Anshika Mittal

Personal Effectivenss (Organisational Behavior)

Nikyta Gupta Karan Verma Akshay Thakral Bani Kaur Aashish Sharma

IBS Gurgaon
A PROJECT REPORT ON PERSONAL EFFECTIVENESS
In

ORGANISATIONAL BEHAVIOUR
SUBMITTED ON:
27TH September, 2011 TUESDAY. BY: Anshika mittal Bani kaur Karan verma Nikayta gupta Akshay thakral Ashish sharma

SUBMITTED TO:
PROF. Anupama Raina

S. No. 1.

TITLE

Personal Effectiveness: An Introduction

2.

Dimensions of Personal Effectiveness

3.

Increasing your Personal Effectiveness

4.

Categories of Personal Effectiveness

5.

Personal Efficacy Journals & atricles

6. BRG Energy Systems Ltd. Executive summary The group Joint ventures Product range Management team

7.

8. 9.

Objective of Survey

Methodology

10.

PE Scale

11.

Scoring

12.

Difficulties faced

13.

Data collected(scores)

14.

Analysis

15.

Interpretation

16.

Corrective measures

17.

References

ACKNOWLEDGMENT
Behind every achievement lies an unfaithful sea of gratitude to those who actuated it, without whom it would ever have come to existence. We would like to express our heartful gratitude to all those whos tremendous support and co-operation has helped us in successfully making this project. First of all, our group would like to thank and acknowledge our Institute, I.B.S (Gurgaon) for giving us this opportunity to make a report on the topic Mid-Day Meal. We express our sincere gratitude towards Prof. ANUPAMA RAINA without whose guidance and support the successful completion of project would not have been possible. We would also like to thank all the people who helped us and supported us in making our report successfully. For us it was a wonderful experience and fun in making the report, as we learned a lot of things from this.

Personal Effectiveness
Personal effectiveness is a measure of what effect you have on others as a person. Do you invite confidence? Do people like to share their views / experiences with you? Do you invite trust or are people reluctant to talk to you? Are people afraid of your reactions or do they close their minds to your suggestions because they do not like you as a person? Are you able to influence the attitudes and behavior of others in a positive way? Are you sensitive to other peoples feelings and needs and do you then act accordingly?

Personal effectiveness is at the heart of best practice and excellence. How you behave as a person can have a great impact on your role as a manager, leader, team builder, etc.

To be effective as a person, you need to:

Be aware of yourself self awareness, and Be aware of others perceptiveness. Openness: The extent to which one shares his/her ideas, feelings, experiences, impressions, perceptions and personal information with others shows the degree of ones openness. Openness contributes considerably to ones effectiveness as a person.

The dimensions of personal effectiveness

1 Self -awareness

An important dimension of personal effectiveness is self-awareness. Self-awareness is how well one understands oneself. It is usually high among persons concerned about themselves, their behavior, feelings, attitudes and mannerisms. However most people do not give a second thought to self-awareness, because they feel that they know themselves perfectly their assumption being

Who could know me better than I know myself? However this is an assumption. If you really look at yourself, you will realize and understand more aspects about yourself. This is important because you cannot expect people to understand you and react in a way that you want them to, unless you first understand yourself.

Increased awareness of self will result in understanding your strengths and competencies, your weaknesses and faults. However, just by understanding your self you do not immediately become effective. You have to make use of this understanding. You should use your strengths and competencies to change a situation for the better. You should try to overcome your weaknesses and correct your faults. You should change your behavior in such a way as to have a positive effect

on people you interact with. Only by doing these can you become effective?

Johari Window
One simple model for self-awareness, which is widely used, is the Johari Window of Opportunity, developed by Luft and Ingham (Luft, 1973). It helps you to widen your understanding of yourself. According to this concept, there are two dimensions for understanding the self:

Self those aspects of a persons behavior which are known or unknown to oneself. Others- those aspects of behavior that are known or unknown to others (those with whom one interacts).

A combination of these two dimensions gives four areas about the self, as shown below:

Johari Window
Known to Self Not known to self

Known to others Not known to others

Arena (A) Closed (C)

Blind (B) Dark (D)

Exposure

Feedback
A: The upper left-hand square is the arena or the public self that part of ones behavior known both to oneself and to others with whom one interacts. The arena includes information such as name, age, Physical appearance, location, contact address and familial or organizational affiliation. It is an area characterized by a free and open exchange of information between oneself and others. Arena increases when the blind, closed and dark areas decrease. B: The blind area represents those aspects of ones behavior and style that others know but that we do not know or realize. We may not be aware of certain of our mannerisms, but others perceive them as funny, annoying, or pleasing. For example, someone might be surprised to hear that their method of asking questions annoys others because it is interpreted as cross-examination, rather than curiosity or a request for information.

