Piramal Pharmaceuticals 1. Principal of Management 2. Managerial Communication 3. Organisational Behavior 4. Accounting for Managers 5. Research Methodology 6. Economics for Managers

1. About Piramal
• Piramal Group is a diversified conglomerate with
operations in over 30 countries and a strong presence in
more than 100 markets around the world.
• Since the late 1980s, Piramal Group has evolved from a
textile-centric business to a diversified organization, which
operates across sectors such as health care, life sciences,
health care information management, financial services,
specialty glass packaging and real estate.
• Piramal is a home to a team of over 7,500 people from
around the world and at all times have over 21
nationalities working with them.
Piramal Group
 Piramal Enterprise Ltd.
 Piramal Glass
 Piramal Realty

2.  Piramal Foundation
Journey of Piramal
Principlesof management
Mission and Vision
• At Piramal Group, their core values of Knowledge, Action
and Care have been an integral part of their guiding
philosophy. These values represent their deeply held
beliefs and define them at the individual as well as
organizational levels.

3. • Shaped by their past and collective experience, they
determine how they should engage with others, what they
are identify with and what they love and value.
• They encourage a deep understandingof these core values
and believe in institutionalizing them across their entire
organization so as to build a distinctive Piramal culture.
• The Piramal community has adopted the ancient, universal
symbol of the Gyan Mudra as its brand icon. The Gyan
Mudra is an aesthetic hand posture practiced in yoga,
meditation and dance for more than 3,000 years. Each
finger represents one of the five elements (Air, Water,
Earth, Fire, and Sky). Harmonizing with each other, they
aspire to form a circle of perfection, peace and happiness,
so important in Zen and in ancient Indian science.

4. • In their logo the three vertical fingers of the Gyan Mudra
represent their core values of Knowledge, Action & Care.
• Also, in their Gyan Mudra the idea of the wrist is clear but
the hand is not in a perfect circle, the small 'a' in the
Piramal typeface is unfinished signifying that while we
aspire to be perfect, we recognize that there will be a
distance to travel towards perfection.
Values
• The values that guide their uniqueculture are embodied in
their purpose: Doing Well and Doing Good. They believe
that individual success and organizational growth cannot

5. be exclusive of responsible and ethical business practices.
Their purpose provides clear guidance to their people and
ensures that they identify the right partners to create
mutual, enduring value.
Corporate Strategy
• “The next generation of leaders should be those who can
communicate and articulate well, who can work
collaboratively in a global environment and work

6. seamlessly with virtual teams”, Nandini Piramal, Executive
Director
• "Innovation, science, tech are fluffy words that don't
mean much to people. Connectionsbetween people, cities
and countries will make us flourish", Dr. Swati Piramal,
Vice Chairperson
• "India’s changing demography makes Piramal Enterprises'
OTC business even more exciting": Nandini Piramal
CSR
• The Company has chosen the following areas for its CSR
projects.
1. Promoting preventive healthcare
2. Promoting education, including special education and
employment enhancing vocation skills especially among
children, women, elderly and the differently-abled and
livelihood enhancement projects
3. Promoting gender equality and empowering women
4. Ensuring environmental sustainability, ecological balance,
protection of flora and fauna, animal welfare, agro forestry,
conservation of natural resources and maintaining quality of
soil, air and water

7. 5. Contribution to PM National Relief Fund or any fund set up
by Central Government for socioeconomic development and
relief and welfare of Scheduled Castes, Scheduled Tribes and
other backward classes, minorities and women
6. Contributions or funds provided to technology incubators
located within academic institutions which are approved by the
Central Government
7. Rural development projects
• The Company has already established the following
entities through which it pursues its CSR activities:
• Piramal Udgam Data Management Solutions
• Piramal Udgam is engaged in the business of rural BPO
that provides top-quality BPO services to global clients at
competitive prices thus empowering rural India with
employment opportunities (particularly for women).
• Piramal Foundation for Education Leadership
• PFEL works towards building capacity of public school
head-masters to constructively solve the challenges and
devising strategies to deliver quality education to the
students. It invests in resources in developing leadership
capabilities of the school head-masters to facilitate school
reforms.

8. • Health Management Research Institute
• HMRI works towards making healthcare accessible,
affordable and available to all segments of the population,
especially those most vulnerable. In order to achieve this
goal, HMRI leverages cutting edge information and
communication technologies to cut costs without
compromising quality as well as public-private
partnerships to scale its solutions throughout India and
beyond.
• Piramal Sarvajal
• Piramal Swasthya
• Mobile Health Services

9. • Mobile Health Services (MHS) tackles barriers rural people
face accessing primary healthcare. Piramal
Swasthya deploys mobile medical units – vans equipped
with technology, medicaldevices, and medicine and health
workers – to villages where public health system is not
accessible. MHS primarily focuses on chronic diseases,
maternal and child health and minor ailments by
providing:
• Screening and referrals
• Patient education
• Medication
• Monitoring and follow up
• Electronic health records
Mobile Health Services aims to extend the health care
services, where possible, to identify, screen, diagnose,
treat, monitor, follow up and refer high risk cases for
chronic diseases and those requiring maternal and child
health services. This also helps to redirect patient flow and
quality at public health facilities. Mobile Health Services
creates and fortifies linkages among the public health
system.
• Telemedicine Services

