is a study of human behavior in organizational setting, the

interface between human behavior and the organization, and the organization itself.
Organisational behavior research can be categorized in at least three ways, including
the study of:

*individuals in organizations (micro-level)

*work groups (meso-level)

*How organization behave (macro-level)

OVERVIEW

Chester Barnard recognized that individual behave differently when acting in their
organizational role than when acting separately from the organization.

Organizational behavior researches study the behavior of individuals primarily in their

organizational roles .One of the main goal of organizational behavior is to revitalize
organizational theory and developed and better conceptualization of organizational
life.

HISTORY

As a multi disciplinary field, organizational behavior has been influenced by

development in number of related disciplines including: sociology,
industrial/organizational psychology, and economics.
23
The industrial revolution is a period from the 1760s where new technologies resulted
in the adaptation of new manufacturing in techniques and increased mechanization
.In his famous iron cage metaphor, ax Weber raised concern over the reduction in
religious and vocational work experiences. Weber claimed that the industrial
revolution focus on efficiency constraint the worker to a kind of “prison” and stripped
a workers of their individuality. The significant social and cultural changes caused by
the industrial revolution also gave rise to new forms of organization. Weber analyzed
one of these organization and come to the conclusion that bureaucracy was “an
organization that rested on rational-legal principles and maximized technical
efficiency.

A number of ob practitioners documented their ideas about management and

organization .The best known theories today originate from HENRI FAYOL, CHESTER
BARNARD, and MARY PARKER FOLLET. All three of them drew from their experience
to develop a model of effective organization management, an each of their theories
independently shared a focus on human behavior and motivation .One of the first
management consultants, Frederick Taylor was a 19 th century engineer who applied
an approach known as the scientific management. Taylor advocated for maximizing
task efficiency through the scientific method was further refined by Lillian and frank
gilbreth, who utilized time and motion study to further improve worker efficiency. In
the early 20th century the idea of faradism immerged. Named after automobile mogul
Hendry fort. The method relied on the standardization of production through the use
of assembly lines. This allowed unskilled workers to produce complex products
efficiently. Sorenson later clarified that faradism developed independently of Taylor.
Faradism can be explained as the application of bureaucratic and scientific
management principles to whole manufacturing process. The success of the scientific
method and faradism resulted in the wide spread adaption of these methods. In the
1920 the Hawthorne works western electric factory commissioned the first of what
was to become non as the Hawthorne studies. These studies initially adhered to the
traditional scientific method, but also investigated whether workers would more
productive with higher or lower lightening levels. The result showed that regardless
of lightening levels, when workers were being studied productivity increased, but
when the studies indeed, worker productivity would return to normal. In following
experiment, Elton Mayo concluded that job performance and the so-called
Hawthorne Effect was strongly correlated to social relationships and job content.
Following the Hawthorne studies motivation become a focal point in the OB
community. Arrange of theory emerged in the 1950 to 1960’s and include theories
from notable OB researchers such as: Fredrick Herzberg, Abraham Maslow, David
24
McClelland, Victor Vroom, and Douglas McGregor. These theories underline
employee motivation, Work performance and job satisfaction.

Herbert Simon’s Administrative Behavior introduced a number of important OB

concepts, most notably decision-making. Simon, along with Chester Barnard, argued
that people make decisions differently inside an organization when compared to their
decisions outside of an organization. While classical economic theories assume that
people are rational decision-maker, Simon argued a contrary point. He argued that
cognition is limited because of bounded rationality. E.g.:- decisions makers often
employee satisfying, the process of utilizing the first marginal acceptable solution
rather than the most optimal solution. Simon was awarded the noble prize in
economics for his work on organizational decision making. In the 1960 and 1970s, the
field started to become more quantitative and resource dependent. This gave rise to
contingency theory, institutional theory, and organizational ecology. Starting in the
1980s, cultural explanations of organizations and organizational change become area
of study, in concert with fields such as anthropology, psychology, and sociology.

Thus CCL follow the history of organizational behavior and also correlates with it. It is
the type of public sector undertaking government owned and it is the industry of
coal. CCL was founded on 1st November 1975. Its headquarters are located in Ranchi,
Jharkhand. Its key people are Gopal Singh, CMD. Its products is coal whose net
income= INR 965.79 CRORE (2010). There are number of employees 53 to
86(31.07.2010). The website of CCL is http://www.centralcoalfield.in/ind.

RESEARCH METHODS USED

A variety of methods are used in organizational behavior, many of which are found in
other social sciences.

QUANTITATIVE METHOD

Statistical methods used in OB research commonly include correlation, analysis of

variance, data-analysis, multi level modeling, multiple regressions, structural
equation modeling, and time series analysis.

COMPUTER SIMULATION

It is a prominent method in organizational behavior. While there are many uses for
computer simulation, most OB researcher has used computer simulation to
understand how organizations or firms operate. More recently, however, researchers
have also started to apply computer simulation to understand individual behavior at a

25
micro level, focusing on individual and interpersonal cognition and behavior such as
the thought process and behaviors that makeup team work.

QUALITATIVE METHOD

It consists of a number of methods of inquiry that generally do not involve the

quantification of variables. It can range from the content analysis of interviews or
written material to written narratives of observations. Some common method
include: Ethnography, Case study, Historical method and Interviews.

RELATION TO INDUSTRIAL AND ORGANIZATION PHYCHOLOGY

Miner 2006 mentioned that “there is a certain arbitrariness” in identifying a point at

which organizational behavior become established as a distinct discipline, suggesting
that it could have emerged in the 1940 or 1950. He also underlined the fact that the
industrial psychological division of the American psychological association did not add
“organizational” to its name until 1970, “long after organizational behavior had clearly
come into existence” noting that a similar situation arose in sociology. Although there
are similarities and difference between the two disciplines. There are still confusion
around differentiating organizational behavior and organizational psychology.

3) RESEARCH OBJECTIVE

In general, research objectives describe what we expect to achieve by a project. Every

research work is undertaken to achieve certain purposes, which are usually called
research objective. Objectives indicate the destination where a researcher is expected
to reach through his efforts. The main thrust of our study is to examine the financial
performance of the company with a view to identifying its strong and weak areas of
financial health so that measures can be initiated for improving the performance of a
company. More specifically we have identified the following objectives of our study:

a) To assess the short-term solvency of the company through liquidity ratios.

b) To examine the long-term solvency of the company through capital
structure ratios.
c) To evaluate the efficiency of assets management of the company using
activity ratios.
d) To examine the profitability strength of the company using profitability
ratios.
e) To ascertain the ability of the company to generate cash flow analysis and to
pin point the reasons for the worsening liquidity position of CCL.

4) RESEARCH PROBLEM
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 A research problem is a definite or clear expression about an area of concern, a
condition to be improved upon, a difficulty to be eliminated, or a troubling
question that exist in scholarly literature, in theory, or within existing practice that
point to a need for meaningful understanding and deliberate.

There are four major conceptualization of research problem:

a) Casuist research problem:- this type of problem relate to the determination

of right and wrong in question of conduct or conscience by analyzing moral
dilemmas through the application of general rules and the careful
distinction or special cases.
b) Different research problem:-typically ask the question,” is there a difference
between two or more groups of treatment?” this type of problem
statement is used when the researcher compares or contrast two or more
phenomenon. This is a common approach to defining a problem in the
clinical social sciences or behavioral sciences.
c) Descriptive research problem:- typically ask the question, ”what is…?” with
the underlying purpose to describe the significance of a situation, state, or
existence of specific phenomenon. This problem is often associated with
reveling hidden or understudies issues.
d) Relational research problem:- suggest a relationship or some sort between
two or more variables to be investigated. The underlying purpose is to
investigate specific qualities pr characteristics that may be connected in
someway.

5) RESEARCH METHODOLOGY

Organizational behavior: research methodology work to understand and find the

solution of difficult workplace problem, and effectively apply OB techniques for the
effective management of human behavior in organization. The understanding and
effective application of organization behavior depends on rigorous research
methodology. The search for the truth of why people behave the way they do is a
very delicate and complicated process. In fact, the problem is so great that many
scholars, chiefly from the physical and engineering and sciences, argue that there can
be no precise science of behavior. They maintain that humans cannot be treated like
chemical or physical element; they cannot be adequately controlled or manipulated.
Eg: the critics state that, under easy controllable condition, 2 parts hydrogen to 1 part
oxygen will always result in water and that no analogous situation exist in human
behavior. human variables such as motive, learning, perception, values, and even a
27
Hawthorne effect on the part of both subject and investigator confound the control
that are attempted. For these reason, behavioral scientist in general and
organizational behavior researchers, in particular, are often on the defensive and
must be very careful to comply with accepted method of science.

