The document provides information about the recruitment and selection process at Indian Airlines. It discusses how recruitment takes place through advertisements and written tests followed by interviews. It outlines the composition of the selection panel and various steps involved in the recruitment process like issuing provisional joining letters, training periods, etc. It also describes the assessment sheets used for internal and external candidates, guidelines for selection boards, verification process before interviews and the different types of leaves and passage facilities provided by Indian Airlines.
This document summarizes the evolution of low-cost carriers in India, focusing on Air Deccan. It discusses that Air Deccan was founded in 2003 and grew rapidly but faced financial issues from overexpansion. Vijay Mallya acquired a controlling stake in 2007 to address these issues. The Indian aviation market was growing rapidly at over 25% annually but faced challenges like lack of airport infrastructure and air traffic controllers. Air Deccan targeted leisure travelers and competed with other low-cost carriers like SpiceJet and IndiGo. By 2007, Air Deccan was facing high employee turnover and technical issues, leading Mallya to consider options like merging it with his airline Kingfisher.
The Indian aviation industry has grown significantly since its establishment in the early 1950s. Major events include the formation of Air India and Indian Airlines after independence, the introduction of jet aircraft in the 1960s, and the opening of the industry to private players in the 1990s. Currently, India has a rapidly growing aviation market and is one of the largest globally, though challenges around infrastructure and costs remain. Key players include Air India, Indigo, SpiceJet and Jet Airways. The future looks promising for further expansion, though continued policy support will be needed.
The aviation industry in India has grown rapidly in recent years. It has transitioned from being dominated by two state-owned airlines to having over 12 domestic airlines and 60 international carriers operating in the country. Private airlines now hold around 75% of the domestic market share. Traffic growth in the Indian aviation sector has been around four times the international average. The industry is projected to continue growing quickly due to factors like rising incomes, tourism, and business travel. The government aims to expand airport infrastructure to support handling over 280 million passengers annually by 2020.
- The document discusses the current state and future vision for the Indian aviation industry. It outlines key issues like inadequate infrastructure, the need for long-term planning and funding. It also discusses the growth of the industry in recent years with more private players and low cost carriers, leading to increased traffic. However, high costs, taxes and regulatory challenges remain issues affecting the industry's profitability and consolidation is expected to continue. Foreign investors are seen as important to providing needed funding but regulations limiting their stake need to be relaxed.
The Indian aviation industry has experienced rapid growth and transformation over the past two decades, moving from a government-owned sector to one dominated by private airlines. While domestic passenger traffic has grown at over 18% annually, infrastructure constraints and high costs continue to challenge airline profitability in the competitive Indian market. Further reforms and investments are needed to develop infrastructure and support continued growth in the aviation industry.
The document provides information on the components and problems of airports and airways in Pakistan. It discusses the basic definitions of airports, airfields, aerodromes and airways. It then describes the key components of an airport including runways, taxiways, airport terminal buildings, aircraft stands, control towers, hangars and parking areas. It also notes there are problems faced by the Civil Aviation Authority in Pakistan.
The document provides an overview of the Indian aviation industry. It begins with an introduction to the industry, highlighting its growth and key characteristics. It then discusses the history of aviation in India and provides statistics on the current market size. The top players in the industry such as Indigo, Jet Airways, and SpiceJet are introduced along with details on their profiles, management, finances and operations. Challenges facing the industry and future projections for growth are also summarized. The presentation concludes with a discussion of various initiatives by the government to support development of the aviation sector in India.
This document summarizes the evolution of low-cost carriers in India, focusing on Air Deccan. It discusses that Air Deccan was founded in 2003 and grew rapidly but faced financial issues from overexpansion. Vijay Mallya acquired a controlling stake in 2007 to address these issues. The Indian aviation market was growing rapidly at over 25% annually but faced challenges like lack of airport infrastructure and air traffic controllers. Air Deccan targeted leisure travelers and competed with other low-cost carriers like SpiceJet and IndiGo. By 2007, Air Deccan was facing high employee turnover and technical issues, leading Mallya to consider options like merging it with his airline Kingfisher.
