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  • 1. 1.RATIONALE OF THE STUDY 1|Page
  • 2. The title of my project is “Manager Effectiveness Program”. The project is concernedwith the training of the leads who will in turn become managers in terms of future perspective.Also the recruitment of managers for middle level management whenever the requirement is notsatisfied with the people in the organization ((IJP (Internal Job Posting). Providing the would-be managers with the additional attributes that they would need sothat they become a successful manager is the major aim of this program. This is done byanalyzing their ability and the various attributes that the need to work upon. This will be ofimmense importance as this will help me to analyze and implement all the major functions of HRas it will start from checking the performance appraisal that they have gone through, making aproject plan which will help the facilitator to help them mould the session accordingly andarranging the feedback analysis are the main characteristics that has exited me to do this project. During my stay at the company we had to create a master training calendar and planwhich is having the name of Manager Effectiveness Program, under the name of which all thetraining program in the organization would be conducted which gave me immense knowledgeabout the working of the company. How things are being formalized, how to get theconformations done from the various departments and what are the major steps that are requiredto make a plan implement. The other aspect that can be of great exposure was to take care of the external recruitmentwith a team of experts for the job places that was not able to be fulfilled by internal recruitment. 2|Page
  • 3. 2.OBJECTIVE OF THE STUDY 3|Page
  • 4. a) Title of the project: Manager Effectiveness Program at IBM, Daksh b) Objectives:  To design project plan for Manager Effectiveness Program at IBM, Daksh.  To analyze the effectiveness of the training sessions conducted for enhancing the managerial competencies of the lower level management. c) Scope of the studyThe scope of the study lies in lower level management (in this case referred as First LineManagers and Up line or People’s Manager) who will be in charge of managing the executiveswho can be considered as the revenue generators for IBM Daksh which covered . 4|Page
  • 5. 3.PROFILE OF THECOMPANY 5|Page
  • 6. About IBM Daksh IBM Daksh is a merger of IBM Corporation and Daksh e-Services. Formed inApril 2004, IBM acquired Daksh to serve their global clients to manage businessprocesses across the world. The company now has 25 service contact centers in India andthe Philippines. IBM Daksh is a part of IBM’s BPO / BTO delivery network.The company employs more than 30,000 people and has won several major awards foremployee satisfaction such as “Frost & Sullivan Contact Center Outsourcing Vendor ofthe Year 2008” and the “Most Respected BPO Company in India” by Businessworld.International Business Machines (IBM)IBM is a multinational computer, technology and IT consulting corporation headquartered inArmonk North Castle, New York, United States. IBM is the worlds fourth largest technologycompany and the second most valuable by global brand (after Coca-Cola). IBM is one of the fewinformation technology companies with a continuous history dating back to the 19th century.IBM manufactures and sells computer hardware and software (with a focus on the latter), andoffers infrastructure services, hosting services, and consulting services in areas ranging frommainframe computers to nanotechnology. At the end of May 2010, IBM bought the SterlingCommerce Unit from AT&T for about $1.4 billion. This is the second largest acquisition by IBMIBM has been well known through most of its recent history as the worlds largest computercompany and systems integrator. With almost 400,000 employees worldwide, IBM is secondlargest (by market capitalization and the second most profitable information technology andservices employer in the world according to the Forbes 2000 list with sales of greater than 100billion US dollars. IBM holds more patents than any other U.S. based technology company andhas eight research laboratories worldwide. The company has scientists, engineers, consultants,and sales professionals in over 200 countries. IBM employees have earned five Nobel Prizes,four Turing Awards, nine National Medals of Technology, and five National Medals of ScienceAs a chip maker, IBM has been among the Worldwide Top 20 Semiconductor Sales Leaders inpast years. 6|Page