C: The closed or concealed area represents things that we know about ourselves, but do not reveal to others. Things in this area are secret. For example, staff may be annoyed if their supervisor does not ask them to sit down during a meeting, but they will remain standing without letting the supervisor know that they are annoyed. The supervisor may think that the staff do not mind standing and accepts their behavior as part of their official relationship. Most people have many such feelings in their closed areas that they are unwilling to reveal to the persons concerned. D: The fourth area is the dark area, aspects of ourselves unknown to us and to others. The dark area cannot be consciously controlled or changed, and as such it will not be further considered in the discussion on increasing personal effectiveness. 2 Perceptiveness Perceptiveness is being sensitive to and insightful about other people. It is the ability to pick up verbal and non-verbal cues from others. Some people by nature are more perceptive and sensitive to people and situations. Perceptive behavior leads to being more aware and considerate of others. When you are perceptive of the moods, feelings and attitudes of other people and show it, they feel understood. This makes them to trust and respect you. They will then be willing to receive any feedback that you give them in a positive way. Perceptiveness can be learnt and should be learnt and practiced if you want to be more effective as a person. You can improve your own perceptiveness by: Checking with others about their reactions to what has been said. Working on ones listening skills.

 Being aware of language, tones, gestures and facial expressions. Realizing and taking into consideration that people have personal issues they cannot always leave outside the office. Perceptiveness should be combined with openness and using feedback usefully to increase personal effectiveness.

3 Self-disclosure Self-disclosure or openness is sharing ones ideas, feelings, experience, impressions, perceptions and other relevant personal information. Self-disclosure leads to mutual trust and thus enhances personal effectiveness. Self-disclosure is directly linked to the areas known as Arena and Closed. Self-disclosure is sometimes misunderstood as revealing everything about oneself with everyone. Self-disclosure can be characterized as effective, if what is being made known is relevant and appropriate. Inappropriate sharing does not contribute to effective openness. Examples of appropriate disclosure are: Telling your superiors that you are worried and concerned about your inability to motivate your staff. Sharing your ideas and feelings with colleagues about how the new system for tracing defaulters is going . An example of inappropriate disclosure is: Speaking about ones marital problems at work. What makes people reluctant to share their feelings, emotions or relevant facts about themselves?

 A sense of privacy: This is understandable. There are certain things that are, and should be, ones own private business. However, if some of these are relevant to the relationship or the task at hand, they should be shared. Fear of exposing ones weaknesses: This is also understandable, because no one wants to be considered weak. However, if that weakness has a bearing on the efficiency of the task, it would be better to talk about it and may be get help. You will be surprised at how helpful and understanding people can be if they are approached in a proper way. Worry about being misunderstood: If your communication skills are good, you can make sure that you are not misunderstood. Some people think that by being open or direct, they are being effective. In fact they may only be expressing their feelings with little regard to the effect that it may have on another person. For example, supervisors who express their anger to the staff, without considering the staffs ability to cope with it, will not be effective. The supervisors would be better advised to listen to the staff and share their concerns in a manner that will help them to use the information conveyed usefully. Effective disclosure would be to: Offer your opinions, ideas and feelings about issues related to work instead of keeping these to yourself. Share appropriate personal information within your team.

4 Feedback Feedback is a reaction or response that we receive from others regarding our attitudes, behavior and performance. Feedback is also a reaction or response that we give to others regarding their attitudes, behavior and performance. The use or lack of feedback determines the size of our blind area. By being open to receiving feedback, we could reduce our blind area, thus opening up our Arena. Receiving feedback Receiving feedback is an important part of increasing personal effectiveness. Accepting feedback helps us to know how we are affecting others. Receiving feedback is a skill remembers to: Listen carefully to the person offering feedback Dont be defensive Get the most out of the feedback by asking for clarification, examples and suggestions. For example, Can you describe what I do or say that makes me seem secretive? Recognize valid points even if you dont agree with the other persons interpretations. For example, you may agree that you are late with handing in reports, but you may not agree that you are irresponsible. Take time to think about what you have heard and what you can do about it.

Giving feedback Depending on how feedback is given, it can have productive or destructive results. Negative feedback creates hostility and tension, as it may be seen as an attack or threat to the person. Offering feedback to people about their behavior should always be done in a way that shows it is being given to improve a situation and work out differences so that they can increase their personal effectiveness. By giving effective feedback to others, we can reduce their blind areas, thus opening up their arena. Motivational feedback looks at the strengths of a person, such as what is being done well, and why. Developmental feedback considers those things that could be improved and suggests or asks how to do so.