The Indian aviation industry has grown significantly since its establishment in the early 1950s. Major events include the formation of Air India and Indian Airlines after independence, the introduction of jet aircraft in the 1960s, and the opening of the industry to private players in the 1990s. Currently, India has a rapidly growing aviation market and is one of the largest globally, though challenges around infrastructure and costs remain. Key players include Air India, Indigo, SpiceJet and Jet Airways. The future looks promising for further expansion, though continued policy support will be needed.
The aviation industry in India has grown rapidly in recent years. It has transitioned from being dominated by two state-owned airlines to having over 12 domestic airlines and 60 international carriers operating in the country. Private airlines now hold around 75% of the domestic market share. Traffic growth in the Indian aviation sector has been around four times the international average. The industry is projected to continue growing quickly due to factors like rising incomes, tourism, and business travel. The government aims to expand airport infrastructure to support handling over 280 million passengers annually by 2020.
- The document discusses the current state and future vision for the Indian aviation industry. It outlines key issues like inadequate infrastructure, the need for long-term planning and funding. It also discusses the growth of the industry in recent years with more private players and low cost carriers, leading to increased traffic. However, high costs, taxes and regulatory challenges remain issues affecting the industry's profitability and consolidation is expected to continue. Foreign investors are seen as important to providing needed funding but regulations limiting their stake need to be relaxed.
The Indian aviation industry has experienced rapid growth and transformation over the past two decades, moving from a government-owned sector to one dominated by private airlines. While domestic passenger traffic has grown at over 18% annually, infrastructure constraints and high costs continue to challenge airline profitability in the competitive Indian market. Further reforms and investments are needed to develop infrastructure and support continued growth in the aviation industry.
The document provides information on the components and problems of airports and airways in Pakistan. It discusses the basic definitions of airports, airfields, aerodromes and airways. It then describes the key components of an airport including runways, taxiways, airport terminal buildings, aircraft stands, control towers, hangars and parking areas. It also notes there are problems faced by the Civil Aviation Authority in Pakistan.
The document provides an overview of the Indian aviation industry. It begins with an introduction to the industry, highlighting its growth and key characteristics. It then discusses the history of aviation in India and provides statistics on the current market size. The top players in the industry such as Indigo, Jet Airways, and SpiceJet are introduced along with details on their profiles, management, finances and operations. Challenges facing the industry and future projections for growth are also summarized. The presentation concludes with a discussion of various initiatives by the government to support development of the aviation sector in India.
Air India was established in 1932 as Tata Airlines, founded by J.R.D Tata. It became India's national flag carrier in 1946. In 1953, the government took a majority stake and Air India was split into domestic Indian Airlines and international Air India International. Air India operates hubs in Mumbai and Delhi, and Frankfurt internationally. It has several subsidiary airlines covering regional, cargo and express flights. In 2004, Air India operated the first all-women flight from Mumbai to Singapore to celebrate International Women's Day. Air India has received several awards and holds records, including the largest civilian evacuation operation during the 1990 Gulf War.
Air India was founded in 1932 as Tata Airlines and was India's first airline. It is currently owned by the Government of India and has a fleet of over 100 aircraft that operate flights to both domestic and international destinations. Air India employs over 23,000 people and has a vision to be among the top five Asian airlines in terms of various metrics like profitability and quality.
The document provides an overview of the airline industry in India. It discusses the history of the industry from 1912 onwards and how the government established Air India and Indian Airlines in 1953. It also covers key topics like demand drivers, market size, major costs, pricing factors, impact on the economy, major airlines (SpiceJet, IndiGo, Jet Airways), technology, regulations, and competition in the industry. It concludes that India's aviation industry has significant untapped growth potential and stakeholders should collaborate with policymakers to implement decisions that boost the industry.
The Airports Authority of India (AAI) is responsible for creating, upgrading, maintaining and managing civil aviation infrastructure in India. It manages 125 airports across India, including 11 international airports. AAI provides air traffic management services for Indian airspace and surrounding oceanic areas. It has various training establishments for aviation personnel and implements new technologies to modernize India's air traffic control infrastructure.
A project report on how kingfisher airlines went from being the largest domestic airline to being locked out in the cold. Marketing management, Marketing mix, marketing strategy, productivity and efficiency, current ratio, and it failures
Air India, India's national carrier airline, is facing a severe financial crisis. It has a bloated workforce, outdated aircraft, poor marketing, and has not turned a profit since merging with Indian Airlines in 2007. As a result of all these problems, Air India has accumulated billions in debt and is heavily reliant on government handouts. Recent proposals to restructure Air India involve converting debt to equity, cutting unprofitable routes, focusing on a hub-and-spoke model, reducing costs through staff redeployment, and leasing unused real estate to generate funds. However, Air India's long term viability remains in question unless more drastic changes are made to address the root causes of its financial troubles.