  • 7. IBM India is the Indian subsidiary of IBM. It has facilities in Bangalore, Delhi, Chennai, Pune,Gurgaon, Noida and Hyderabad.IBM, in an analyst meeting held at Bangalore on June 6, 2006 stated that IBMs India plans arefor the long term & committed to invest $6 billion in the next three years in India, triple theamount invested in the three years preceding the meeting.IBM worldwide expects its revenues to be around $120 billion by 2010, of Year Employeeswhich nearly $86 billion (68%) would come from IBM Global Services alone, 2002 4with an estimate of about 200,000 employees. IBM India would account for 2003 9,00090,000 of these. Roughly translated, IBMs Indian employees would generate 2004 23,010$35 billion of IBMs revenues in 2010. 2005 38,500IBM Global Services (now split to Business Services & Technical Services) 2006 53,000was called the "jewel in the IBM crown" by the Aberdeen group in 2003. For 2007 74,000worldwide IBM, this is the group that contributes to more than half its global 2008 94,000revenues ($54 billion in 2005) presently and growing at a healthy rate (8% in2005). With half of global service employees to be located in India, IBM Indias importance forthe global corporation can be easily fathomed.IBMs re-organization in 2005, Ginni Rometty took over the leadership at the EnterpriseBusiness Services unit of IBM worldwide and heralded changes that would have long runningimplications and would lead to the explosive growth of IBM in India.In an investor meet in 2006, she identified five areas that would transform IBM and bringprofitable growth. In order of importance, they are Business Transformation Outsourcing,Application Management Services, Business Solutions, Small & Medium Business &Innovation. In each one of these areas, IBM India figures prominently and employee numbershave grown multi-fold in the last two years.IBM in India is not just a global delivery organization intending to tap into the vastly skilled &low cost manpower availability; it is also a big player in the domestic IT market. IBM Indias 7|Page
  • 8. domestic revenues grew at 60% in 2005-06 making it one of the highest growth areas in theentire IBM portfolio of geographies & businesses. IBM India is also the biggest domestic ITplayer in the country, replacing HCL Technologies. Its worthwhile to mention that Bharti Airtel,Indias largest private telecom company chose IBM as its strategic partner for outsourcing itsentire network & IT backbone – a deal worth about $750 million initially, and currently worthover $2 billion.HistoryLogos The striped logo was first used in 1967, and fully replaced the solid The logo that was used The logo that was used logo by 1972. TheThe logo that was used from 1947 to 1956. The from 1956 to 1972. horizontal stripesfrom 1924 to 1946. The familiar "globe" was IBM said that the suggesting "speed andlogo is in a form replaced with the simple letters took on a more dynamism."intended to suggest a letters "IBM" in a solid, grounded andglobe, girdled by the typeface called "Beton balanced This logo (in two versions, 8-bar and 13-bar), as well asword Bold."[55] appearance.[56] the previous one, were"International".[54] designed by graphic designer Paul Rand.IBMs current "8-bar" logo was designed in 1972 by graphic designer Paul Rand.Logos designed in the 1970s tended to be sensitive to the technical limitations of photocopiers,which were then being widely deployed. A logo with large solid areas tended to be poorly copiedby copiers in the 1970s, so companies preferred logos that avoided large solid areas. The 1972 8|Page
  • 9. IBM logos are an example of this tendency. With the advent of digital copiers in the mid-1980sthis technical restriction had largely disappeared; at roughly the same time, the 13-bar logo wasabandoned for almost the opposite reason – it was difficult to render accurately on the low-resolution digital printers (240 dots per inch) of the time.The company which became IBM was founded in 1896 as the Tabulating Machine Company byHerman Hollerith, in Broome County, New York (Endicott, New York or Binghamton, NewYork), where it still maintains very limited operations. It was incorporated as ComputingTabulating Recording Corporation on June 16, 1911, and was listed on the New York StockExchange in 1916 by George Winthrop Fairchild. CTRs Canadian and later South Americansubsidiary was named International Business Machines in 1917, and the whole company tookthis name in 1924 when Thomas J. Watson took control of it. IBMs first U.S. trademark was forthe name "THINK" filed as a U.S. trademark on June 6, 1935. "THINK" was the IBMphilosophy Watson summarized with a motto consisting of one word. The name was attributed toa monthly magazine called Think, that was distributed to the employees of IBM in the 1930s. AU.S. trademark for "IBM" was not filed until approximately 14 years later, on May 24, 1949. 9|Page