OVERALL SCIENTIFIC PERSPECTIVE OF ORGANIZATIONAL BEHAVIOR

Behavioral scientists in general and organizational behavior researchers, in particular,

strive to attain the following hallmarks of any science:

a) The overall purposes are understanding/explanation, prediction and control.

b) The definition is precise and operational.

c) The measures are reliable and valid.

d) The methods are systemic.

e) The results are cumulative

The figure summarizes the relationship between the practical behavior problems and
unanswered questions facing today’s manager, research methodology, and the
exciting body of knowledge

When a question arises, or an issue evolves, the first place to turn for an answer is
the current body of the knowledge .It is possible that the question can be answered
immediately or the problem solve without going any further .Unfortunately the
answer is not always found in the body of knowledge and must be discovered
through appropriate research methodology. Although behavioral science in general
compared to the physical and biological sciences is relatively young, and the only field
of organizational behavior is even younger. Its direct origin go back only to the early
1970s .There is now enough accumulative knowledge that organizational behavior
principles can be provide for the effective management of human behavior in
organization . It is the research techniques of meta analysis shows what work and the
condition under which management techniques may work better or worse in the real
world .

Meta analysis is based on simple idea that if once study shows that a management
techniques doesn’t work and another study shows that it does , an average of those
result is probably the best estimate of how well that management practice work(or
doesn’t work) Although we believe that there are now enough research studies in
28
some areas of organizational behavior to be quantitatively synthesized through meta
analysis into guiding principles , it is also recognized that many questions and
problems organizational behavior cannot be answered or solve directly by existing
knowledge , as the accompanying ob in action . A working knowledge of research
methodology becomes especially important to future managers, both as knowledge
and critical consumers of the rapidly expanding literature reporting the result of
organizational behavior research and as sophisticated practitioner’s research method
who solve difficult problems in the work place.

STARTING WITH THEORY

It has often been said that there is nothing as practical as a good theory. The editors
of a general of applied psychology recently declare “theory tells us why something
occurs not simply what occurs”.
Yet, student of organization behavior are usually “turned off” by all the theories that
pervade the field.
The reason for all the theories, off course is the still relative newness of the field and
the complexity and multidimensionality of the variables involved.
The purpose of any theory, including those found in organization behavior, is to
explain and predict the phenomenon in question. Theories allow the researcher to
deduce logical proposition or hypothesis that can be tested by acceptable research
design.
However, as don Ham brick point out, theory by its very nature is a simplification of
reality. When we develop or test theory we inevitably exclude an array of factors that
might potentiality effect the phenomenon under examination. Thus, theories are ever
changing on the basis of the empirical result. In other word, theory and research go
hand in hand. After pleading for more and stronger theory in organizational behavior,
Sutton and staw have pointed out that references, data, list of variable and
constructs, diagrams and hypothesis are not theory. Instead, they point out that-
Theory is the answer to queries of why.
Theory is about the connection among phenomenon, a story about why acts, events,
structure and thought occur.
Theory emphasizes the nature of casual relationship, identifying what comes first as
well as the timing of such events.
Strong theory, in our view, delves into the underlying processes to understand the
systematic reason for a particular occurrence or non occurrence. Such theory is not
easy. Theorizing takes scientist on, mental journey between the worlds of observe
event. Such as falling apples and the imaged world by hypothetical concept a
challenge.
As Samantha Ghoshal recently noted our theories and idea have done much to
strengthen the management practice that we all are so now so loudly condemning.
This is also danger that theories can become self-fulfilling without empirical

29
 verification. As recently noted by Ferraro, Prefer, and Sutton, theories can win in the
marketplace for idea, becomes and taken for granted and normatively valued,
therefore creating condition that make them come true. However, as Karl weick,
perhaps the most widely recognize theories in organization behavior, note: a good
theories explains, predict and delights.

THE USES OF RESEARCH DESIGNS

Research design is at a very heart of scientific methodology it can be us to answer
practical questions or to test theoretical proposition/hypotheses.

The three design most often used in organizational behavior research today are:-

1. Survey
All three have played important role in the development of meaningful
knowledge.

The experimental design is borrowed largely from psychology, where it is used

extensively the case and survey design have traditionally played a bigger role in
sociology.

All three designs can be used for effectively for researching organizational behavior.

Organizational Behavior Practices in C.C.L:

COMMUNICATION:

Communication Strategies followed by Nestle:

 At CCL the working environment was very informal.

 People were encouraged to participate and they could easily communicate with their
co-workers. Few of the things that we noticed about their communication flow were:

 Mostly downward communication occurs. However employee suggestions are also

welcomed. They can talk to their superiors easily.

30
 Employees and workers are encouraged to participate in decision making to some
extent. They are asked their opinions in any new package that the company is offering.

 But mostly at higher level, GM of all the departments interacts with each other for
major decisions. And the lower level is informed about the decision.

 No trend of memos, unless there is a major event or an unexpected holiday

announcement. There is not much written communication.

 They mostly contact through a phone call or email. In a way we see that there is an
open communication channel within the company.

There is the network of communication links within organization, to achieve the goals as
well as institutional objectives.

INTERNAL COMMUNICATION:

CCL has maintained open communication channels both downward and upward in the
company’s hierarchy. This is quite effective in creating a good working environment for the
employees.

Mostly all the conversation that is being carried on is through e-mails within departments
and employees. All sorts of announcements are made through e-mails most of the time no
such memos are used.

Downward Communication:

 In CCL message which is sent to workers by top authority is called downward

communication.

 It is the is deliberate creation of communication channels by the top authorities on

formal lines to inform, instruct, direct, suggest and evaluate employees in the process of
coordinating individuals efforts towards organization goal.

 Downward communication takes place when managers like to inform or educate the
employees.

 Downward communication is also utilized by the managers to send feedback to the

subordinates as a response to the upward communication

31
 Upward Communication:

 The message or any other data which is sent to authorities by the employees is
called upward communication.

 Through this, top management can maintain continuous touch with the low levels.

 In absence of this communication top level will be isolated and in the long run
managers will be totally fail to manage people and work

 Examples include, Complaints about working conditions or about any other negligent
employee. The medium used include letters and emails.

Horizontal/ lateral communication:

Horizontal communication is a process of interaction between two or more individuals

positioned at the same hierarchical levels of the same franchise

Crosswise or diagonal communication:

 Flow of communication does not follow a particular direction. Example: A manager of

some franchise may discuss the matters might discuss for any matters with each other .

EXTERNAL COMMUNICATION:

In CCL the external communication means sending messages to persons outside the
company. The sources used by Nestle for its external communication are as follows

 By Annual Report
 Media Advertisement
 Print media advertisement
 By giving packages

32
 Through services
 Through Presidents message
 Commercials breaks

Barriers to Communication in CCL

The problems those are faced by CCL are as follows

 Cultural Difference:

Since CCL is a multinational company having thousands of employees from different areas
and having entirely different culture, it faces a great problem in its day to day business
activities.

 Emotional Interference:

CCL has a huge area all over the world. And operate this huge mob employees is not an
easy task. There are many reasons in which the employees become anger and which may
cause of barriers.

 Information over load and message competition:

Nestle in Lahore is the land office in Pakistan which deals to the whole Pakistan. There are
millions of message which come from customer and they have not enough time to read and
reply, thus barrier in communication.

 Organizational behavior OF CCL

“Individuals are the bricks of an organization and Individuals create groups and groups
create organization”

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CCL organizational behavior focuses primarily on two major areas. Organization behavior
looks at individual behavior based mainly on contributions from psychologist; this area
includes such topics as personality, perception, learning and motivations. Nestle knows the
importance of individuals (MAN) who are the main bricks for organization behavior. Nestle
has been placing greater focus on employee empowerment and participation, which are
essential for long-term growth and success of the company, and therefore employees have
been encouraged to put forward their issues, concerns and suggestions. Nestle trust its
employee’s focus on integrity, competence, consistency, loyalty and openness. Manager
stops at people desks during the day to chat with them about their work, keeping up to date
also earns the trust of employees.