This document discusses various aspects of the aviation industry, including:
1. It defines low-cost carriers and lists some major low-cost airlines in India such as IndiGo, SpiceJet, and JetLite.
2. It describes key parts of an aircraft like the fuselage, wings, cockpit, and communication systems.
3. It explains how India's improving economy has positively impacted the aviation industry through increased air travel, competition, and availability of routes.
This document provides an overview of the IT infrastructure and systems used by SpiceJet Airlines. It discusses the specialized software, hardware technologies, and telecommunication networks employed. SpiceJet uses systems like flight operations quality assurance (FOQA) for flight data monitoring. The airline's IT infrastructure supports operations like booking, flight management, and maintenance functions. The report also includes a brief history of SpiceJet and details on its fleet and destinations.
The document discusses various career options in the aviation industry. It describes careers in aircraft maintenance engineering, aeronautical engineering, piloting, air traffic control, airport management, meteorology, and flight attendance. For most roles, a college degree is required in fields like aviation, engineering, meteorology or business administration. The document advises students interested in aviation careers to stay in school, develop strong study habits, speak to aviation professionals, and visit local airports to explore opportunities.
1) The document discusses the Indian aviation industry and analyzes Kingfisher Airlines using various frameworks like SLEPT analysis, Porter's 5 forces model, and SWOT analysis.
2) It notes that Kingfisher Airlines has faced financial difficulties due to factors like high operational costs, interest costs from aircraft purchases, and declining passenger traffic in the slowing economy.
3) Suggestions to improve Kingfisher's financial position include reducing costs through measures like removing uneconomical routes, focusing on smaller fuel-efficient aircraft, and avoiding aggressive fleet expansion.
The document discusses the aviation industry and Jet Airways. It provides background on the aviation industry and economic challenges it faced in 2008 due to rising fuel costs and falling passenger numbers. It then discusses Jet Airways, including its founding and growth. It analyzes Jet Airways' decision in 2008 to lay off over 1,000 employees due to industry challenges, the public backlash, and its decision to reinstate employees after criticism. A month later, Jet Airways announced salary cuts of 5-20% for staff.
Kingfisher Airlines, owned by Indian businessman Vijay Mallya, operated luxury air services but struggled with massive debts. It acquired budget carrier Air Deccan in 2007 but was unable to integrate the brands. Kingfisher reported losses for several years due to high costs and falling revenues. By mid-2012, the airline was on the verge of collapse as it failed to pay salaries to employees or debts to airports, fuel suppliers and others for many months. Despite efforts by Mallya to seek investments, the future of Kingfisher Airlines looked uncertain.
A Presentation on Indian Civil Aviation IndustryBhavik Parmar
This document provides an overview of a presentation on the Indian civil aviation industry. It includes sections on the history and types of aviation, research methodology, major aircraft manufacturers, segmentation of the industry, PESTEL analysis, Porter's Five Forces model, BCG matrix, strategic group mapping, key success factors, and financial analysis. The presentation was delivered to an honorable jury by 5 students and aimed to analyze the macroenvironment factors affecting the aviation industry in India.
This document summarizes the history of air transportation from the Wright Brothers' first flight in 1903 to modern developments. It covers early commercial aircraft like the Ford Trimotor and Douglas DC-3, the growth of airlines in the 1920s-1930s, the impact of World War II, the introduction of jets like the Boeing 707 and 747 in the 1950s-1960s, and advances in air traffic control, regional aircraft, and very long-range aircraft through the 2000s. Major topics include the development of air mail services, regulations, airports, navigation technologies, and aircraft across different eras.
The aviation industry in India has grown rapidly since liberalization in the 1990s. It is now the third largest aviation market in the world. Major players include Air India, IndiGo, SpiceJet, Vistara and Go Air. The industry has grown from a few state-owned carriers at independence to over 60 domestic airlines today, with low cost carriers having around 75% of the domestic market share. While traffic has grown significantly, the industry currently faces challenges from high oil prices, rising costs, and infrastructure constraints at airports.