  • 10. MANAGER EFFETCIVENESS PROGRAM @ IBM,DakshOut of the major issues that HR is able to tackle, the ever standing requirement of Training andDevelopment is a major function. Training in lay man terms refers to the impartment of skillswhich will be able to enhance fresher and make him corporate ready and is specific for a certainjob only which is not for a long time. This usually happens when an employee is new to thesystem (generally low level). Whereas Development refers to the additional attributes that weimpart in the employees who are mainly been into the system for a long time and after a certainphase of time they need to enhance their skills and would be ready for the next level. Ex. A newemployee would be trained for a specific tool which he needs to currently use whereas theadditional inputs that would be required for a Manager to become a General Manager wouldcome under development which he will utilize in the long run.IBM Daksh is known for its world standard training and numerous training programs that itconducts for employees which can belong to the lowest level of Customer Care Executive to thehighest level which can be of General Manager, also for Vice Presidents and Presidents. Alltraining and development activities are taken care by a team which is called as Learning andDevelopment over there.Nearly at the time of my entry at IBM, Daksh, a new program was launched at IBM which wouldbe considered as an umbrella who would be able to accommodate all the training anddevelopment that takes place at IBM. This program was called as MANAGERIALEFFECTIVENESS PROGRAM (MEP).Whenever there is a promotion from one level to another there arises a need of development ofthat employee to make him suitable for that job. Ex. A Manager would be having better skills ascompared to a Deputy Manager. So whenever a promotion takes place we need to make sure thatthe employee is capable enough for the same. To make sure about the capabilities we can followthe proactive approach which deals in training the employees even before they acquire anyposition so that they can be capable enough to face the challenges that he/she needs to face at acertain level. 10 | P a g e
  • 11. Similar is the approach of this program which deals in all the training and development for allthe levels of managers. We identify the best talent at the lower level who in the near future willbecome as managers and so on so we train the person beforehand so as to make him capable forthe future. This approach is having numerous benefits. 1) Proactive in approach and conduct the development activity before the need arises. 2) Time saving as work load is not much at the same time when the participant will be able to continue with his work as well as go ahead with his training.This program is to be implemented in two phases: first is for the lower level managers which arecalled as First Line Managers (who are the first time managers) who are the one who will bebecoming managers at the level where the managerial functions will be most required. The nextlevel for the implementation of MEP is for the managers who will be taking care of the first linemanagers who are called as People’s Manager (who are having experience of being managersfor some time). First Line Managers reports to the People’s Manager and so the level of trainingwill be different for him/her.MEP is broadly divided in 3 phases and will be spread over a span of 18 months. 1) VALIDATING COMPETENCIES AND PROFICIENCY LEVELS This phase analysis and identifies what are the various attributes that in general are expected out of a manager at a certain level which is associated to both the types of managers. This phase will help the trainers to make the plan for training as per the requirements. 2) DEVELOPMENT CENTER It is not a place but it is the training session that is being conducted to analyze the various attributes which the candidates lag and they need to pay more attention on. Over here the trainer provides certain tests which can be 11 | P a g e
  • 12. a) Situational Tests/ Scenario Test: This would describe how the candidates react when under a certain situation or scenarios. By the help of this we will be able to discriminate the employees on the basis of the way they will react to situation whose output would be available for reference. b) Psychometric Tests: To find out what all are the strengths and weakness of the employees so that they can come to know about the same and pay more emphasis upon the areas of improvement. This is mainly one-on-one session for the analyzer who would be generally not belonging to the company. c) Behavior Based Structured Interview (BBSI): It is a structured type interview which will be having a specific questions which will be deciding the behavior traits of the interviewee and would help the interviewer to figure out how suitable he is making to a certain position in the organization. 3) FEEDBACK This is a phase which is the longest of the three as in this phase we ask the participants to work upon the areas of improvement which are being judged when they go through the Development Center. The tests that they go through the analyze them on various aspects such as Team Management, Team building, Leading Skills and many more such skills which they need to possess for that position. The will be checked upon on timely basis whether they have improved the weekend aspects with the various exercises that will be taught to them in the Development Center session and how they are performing after that. Also their feedback will be shared with their superiors for better confirmation.My assistance in the current project was in the following functions: 1) To construct a Project Plan for the all the phases of MEP from the initial to the final phase of the same which would include the rough sketch of the what the program would look like when it comes into the real world state. 12 | P a g e