10. • Piramal Swasthya’s Telemedicine Services Services bring
much needed specialist healthcare to remote areas where
there are few, if any, healthcare workers. We focus on
both the beneficiary and the doctor delivering the most
accessible and affordable care by providing high quality
specialists with the medical data they need in settings that
make both beneficiary and doctor comfortable. We utilize
medically-validated equipment and digitally interface with
software for easy and accurate dataflow.
• Piramal Swasthya’s telemedicine solution has the ability to
serve all basic primary and secondary healthcare needs of
the population.
• Piramal Swasthya has partnered with State Governments
& philanthropic organizations to run several telemedicine
initiatives and have reached 15254 beneficiaries
through 44 telehealth centers across India.
• 104 Health information helpline
• Health Information Helpline (HIHL) is a health contact
centre that aims to reduce the minor ailment load on the
public health system. At the cost of a phone call, any
citizen can render medical information and advice, avail
counseling services, request directory information, or
lodge a service complaintagainst any public health facility.

11. • Qualified and trained paramedics, counselors, and doctors
utilize Piramal Swasthya’s cutting-edge software to triage
callers. Medically validated algorithms and disease
summaries provide paramedics and doctors with the
support to drive this high level of standardized care
forward.
SWOT ANALYSIS

12. Porter's five force model
• Threat of Potential Entrants
• In the organized sector, new ventures like Cochlear Ltd
(Australia), Reliance Health (ADAG), the Hindujas, Sahara
Group, Emami and the Panacea Group are joining existing
players like Apollo, Fortis, Columbia-Asia, and Piramal
Healthcare.
• In urban area, unorganized pharmacy retail is facing
competition from chains like Frank-Ross.
• Bargaining power of buyers
The unique feature of pharmacy industry is that the end
user of the product is different from the influencer (read
Doctor). The consumer has no choice but to buy what
doctor says. However, when we look at the buyer's power,
we look at the influence they have on the prices of the
product. In pharmacy industry, the buyers are scattered
and they as such does not wield much power in the pricing
of the products.
• Threat of Substitutes
• There no potential threat of substitute product/services
for this sector
• Bargaining power of suppliers

13. • Bargaining power of this facilitator does not affect every
player in same manner. The pharmacy industry depends
upon several organic chemicals. The chemical industry is
again very competitive and fragmented. The chemicals
used in the pharmacy industry are largely a commodity.
• The suppliers have very low bargaining power and the
companies in the pharmacy industry can switch from their
suppliers without incurring a very high cost.
Control Issues
• There is an audit department which evaluates the
performance of employees.
• Evaluation is done based on –
Safety criteria
Organizational behavior
Working performance
Goal achievements
Managerial Communication
Managerialcommunicationis a function which helps managers
to communicate with each other as well as with employees
within the organization.

14. Communicationhelpsin the transfer of informationfrom one
party also called the sender to the other party called the
receiver.
ManagerialCommunicationhelpsin the smooth flow of
informationamong managers working towards a common goal.
Communication in Piramal
• Internal communication
• Barriers in communication
• Gesture
Internal Communication
Internal communication is the transmission of information
between organizationalmembers or parts of the organization.
It takes place across all levelsand organizationalunitsof an
organization.

15. Formal Communication
Formal communication is a system of passing messages
and information between positions within an
organization through officially designated channels.
If purchase department is contacted for a particular
requirement than a software is used for this purpose
named SAP.

16. SAP-it allows business to track customer and within
business interactions. SAP is especially well known for its
enterprise resource planning.
Informal Communication
A casual form of informationsharing typicallyused in personal
conversation with friends or family.
Within a business environment, informal communicationis
sometimes calledthe grapevine and might be observed
occurring in conversations, electronic mails, text messages and
phone callsbetween socializing employees.
Interactionswithin organizationare in informal way. Generally
they use Gujarati or Hindilanguage for conversation. They call
their employees in assembly whenever they want to convey
important message to all.

17. BARRIERS IN COMMUNICATION
There are five key barriers that can occur within a
company:language, cultural diversity, gender differences,
status differences and physical separation.
These barriers to communication are specific items that
can distort or prevent communication within an
organization.
Piramal found that rather than communicatingthrough
mail it is much better to communicate in informal way.
They recognized that better understandingand response is
obtainedthrough informal communication.
OVERCOMING FROM BARRIERS
• “Bhajiyaparty” is organized every month where all the
employees are invitedand they are allowed to discuss on any
issues.