Secondly their organizational behavior is concerned with group behaviors, which influence
roles, team building and conflict. The organization group behavior is good. Once the
individuals are skillful, energetic, responsible, agreeable etc, then it is easy to make form
successful groups.

All these things make the organization behavior successful.

In order to make all business affairs transparent, smooth and effective, following
committees and teams have been formed which work cohesively and independently:

ORGANIZATION BEHAVIOR OF CCL AT INDIVIDUAL LEVEL:

Biographical Characteristics

To observe the application of dependent variables (productivity, job satisfaction, absence,

turnover & OCB) at individual level at Nestle, we have prepared some tables;

AGE:

34
GENDER:

35
Tenure

36
 ORGANIZATIONAL CULTURE OF CCL

ORGANIZATION CULTURE

Organization culture is a system of shared meaning within an

organization that determines in large degree how employees act.

After CCL inception, the corporate culture underwent a

comprehensive renewal program which was fully implemented in 2004.
This program over the years included the revamping of the
organizational architecture, rationalization of staff, employee
empowerment and transparency in decision making through cross
functional teams. This new corporate renewal program has divided
the company’s major operations into independent activities
supported by legal, financial, informative and other services. In
order to reinforce and monitor this structural change, related
check and balances have been established by incorporating
monitoring and control systems.

IMPORTANCE OF CULTURE in CCL

According to the opinion of the CCL’s sales officer CCL is a sales
oriented company. Strong culture is a symbol of more profit more
earning and sense of responsibility. It is also a monument of well-
disciplined enterprises in which every organ of that organization
is well concerned with the ultimate objective of the organization.
As it’s a fundamental truth that every individual from worker to

37
 Top manager is aware of his rights privileges responsibilities and
outcome of efforts being invested.

Special efforts for continuously enriching our business systems and

implementing relative strategies have always been fruitful which
are aimed at augmenting a work culture that enhances employee
motivation as well as gaining a better understanding of forces that
shapes motivation, attitude, behavior patterns and expectations.

SIX DIMENSIONS OF CULTURE

1. Innovation and risk taking: According to our survey what we
have found is that employees are not much encouraged to be
innovative and take risks.
2. Attention to detail: According to our survey employees has
given importance.
3. Outcome Orientation: The manager’s focuses on both results or
outcomes and the techniques needed to achieve those outcomes.
4. People Orientation: Management decisions do not take into
consideration the effect of outcomes on people within the
organization. They have made their employees a central part of
their culture.
5. Team orientation: They emphasize on team orientation i.e. work
activities are organized around them. Stability CCL is maintaining
the status in contrast to growth.
6. Zero Tolerance Nestle have high ethical standards and a ‘Business
Principles and Ethics Policy’ in place. They value, encourage and
inculcate corporate reforms, good governance, best business practices
and an environment of continued adherence to ‘Zero Tolerance’, resulting
in the development of our human capital and meeting all business
challenges.

LEADERSHIP:
Leadership is the manner and approach of providing direction,
implementing plans, and motivating employees in the organization. A
Manager’s leadership style contributes, to the subordinates’
incentive, work fulfillment, and the work growth in the
organization. Leadership plays a vital role for the success of
organization. Lack of leadership does not lead to increased
employee turnover, increase absenteeism, and dissatisfied customers
from poor customer service.

In CCL 53% of the employees feel that their managers are employee
oriented leaders and remaining 47% feels that their managers are
task orientated leaders. So this shows that the CCL has got the
combination of leaders that are task oriented and leadership
oriented. This shows that CCL have the leaders that perform better
in all situations and can manage their teams more effective.

 Task-Oriented:

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 A manager with a task-oriented style will have work results as his
major concerns and therefore, he will enlarge rigid policy that
would lead the subordinates to reach the preferred results.

 Employee-oriented:
A manager with an employee-oriented behavior objective is to
improve the employee’s confidence and influence them to work
jointly and to resolve the problems.

 Participative:
In CCL the leadership style is participative in which the leader
involves one or more employees in the decision making process
(determining what to do and how to do it). The leader allows the
employees to make the decisions. However, the leader is still
responsible for the decisions that are made. This is used when
employees are able to analyze the situation and determine what
needs to be done and how to do it. Positive leaders use rewards,
such as education, independence, etc. to motivate employees.

While negative employers emphasize penalties such as loss of job,

days off without pay.

POWER AND POLITICS:

Power is a potential ability and influence for a people which
direct other people in desired direction to do something. In an
organization managers use normally two types of power interpersonal
and formal. Formal power is based on an individual position in the
organization and personal power comes from an individual unique
characteristics.

 Legitimate Power:

Legitimate power is used in CCL as it is based on the power a

person receives as a result of his or her position in the formal
hierarchy of an organization. The employee has the authority to
control and use the organizational resources.

 Expert Power:

Expert power is the influence based on special skills, knowledge or

expertise. Expertise has become on of the most powerful sources. As
jobs have become more specialized the organizations have become
increasingly dependent on experts to achieve goals.

LEARNING:
In CCL learning is done to make the employees skilled at creating,
acquiring, transferring knowledge, and to enhance their skills. In
an Organization learning is a long-term activity that builds
39
 competitive advantage over time and requires sustained management
attention, commitment, and effort. In CCL collaboration with team
members give the employees opportunity for learning social,
technical and creative skills. When learning is effective the
organization is highly aware of how to motivate its employees in
the best ways. Rewards, such as education, bonuses are given to
motivate employees. There are different kinds of rewards CCL gives
to their employees which are as follows:

 Cash bonuses
 Promotions
 Make team leader
 Increments in salaries
 Allowances like (U/G allowance, HRA, mobile allowance ETC.)

ATTITUDE AND JOB SATISFACTION A CCL:

Overall employees are somewhat satisfied with their jobs but not
completely. There is need of improvement to make employees more
satisfied so that they can perform well.

Training:

CCL is providing to its employees. The employees have access to

company sponsored training programs and seminars.

 The purpose of training is to upgrade the capabilities and

efficiency of all the employees and prepare them for more
responsible positions in future.
 Provide employees with greater opportunity to grow and succeed
within the company.
Both managers and non-managers receive help from training and
developmental program but mostly non-managers are concerned with
training while the managers are concerned with developmental
programs.

Career Advancement:

Nestle is providing clear path for career advancement to its

employees. Company gives full support to its employees in this
context.

Discrimination:
40
According to employees, they face or experiences not any form of
discrimination in CCL. They are fairly treated by their boss

Working environment:

Almost all the employees are satisfied with their physical working
of employees. CCL aim’s to ensure a workplace that necessitates
open and respectful communication between the employees’ abilities.

Relationship with supervisors:

Mostly employees somewhat agree that their supervisors communicates

with them properly and also provides counseling. They believe that
their managers effectively lead the department.

Supportive colleagues and coworkers:

The morale of the employees at CCL is satisfactory and the have

teen spirit in their work environment. They are satisfied with
their professionalism of their coworkers.

Recognition:

According to employees their performance is individually recognized

and they are appreciated according to the performance.

TEAMS AND GROUPS:

A group whose individual efforts result in performing that is

greater than the sum of the individuals input. At Nestle, employees
work in team and they have a team of over 4,500 unique individuals
who make it INDIA’s largest company. Being exposed to best
practices and an enabling environment, they are the best minds in
the industry today. By working in teams, employees bring their
collective skills and knowledge to bear on problems and to develop
innovative ideas for the organization. To be effective, teams
should be formed with employees from a variety of functional areas.
Work satisfaction relates to personal satisfaction of team members
for the work they have done. In Nestle their team consists of
individuals who have technical expertise, problem solving, decision
making and interpersonal skills. And the work team members do
41
 provide them freedom, the opportunity to use different skills, the
ability to complete it and that work has a substantial impact on
others.

CONFLICT MANAGEMENT:

CCL compromised self managed work teams according to employees

response they feel greater level of responsibility on their
shoulders and they measure the things like planning ,scheduling of
work, and assigning tasks to the members of team, control the place
of the work, make decisions through discussion between the team
members, take actions to solve the problems and also interact with
their customers and we found that the employees called their
colleagues relationship officer rather than sales officer.