  • 13. 2) To assist in finalizing the dates in form of the calendar for all the sessions that would be conducted from July 2010 to December 2010.3) To drop in the mailers for initial teaser, major information about the program, invitation from the superior managers and also following up on them for the confirmation.4) To assist the logistics department for all the possible help that can be provided for the sessions that would be conducted in Gurgaon in the month of July and August.5) To collect the feedback from the candidates who will be a part of the session and analyzing the same for further enrichment of the sessions for future batches.6) To have an exposure for the recruitment for the Learning and Development Team. 13 | P a g e
  • 14. 4.REVIEW OF THELITERATURE 14 | P a g e
  • 15. The topic of Manager Effectiveness Program is not of recent occurrence. It has been in thesystem for a long time though it may carry some different name. A lot of study is being doneover the topic. Some of the studies are being mentioned below.There has been a lot of study being done on this topic. One of such studies done by Reddin,Willaim J which is published by McGraw-Hill Book Company states that a conceptualframework (3-D theory of managerial effectiveness) which relates the effectiveness ofmanagerial style to specific situations. This states that the managers need to react to differentsituations in a different manner all together. If a manager is not effective enough he will fail todo so and would not be doing any good for the company. So the effectiveness of managers wouldnot just come from one direction but it should be an overall development of the managers fromall the aspect for a better performance standards.Another such study Competencies and Managerial Effectiveness: Putting Competencies towork done by Les Pickett talks about the competencies. We all have competencies. These arethe sum of our experiences and the knowledge, skills, values and attitudes we have acquiredduring our lifetime. The current and future success of an enterprise is a reflection of theeffectiveness of the senior management team, their vision and leadership, and the combinedknowledge and skills of the organizations workforce. This means that the identification ofcritical management and specialist competencies that will enable enterprises (and countries) tomeet the demands of the future has assumed an even more important place as a key responsibilityof senior business executives, human resource practitioners, educationalists, publicadministrators and government leaders. 15 | P a g e
  • 16. Similar to this we have a study which is being done under the title Twenty Years of researchon Role Motivation theory of Managerial Effectiveness by John B. Miner of Georgia StateUniversity research related to the various hypotheses of managerial role-motivation theory isreviewed. In general this research supports the theory, although there are numerous areas thatrequire further investigation. Managerial Effectiveness would be helping the managers toenhance functionality of managers when a manager would be able to generate motivation amongemployees. This will help the employees to make the most out of their job. 16 | P a g e
  • 17. 5. ResearchMethodology 17 | P a g e
  • 18. Research Methodology is a way to systematically solve the research problem. It is necessary forthe researcher to know not only the research methods/techniques but also the methodology. Review of Literature Research Concepts and TheoriesDefine Design Research FormulateResearch (Including Review previous HypothesisProblem sample design) research findings FF Analyze data (Test Interpret hypothesis if Collect Data and report any) FF: Feedback RESEARCH PROCESS IN FLOW CHARTSo we can say that there are following steps which are involved in the research methodologywhich are being explained below with each steps in relation to the project as well. 18 | P a g e
  • 19. STEPS IN RESEARCH METHODOLOGY 1) Collection of data 2) Organization of data 3) Presentation of data 4) Analysis of data 5) Interpretation of data1) COLLECTION OF DATABoth the primary and secondary data has been collected from the market and company. Thecompany provided the secondary data and primary data is collected through the medium offace-to-face interaction and interview from various persons who go ahead with the training inform of questionnaire.2) ORGANIZATION OF DATAData once collected the further processing is done, the data collected by me are carefullydone so as to get the clear view of the data that was collected during the collection phase andcan be properly used to draw some conclusions and should not be having any ambiguity.3) PRESENTATION OF DATACollected data can find its only use when it can be projected in some manner which can beeasily understood by a third person as well and allows displaying the most vital parts of thedata collected. Thus after the proper organization of the data we need to display our data insuch a format so as to show case whole details.4) ANALYSIS OF DATAWith proper presentation of data we can expect that we can draw a correct result for thepurpose we had conducted the survey. The result should display all the pros. and cons. of theproject so as to confirm about the feasibility of the purpose for which the data is beingcollected. 19 | P a g e