Increase your personal effectiveness

A large Arena (A) indicates greater and more open exchange of information between yourself and others around you this in turn contributes to increased personal effectiveness. Increasing the arena can be done in two ways: Reduce the closed area (C) Reduce the blind area (B)

The closed area can be reduced by allowing others to know more about yourself, by being more open in sharing your views, feelings, reactions etc. (self-disclosure). The blind area can be reduced by encouraging and receiving feedback from others. Reducing the closed area will automatically increase the arena as shown in Figure 2 above.Although increasing the arena by self-

disclosure and use of feedback would be desirable, and would contribute to personal effectiveness, it may not be enough. A person with a large arena may still not be very effective. The third dimension perceptiveness, also needs to be considered. As a manager you need to focus on all three areas to increase your personal effectiveness by being more open, listening to others and being sensitive to persons and situations. Let us now examine how to address these three dimensions.

Categories of personal effectiveness

Based on how good we are at appropriate self-disclosure, use of feedback and how perceptive we are, we fall into eight categories of personal effectiveness as shown in Table 1 below. .S.NO. 1. 2. 3. 4. 5. 6 7 8 CATEGORY EFFECTIVE INSENSITIVE EGOCENTRIC DOGMATIC. SECRETIVE. TASK-OBESSED. LONELYEMPHATIC. INEFFECTIVE. SELFDISCLOSURES. HIGH HIGH HIGH.. HIGH LOW. LOW LOW. LOW. OPENNESS. HIGH HIGH. LOW. LOW. HIGH. HIGH. LOW. LOW. PERCEPTIVENESS. HIGH LOW. LOW. HIGH. HIGH. LOW. HIGH. LOW.

The different categories based on these parameters, are further described below: Effective Effective people are high on all three aspects: self-disclosure (small closed area), use of feedback (small blind area) and perceptiveness. Such people share without hesitation their opinions, feelings, reactions etc. and are open to feedback, which they use to look at those aspects that need improvement. They are also sensitive to un-communicated messages, by picking up non-verbal cues. Insensitive

People with high self-disclosure and use of feedback (small closed and blind areas), but low on perceptiveness are insensitive to the nonverbal cues that other people may be sending about their behaviour. For example, a TB control programme manager was in the habit of prolonging meetings. He enjoyed talking about his work and accomplishments and gave some time to others to share and give their opinions. Most of the members who attended the meetings were his staff and felt ill at ease about telling him how boring it was to listen to him like this from one meeting to the next. They did send non-verbal cues like shifting in their chairs, talking among themselves, looking at their watches, etc. but the manager was simply insensitive to all this. Egocentric People with high self-disclosure (small closed area), low use of feedback (large blind area) and with low perceptiveness may tend to talk excessively about themselves, their achievements, talents, experiences, and even personal life. They do not listen to what others have to say. They may be so self-centered that they are not likely to pay attention to others and their needs. For example, some supervisors may talk about their own achievements and take credit for themselves for all the work. They may never say a word of appreciation about their staff nor give them an opportunity to express their feelings. Dogmatic People who have high self-disclosure (small closed area) and high perceptiveness but do not use feedback (large blind area) are termed dogmatic. Such people do not listen to others, hold on to their opinions and are often seen as being inflexible. They may be effective in being frank and open, as well as sensitive to non-verbal cues but are generally closed to others communication.

Secretive People with low self-disclosure (large closed area), but high use of feedback (small blind area) and high perceptiveness are likely to be secretive. Staff may wonder what criteria their supervisor uses to judge them. Such people generally do not share feelings with others. Task-obsessed People with a low self-disclosure (large closed area), high use of feedback regarding tasks at hand (small blind area), but with low perceptiveness, can be effective in a limited way. One model of an effective administrator is a person with a small arena and a high task orientation. Such people do not relate to others on a personal or a social level. They are mainly concerned with task performance and may restrict their communication and interaction with others only to the tasks involved. As they are so caught up in their work, their perceptiveness level is low, and they, therefore show little or no caring or sensitivity to their staff. They may be effective administrators, but are not effective as persons. Lonely, empathetic People who are low on both self-disclosure and use of feedback (large closed and blind areas) but sensitive to others feelings (high perceptiveness) may be empathetic (able to understand others feelings even without expressing them in words) as well as lonely. Such people may be shy. Ineffective People low on self-disclosure (large closed area), use of feedback (large blind area) and perceptiveness are ineffective. Such people do not

listen to others, are not able to pick up nonverbal cues and do not share much with others. To increase personal effectiveness, work on being more open, use feedback and be perceptive of others feelings.