18. • Socializingwith other employees can create bonding
amongst themselves.
• They organize table tennis, badmintonand volley ballgames
for employees every 2nd and 4th Saturday of every month.
GESTURES
A gesture is a form of non-verbalcommunicationor non-vocal
communicationin which visible bodilyactionscommunicate
particularmessages, either in place of, or in conjunctionwith,
spGestures includencludemovement of the hands, face, or
other parts of the body.
• Their gestures said us how confident, calm and composed
they were.
• There were very limited hand movements.

19. • They seemed happy while discussing about any particular
topic.
• They were not uncomfortable answering our questions.
Unique Motivational Style
Monthly dinners
Monthlydinners are organized by piramal where employees of
piramal pharmaceuticalsgo to any restaurant of their choice
with their families.
These dinners are organized departmentally
Subordinatescan discuss on any topic if they are facing
problem.

20. Piramal thinks that since their employees are spending most of
their time in the organization,they should provide some
provision for refreshment.
Motivational Movies
On every 2nd
and 4th
Saturday of month piramal organizes
movie in the auditorium.
They alwaysshow the motivationalmovies.
So that movies could motivate them in any way.

21. ACCOUNTING FOR MANAGERS
RATIO
1.LIQUIDITY RATIO
1.1CURRENT
RATIO
current
assets/current
liabilities
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2016 2015 2014
Chart Title
2014 2015 2016
1.678788 0.937201 0.45503

22. Current asset include cash, current investments , trade
receivables , inventories , loans and advances , an
prepaid expenses.
Current liabilities represent liabilities that are expected to
mature in the next 12 months.
The ideal ratio is 2:1
High proportion of the current ratio shows greater the
short-term solvency.
In the given data liquidity is continuously decreasing from
2014 to 2016.
1.2ACID-
TEST RATIO quick assets/current liabilities
2014 2015 2016
1.478382 0.808685 0.38456

23. Quick assets are defined as current assets excluding
inventories.
The acid-test ratio is a fairly stringent measure of liquidity.
It is based on those current assets which are highlyliquid –
inventories are excluded from the numerator of this ratio
because inventoriesare deemed to be the least liquid
component of current assets.
In the given data liquidityisconstantly decrease. It shows that
company has less liquidasset as compare to current liability.
1.3CASH RATIO
(cash &cash equivalent+ current investments)/current
liabilities
0.384560325
0.808684641
1.478382116
2016 2015 2014

24. Cash ratio is perhapsthe most stringent measure of liquidity.
Lack of immediatecash may not matter if the firm can stretch
its payments or borrow money at short notice .
2.LEVERAGE RATIO
2.1DEBT-EQUITY RATIO
total liabilities(debt) /shareholders
‘funds(equity)
0.102447915
0.267925283
0.569152441
0
0.1
0.2
0.3
0.4
0.5
0.6
2016 2015 2014
Chart Title
2014 2015 2016
0.569152 0.267925 0.102448
2014 2015 2016

25. The debt-equity ratio shows the relative contributions of
creditors and the denominators consists of share capital
and reserves and surplus .
The lower the debt-equity ratio, the higher the degree of
protection enjoyed by the creditors. In using this ratio,
however, the following points should be generated:
 The book value of equity often understates its market
value. This happens because tangible assets are not
recorded on the balance sheet.
 Some forms of debt (like term loans, secured
debentures, and secured short-term bank borrowing)
are usually protected by charges on specific assts
and hence enjoy superior protection.
1.479608118
0.78142252
0.622447908
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
Chart Title
0.622448 0.781423 1.479608

26. In the given data ratio of debt-equity is decreasing so
there is increase the risk of creditors. Because it shows
deteriorate in protection of creditors.
2.2DEBT-ASSET RATIO
debt/asset
or
debt/debt + equity
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
Chart Title
2014 2015 2016
0.383123 0.438041 0.596059

27. The debt-asset ratio measures the extent to which
borrowed funds support the firm’s assets.
It defined as:
Debt/assets
The numeratorof this ratio includes all debt, short-term as
well as long-term, and the denominatorof this ratio is the
total of all assets (the balancesheet total)
As per the data given the proportionof debt -asset is
consecutively increase,asa result of increasing debt is
more in percentage as compare to asset increase in
percentage.
2.3 INEREST COVERAGE RATIO
profit before interest & taxes/interest
0
1
2
3
4
5
6
7
Chart Title
2014 2015 2016
3.1113 5.944673 0.952502

28. This ratio also called‘Times Interest Earned’.
The profit before interest and taxes are used in the
numerator of this ratio because the abilityof a firm to pay
interest is not affected by tax payment, as interest (or
finance costs) on debt funds is a tax-deductibleexpense. A
high interest coverage ratio means that the firm can easily
meet its interest burden even if earnings before interest
and taxes suffer a considerabledecline. A low interest
coverage ratio may result in financialembarrassment when
earnings before interest and taxes decline.
In 2015 ratio is increase as compare to 2014 but in 2016
this ratio is decrease so it shows decrease the capacityto
meet theirburden.
2.4 FIXED CHARGES COVERAGE RATIO
(profit before interest & taxes +depreciation&
amortization)/(interest
+repayment of loan/1-taxrate)
2014 2015 2016
3.9523 6.512378 1.301299