  • 20. 5) INTERPRETATION OF DATA After carefully analyzed the data, it has been aptly interpreted in order to give concrete conclusion and proper recommendation.This can be representated in the form of a diagram a follows:Data Collected from Assembling the data Preparing thesources like company in form of tables so charts for the datadata base and from as to make it and for the comfortable foremployees on whom analysis. analysis of the datathe session is beingconducted. Interpret the data and Analysis being done figure out what are the as per feedback of amendments that are to the employees be made for future session CHART FOR THE DATA FOR RESEARCH METHODLOGY FOR THIS PROJECT 20 | P a g e
  • 21. The following are the data which have been collected from both the sources.Primary Data:Questionnaire were filled by the participants who took the training provided by IBM Daksh afterthe completion of the session.Secondary DataThey are the data which I used in contacting the candidates for the training program from the listof candidates who had listed themselves for the program.METHODS OF DATA COLLECTIONThe method of data collection is as essential as the source of data collection. The methods of datacollection establish a pattern, the application in which we can provide a well fledged data. Amethod which is appropriate method for collection of data can bring out data which will beaccurate, reliable and cheap which will require the minimum effort and produce the best outputfor the benefit of the company.In carrying out of the project, use of the following methods was done for data collection:PERSONAL QUESTIONNAIREAfter the session got conducted we at IBM need to know how good our efforts were and what arethe area of improvement. For the same we have designed a questionnaire and that was to be filledat the end of each session. By the help of these feedback forms we will be able to analyze thescope where we can enhance our training and what all can be included in the session for thebetterment of the participants.SAMPLE SIZE: 32(16 people in each session) 21 | P a g e
  • 22. 6.DATA ANALYSIS &INTERPRETATION 22 | P a g e
  • 23. DATA ANALYSISAs we know that Data Analysis is a very important aspect for studying a scenario as it will helpus to properly display the major pros. and cons. of the object that we are working upon. Overhere I would like to display you the results of the feedback form of the session that wasconducted to know the areas where we need to pay emphasis upon.Here are mentioned the questions which were asked to the participants and various feedback thatwe got about the session and where we need to enhance our scope. The questions that are notbeing displayed in the analysis means that they were subjective one.The questionnaire is divided into 4 sections and is comprising of overall 15 questions. The firstsection is about the facilitator who will be going to conduct the session for three days. They canbe internal as well as external facilitators who not just impart their skills but would also sharetheir experiences with the candidates. Second part of the questionnaire is about the ContentDesign which includes how the session and its course outline can be of benefit to the candidatesand whether the motives of the session were met or not. Program Effectiveness was the thirdpart of the feedback questionnaire which indulged in getting the feeling of candidate before andafter the session. Lastly the part came about the Program Administration.DATA INTERPRETATIONIf we were are not able to interpret the data in a proper manner so as to extract the bestconclusion from our data collection then we can say that the data is of no use. So ultimately weneed to interpret the data in the best manner and find out the pros. and cons. of the activity thatwe are performing or are we able to accomplish the tasks as per the requirement.For the purpose of data analysis we had opted for the medium of Graphs which can display vitaldata with a much better manner of diagrammatic view. Also by the means of such methods wecan interpret the conclusions of our analysis in a much easier manner. I would like in now show 23 | P a g e
  • 24. the interpreted data as per the questions in the sections and would also show the subjectivefeedbacks that were provided by the participants.Section 1: Related to the Facilitataor(Trainer)Section 2: Related to the Content DesignSection 3: Related to the Program EffectivenessSection 4: Related to the Program AdministrationFacilitatorQues 1 The Facilitator was able to facilitate and guide my learning by providing relevant inputs. 20 18 16 14 5 12 10 4 8 3 6 2 4 2 0 INTREPRETATIONThe majority people felt that the facilitator was able to facilitate in a good manner. The participants feltthat the facilitator was able to provide with proper inputs and was able to elaborate their skills also. Outof overall 32 participants’ majority of 19 people which make nearly 60 percent of the total employeeswho participated were satisfied with the same. 24 | P a g e