Personal efficacy
Personal efficacy is the general sense of adequacy which is likely to contribute to a persons effectiveness in working for a task-related goal. 4 sets of factors contribute to personal efficacy: Motivation Self awareness Proactivity Action orientation

1. Motivation It is obvious that motivation is an important aspect of personal efficacy. An individual with high personal efficacy is a highly motivated individual. Three motives are fairly high in such a person: a) Achievement motive: the need for efficiency or excellence. b) Power motive: the need to influence others c) Extension motive: need to pursue goals that are likely to help a large number of persons. 2. Self awareness A person with high personal efficacy has a higher awareness both of his strengths and his weaknesses. Such awareness helps him to use his strengths effectively and to manage his weaknesses by taking steps to remove them. He is also aware

of his achievements. With such awareness his concern for self development (increasing his strength and dealing with his weaknesses) produces better results for him

3. Proactivity Personal efficacy is related to an individuals ability to take initiative. A person can either wait and react to situations, or he can take the initiative. The latter is called proactive behavior. Proactivity includes at least three aspects: a) Proactive person feels that he can change things, or in general, determine a course a action. Such a person is said to have internal locus of control. A person who believes that events depend on outside forces (fate, boss, etc) is said to have an external locus of control. b) Proactivity is reflected in the attitude towards a problem. A proactive person solves a problem instead of waiting for a solution from outside or avoiding it altogether. This can be called proactive orientation. c) A proactive person looks for available resources and utilizes them. The more resources a person looks around him, the more proactive he is.

4. Action orientation Personal efficacy results in action. In fact, action-orientation is a part of efficacy. Action-orientation may be shown in three ways: a) Activity inhibition: an action-orientation person shows some amount of self discipline. For example, he works hard, denies himself opportunities for immediate gratification of some of his desires, sticks to schedules, spends long hours on the job and so on. b) Planning- oriented: The person plans detailed activity schedules to reach a goal.not satisfied only with formulating a goal, he prepares functional linkages between the goal and his parent state. c) Future-oriented: instead of living in the past or only confining himself to the parent, he is obsessed by the future what he wants to achieve, how he will act and so on.

Harvard Journal Maximizing human potential: Tips to foster Personal Effectiveness

Astract
There are essentially three types of assets all companies draw on in order to succeed, people, capital, and technology. All are valuable, but people are the critical component to success. They drive capital growth and technical expansion, or at least they should. The truth is, a company's workforce needs care and attention to stay effective and consistently perform at a high level. In fact, employee performance hinges on the concept of "personal effectiveness," the sum total of the skills, attributes, and abilities necessary for success in a given work environment. If employers can help employees maximize their personal effectiveness and success, it then follows that companies would stand to gain as well. Increasing an employee's personal effectiveness may sound like an area of self-improvement outside the limits of an

employer's worry but the truth is that people who have it together personally tend to insist on the same from themselves professionally.

Article from financial express

The Emerging Challenges In Corporate Leadership

What do companies like General Electric, Wal-Mart, Intel, Fedex, Cisco and Microsoft have in common? They have been ranked amongst the worlds most admired companies by the Fortune magazine in 2002. They are also led by leaders who have taken bold moves to achieve business success. Business leadership is emerging as a hot topic in India, as we move from a closed economy to one that needs companies to be led by those who can compete in the era of globalization. The big problems are that we may have managers, but not leaders. We need to grow future leaders and help them create a sustainable legacy. And what has been seen is that even great leaders rarely choose good successors. Some of these came out at a seminar on human capital organized by Ernst and Young India. But how would one define a leader? The Ernst and Young (E&Y) India Leadership Survey 2002 covering 26 reputed organizations across various sectors has come up with some interesting revelations. The most valued competencies in leaders were seen to be customer focus, developing self and others and strategic planning and implementation. Others in order were result orientation, change leadership and visioning, personal effectiveness, problem solving and decision making and communication and interpersonal skills. Surprisingly, teamwork came last.