PERSONALITY:

The people working at Nestle have Type A personality they are

strong leaders and can work well under pressure. They are
independent and are excellent problem solvers. They ensure that all
work is accomplished in a timely manner. Type A’s are very decisive
and once a decision is made they are quick to work towards its
implementation. Gaining insights into your personality is an
important key in understanding your employees what motivates them
and where they do their best work. The leader should maximize its
employee’s strengths and enhance their effectiveness as
individuals. Type A’s enjoy receiving recognition for their work
and they desire to advance in all areas, especially those related
to their work. In general, Type A’s are able to work quickly and
are often seen as high-achievers holding increasingly high-powered
positions In Nestle employees having Type A behavior often
includes:

 Competitiveness
 Strong Achievement-Orientation
 Multi-tasking
 Aggressiveness
 Strive to think or to do more things at once.
 A commitment to achieve goals and an intense desire to
compete.
 Always in a hurry

Code of Conduct
In line with CCL management’s effort to maintain the decorum and
ensure an environment that is cohesive to the development and
success of the people, a Code of Conduct has been put in place
where the following activities can result in disciplinary action:

42
1. Unsatisfactory and negligent job performance.
2. Excessive and unauthorized absence from duty.
3. Unsatisfactory safety performance.
4. Reporting on duty under the influence of drug or intoxicants.
5. Absence from duty without notice or permission from the
supervisor unless the cause of absence prevents giving notice.
6. Using influence for promotion, transfer or posting.
7. Conduct that violates common decency and morality.
8. Engaging in a fight or in activity that could provoke fighting
on site property.
9. Insubordination or deliberate refusal to comply with
reasonable requests or instructions.
10. Use or possession of weapons, ammunitions, explosives,
intoxicants, illicit drugs ornarcotics on site.
11. Acts of “horse play” on site property.
12. Gambling on site property or bringing illegal gambling
paraphernalia on to the site.
13. Theft or unauthorized removal of site property or property
belonging to site employee, contractor and vendor.
14. Intentional damage to site, employee, contractor or vendor
property.
15. Dishonest act or fortification of records, including the
giving of false information when required.
16. Bringing combustible material on site or having any type of
match sticks, cigarette lighter or flame producing device in
restricted areas.
17. Smoking except in designated areas.
18. Using or divulging without permission, any confidential
information gained through employment at the site.
19. Physical, mental or sexual harassment of fellow employee
including threat to do bodily harm.
20. Crime involving fraud, indecency, breach of dignity or public
morals and other serious offences.
21. Any other commission or omission which, in the opinion of the
company, requires/justifies dismissal/termination of employment.

ANALYSIS:
After studying various issues related to the organizational
behavior within the organization we analyzed that

 CCL is working globally and is also operating in INDIA. The

organization behavior regarding goal setting for employees I have
analyzed that the management of CCL is effective in setting goals
according to the competition in the private sector of INDIA.
 The management style in Nestle is kind of participative
management in which employees are given chance to share their
ideas for decision making.

43
 There are different kinds of rewards CCL gives to their employees
which are as follows:
 Bonuses
 Promotions Make team leader
 Increments in salaries
 Allowances like ( fuel allowance, mobile allowance)
We found very different kind of reward in CCL that they motivate
their employees whose performance is not up to the mark by giving
them the salaries equivalent to the market value of the any other
employee of same rank so as to motivate their employees. Many of
the employees are being rewarded after accomplishment of their
sales target in such a way that their management take them to the
picnic or invite them for dinner frequently. And another very
interesting fact which I found in Nestle is that their management
does not fire their employees even their performance level is not
up to the mark.

Overall employees are satisfied with their company and jobs.

 To some extent they are given empowerment to do their work.

Most of them agree that their jobs are not creating any physical
or mental problems for them.
 But according to my opinion employees are facing job stress.
It is a fact that cannot be denied. Because we know that stress is
inevitable. It can only end up with the end of life But the
company deals with this problem and provides them proper
counseling.
 Most of the employees have positive attitude toward their
jobs.
If we see an overall picture, then it is clear that they are
somewhat satisfied with their jobs and they don’t have a lot of
stress on them. But still there is a need of improvement in
strategies of NESTLE to make workforce more productive.

CCL asses the employee’s performance on:

 Leadership
 Communication skills.
 Team work and Co-operation.
 Problem solving & decision making.
 Customer focus.
In CCL training to the employees is given for the current
improvement in the job while developmental program is for improving
the skill which will be used in the future. Both managers and non-
managers receive help from training and developmental program but
mostly non-managers are concerned with training while the managers
are concerned with developmental programs.

CCL aim’s to ensure a workplace that necessitates open and

respectful

44
 Communication between the employee’s abilities. Almost all the
employees are satisfied with their physical working of employees.

CCL has got the combination of leaders that are both task oriented
and leadership oriented. This shows that Nestle have the leaders
that perform better in all situations and can manage their teams
more effective and efficiently.

The organization properly communicates its strategies to its

employees to carry good results efficiently and effectively. The
communication between the employees is good and that drives them to
do outstanding achievement in work. In CCL the employees are
listened, respected, trusted, and valued that gives them a sense of
self worth and belonging.

Nestle is providing clear path for career advancement to its

employees, Company gives full support to its employees in this
context. At Nestle, employees work in team and they have a team of
over 4,500 unique individuals who make it Pakistan’s largest
company. Being exposed to best practices and an enabling
environment, they are the best minds in the industry today. By
working in teams, employees bring their collective skills and
knowledge to bear on problems and to develop innovative ideas for
the organization.

RECOMMENDATIONS:

To increase goodwill and positive impression of CCL among employees

and customers Company should adopt the following things:

 Enhance more promotion opportunities for their employees.

 Encourage employees to participate in decision making.
 We would suggest that specific job related training should be
imparted to employees this would give an additional benefit to
employees for improving their skills.
 Professional counseling programs should also be started to
provide employees with the information, regarding future prospects
at Nestle and in the mobile industry
 Although CCL is covering whole Pakistan but is rates are high
they can lower its rates, with low charges in order to capture a
larger market and this way they can capture the customers of low
income group.
 They should be establishing and maintaining effective
communication with each employee, sharing of ideas and employee
involvement in decision making process
 The employer should show a greater trust to employees and
employees should feel good about their employer.
 There should be no artificial barriers between employees and
management.

45
1. Meaning of Organization BEHAVIOUR:
Organizational behavior (OB) is the study of the way people interact within groups. Normally
this study is applied in an attempt to create more efficient business organizations. The
central idea of the study of organizational behavior is that a scientific approach can be
applied to the management of workers. Organizational behavior theories are used for human
resource purposes to maximize the output from individual group members.

BREAKING DOWN 'Organizational Behavior (OB)'

There are a variety of different models and philosophies of organizational behavior. Areas of
research include improving job performance, increasing job satisfaction, promoting
innovation and encouraging leadership. In order to achieve the desired results, managers
may adopt different tactics, including reorganizing groups, modifying compensation
structures and changing the way performance is evaluated.
History
While organizational behavior as a field of academic study was not fully recognized by
the American Psychological Association until the 1970s, its roots go back to the late 1920s
when the Hawthorne Electric Company set up a series of experiments designed to discern
how changes in environment and design changed the productivity of their employees.
Their various studies, conducted between the years of 1924 and 1933, were broad and
meticulously measured over large periods of time. The studies included the effect of various
types of breaks (lots of small breaks, a few long ones, etc.) on productivity, productivity in
isolation, and productivity in varying levels of light. The most famous finding resulting from
the Hawthorne Studies is what is now called the Hawthorne Effect, the change in behavior
of a test subject when they know they are being observed.
To focus on that one finding, some have argued, is to ignore a wider set of studies that
would become credited for the development of organizational behavior as a field of study
and the human resources profession as we now know it. The idea of looking scientifically at
behavior and productivity in the workplace with the goal of increasing the amount and
quality of work an employee can get done, was coupled with the idea that workers were not
interchangeable resources. Workers were instead unique in terms of their psychology and
potential fit with a company. These ideas were radically new when Hawthorne first began
the studies, and they helped create a field of study and an entire professional field.
Organizational behavior has focused on various different topics of study. In part because of
the Second World War, during the 1940s, the field focused on logistics and management
science. During this period, the emphasis was on using mathematical modeling and
statistical analysis to find the best answers for complex problems. Studies by the
Carnegie School of Home Economics in the 1950s and 1960s furthered these rationalist
approaches to decision making problems.
In the 1970s, theories of contingency and institutions, as well as organizational ecology,
resource dependence, and bounded rationality came to the fore as the field focused more
on quantitative research. These findings and sets of theories helped organizations better
understand how to improve business structure and decision making.
Since the 1970s, a good deal of the work being done in the field of organizational behavior
has been on cultural components of organizations, including topics such as race, class,
gender roles, and cultural relativism and their roles on group building and productivity.
These studies, a part of a shift in focus in the field towards qualitative research, and among