29. This ratio shows how many times the cash flow before
interest and taxes covers all fixed financing charges.
In 2014 company is able to pay 3.95 times of finance
charges out of the cash flow before interest and taxes.
In 2015 this capacity increase approx. double as compare
to last year
But in 2016 this ratio is decrease very rapidly more than
double so it shows deteriorate the capacity of paying
finance charges.
2.5 DEBT SERVICE COVERAGE RATIO
(profit before interest & tax + depreciation +
other non-cash charges + interest on term
loan)/(interest on term loan + lease rentals +
repayment of term loan)
0
1
2
3
4
5
6
7
2016 2015 2014
Chart Title

30. This ratio is calculated the average debt service coverage
ratio for the period during which the term loan for the
project is repayable.
Normally, financial institutions regard a debt service
coverage ratio of 1.5 to 2.0
In the given information of organization in all three year
the ratio is above the normal rate. But as compare to last
year in 2016 this ratio is decrease so it shows the
deteriorate in repayment capacity of term loan.
2014 2015 2016
2.996533 6.83678 2.191378
0
1
2
3
4
5
6
7
8
2016 2015 2014
Chart Title

31. 3.TURNOVER RATIO
3.1 INVENTORY
TURNOVER RATIO revenue from
operations/average inventory
The inventory turnover or stock turnover, measures how
fast the inventory is moving through the firm and
generating sales.
The inventory turnover reflects the efficiency of inventory
management .
The highest the ratio , the more efficient the management
of inventories and vice verse.
A high inventory turnover may be caused by a low level of
inventory which may result in frequent stock outs and loss
0
2
4
6
8
10
2016 2015 2014
Chart Title
2014 2015 2016
6.361695 9.373204 7.94585

32. of sales and customer goodwill.
In the given data of organizationthe turnover ratio is
continuouslyincrease so it shows that inventory is moving
fast as compare to last year in 2015 as well as in 2016.
3.2 DEBTORS' TURNOVER RATIO
net credit sales/average trade receivables
This ratio shows how many times sundry debtors or
trade receivable turnover during the year.
Higher the debtors’ turnover the greater the efficiency
of credit management.
In this organizationthis debtors’ turnover ratio is
0
1
2
3
4
5
6
7
8
2016 2015 2014
Chart Title
2014 2015 2016
5.425568 6.56726 7.556947

33. consecutively increasing so it shows increase the
capacity of credit management.
3.3 AVERAGE CLLECTION PERIOD
average trade receivables/average daily credit sales
The average collectionperiod represents the number of days’
worth of credit sales that is locked in trade receivables.
If the average collectionperiod is shorter than the credit
allowedby the company needs to be interpreted carefully. It
may mean efficiency in credit management or excessive
conservation in credit granting that my result in loss of some
desirable sales.
0
20
40
60
80
100
2016 2015 2014
Chart Title
2014 2015 2016
67.27406 85.0415 73.74782

34. In 2016 this period is decrease as compare to last year so the
collectionof cash is earlier than last year. It is good that cash is
collected early but on other side because the average period is
allowedis less so customers can less attract to purchase the
product of this company.
3.4 FIXED ASSETS
TURNOVER RATIO
revenue from operations /
average net fixed assets
This ratio measures sales per rupee of investment in fixed
assets.
0
1
2
3
4
5
6
2016 2015 2014
Chart Title
2014 2015 2016
4.210925 4.913896 5.332999

35. This ratio is supposed to
measure the efficiency with
which fixed assets are employed.
A high ratio indicatesa high degree of efficiency in asset
utilizationand a low ratio reflects inefficient use of assets.
In case of this company fixed asset turnover is continuously
increasing so it reflect high degree of efficiency in asset
utilization and it consecutivelyincrease.
3.5TOTAL ASSETS
TURNOVER RATIO
total revenue / average total
assets
0.21
0.22
0.23
0.24
0.25
0.26
0.27
0.28
2016 2015 2014
Chart Title
2014 2015 2016
0.232551 0.276528 0.264716

36. This ratio measures how
efficiently assets are
employed, overall.
In 2014 assets are less efficient.
In 2015 assets are very much efficient as compare to last year.
But in 2016 assets deteriorate their efficiency level and as a
result it decrease.
4.PROFITABILITY RATIO
4.1 NET PROFIT MARGIN RATIO
net profit/total revenue
0
0.1
0.2
0.3
0.4
0.5
0.6
2016 2015 2014
Chart Title
2014 2015 2016
0.083036 0.50037 0.115433

37. This ratio shows the earning left for shareholders (both
equity and preference) as a percentage of total revenues. It
measures the overall efficiency of production,
administration,selling , financing pricing treasury and tax
management . Jointlyconsidered , the gross and net profit
margin ratios provide a valuableunderstandingof the cost
and profit structure of the firm and enablethe analyst to
identify the sources of business efficiency/inefficiency .
In 2015 the net profit is increased as compare to last year
but in 2016 it decreased and create very large in
consecutive two years net profit.
4.2 GROSS PROFIT MARGIN RATIO
gross profit / revenue from operations
2013
2013.5
2014
2014.5
2015
2015.5
2016
2016.5
Chart Title
2014 2015 2016
0.670131 0.743412 0.797367