Emirates Airline was founded in 1985 in Dubai, United Arab Emirates and is led by Ahmed bin Saeed Al Maktoum. As of 2014, Emirates employed over 48,000 staff across various roles. The airline offers first class, business class, and economy class air travel as well as cargo shipping. Emirates operates a fleet of Airbus and Boeing aircraft that service over 150 destinations globally. The airline has received several awards for its services and achievements in the aviation industry.
The document is a presentation on the aviation industry that covers several topics:
- It introduces the presenter and acknowledges their faculty.
- It discusses factors affecting the development of the aviation industry such as costs, government policies, and competition.
- It provides details on the growth of low-cost carriers in India and compares fares between low-cost and full-service airlines.
- It examines the increase in domestic airlines in India and how the aviation industry impacts the overall economy.
Fighter aircraft are military planes designed primarily for air-to-air combat against other aircraft. They are characterized by their speed, maneuverability, and small size relative to other combat aircraft. Historically, fighters were referred to as "scouts" or "pursuit" aircraft. Their main purpose is air-to-air combat. Key components of fighter planes include wings, fuselage, power units such as jet engines, and control surfaces like ailerons and elevators.
Air transport began with early commercial aircraft in the 1930s and saw significant growth over the following decades as aircraft capacity increased. Key developments included long-range aircraft in the 1950s-1970s and twin engine aircraft in the 1970s-1990s. Major international air routes and domestic US routes now connect major city pairs worldwide. Climate change may impact air travel through increased heat, rainfall, storms and turbulence, requiring adaptations to infrastructure and operations. Air transport provides economic and social benefits through employment, efficiency in connecting locations, and enabling increased social interaction.
Indian Airlines (Air India) was India's national carrier from 1953-2007. It faced continual losses, frequent human resource problems, and mismanagement over the years. Its eight unions were notorious for defiant strikes and demanding higher pay, which increased costs and losses. Attempts to appease unions through pay hikes and incentive schemes backfired and further increased costs. Poor management and inability to control unions and costs led to declining market share and eventual disinvestment and privatization of the airline.
The document discusses the human resource crisis at Air India Limited. It provides background on Air India's history and financial troubles. It summarizes findings from a survey conducted by the Dharmadhikari Committee to understand employee situations. Key issues identified include unpaid salaries, integration problems from the merger of Air India and Indian Airlines, and a bloated cost structure. Recommendations include privatizing Air India, cutting unprofitable routes, downsizing while protecting union jobs, and appointing a visionary leader to drive the company forward.
Air India was established in 1932 as Tata Airlines, founded by J.R.D Tata. It became India's national flag carrier in 1946. In 1953, the government took a majority stake and Air India was split into domestic Indian Airlines and international Air India International. Air India operates hubs in Mumbai and Delhi, and Frankfurt internationally. It has several subsidiary airlines covering regional, cargo and express flights. In 2004, Air India operated the first all-women flight from Mumbai to Singapore to celebrate International Women's Day. Air India has received several awards and holds records, including the largest civilian evacuation operation during the 1990 Gulf War.
Air India was founded in 1932 as Tata Airlines and was India's first airline. It is currently owned by the Government of India and has a fleet of over 100 aircraft that operate flights to both domestic and international destinations. Air India employs over 23,000 people and has a vision to be among the top five Asian airlines in terms of various metrics like profitability and quality.
The document provides an overview of the airline industry in India. It discusses the history of the industry from 1912 onwards and how the government established Air India and Indian Airlines in 1953. It also covers key topics like demand drivers, market size, major costs, pricing factors, impact on the economy, major airlines (SpiceJet, IndiGo, Jet Airways), technology, regulations, and competition in the industry. It concludes that India's aviation industry has significant untapped growth potential and stakeholders should collaborate with policymakers to implement decisions that boost the industry.
The Airports Authority of India (AAI) is responsible for creating, upgrading, maintaining and managing civil aviation infrastructure in India. It manages 125 airports across India, including 11 international airports. AAI provides air traffic management services for Indian airspace and surrounding oceanic areas. It has various training establishments for aviation personnel and implements new technologies to modernize India's air traffic control infrastructure.