46
other things, take into account the ways in which identity and background can inform
decision making.
Academic Focuses
Academic Programs focusing on organizational behavior are usually found in business
schools, and schools of social work and psychology. They draw from the fields of
anthropology, ethnography, and leadership studies and use quantitative, qualitative, and
computer models as methods to explore and test ideas. Depending on the program, one
can study specific topics within organizational behavior, or broader fields.
The topics covered by Micro OB include cognition, decision making, learning, motivation,
negotiation, impressions, group process, stereotyping, and power and influence.
Macro OB covers organizations as social systems, dynamics of change, markets,
relationships between organizations and their environments, as well as identity in
organizational process, how social movements influence markets, and the power of social
networks.
OB in Practice
Findings from the organizational behavior body of research can be used by
executives and human relations professionals to better understand a business’s
culture, how that culture may facilitate or hinder productivity and employee
retention, and how to best evaluate candidates skill set and personality during the
hiring process.
The application of theory and knowledge from the field of organizational behavior
can be broken down into sections of personality, job satisfaction and reward
management, leadership, authority, power, and politics. There is rarely one correct
way to assess the right way to manage any of these things, but OB research can
provide a set of guidelines and topics to follow.
 Personality – essentially a series patterned behavior – plays a large role in the way a
person interacts with groups and produces work. Knowing a person’s personality,
either through a series of tests or through conversation can give a better idea of
whether they are a fit for the environment they’d be hired into, and how best to
motivate that person.
 Theories around job satisfaction vary widely, but some argue that a satisfying job
consists of a solid reward system, compelling work, good supervisors, and
satisfactory working conditions.
 Leadership, what it looks like and where it is derived from is a rich topic of debate
and study within the field of organizational behavior. When one views it connected to
management, it can be either broad, focused, centralized or de-centralized, decision-
oriented, intrinsic in a person’s personality or a result of a place of authority.
 Power, authority, and politics all operate inter-dependently in a workplace.
Understanding the appropriate ways, as agreed upon by a workplace rules and
general ethical guidelines, in which these elements are exhibited and used are key
components to running a cohesive business

Glimpse of Organizational Development in Central Coalfields Limited.

47
In the recent past , CCL is developing his organization with the combination of electronic
media.

1. Aadhar based Bio Metrics attendance System.

2. Starting of E-Office.
3. PC connected with LAN.
4. Starting of E-Weigh Bridge.
5. Loading and Unloading counter with GPRS.
6. Contract Labour Information Portal (CLIP).
7. Vision 20-20.
8. New HR Policy.

1. Aadhar Based Bio Matrics Attendance System:

Aadhar based Bio Matrics attendance system has been introduced in the
Central Coalfields Limited to making attendance to the employee. It is a device
connected with Wi-Fi . Every employee has a PIN which is his last eight digit of
his/her Aadhar number. Employee has to put his one of his fingure of hand for
his/her authentication. After putting his attendance in Bio Matrics device his
attendance opened at the time mentioned therein and he has to repeat the
same at the time of closing.

2. Starting of E-Office.

E-Office has been introduced in the CCL for movement of the file. This type of
system encourage t o use less paper in the office and also quick movement of
file.

3. PC connected with LAN.

All the PCs at the Head Quarter Ranchi are connected through Local Area
Network (LAN) . Through LAN all PCs are running with Web Net. The CCL has
Future Plan to connect all area PCs with Wide Area Network (WAN).
4. Starting of E-Weigh Bridge .
E-Weigh Bridge System has been introduce in the Coal fields Area of CCL
where the Weight of the Truck
5. Loading and Unloading counter with GPRS.

Loading Steps
 Point the muzzle in a safe direction.

 Open the action; make sure the barrel is unobstructed.

 Put the safety on if the firearm can be loaded with the safety on.

 Load the ammunition.

48
 Close the action.

 Put the safety on if you were not able to do so before loading.

Unloading Steps
 Point the muzzle in a safe direction.

 Make sure the safety is on.

 Keep your finger outside the trigger guard.

 Open the action.

6. Contract labour Information Portal(CLIP)

Coal and Power Minister Piyush Goyal will tomorrow launch the Contract
Labour Payment Management System, a portal of Coal India, to keep a tab on
compliance of labour payment and other benefits to contract workers.

The minister will also felicitate employees for their “path-breaking work”
towards lighting up India in the last two years, the Coal Ministry said in a
statement.

The Web portal is created for monitoring compliance of labour payment and
other benefits to contract workers under the Contract Labour (Regulation &
Abolition) Act, 1970.

It is an integrated framework for all subsidiaries of CIL.

The in-house developed application will maintain a comprehensive database

for all contract workers engaged by different contractors in CIL and all its
subsidiaries.

The Central Mine Planning and Development Institute (CMPDI), the

consultancy arm of CIL, will maintain the portal.

The system has in-built mechanism to validate minimum wages paid, generate
wage slips and employment cards, among others, for contract workers as
required under the Act.

7. Vision 20-20.
20/20 vision is a term used to express normal visual acuity (the clarity or
sharpness of vision) measured at a distance of 20 feet. If you have 20/20
vision, you can see clearly at 20 feet what should normally be seen at that
distance. If you have 20/100 vision, it means that you must be as close as 20
feet to see what a person with normal vision can see at 100 feet.

Having 20/20 vision does not necessarily mean you have perfect vision. 20/20
vision only indicates the sharpness or clarity of vision at a distance. Other
important vision skills, including peripheral awareness or side vision, eye

49
 coordination, depth perception, focusing ability and color vision, contribute to
your overall visual ability.

8. New HR Policy.
They represent specific guidelines to HR managers on various matters
concerning employment and state the intent of the organization on different
aspects of Human Resource management such as recruitment, promotion,
compensation, training, selections etc.

RESEARCH OBJECTIVES
The study is focused on achievement of following objectives.

1. To analyze the process of Organizational Development in CCL.

2. To analyze the impact of Organizational Development in job search behavior.

3. To analyze the procedure of Organizational Development in CCL.

RESEARCH METHODOLOGY
Objectives, Functions, Schemes and Organizational
Structure
The core objectives of MoC are linked to its vision of securing the availability of coal
to meet the demand of different sectors of the economy in an eco-friendly and
sustainable manner and the overall mission of augmenting production through
Government companies as well as the captive mining route by adopting state-of-the-
art, clean-coal technologies; enhancing exploration efforts with thrust on increasing
proven resources and developing the necessary infrastructure for prompt evacuation
of coal Sector.

1.1 Objectives

 Ensuring achievement of Annual Action Plan targets for coal production and off-
take, OBR removal, lignite production and lignite based power generation.
 Infrastructure development to augment coal and washed coal production.
 Leveraging technology to minimize environmental externalities.
 Cutting edge research and development initiatives.
 Enhancing exploration to augment resource base.
 Quality and reliability in customer services.
 Expeditious and joint solutions to inter-ministerial issues.
50
 Improving efficiency of Coal India
 Attracting private investments
 Allocating new coal blocks in a transparent manner.