To demonstrate a point, E&Y global chief executive officer (CEO), human capital, David Robinson played a video clip showing the former captain of the Indian cricket team Kapil Dev in action during the World Cup 1983, eventually lifting the coveted trophy. Mr Dev transformed his people into a team, converted his personal ambition into a vision for this team and imbibed a winning culture in this organization to emerge as an effective leader. E&Y Indias partner (human capital) Arvind Mishra shared the case of the RPG group about five years ago, a time when they were diversifying into new sectors like retail and telecom. Needing 54 manager-leaders at various positions, they could come up with only 13 internally. What this underlined was the need to put in place internal leadership development and measurement programs. There are companies in India doing that already, according to Mr Mishra. Ranbaxy has a two-tier formal program for management trainees and managers to identify potential leaders and develop them into one. Infosys has set up a 2000 acre campus for compulsory training for all managers, who are themselves asked to be teachers also. Wipro ensures leaders are made accountable through a system of feedback from all stakeholders. GlaxoSmithKline Indias HR director P Dwarakanath said leadership challenges are even greater when mergers and acquisitions (M&A) take place, a phenomena on the rise in India. The toughest part is deciding which of the merging entities representative would be the leader of the new entity. But having settled that, the leader has to appreciate that mergers are more about managing the soft capital of thoughts, methodologies, people and relationships - all perishable in nature. It has been seen that half of all senior executives of the acquired firm

usually leave within the first year, and a total of 75 per cent in the first three years. This is due to a feeling of uncertainty, fear of failure and anxiety that they would not be dealt with fairly. In half the mergers, corporate productivity has also been seen to fall within the first four to eight months. Mr Dwarakanath has some advice for leaders, although he warns that this may not be a panacea for all problems. The immediate imperatives for the leader is to manage the key people, provide leadership instead of playing politics, engineer some quick wins and engage in real time communication. The last could be crucial, and the communication strategy has to be carefully crafted for designing an effective message, using a suitable media or mechanism to deliver and measuring the results. This can help bring about the all important cultural integration, where a winning attitude is developed and the orga- nisation is projected a a hero. But it can work only as a top-down approach, requiring leaders to be ruthless at times. But at all times, a leader should display courage to take decisions, be competent to implement them and establish his credibility. Not only does justice have to be done, but also seen to be done. Is HR geared up to meet the challenge of developing leaders? Udai Upendra, Vice President, Global HR Ranbaxy Laboratories Ltd. said that there has been a transition of the role of HR from an administrative function to a strategic one on India. He said HR professionals need to develop a greater understanding and grasp of the companys business. This can be achieved by people in the HR department being assigned a different role from time to time, and people from various other departments assuming HR functions.

Mr Dwarakanath said that a lot of initiative has to come from HR professionals themselves. He personally goes to the marketplace himself where his companys products are being sold to get a pulse of the business, which in turn helps him play his role is preparing leaders better. Clearly, according to Mr Robinson, it is time for HR to take itself to the next stage of professionalism.

HBR Blog Network A 90-Minute Plan for Personal Effectiveness

By TONY SCHWARTZ Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything. For nearly a decade now, I've begun my workdays by focusing for 90 minutes, uninterrupted, on the task I decide the night before is the most important one I'll face the following day. After 90 minutes, I take a break. To make this possible, I turn off my email while I'm working, close all windows on my computer, and let the phone go to voicemail if it rings. I typically get more work done during those 90 minutes, and feel more satisfied with my output, than I do for any comparable period of time the rest of the day. It can be tough on some days to fully focus for 90 minutes, but I always have a clear stopping time, which makes it easier. I launched this practice because I long ago discovered that my energy, my will, and my capacity for intense focus diminish as the day wears on. Anything really challenging that I put off tends not to get done, and it's the most difficult work that tends to generate the greatest enduring value. I first made this discovery while writing a book. At the time, I'd written three previous books. For each one, I'd dutifully sit down at my desk at 7 a.m., and I'd often stay there until 7 p.m. Looking back, I probably spent more time avoiding writing than I did actually writing. Instead, I spent an inordinate amount of time and

energy making lists, responding to email, answering the phone, and keeping my desk clean and my files incredibly well organized. There were days I never got to writing at all. It was incredibly frustrating. At the heart of making this work is to build highly precise, deliberate practices, done at specific times, so they eventually become automatic and don't require much expenditure of energy or selfdiscipline, akin to brushing your teeth at night. It's the crux of what I now do at my company, The Energy Project. It was this approach that I applied to the book I was writing, and at other times to whatever I happen to be working on. The effect on my efficiency has been staggering. I wrote my fourth book in less than half the time I had invested in any of the three previous ones. When I'm not working on a book, I choose the next day's work the night before because I don't want to squander energy thinking about what to do during the time I've set aside to actually do the work. I define "important" as whatever it is I believe will add the most enduring the value if I get it done. More often than not, that means a challenge that is "important but not urgent," to use Steven Covey's language. These are precisely the activities we most often put off in favor of those that are more urgent, and easier to accomplish, and provide more immediate gratification. I start at a very specific time, because I discovered early on that when I didn't hold myself to an exact time, it became a license to procrastinate. "Oh wait," I'd tell myself, "I'm just going to answer this email," Before I knew it, I'd have answered a dozen emails, and a half dozen more had arrived, calling out for my attention. Finding an excuse to avoid hard work isn't hard to do. I work for 90 minutes because that's what the research suggests is the optimal human limit for focusing intensely on any given task. This "ultrafine rhythm," the researcher Peretz Lavie and others have found, governs our energy levels (see page 51 for details).