  • 25. Ques 2 The Facilitator was able to draw active participation in the class. 25 20 5 15 4 10 3 2 5 0 INTREPRETATIONThere should be always being interaction and participation of all the present in a group to makepeople stay alert and understand things in a better manner. Out of a batch of 32 employeesnearly 65 % employees felt that the facilitator was able to make the class stay in the a mood ofstudy and not making them bored.Ques 3. The Facilitator listened to and responded to my concerns and queries. 25 20 5 15 4 3 10 2 5 0 25 | P a g e
  • 26. INTREPRETATIONThe facilitator was able to solve the queries and was able to give response of the same so whichwill satisfy the person who had asked question. Again nearly 65% percent people were satisfiedwith the facilitator who was able to solve their queries.Ques 4. The Facilitator was well prepared and organized. 25 20 5 15 4 3 10 2 5 0 INTREPRETATIONA well prepared facilitator would impart skills which will make the employees perform in amuch better manner whereas a facilitator who is not at all prepared would make the session notso good and results in the failure of the session. 78% percent people believed that the facilitatorwas prepared for the session with ample mount case studies and activities which will be of agood use for the participants and will help them understand the various concepts in a bettermanner. 26 | P a g e
  • 27. Ques 5.The Facilitator demonstrated knowledge of the topic. 18 16 14 12 5 10 4 8 3 6 2 4 2 0 INTREPRETATIONThe facilitator was having knowledge about the subject and would be of such a type that wouldcapable enough to enhance the knowledge of the subject as well. Around 56% participants feltthat the facilitator was demonstrated knowledge of the topic and new the topic well and was alsoable to impart the same in the participants as well 27 | P a g e
  • 28. Content DesignQues 6 The program met its stated objectives. 20 18 16 14 5 12 4 10 3 8 2 6 4 2 0 INTREPRETATIONThe program MEP was set up with certain objectives and if they itself have not being met thenthe session would be a disaster. To verify that we can say that 64% people who attended thesession felt that the session was able to give justice to the objectives on which this session isbeing set upon. Thus concluding that the session was a good session as people were satisfiedwith the outcome of the session in terms of the objectives. 28 | P a g e
  • 29. Ques 7 The objectives set for the program were relevant to me and my role. 18 16 14 12 5 10 4 8 3 6 2 4 2 0 INTREPRETATIONThe objectives were set as per the participant and the role that they are expected to perform. Forthe same nearly 53 percent people were having a feeling that the objectives were as per them andthe role that they will be performing in the company. 29 | P a g e
  • 30. Ques 8 The program had adequate activities (like case studies, exercises, discussions etc.) toenable learning. 25 20 5 15 4 3 10 2 5 0 INTREPRETATIONCase studies and various other activities which will be able to make the course related to the realworld scenarios. 21 out of a batch of 32 felt that this mode of teaching would help the courseseekers to make the most out this course. 30 | P a g e
  • 31. Ques 9 The structure and flow of the program were logical. 18 16 14 12 5 10 4 8 3 6 2 4 2 0 INTREPRETATIONThe course was structured in a good manner that the employees were able to make the logicaloutcome of the same. They were satisfied of being taught in a manner which looked reallysystematic and structured. Nearly 68% participants felt that the session was having a structuredformat. 31 | P a g e
  • 32. Ques 10 The program motivates me to implement the learning at my work place or life. 16 14 12 5 10 4 8 3 6 2 4 2 0 INTREPRETATIONMotivation is an integral part of an HR which he/she should be able to impart in the employees.Nearly 50% of the employees felt that they were motivated as compared what they were before. 32 | P a g e
  • 33. Program EffectivenessQues 11 To what extent did you understand the content taught in the learning program BEFOREcompleting it? 16 14 12 5 10 4 8 3 6 2 4 2 0 INTREPRETATIONOn the scale of 5, 13 people felt that the session was 33 | P a g e
  • 34. Ques 12 To what extent did you understand the content taught in the learning program AFTERcompleting it? 16 14 12 5 10 4 8 3 6 2 4 2 0Ques 13 Will you recommend this program to others? 18 16 14 12 5 10 4 8 3 6 2 4 2 0 34 | P a g e
  • 35. Ques 14 Was the venue / delivery media used conducive to learning? 12 10 8 5 4 6 3 4 2 2 0Ques 15 Was the program schedule adhered to (start and end time, breaks etc.)? 12 10 8 5 4 6 3 4 2 2 0 35 | P a g e