1.2 Functions

Facilitating exploration, development and exploitation of coking and non-coking coal and
lignite reserves in India.
 All matters related to production, supply, distribution and prices of coal.
 Development and operation of coal washeries other than those for which Department of
Steel is responsible.
 Administration of the Coal Mines (Nationalisation) Act, 1973; Mines and Minerals
(Development and Regulation) Act, 1957; the Coal Mines (Special Provisions) Act, 2015; the
Coal Bearing Areas (Acquisition and Development) Act, 1957; the Coal Mines Provident
Fund and Miscellaneous Provision Act, 1948; rules under the Mines Act, 1952 for levy and
collection of excise duty on coke and coal produced and dispatched from mines; the Coal
Mines (Conservation and Development) Act 1974 and other Union laws related to coal and
lignite and sand for stowing and the business incidental to such administration

1.3 Schemes

Research and Development

 Regional Exploration
 Detailed Drilling
 Environmental Measures and Subsidence Control
 Conservation and Safety in Coal Mines
 Development of Transport Infrastructure in Coalfield areas

1.4 Organizational Structure

The Secretariat of Ministry of Coal is headed by a Secretary who is assisted by a

Special Secretary, four Joint Secretaries (including the Financial Adviser), one
Project Adviser, one Economic Adviser, seven Directors/Deputy Secretaries, one
Technical Director, nine Under Secretaries, Twenty Section Officers, one Assistant
Director (Official Language) and one Controller of Accounts and their supporting staff

1.5 Coal India Limited (CIL) and its Subsidiary Coal Companies:
The Ministry of Coal has under its administrative control the Coal India Limited, a
Maha-ratna category Public Sector Undertaking with eight subsidiary companies
namely:-
 Bharat Coking Coal Limited at Dhanbad, Jharkhand
 Central Coalfields Limited at Ranchi, Jharkhand
 Eastern Coalfields Limited at Sanctoria, West Bengal

51
 Western Coalfields Limited at Nagpur, Maharashtra
 South Eastern Coalfields Limited at Bilaspur, Chhattisgarh
 Northern Coalfields Limited at Singrauli, Madhya Pradesh
 Mahanadi Coalfields Limited at Sambalpur, Odisha
 Central Mine Planning and Design Institute Limited at Ranchi, Jharkhand
The CIL and its subsidiaries are incorporated under the Companies Act, 1956 and
are wholly owned by the Central Government. The Coal mines in Assam and its
neighboring areas are controlled directly by CIL under the unit North Eastern
Coalfields.

1.6 Neyveli Lignite Corporation Limited (NLC):

The Ministry of Coal has under its administrative control the Neyveli Lignite
Corporation Limited, a Navaratna PSU, with its registered office at Chennai and
corporate office at Neyveli in Tamil Nadu. The company is engaged in exploitation
and excavation of lignite, generation of thermal power and sale of raw lignite.
1.7 Singareni Collieries Company Limited (SCCL):
In addition to CIL and its subsidiaries and Neyveli Lignite Corporation Limited, there

is another Coal company in the public sector, namely, the Singareni Collieries

Company Limited (SCCL), which is a joint venture between the Government of

Telangana and Government of India, with equity capital shared in the ratio of 51:49

respectively

1.8.1 Coal Controller’s Organization:

The Coal Controller’s Organization is a subordinate office of the Ministry of Coal,

with it’s headquarters at Kolkata and 7 field offices at Dhanbad, Ranchi, Bilaspur,
Nagpur, Kothagudem, Sambalpur and Aasansol. Each field office is headed by a
GM/DGM level executive working in 6 the capacity of Officer on Special Duty (OSD)
being supported by other technical officials. The Coal Controller’s Organization
discharges statutory functions derived from the following statutes:

 The Colliery Control Rules, 2004.

 The Coal Mines (Conservation and Development) Act, 1974 and the Coal Mines
(Conservation and Development) Rules, 1975.

 The Collection of Statistics Act, 1953[32 of 1953] and the Collection of Statistics
(Central) Rules, 1959.  The Coal Bearing Areas (Acquisition and Development) Act
1957 [20 to 1957].
52
 In addition Coal Controller’s Organization discharges the following functions;
 Monitoring progress of development of Captive Coal/lignite blocks
 Monitoring of washeries
 Monitoring disposal of various Coal products
 Following up on submission of Mine Closure Plans
The Coal Controller office has a statistical wing responsible for collection,
compilation and publication of Coal Statistics on a regular basis. This is the major
source of coal statistics in Government of India.

1.8.2 Coal Mines Provident Fund Organization (CMPFO):

The Coal Mines Provident Fund Organization is a social security Organization,

formed under the Central Statute – The Coal Mines Provident Fund and
Miscellaneous Provisions Act, 1948 (Act No.46 of 1948), It is an autonomous
statutory Organization, with its headquarters at Dhanbad. It has 24 regional offices in
the Coal producing States catering to the needs of employees of Coal Industries.
This includes coal workers of the private sector. Hence, in a nutshell, the CMPFO
has been entrusted with the responsibility of administering the Coal Mines Provident
Fund & Miscellaneous Act, 1948 and schemes framed there under namely:

 The Coal Mines Provident Fund Scheme

 The Coal Mines Pension Scheme
 The Coal Mines Deposit Linked Insurance Scheme

HUMAN RESOURCE DEVELOPMENT

Human Resource Development (HRD) as a theory is a framework for the expansion of
human within of organization through the development of both the organization and the
individual to achieve performance improvement. ADAM SMITH states, ‘the capacities of
individuals depend on their access to education’. The same statement applies to
organizations themselves, but it requires a much broader field to cover both areas.

Human resource development is the integrated use of training, organization and career
development effort to improve individual, group and organizational effectiveness. HRD
develops the key competencies that enable individuals in organizations to perform current
and future jobs through planned learning activities. Groups within organization use HRD to
initiate and manage change. Also, HRD ensures a match between individual and
organizational needs.

The approach had 14 item -

53
 1 . Attendance
2. Self-expression (written or oral)
3. Ability to work with others
4. Leadership
5. Initiative
6. Technical ability (job knowledge)
7. Ability to understand new material
8. Ability to reason
9. Originality and resourcefulness,
10. Areas of work that suits the person best,
11. Judgment
12. Integrity
13. Responsibility, and
14. Defect-indebtedness, memo served, etc.
twelve of these were filled on a four point grade scale (Excellent, Good, Fair,Poor). For
integrity,there were special instructions from the management. Justification
was separately given

RESEARCH METHODOLOGYFOR MY PROJECT

TIME OF RESEARCH DESGIN : Descriptive

SAMPLE SIZE : 30

SAMPLE UNIT : Executive and non-executive

SAMPLE AREAS : head office, Darbhanga house, CCL

DATA COLLECTION

Primary data- In CCL, Primary data & information have been collected through
questionnaire. A set of questionnaire was prepared with well structured questions.

Secondary data- Secondary data were collected from books, website and annual reports
and official records of the CCL.

SAMPLING METHOD:
Survey was done by QUESTIONNARE method.

SAMPLE AREA: RANCHI

54
SAMPLE UNIT: Officials and Employees of C.C.L

CASE STUDY
o CASE UNDER INDIAN PENAL CODE (U/S 376 & 452)

- JAMUNA NAYAK VERSES THE STATE OF

JHARKHAND

o CASE UNDER CONSTITUTION OF INDIA (UNDER Article

226 & 227)1

- ROHIT KUMAR VERSES CCL

o CASE UNDER INDIAN CONTRACT ACT (Agreement)

- AALA DEVI Vs. CCL AND OTHERS

55
1. JAMUNA NAYAK VERSES STATE OF JHARKHAND

FACTS OF THE CASE : The prosecution case was started on the basis of a first
information report lodge by the informant ,Bhukhali Devi on 6.10.1994 stating therein that
she was married to Late Brahmdeoravidas who died due to illness leaving behind two
daughters one was aged about 16 years and other was aged about 8 years . After the death
of her husband she came to live with her mother and later on her mother gave her job to
her daughter working in CCL ,thereafter she started to live with her daughter and then she
met the accused as both of them were working at the same place they became friends later
on the accused committed rape on her but then got married to her but on day when she
came from office she saw the door was closed from inside and her daughter was bleeding
from internal parts .accused committed rape on her daughter who was minor .accused
used to take her salary and sick allowances

This case was filed in lower court ADDITIONAL SESSION JUDGE

BERMO .

JUDGEMENT : JAMUNA NAYAK FOUND GUILTY UNDER SECTIONS 376 AND 452 OF
INDIAN PENAL CODE AND SENTENCED HIM TO UNDERGO REGRESSIVE
IMPRISONMENT FOR 7 AND 3 YEARS UNDER SECTION 376 AND 452 RESPECTIVELY
OF IPC . HOWEVER HE DIRECTED THAT BOTH THE SENTENCES SHALL RUN
CONCURRENTLY .

APPEAL OF THE ACCUSED :Being aggrieved from the order from the judgment of
the learned Sri Jai Govind Singh ,2 nd Additional judge ,Bermo at Tenughat in sessions trial
number 18 of 1995, Sri jamunaNayak preferred criminal appeal being number 40 of 2002
before the Hon’ble Court OF Jharkhand .