38. This ratio defined as the difference between revenue from
operationsand cost of goods sold. Cost of goods sold is the sum
of manufacturing costs relating to the operating revenues of
the period.
Manufacturingcost includes material costs , employee benefit
cost for manufacturing personnel and manufacturingexpense.
In 2014 gross profit is rs.0.67cr which was increase in 2015 and
became rs.0.743cr which shows progress . in 2016 also the
gross profit is increased and became rs.0.7973cr.
4.3 OPERATING
PROFIT MARGIN
RATIO
operating profit / net sales
This ratio shows the margin left meeting manufacturing
expenses ,selling, general, and administrationexpenses and
0
0.1
0.2
0.3
0.4
0.5
0.6
2016 2015 2014
Chart Title
2014 2015 2016
0.366868 0.4316 0.489774

39. depreciationcharges . It reflects the operating efficiency of the
firm.
In the given data the operating efficiency is continuously
increasing which shows progress of the company.
4.4 RETURN ON ASSETS
profit after tax / average total
assets
Its numerator shows the return to shareholders
(equity and preference) whereas its denominator
represents the contributionof all investors
(shareholders as well as lenders).
0
0.05
0.1
0.15
2016 2015 2014
Chart Title
2014 2015 2016
0.020323 0.139193 0.019489

40. 4.5 EARING POWER RATIO
profit before interest & tax / average total assets
Earning power is a measure of business performance which is
not affected by interest charges and taxes burden .Its abstracts
away the effect of capitalstructure and tax factor and focuses
on operating performance.
In 2015 the performance of company is decrease as compare to
2014.
But in 206 it againincrease which shows the improvement in
performance of business.
0
0.02
0.04
0.06
0.08
0.1
0.12
2016 2015 2014
Chart Title
2014 2015 2016
0.096556 0.043705 0.069045

41. 4.6
RETURN
ON EQUITY equity earnings/average equity
2014 2015 2016
0.031373 0.236147 0.065485
In this ratio the numeratoris equalto profit after tax less
preference dividends.The denominatorincludesall
contributionsmade by shareholders(paid up+ reserves and
surplus).
The ratio is also called the “return on net worth” or “the return
on shareholders’ fund” .
0
0.05
0.1
0.15
0.2
0.25
2016 2015 2014
Chart Title

42. This ratio measures the profitabilityof equity funds invested in
the firm.
It is regarded as a very important measure because it reflects
the productivityof the ownership (or risk) capitalemployed in
the firm .
In 2016 this ratio is decreased which reflect the decrease the
profitabilityof owners’ fund.

43. RESEARCH METHODOLOGY
INTRODUCTION
This course will provide an opportunityfor participantsto
establish or advance their understandingof research through
critical explorationof research language,ethics, and
approaches. The course introduces the languageof research,
ethical principlesand challenges,and the elements of the
research process within quantitative,qualitative,and mixed
methods approaches. Participantswill use these theoretical
underpinningsto begin to critically review literature relevant to
their field or interests and determine how research findingsare
useful in forming their understandingof their work, social, local
and global environment.
Types of research
 APPLIED RESEARCH
 DESCRIPTIVE RESEARCH
 ETHNOGRAPHIC RESEARCH

44.  EXPERIMENTAL RESEARCH
 EXPLAROTARY RESEARCH
 PHENOMENAL RESEARCH
RESEARCH PROCESS
Basic Steps in the Research Process. The following steps outline
a simple and effective strategy for writing a research paper.
Dependingon your familiaritywith the topic and the challenges
you encounteralong the way, you may need to rearrange these
steps.

45. 1. Identifying Management Dilemma

2. Sourcing Business Researchers

3. Literature Review & Pilot Study

4. Research Design

5. Field Work & Data Collection

6. Data Entry & Preparation

7. Data Analysis & Interpretation

8. Findings, Conclusions, & Report Writing

9. Management Decision Making & Implementation
Flow Chart of An Ideal Research Process
SCHEMATIC DIAGRAM
Exploring
Business
Opportunities
Sourcing
Business
Researc
hers
Defining
Mgt.
Problems
Research
Design
 Research
Type
 Research
Instrument
& its
Structure
 Target
Population
 Sample
Size
 Sampling
Techniques
 Defining
Variables
 Statistical
Tools &
Techniques
 Listing of
Hypothesis
Data
Anal
ysis
&
Inter
pret
atio
n
Data
Entry
&
Prep
arati
on
Research Process
Identifyi
ng Mgt.
Dilemma
Listing
Mgt.
Questions
Listing
Researcher’s
Questions
Literature
Review &
Pilot
Study
Field
Work
& Data
Collecti
on
Findi
ngs,
Concl
usion
s &
Repo
rt
Writi
ng
Mgt.
Decis
ion
Maki
ng &
Impl
eme
ntati
on