Over the course of 90 minutes, especially when we're maximally focused, we move from a relatively high state of energy down into a physiological trough. Many of us unwittingly train ourselves to ignore signals from our body that we need a rest difficulty concentrating, physical restlessness, irritability. Instead, we find ways to override this need with caffeine, sugar, and our own stress hormones adrenalin, noradrenalin, and cortisol all of which provide short bursts of energy but leave us overaroused. By intentionally aligning with my body's natural rhythms, I've learned to listen to its signals. When I notice them, it usually means I've hit the 90minute mark. At that point, I take a break, even if I feel I'm on a roll, because I've learned that if I don't, I'll pay the price later in the day. I don't get it right every day, but this single practice has been lifechanging for me. Try it for one week. Come back and report here on what you discover. I think you'll be amazed.

BRG ENERGY SYSTEM LTD.

EXECUTIVE SUMMARY
Promoted by Mr. B G Raghupathy (BGR) as a joint venture with GEA Energietechnik GmbH, Germany in 1985 Presently manufacturing 19 high technology engineering systems and has 5 EPC Project divisions serving Power, Oil & Gas, Process, Environmental and Infrastructure sectors. Accreditations ISO:9001 Certification for three manufacturing Units ASME U Stamp for two manufacturing unit ASME S certification for one manufacturing unit Approved by Indian Boiler Regulations (IBR)

Two Joint Ventures and five technical collaborations with multinational companies to cater to the Power, Oil and Gas sectors Seven Technical Tie-up / strategic alliance with World Leaders for Products in Power, Oil & Gas and Infrastructure sector 1000 Employees including 550 Engineers Completed Four Power Projects in EPC & BOP format on turnkey basis and all are in successful commercial operation Global operations contracts executed in 42 Countries (from Japan to America) Executed more than 900 contracts in India and abroad including renowned international EPC companies Presently executing EPC (Engineering, Procurement &

Construction) contracts for two Power Plants in Tamil Nadu (92.2 MW 25 MW for MALCO) for TNEB and

Presently executing BOP (Balance of Plant) Contracts for three 500 MW Thermal Power Stations (two for APGENCO and one for MAHAGENCO)and one 820 MW CCPP for Konaseema Gas Power Ltd. 40% - 50% of Balance of Plant systems manufactured in-house Presently, the only company among private sector competitors to have capability to carry out design and engineering of power projects in-house Secured Category-F License for Power Trading Orders on hand Rs.35,870 Million (as on 25.09.2007)

THE GROUP BUSINESS DIVISIONS

Power Projects Captive Power Oil & Gas Equipment Air Fin Cooler Environmental Engineering Electrical Projects Infrastructure

GROUP COMPANIES
GEA BGR Energy System India Limited Schmitz India Pvt. Limited Progen System and Technologies Limited Cuddalore Power Company Limited

Division Power Projects Captive Power

Product BOP and EPC for large Power Stations EPC (turnkey) projects for Power Plants upto 100 MW Gas Conditioning & Metering Skid Storage Tanks

Oil & Gas Equipment

Pipeline Pig Launching & Receiving System Gas Processing Complex Gas Compressor Package

Air Cooled Heat Exchangers (Process Coolers) Fin Tube Bundles for Air Cooled Condenser Air Fin Cooler Air Cooled Radiators Finned Tubes Division Product Deaerators Environmental Engineering Desalination Plants Water Treatment Plant Pre-treatment and DM Plant Effluent Treatment Plant (Recycling, Zero discharge) Gas Insulated Switchgear Substation Electrical Projects Optical Fibre Power Ground Wire (OPGW) Extra High Voltage (EHV) Substations and Transmission Lines

E-BOP for Hydro and Nuclear Power Projects

Rural Electrification Power Trading Construction of Roads and Technology Buildings & Infrastructure Urban Infrastructure