The Honorable high court by its judgment dated 29.04.2009 dismiss the appeal of Sri
JamunaNayak observing that :

1. The argument of the defense counsel that informant has falsely been implicated by
the accused out of grudge and enmity has not been proved by any evidence rather
in the contrary the informant suffered torture and rape by the hands of accused ,but

56
 made no compliant but when found that the accused has committed rape upon her
minor daughter then cannot accept the same and made complaint

2.The Honorable court further directed that the accused was granted bail by this
court and his bail bond was cancelled. The learned court below is directed to
issue warrant of arrest against the accused and put behind the bar for serving
out the sentences as passed by the trail court.

The appellant Sri jamunaNayak has moved to the Honorable Supreme court of
India challenging the judgment and order dated 29.04.2009 passed by the
Honorable High court of Jharkhand in criminal appeal number 40 in 2002.

The case was registered before the Honorable SUPREME COURT of India being
special leave petition appeal number 7627 of 2009. The matter was heard on
23.10.2009 and the Honorable Supreme Court of India dismissed the aforesaid
special leave appeal .

2. ROHIT KUMAR VERSES CCL AND OTHERS

FACTS OF THE CASE :By way of filing this writ petition under article 226 of the
constitution of India the petitioner has prayed a direction to the respondents to consider
the case of the petitioner for the purpose of giving employment on compassionate ground .
According to the petitioner his father while serving with respondent company died in
harness on 10.05.2001 . Thereafter The mother of the petitioner requested the respondent
company to give the benefit of compassionate appointment to her son Rohitkumari.e the
petitioner by submitting an application dated 19.02.2002 . However the claim of the
petitioner was rejected by the respondent company vide communication dated 09.05.2002
only on the ground that the application for getting compassionate appointment was
submitted after year and eight months that beyond the time limit prescribed for making such
application .

STAND OF THE PETITONER : Learned counsel for petitioner submitted that the
mother of the petitioner made application well within time . She being an illiterate widow
could not applied in a prescribed format at the first instance .

STAND OF THE RESPONDENT : Learned counsel for the respondent company

submitted that the application for compassionate appointment made by the petitioner
cannot be considered in view of the norms set out by the company .It is further submitted
that the so called application submitted by the mother of the petitioner on 09.02.2002 is

57
disputed by the company moreover the said application was not submitted in a prescribed
format and the same was also not submitted within the prescribed time limit and therefore
the case of the petitioner was rejected .

ORDER :In the present case ,the father of the petitioner had served the respondent
company for more than 20 years and therefore the case of the petitioner deserves to be
considered sympathetically without entering into the technicalities . In the view of the facts
and circumstances of the present case order dated 09.05.2003 regarding relation of the
petitioner claim for compassionate appointment mainly on the ground of delay in submitting
the application is set aside with a direction to the respondent company to reconsider the
case of petitioner compassionate appointment within 3 months from the date of receipt of
this order.

3. AALA DEVI VERSES CCL AND OTHRES

FACTS OF THE CASE : This writ petition was filed by Aaladevi seeking for payment of
Group Personal Accident Insurance Scheme (G.P.A.I.S) of her husband . That the husband
of the petitioner that is subhashBouri was working as PR worker Govindpur project CCL
and was died on 30.05.2009. After the death petitioner has informed the respondent
company that is CCL and further CCL has informed the Oriental Insurance Company
Limited ,there was an agreement between CCL and the Oriental company regarding
accidental death of the employee as per which CCL deduct premium from the salary of the
employees and on account of accidental death of the employee CCL will demand G.P.A.I.S
(Rs 5 lakhs ) from the Oriental Insurance Company and thereafter disburse the same to
legal heirs of the Deceased employee and CCL has regularly deducted the premium of the
G.P.A.I.S from the salary .

Petitioner has alleged that the CCL is not paying her the amount of G.P.A.I.S .

STAND OF THE PETITONER :This writ petition was filed by Aaladevi seeking for the
money of G.P.A.I.S of her husband who died on 30.05.2009 due to accident and to reopen
the claim because as per the letter dated 4.7.2012 written by the branch manager of
oriental insurance company limited branch office no. 1 Ranchi closed claim cannot be
reopen unless specific instruction receive from the competent authority

58
STAND OF THE RESPONDENT (CCL) :

. MOU signed between the two companies provided that in any case of accident claimaint
should inform the immediately but not later than 120 days from the date of accident to
CCL .

And the petitioner has informed the CCL within the time prescribed and that the premium
has been regularly deducted from the salary of the petitioner’s husband and the money was
deposited by CCL to OICL in advance .This factum also appears in the MOU.

The Insurance company by their letter dated 03.07.2012 informed the respondent CCL that
the claim file has been closed on 28.12.2010 as no claim due to non-submission of
documents

CURRENT STATUS OF THE CASE :The case is pending before the honorable high
court of Jharkhand and Order is yet to be delivered.

DATA ANALYSIS AND INTERPRETATON

1. ARE YOU HAPPY WITH THE RECUITMENT PROCESSIN YOUR ORGANISATION?

INTERPRETATION:

59
  48% EMPLOYEES ARE HAPPY WITH THE RECUITMENT PROCESS.
 52% EMPLOYEES ARE UNHAPPY WITH THE RECUITMENT PROCESS.

2. SOURCE WHICH ORGANISATION RECUITS THE EMPLOYEES INTERNAL or

EXTERNAL sources.

INTERPERTATION:

 20% PEOPLE REQUIT FROM EXTERNAL SOURCES.

 80% PEOPLE REQUIT FROM INTERNAL SOURCES.

3. HOW DO YOU FEEL ABOUT INTERVIEW PANEL?

1.4 1.2

1st Qtr
2nd Qtr
3rd Qtr
8.2 4th Qtr
3.2

INTERPRETATION:

 9% EMPLOYEES FEEL POOR ABOUT THE INTERVIEW PANEL.

 12% EMPLOYEES FEEL SATISFIED ABOUT THE INTERVIEW PANEL.
 24% EMPLOYEES FEEL GOOD ABOUT THE INTERVIEW PANEL.
 55% EMPLOYEES FEEL EXCELLENT ABOUT INTERVIEW PANEL.

60
4. ARE YOU HAPPY WITH THE SALARY WHAT YOU OFFERED FROM THE
COMPANY?

INTERPRETATION:

 82% EMPLOYEES ARE SATISFIED WITH HER/HIM SALARY.

 18% ONLY EMPLOYEES AREUNSATISFIED WITH HIM /HER SALARY.

5. COMPANY USE OWN WEBSITE FOR THE RECUITMENT PURPOSE. ARE YOU
SATISFIED WITH THIS SATETMENT?

INTERPRETATION:

 24% EMPLOYEES ARE UNSATISFIED WITH THIS SATEMENT.

 76% EMPLOYEES ARE SATISFIED WITH THIS SATEMENT.

61
6. :

INTERPERTATION:

 No off respond in internet recruitment effective is 80%.

 And rest 20% is respondent in internet recruitment is not effective.

7. METHOD OF SELECTION ADOPTED BY ORGANISATION TO RECRUIT THE

PEOPLE:

Sales
1.4 1.2
1st Qtr
2nd Qtr
3rd Qtr
4th Qtr
3.2 8.2

INTERPRETATION:

Every organization recruit employee from different method.

 30% employees are told that personal interview is adopted.

 40% tell that aptitude test is adopted.
 7% respond group discussion is adopted for recruit the people.
 23% employee tells that personal interview and aptitude test both are adopted by the
company.
 0% responds in telephonic interview.

8. ARE YOU SATISFIED WITH THE TECHNIQUS OF RECUITMENT AND SELECTION

PROCEES IN YOUR ORGANISATION?

62
 16; 53.33% 14; 46.67%

INTERPRETATION:

 58% EMPLOYEES ARE UNSATISFIED WITH THIS STATEMENT.

 42% EMPLOYEES ARE SATSFIED WITH THIS STATEMENT.

9. Parameter for selecting a candidate according to present requirement.

(1 Being the highest)

C0MMUNICATION:

40%
37%
35%

30%
NUMBER OF RESPOND

25% 23%
20%
20%

15%
10% 10%
10%

5%

0%
1 2 3 4 5
RANK

INTERPRETATION:

10% employees rank communication skill is 1st.