46. Above research process is ideal process. It may or may not be followed during the actual
research. some steps can be eliminated as per requirement of the research.
Research terminologies
Direct variable : mathematicalrelationshipbetween two
variables that can be expressed by an equationin which one
variableis equalto a constant times the other
Independent variable-a variable whose variationdoes not
depend on that of another.
Random sampling-Simple random sampling is the
basic sampling techniquewhere we select a group of subjects
(a sample) for study from a larger group (a population).Each
individualis chosen entirely by chance and each member of the
population hasan equal chance of being includedin
the sample.
Anova test:-Analysis of variance (ANOVA) is a collectionof
statistical models used to analyze the differences among group
means and their associated procedures (such as "variation"
among and between groups), developedby statistician and
evolutionarybiologistRonald Fisher.

47. Multivariate analysis :-Multivariateanalysis is essentially the
statistical process of simultaneouslyanalyzing. multiple
independent(or predictor) variables with multipledependent
(outcome or criterion) variables
Likert scale:-a scale used to represent people'sattitudes to a
topic. (1to5)
RESEARCH PROPOSAL
What is research proposal?
A proposal is an individual’sor company’s offer to produce a
product or render a service to potentialbuyer or sponsor.
Research proposal is designed as per the requirement of the
company.

48. Flow of Research Proposal
SR NO.
1 INTRODUCNTION
2 PROBLEM STATEMENT
3 RESEARCH OBJECTIVES
4 LITERATURE REVIEW
5 RESEARCH DESIGN
6 EXPECTED OUTCOME
7 BUDGET
8 SPECIFIC DELIVERABLES
9 ADDRESSING THE NEED
10 BIBLIOGRAPHY
PROBLEM STATEMENT
It is generally defined by the concerned industry whether on
which subject they want the research to be conducted.
we want to conduct the research the for job satisfaction within
piramal pharmaceuticals.
We will consider variousaspects while conductingresearch like
motivation,safety and payscale etc.

49. RESEARCH OBJECTIVES
Our main objectiveis to understand the areas of improvement
which employees expect for job satisfaction.
We will give all the statistical data for the determinationfor the
level of satisfaction in organization.
LITERATURE REVIEW
We have referred literature about such problemsthat have
occurred in a similarindustry.
Cadila pharmaceuticals
we have conducted research in cadilapharmaceuticalsfor
determining the reason for low level of job satisfaction
amongst employees.
They faced such problem because of the lack of transport
facility .so after recognizing the problem the made an
arrangement for a bus which will pick up all employees at a
particulartime.

50. RESEARCH DESIGN
The research design refers to the overall strategy that you choose to integrate the different components of the
study in a coherent and logical way, thereby, ensuring you will effectively address the research problem; it
constitutes the blueprint for the collection, measurement, and analysis of data
RESEARCH DESIGN
Data collection design
Sampling design
Questionnaire testing
Statistical tools
Listing of hypothesis

51. Data collection
Statistical data will be collected from the firm by analysis.
Data collected will be interpreted and analyzed.
Based on the interpretationwe will be able to concludethe
satisfaction of employees.
SAMPLING
We will use random sampling method
Random sampling :- Simple random sampling is the
basic sampling technique where we select a group of
subjects (a sample) for study from a larger group (a
population). Each individual is chosen entirely by chance
and each member of the population has an equal chance
of being included in the sample.

52. QUESTIONNAIRE TESTING
Questionnairefor job satisfaction is designed as follows:
NAME
AGE
GENDER
JOB SATISFACTION
1) How is your working environment?
1 2 3 4 5
2) Is your according to your qualification and skill?
1 2 3 4 5
3)
Do employees get appreciation and rewards if the desired work is
accomplished?
1. Yes 2. No
4) Does the top management involve employees in the management
decisions?
1. Yes 2. No
5) Employee in your organization shareexperience and help each other?
1 2 3 4 5

53. 6) How satisfied are you with your job?
1 2 3 4 5
MOTIVATION
1) Rate the statement “ top management is interested in motivating the
employees.”
1 2 3 4 5
2) Do you think that the incentives and other benefits will influence your
performance?
1. Yes 2. No
3) Which kind of incentives motivates you most?
1. Financial incentives 2. Non financial incentives
4) Please rate the below:
1) Increasein salary
2) Job satisfaction
3) Appraisal system
4) Promotional opportunities
5) Working environment

54. 5) Rate the facilities in your organization.
1) Hygiene
2) Transportation
3) Safety
Statistical Tools
Different statistical tools will be used for the collectionand
analysisof the received data .
Different statistical tools are as under:
• Chi square testing
• ANOVA test ( F-test)
• T test
• Z test
• One tail test
• Two tail test

55. ANOVA TEST
ANOVA test ( F-test)- Anova test:-Analysis of variance (ANOVA)
is a collectionof statistical models used to analyze the
differences among group means and their associated
procedures (such as "variation"among and between groups),
developedby statistician and evolutionarybiologistRonald
Fisher.