  • 36. NEGATIVES OF THE SESSION:With feedback we can collect the data not just to praise ourselves but to know the areas ofimprovement and then only we can say that the session can be of a better standards. Followingare the areas that IBM needs to focus upon for a better performance.  Since the candidates belonged to different domains so they wanted to have some extra knowledge about the domain specific as well.  Print outs of the PPTs that were used in the session would given to the candidates for future reference.  This will also be given for e-learning as well. 36 | P a g e
  • 37. 7.FINDINGS 37 | P a g e
  • 38. From the whole study it was observed that the following are the various aspect that comein the picture. By my study in the company found our various aspects about the programthey provide. Following are the main findings from my project:  The trainers or the facilitator that are being asked to train the employees are capable enough to examine the employees well and not just this they are able to make the employees stay with the session and not make them understand the various aspects.  The material that has been provided can be of better standard and can be sent in the form of PPTs as well for further learning even though the standards are of utmost quality.  The employees are performing in the initial phases after the program in a good manner and are focusing upon the goal or areas of their improvement. 38 | P a g e
  • 39. 8.Limitations 39 | P a g e
  • 40.  Sample size is very small. Respondents may not have given correct feedback. Program did not cover the higher level management as well as Executive Level. 40 | P a g e
  • 41. 9. EXPECTEDCONTRIBUTION FROM THE STUDY 41 | P a g e
  • 42. After all the analysis I would like to make the following recommendations.  We can come to know that the session needs to get more financial help from the finance department as the number of sessions that are being conducted are less for satisfying the company requirements.  The company should be analyzing the feedback as and when the training is conducted. This will help them to upgrade the session as a feedback form was able to confirm the E- learning of the session.  The company should be making changes in the training material as per the requirements of the batch on the basis of performance of the people. 42 | P a g e
  • 43. 43 | P a g e
  • 44. Appendix 44 | P a g e
  • 45. Dear Respondent,We are doing this survey to gain an understanding about how you have felt being at this seminarand how can we make it better for the future batches. I request for 10-15 min of your valuabletime for your views about the seminar.We assure you that the individual data provided by you will be kept strictly confidential and inno case, be shared with anyone.Thank you very much for your vital support and sparing time for the same.IBM Program Name : Facilitator: Date : Venue: Please rate the following statements on the 5 Least Most point scale: 1 being the LEAST and 5 the MOST 1 2 3 4 5 Facilitator1 The Facilitator was able to facilitate and guide my learning by providing relevant inputs.2 The Facilitator was able to draw active participation in the class.3 The Facilitator listened to and responded to my concerns and queries.4 The Facilitator was well prepared and organized. 45 | P a g e
  • 46. 5 The Facilitator demonstrated knowledge of the topic. Overall Facilitator Effectiveness: Content Design 6 The program met its stated objectives. 7 The objectives set for the program were relevant to me and my role. 8 The program had adequate activities (like case studies, exercises, discussions etc.) to enable learning. 9 The structure and flow of the program were logical. 10 The program motivates me to implement the learning at my work place or life. Overall Content Effectiveness: Program Effectiveness 11 To what extent did you understand the content taught in the learning program BEFORE completing it? 46 | P a g e
  • 47. 12 To what extent did you understand the content taught in the learning program AFTER completing it?13 Will you recommend this program to others? Program Administration14 Was the venue / delivery media used conducive to learning?15 Was the program schedule adhered to (start and end time, breaks etc.)? Additional Comments: 47 | P a g e
  • 48. BibliographyBOOKS: 1. Rao Subba, Essential of Human Resource Management and International Relation Edition 2006, Himalaya Publishing House, Mumbai. 2. C.K Kothari “Research Methodology”MAGAZINE AND NEWSPAPER: 1. Human Resource Management Review, the ICFAI University Press. 2. Business World.WEBSITELinks for the Literature Review:http://scholar.google.co.in/scholar?q=managerial+effectiveness+program&hl=en&as_sdt=0&as_vis=1&oi=scholarthttp://eric.ed.gov/ERICWebPortal/search/detailmini.jsp?_nfpb=true&_&ERICExtSearch_SearchValue_0=ED051449&ERICExtSearch_SearchType_0=no&accno=ED051449http://www.questia.com/googleScholar.qst;jsessionid=MP5Yp3TFhGfhCL933kJjVchVmTXQWflt04sC9BLpDvfvf1sMZQwj!-1130349071!1313601269?docId=5001338471http://www.jstor.org/pss/256442 48 | P a g e