23% employee rank 2nd.

37% employee rank 3rd.

63
20% employee rank 4th. And

10% employee rank 5th

QUALIFICATION:

70%
63%
60%

50%
NUMBER OF RESPOND

40%

30%
24%
20%
10%
10%
3%
0%
1 2 3 4 5
RANK

INTERPRETATION:

10% rank 1st qualification.

0% respond on 2nd rank.

3% employees rank qualification 3rd.

10% rank this 4th. And

24% rank qualification 5th.

CONFIDENCE:

64
 35% 33%

30%

25% 23%
NUMBER OF RESPOND

20%
17% 17%
15%
10%
10%

5%

0%
1 2 3 4 5
RANK

INTERPRETATION:

10% Employees rank confidence 1st.

34% rank this 2nd.

17% rank this 3rd.

17% employee’s rank 4th. And

23% rank this 5th.

LANGUAGE SKILLS:

50%
45% 43%
40%
35%
NUMBER OF RESPOND

30% 27%
25%
20%
15% 13%
10%
10% 7%
5%
0%
1 2 3 4 5
RANK

65
INTERPRETATION:

7% Employees rank language skill 1st.

13% rank this 2nd.

10% rank it 3rd.

43% rank this 4th. And

27% rank this 5th.

CONVINCING SKILLS:

60%

50%
NUMBER OF RESPOND

40%

30%

20%

10%

0%
1 2 3 4 5
RANK

INTERPRETATION:

0% Employees responds 1st rank.

13% employees rank convincing skill 2nd.

17% rank 3rd.

20% employee’s rank 4th.

50% employee’s rank 5th.

CONVENCING SKILLS:

66
 60%

50%
50%
NUMBER OF RESPOND

40%

30%

20%
20% 17%
13%
10%

0%
0%
1 2 3 4 5
RANK

INTERPRETATION:

0% Respond communication skills 1st.

13% rank this 2nd.

17% rank this 3rd.

20% rank this 4th.

50% rank 5th convincing skills.

67
10. RECRUITMENT PROCESS FOR DIFFERENT GRADES OF EMPLOYEES?

7
2
2
8
%

Y
N
O
E
S

INTERPRETATION:

 78% Employees tell that in CCL there are different recruitment process for different
grades of employees
 And 25% respond there is no different recruitment process for different grades of
employees.

11. TECHNOLOGICAL SUPPORTS FOR THE PROCESS OF RECRUITMENT:

O n l i n e s u p p o r t s

C a n ' t s a y

o t h e r

O n l i n e s u p p o r t s

V i d e o s c o n f e r e n c i n g

C a n ' t s a y

o t h e r

V i d e o s c o n f e r e n c i n g

INTERPRETATION:

Some organization use technological supports for the process of recruitment.

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  13%Enployee tell that telephone is use for recruitment.
 13%tell that videos conferencing is use for recruitment.
 47% respond that online support.
 27% employee can’t say about this statement.

12. HR department’s performance in recruitment and selection.

243
046
%
INTERPRETATION:



36% EMPLOYEES SAY THAT THE PERFORMANCE OF HRD IN POOR
44% EMPLOYEES SAY THAT THE PERFORMANCE OF HRD IN ADEQUTE.
 20% EMPLOYEES SAY THAT THE PERFORMANCE OF HRD IN EXCELLENT.

13. Physical examination necessary after final interview.

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INTERPRETATION:

 46% of employee believes that physical examination is necessary after final

interview.
 49% says sometime physical examination is necessary after final interview.
 15% think that it is not necessary.

14. Employee thinks about recruitment and selection procedure in CCL.

13.00%

SATISFACTORY
UNSATOSFACTORY

87.00%

INTERPRETATION:

 89% Employee think that the recruitment and selection procedure in CCL is
satisfactory.
 11% think that it is not satisfactory.

15 .The procedures adapted for recruitment and selection of employee enables to

give at the right person right job.

70
41
26
%
YTN
EOO
SS
A
M
E
E
X
T
E
N
T

INTERPRETATION:

 42% Respond on the recruitment and selection procedure enables to give at the right
person right job.
 12% tell not able to give right person right job.
 46% employee think to same extent it is enable.

FINDINGS
 To large extent recruitment policy is helpful in archiving the goals of the company.
 A mostly external source is used for recruit the employee.
 Employees agree to some extent that internet recruitment is effective.
 Present recruitment process needs improvement in terms of its procedure.
 The company do utilizes company’s website for the recruitment process and for
finding the talent candidate.
 E- recruitment provide an innovative cost efficient and effective recruitment
system.
 E-recruitment dramatically reduces paper work and administration work.

LIMITATION OF THE SURVEY

 As the sample size was small hence conclusion cannot be generalized.

 Unwillingness and inability of respondents to provide information.
 As the strength of the company is big it was not possible to draw sample from
each and every department.

RECOMMENDATIONS

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 After analyzing the collected data the following recommendation were made to
improve the present recruitment and selection scenario in the organization.
 First of all the management should review their recruitment policy and look for
the areas of improvement for ensuring the best hiring.
 Recruitment management systems should helps to incorporate and integrate
the various links like application system on the official website of the company
the unsolicited application outsourcing recruitment the final decision making to
the main recruitment process.
 Recruitment manager system should help to reduce the time per hire and cost
per hire.
 Management should structure and systematically organize the entire
recruitment process.
 Recruitment management system should facilitate faster unbiased accurate
and reliable processing of application from various applications.
 Recruitment management system should maintain an automated active
database of the applicants facilitating the talent management and increasing
the efficiency of recruitment process.
 Management should follow a systematic process of HR planning.
 Internal promotion should be done on regular basis during specified time
period.
 Recruitment management process should help to communicate and create
healthy relationships with the candidates’ process.
 Induction should be properly done for selected candidates.
 Physical examination and reference check should be given due consideration
after selecting a candidates.
 Effectiveness of the selection process should be evaluated on regular basis for
ensuring availability of competent and committed personnel. In order to do so,
a periodic audit can be done.

CONCLUSION:

Every company looks for an employee who can work effectively. They are in
search of a person who has the maximum skill required for the job. After selecting
the right person company main aim is to place that person at the right job. The
main strength of any company is its employee. Effective worker are the best route
to success for this reason a company strives to attract and hire the best and to
provide best place to work.
Some of the biggest and most constant challenge that plague organization is
people related because they don’t give more emphasis on getting the recruitment

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process right .If they get the right person in the right line and many other
business benefit are immediate tangible and significant.
CCL has competent and committed workforce still there are scope for more
improvement .To ensure that company recruit the right people it has to identify
essential skill and behavior that applicant should demonstrate for each position
there should be a job description outlining typical duties and responsibilities and a
person specification defining personal skill and competences .The emphasis
should be on matching the needs of the applicants. This would minimize
employee turnover and enhance satisfaction.
It is important for the company to have a clear and concise recruitment policy in
place which can be executed effective to recruit the best talent pool for the
recruitment selection of the right candidates at right place quickly creating a
suitable recruitment policy is the first step in efficient hiring process. A clear and
concise recruitment policy help to ensure a sound recruitment process. The
recruitment management system should be such that it helps to save the time
and cost of the HR recruiters in company and improving the recruitment process

BIBLOGRAPHY

BOOKS REFERED:

Human resource management (C.B. GUPTA)

WEBSITE REFERED:

www.google.com
www.wikipedia.com
www.centralcoalfield.in
www.ccl.gov.in

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QUESTIONNAIRE
74
QUESTIONNARE ON “A RECURITMENT & SELECTION PROCESS ”
HELLO SIR / MA’AM
My name is Amish Hasan and I am pursuing BBA from Annada college,
Hazariabgh,JHARKHAND
I am an intern in CCL and doing a project on Study of Organizational Development
Process .
I am conducting a survey which is based on the employee attitude level to NEE/IR-L
department. It will be very helpful, if you spend your precious time in filing up this
questionnaire so that I can collect the data and complete my project which will
reflect the current status of all facilities provided by CCL to its employee.

THANK YOU

PERSONAL DATA

(a) Name :

(b) Designation :

(c) Gender : Male ( ) Female ( )

(d) Experience : 0-5yrs ( )5-10yrs ( )10-15Yrs ( ) Above 15Yrs( )

Kindly rate the question from 1 to 15 as per the following scale:

75