56. T-test
T test- Statistical Analysis of the t-test. The formula for
the t-test is a ratio. The top part of the ratio is just the
difference between the two means or averages. The
bottom part is a measure of the variability or dispersion of
the scores.

57. EXPECTED OUTCOME
We expect to reduce the decrease the job dissatisfaction.
We will highlightthe areas which require changes
We will depict the areas of improvement for employees.
BUDGET
It will be negotiable.The budget will be based on the different
criteria like the sample size
TIMELINE
Work will be completed within two months of starting.
BIBLIOGRAPHY
cadilapharma.com/en/research/

58. QUANTITATIVE ANALYSIS
TYPES OF TESTS
• Chi square testing
• ANOVA test ( F-test)
• T test
• Z test
We have conducted t –test and anova test for finding the
job satisfaction in piramal pharmaceuticals.
ANOVA test ( F-test)- Anova test:-Analysis of variance (ANOVA)
is a collectionof statistical models used to analyze the
differences among group means and their associated
procedures (such as "variation" among and between groups),
developedby statistician and evolutionarybiologistRonald
Fisher.

59. T test- Statistical Analysisof the t-test. The formula for the t-
test is a ratio. The top part of the ratio is just the difference
between the two means or averages. The bottom part is a
measure of the variabilityor dispersion of the scores.

60. ORGANIZATION BEHAVIOUR
1.ORGANIZATION CULTURE.
It refers to a system of shared meaning held by members that
distinguishes the organizationfrom other organization.These
organization and dictate how they dress, act, and perform
their jobs.Organizational culture is composed of seven
characteristics that range in priority from high to low. Every
organization has a distinct value for each of these
characteristics, which, when combined, defines the
organization's unique culture. Members of organizations
make judgments on the value their organization places on
these characteristics and then adjust their behavior to
match this perceived set of values. Let's examine each of
these seven characteristics.
Characteristics of Organizational Culture
At Piramal Group, their core values of Knowledge, Action
and Care have been an integral part of their guiding
philosophy. These values represent their deeply held
beliefs and define them at the individual as well as
organizational levels
1. Innovation (Risk Orientation) - Companies with
cultures that place a high value on innovation

61. encourage their employees to take risks and innovate
in the performance of their jobs. Companies with
cultures that place a low value on innovation expect
their employees to do their jobs the same way that
they have been trained to do them, without looking for
ways to improve their performance.
2. Attention to Detail (Precision Orientation) - This
characteristic of organizational culture dictates the
degree to which employees are expected to be
accurate in their work. A culture that places a high
value on attention to detail expects their employees to
perform their work with precision. A culture that
places a low value on this characteristic does not.
3. Emphasis on Outcome (Achievement Orientation) -
Companies that focus on results, but not on how the
results are achieved, place a high emphasis on this
value of organizational culture. A company that
instructs its sales force to do whatever it takes to get
sales orders has a culture that places a high value on
the emphasis on outcome characteristic.
4. Emphasis on People (Fairness Orientation) -
Companies that place a high value on this
characteristic of organizational culture place a great
deal of importance on how their decisions will affect
the people in their organizations. For these
companies, it is important to treat their employees
with respect and dignity.

62. 5. Teamwork (Collaboration Orientation) - Companies
that organize work activities around teams instead of
individuals place a high value on this characteristic of
organizational culture. People who work for these
types of companies tend to have a positive
relationship with their coworkers and managers.
Culture at Piramal
At Piramal Group, their core values of Knowledge, Action and
Care have been an integral part of their guiding philosophy.
These values represent their deeply held beliefs and define
them at the individual aswell as organizationallevels.Shaped
by our past and collective experience, they determine how we
engage with others, what we identifywith and what we love
and value.
We encourage a deep understandingof these core values and
believe in institutionalizingthem across our entire organization
so as to builda distinctive Piramal culture.
Communicationat piramal is very casual and friendly you
won’t be able to find much difference between the superior
and subordinates. The dressing isn’t mandatory formal,
employees are free to dress as they like which creates friendly
and open culture.

63. Everyone is treated equallyat piramal.There are not much of
difference anyone can observe between subordinatesand
superiors. Cleanlinessis maintainedstrictly by all employees,
so there is clean and hygiene environment for the employees
to work.
There are bhajiyaparties organized where each and every
employee are asked to have opinionsabout organization.
They are asked for suggestion or any ideas or innovationand
they are asked for suggestion in any change of policy and
many more.
Festivals like Diwali,Holi, Ganpatiand many more are
celebrated. Even variouscompetitionlike one minute games,
Tumbola,Rangoli, Ganesh making and etc. Sports weeks are
organized in the organizationwhere they have badmintoncourt
and other facilities for employees. There is even a board in the
main hall where photographsof each activities are clicked and
posted. Gifts are given to the winners and even to the
participantsin these completion.
MOTIVATION
Often, people confuse the idea of 'happy' employees with
'motivated' employees. These may be related,
but motivation actuallydescribes the level of desire employees