PRODUCT RANGE

Company

Product On Load Condenser Tube Cleaning

GEA-BGR Energy System (India) Ltd

System Debris Filter

Schmitz India Private Limited

Rubber Cleaning Balls for Condenser Pressure Vessels, Heat Exchanger Columns

Progen Systems & Technologies Ltd Welded Finned Tubes Heat Recovery Steam Generators An IPP implementing 2 x 660 MW coal Cuddalore Power Company Limited based Supercritical Power Project at Cuddalore

GROUP COMPANIES

JOINT VENTURE COMPANY

Company Product

Air Cooled Condensers GEA Cooling Tower Technologies Natural Draft Cooling Towers (NDCT) & (India) Pvt Ltd Induced Draft Cooling Towers (IDCT)

MANAGEMENT TEAM (BOARD OF DIRECTORS)

S/N

Name

Position

1 2 3 4 5 6

Mr Heinrich Bhmer Mr M. Gopalakrishna Mr S.A. Bohra Mr S.R. Tagat Mrs Sasikala Raghupathy S. Rathinam

Independent Director Independent Director Independent Director Independent Director Director Director (Finance) Director (Technologies, HR &

Mr V.R. Mahadevan Infrastructure)

Mr B.G. Raghupathy

Chairman & Managing Director

OBJECTIVE (of studying the questionnaire)

Studying behavior Effectiveness Interactiveness in the organization Managing the quality of contact with people Managing responsibility

Methodology (Questionnaire)
From : HRD Instruments ,By UDAI PAREEKH No. of questions: Total 15 questions Questions- describing how a person behave in certain situations within the organization. Samples: 35 Ratings: write 4. If it is most characteristic of you write 3. If it is fairly true of you. write2. It is true in your case.

Write1. If it is not true of you i.e. you behave occasionally this way. Write0. If it is not at all characteristic of you.

The PE Scale

The PE Scale gives personal effectiveness types in terms of: o Self disclosure o Feedback o Perceptiveness

The 15 statements are divided 5 for each of the three aspects.

SCORING
The ratings are transferred to the score sheet. The total scores on openness, feedback, and perceptiveness are given ,each ranging from 0 to 20.

DIFFICULTIES (Encountered during this study)

Non respondents No value addition Personal questions Dont want to disclose information Hectic schedule

Data (score)

SELF DISCLOSURE 7 7 6 10 8 7 8 10 5 9 9 5 8 12 12 3 8 8 10 14 5 15 3 7 18 15 9

OPENNESS TO FEEDBACK 17 12 10 12 13 18 13 14 11 13 12 7 10 13 17 10 16 16 9 14 14 16 14 12 15 14 7

PERSEPTIVENESS 17 13 9 15 15 14 13 11 11 13 6 4 10 5 13 10 15 10 4 12 9 12 11 13 9 7 12

9 8 10 7 8 6 13 9

10 16 9 14 11 17 11 15

9 12 9 6 8 12 10 16

Self disclosure Self disclosure(x) 3 5 6 7 8 9 10 12 13 14 15 18 Frequency 2 3 2 5 7 5 4 2 1 1 2 1

Self Disclosure
8 7 6 5 4 3 2 1 0 3 5 6 7 8 9 10 12 13 14 15 18 Self Disclosure

Openness to Feedback

Openness to Feedback (y) 7 9 10 11 12 13 14 15 16 17 18

Frequency 2 2 4 3 4 4 6 2 4 3 1

Openness to Feedback
7 6 5 4 3 2 1 0 7 9 10 11 12 13 14 15 16 17 18 Openness to Feedback

Perceptiveness

Perceptiveness (z) 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Freq 2 1 2 1 1 5 4 3 5 5 1 3 1 1

Perceptiveness
6

Perceptiveness

0 4 5 6 7 8 9 10 11 12 13 14 15 16 17

ANALYSIS

Self Disclosure Min Max Mean Standard Deviation

3 18 8.8

Openness to Feedback
7 18 12.91

Perceptiveness
4 17 10.71

3.341

2.863

3.313

The person who is using all these variables will be highly interactive and very effective.