64. feel to perform, regardless of the level of happiness. Employees
who are adequatelymotivatedto perform will be more
productive, more engaged and feel more invested in their work.
When employees feel these things, it helpsthem, and thereby
their managers, be more successful.
It is a manager's job to motivate employees to do their jobs
well. So how do managers do this? The answer is motivation in
management, the process through which managers encourage
employees to be productiveand effective.
Think of what you might experience in a retail setting when a
motivated cashier is processing your transaction. This type of
cashier will:
 Be friendly, creating a pleasant transaction that makes you
more likelyto return
 Process your transaction quickly,meaning that the store
can service more customers
 Suggest an additionalitem you would like to purchase,
increasing sales for the store
In short, this employee is productive and delivers a high-quality
output.
There are many ways to motivate employees. Managers who
want to encourage productivity should work to ensure that
employees:
 Feel that the work they do has meaning or importance

65.  Believe that good work is rewarded
 Believe that they are treated fairly
All of these tasks fall under one or more motivationaltheories.
What Piramal does for motivation?
There are learning Saturdays organized by Piramal for
employees. On every Saturday the employees are given
training and more knowledge about the subject according
to their respective field. Sometimes Inspirationalmovie
are screened so that employee are inspired from the
movie and fatigue is reduced. Free transportation and
better qualityof food is provided which may result into
less proxy. Clean and healthy environmentis maintained.
Job Satisfaction
When people speak of employee attitude, they usually mean job
satisfaction, which describes a positive feeling about a job,
resulting from an evaluation of its characteristics.Did you ever
think that during prehistoric times, when old Bonk the
Caveman designed and fashioned the very first wheel, that his
boss (or his tribe leader) gave him a reward or praise? Now,
back in those days, a reward might be a new pelt or praise
might be you would not get hit with a club, but the basics of job

66. satisfaction lie in the fact that we are rewarded for the job we
do.
There are many aspects to job satisfaction, dependingon what
each individual personfeels is important. In many ways, the
word 'reward' alone can mean different things to different
people, and in this lesson, we are going to look at job
satisfaction and its place in today's business environment. Our
goal is to understand job satisfaction, or how content someone
is with their job and the sense of accomplishmentthey get from
doing it.
Rewards and Job Satisfaction
The first aspect that comes to mind when we think about
causes for job satisfaction is the rewards a person gets while
doing their job. Rewards can take a monetary form (money) or
be a more intangiblereward, like the feeling a person might get
when doing a job that helpsothers (a nurse, for example). We
can even think of a reward as the prestige you get for actually
doing a job (as with a judge or other politicians).
You see, rewards are in the eyes of the beholderand are
different for each person, which is why motivating a person
with rewards means you must applythe correct reward to the
person that is receiving it. For example, rewarding a nurse for a
job well done monetarily might not be the best call (beyond
paying her her salary, of course!) when a reward like a gift from
her patientsmight be more appreciated.
In some cases, rewards can take the shape of opportunityto
move up in the company. Someone working hard and wanting

67. to get aheadin an organizationmight feel rewarded if they are
promoted. That promotion (and the recognition that comes
with it) is a means of recognizing the work the employee does
and makes the employee feel better about their job and the
company, thus enriching their overall job satisfaction.
One aspect of job satisfaction that is not really reward-related
is job security. Let's face it - some people obtainjob satisfaction
from knowing the company they are in is stable and not going
anywhere. There are individualswho feel this is the most
important aspect of a job, and having a stable company makes
them feel secure, which helpspromote job satisfaction.
Job Satisfaction and Performance
The relationshipbetween how satisfied a person is with their
job and their actualjob performance is open to discussion and
debate. You see, it's hard to correlate those two aspects
primarily because when people are asked if they get job
satisfaction from working at ABC Company, a certain
percentage will say yes just because they think if they say no,
there could be a negative consequence. After all, if you tell your
boss you are not satisfied with your job, what if his reply is
'Then I guess you better leave'? Thus, while we understand
there is a correlationbetween satisfaction and performance,
it's hard to definitivelynail it down without some sort of survey
error being present.
One thing is certain: There are two basic views of satisfaction
and performance, and they are inverted to one another. One
believes that satisfaction leadsto performance, while the other

68. believes performance leads to satisfaction. In effect, we are
saying if someone is happy with their job they will perform
better, but in order to be satisfied, they have to perform in
their job to get that satisfaction. It is somewhat of a revolving
door, and again, it is hard to distinguishbetween whether
satisfaction drives performance or if performance drives
satisfaction.
Regardless of your viewpoint,it does not take a lot of thought
to realize that if someone has a high level of job satisfaction,
they will probablyhave a high level of performance. On the
other hand, if someone is not satisfied with their job, they
probablywill not have the same high level of performance.
Measures taken for Job Satisfaction at
Piramal
Clean and healthywork environment.
Safety measures.
Free transportationand food.
Learning Saturdays.
Equalimportance to each employee