Correlation between self-awareness and openness to feedback

x 7 7 6 10 8 7 8 10 5 9 9 5 8 12 12 3 8 8 10 14 5 15 3 7 18 15 9 9 8 10 7 8 Y 17 12 10 12 13 18 13 14 11 13 12 7 10 13 17 10 16 16 9 14 14 16 14 12 15 14 7 10 16 9 14 11 x2 49 49 36 100 64 49 64 100 25 81 81 25 64 144 144 9 64 64 100 196 25 225 9 49 324 225 81 81 64 100 49 64 y2 289 144 100 144 169 324 169 196 121 169 144 49 100 169 289 100 256 256 81 196 196 256 196 144 225 196 49 100 256 81 196 121 xy 119 84 60 120 104 126 104 140 55 117 108 35 80 156 204 30 128 128 90 196 70 240 42 84 270 210 63 90 128 90 98 88

6 13 9

17 11 15 452

36 169 81 3090

289 121 225 6116

102 143 135 4037

Total
308

x y y2 x2 xy N

308 452 6116 3090 4037 35

N x x N y
2 2

N xy x y
2

r=0.18
Similarly, calculating the correlation between all three variables- self awareness, openness to feedback and perceptiveness- we made a correlation matrix.

Co-relation matrix

Testing significance of correlation

Significance level () = 0.05 Degree of freedom = n-2 = 33

Ho: r=0 H1: r 0

Since the region of rejection is on both sides, therefore well apply two- tail test.

Looking at the table for critical values of r (correlation coefficient) Critical value= 0.334 That means that if the correlation is greater than 0.334 or less than - 0.334, we can conclude that odds are less than 5 out of 100 that this is a chance occurrence.

 Correlation between self awareness and openness to feedback is 0.18 which is less than 0.334 & greater than 0.334. Therefore, alternate hypothesis is rejected. We conclude that it is a chance finding. Correlation between self awareness and perceptiveness is -0.082. Therefore, it is a chance finding. Correlation between openness to feedback and perceptiveness is 0.48. Therefore, null hypothesis is rejected.It is not a chance occurrence.

Interpretation
There is a positive relationship between self- awareness and openness to feedback, but it is weak.

There is a negative relation between self awareness and perceptiveness i.e. when a person is highly aware of himself then his perception level is low. This relation is very weak.

There is a positive and very strong relation between openness to feedback and perceptiveness.

Employees of the company are open to the feedback. They accept feedback effectively.

Employees have low self efficacy. They need to work on self development.

Corrective Measures
Improve Communications Self-Responsibility Manage and control your interaction with others. Trying to identify what will make you more effective. Management & Leadership Development Identify self-defeating feelings that get in the way of Establish goal setting for personal improvement Establish goal setting for professional improvement personal growth and success

References
o Udai Parkeeh, HRD Instruments o BGR Energy o Title: Understanding Human Communication, Ninth Edition Author: Ronald B.Adler, George Rodman Date: 2006 ISBN: 0195178335 Publisher: Oxford University Press o Title: A 90 minute planfor personal effectiveness Source:HBR Blog Network Author: TONY SCHWARTZ Time: 9:52 AM Monday January 24, 2011 Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything. o Title: The emerging challenges in corporate leadership Source:Financial express Time: Saturday, jan 18, 2003 at 0000hrs IST o Title: Maximizing Human Potential: Tips to Foster Personal Effectiveness. Author: Updegraff, Suzanne1

Source: Employment Relations Today (Wiley); Spring2004, Vol. 31 Issue 1, p43-50, 8p Author Affiliations: 1President of Employee Development Systems Inc. ISSN: 07457790 Accession Number: 13092568

df = n -2 Level of Significance (p) for .10 Two-Tailed Test

.05

.02

.01

df
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 .988 .997 .9995 .9999 .900 .950 .980 .805 .878 .934 .729 .811 .882 .669 .754 .833 .622 .707 .789 .582 .666 .750 .549 .632 .716 .521 .602 .685 .497 .576 .658 .476 .553 .634 .458 .532 .612 .441 .514 .592 .426 .497 .574 .412 .482 .558 .400 .468 .542 .389 .456 .528 .378 .444 .516 .990 .959 .917 .874 .834 .798 .765 .735 .708 .684 .661 .641 .623 .606 .590 .575 .561

19 20 21 22 23 24 25 26 27 28 29 30 35 40 45 50 60 70 80 90 100

.369 .433 .503 .360 .423 .492 .352 .413 .482 .344 .404 .472 .337 .396 .462 .330 .388 .453 .323 .381 .445 .317 .374 .437 .311 .367 .430 .306 .361 .423 .301 .355 .416 .296 .349 .409 .275 .325 .381 .257 .304 .358 .243 .288 .338 .231 .273 .322 .211 .250 .295 .195 .232 .274 .183 .217 .256 .173 .205 .242 .164 .195 .230

.549 .537 .526 .515 .505 .496 .487 .479 .471 .463 .456 .449 .418 .393 .372 .354 .325 .303 .283 .267 .254