A project report on how kingfisher airlines went from being the largest domestic airline to being locked out in the cold. Marketing management, Marketing mix, marketing strategy, productivity and efficiency, current ratio, and it failures
Air India, India's national carrier airline, is facing a severe financial crisis. It has a bloated workforce, outdated aircraft, poor marketing, and has not turned a profit since merging with Indian Airlines in 2007. As a result of all these problems, Air India has accumulated billions in debt and is heavily reliant on government handouts. Recent proposals to restructure Air India involve converting debt to equity, cutting unprofitable routes, focusing on a hub-and-spoke model, reducing costs through staff redeployment, and leasing unused real estate to generate funds. However, Air India's long term viability remains in question unless more drastic changes are made to address the root causes of its financial troubles.
This document discusses various aspects of the aviation industry, including:
1. It defines low-cost carriers and lists some major low-cost airlines in India such as IndiGo, SpiceJet, and JetLite.
2. It describes key parts of an aircraft like the fuselage, wings, cockpit, and communication systems.
3. It explains how India's improving economy has positively impacted the aviation industry through increased air travel, competition, and availability of routes.
This document provides an overview of the IT infrastructure and systems used by SpiceJet Airlines. It discusses the specialized software, hardware technologies, and telecommunication networks employed. SpiceJet uses systems like flight operations quality assurance (FOQA) for flight data monitoring. The airline's IT infrastructure supports operations like booking, flight management, and maintenance functions. The report also includes a brief history of SpiceJet and details on its fleet and destinations.
The document discusses various career options in the aviation industry. It describes careers in aircraft maintenance engineering, aeronautical engineering, piloting, air traffic control, airport management, meteorology, and flight attendance. For most roles, a college degree is required in fields like aviation, engineering, meteorology or business administration. The document advises students interested in aviation careers to stay in school, develop strong study habits, speak to aviation professionals, and visit local airports to explore opportunities.
1) The document discusses the Indian aviation industry and analyzes Kingfisher Airlines using various frameworks like SLEPT analysis, Porter's 5 forces model, and SWOT analysis.
2) It notes that Kingfisher Airlines has faced financial difficulties due to factors like high operational costs, interest costs from aircraft purchases, and declining passenger traffic in the slowing economy.
3) Suggestions to improve Kingfisher's financial position include reducing costs through measures like removing uneconomical routes, focusing on smaller fuel-efficient aircraft, and avoiding aggressive fleet expansion.
The document discusses the aviation industry and Jet Airways. It provides background on the aviation industry and economic challenges it faced in 2008 due to rising fuel costs and falling passenger numbers. It then discusses Jet Airways, including its founding and growth. It analyzes Jet Airways' decision in 2008 to lay off over 1,000 employees due to industry challenges, the public backlash, and its decision to reinstate employees after criticism. A month later, Jet Airways announced salary cuts of 5-20% for staff.
Kingfisher Airlines, owned by Indian businessman Vijay Mallya, operated luxury air services but struggled with massive debts. It acquired budget carrier Air Deccan in 2007 but was unable to integrate the brands. Kingfisher reported losses for several years due to high costs and falling revenues. By mid-2012, the airline was on the verge of collapse as it failed to pay salaries to employees or debts to airports, fuel suppliers and others for many months. Despite efforts by Mallya to seek investments, the future of Kingfisher Airlines looked uncertain.
A Presentation on Indian Civil Aviation IndustryBhavik Parmar
This document provides an overview of a presentation on the Indian civil aviation industry. It includes sections on the history and types of aviation, research methodology, major aircraft manufacturers, segmentation of the industry, PESTEL analysis, Porter's Five Forces model, BCG matrix, strategic group mapping, key success factors, and financial analysis. The presentation was delivered to an honorable jury by 5 students and aimed to analyze the macroenvironment factors affecting the aviation industry in India.
This document summarizes the history of air transportation from the Wright Brothers' first flight in 1903 to modern developments. It covers early commercial aircraft like the Ford Trimotor and Douglas DC-3, the growth of airlines in the 1920s-1930s, the impact of World War II, the introduction of jets like the Boeing 707 and 747 in the 1950s-1960s, and advances in air traffic control, regional aircraft, and very long-range aircraft through the 2000s. Major topics include the development of air mail services, regulations, airports, navigation technologies, and aircraft across different eras.
The aviation industry in India has grown rapidly since liberalization in the 1990s. It is now the third largest aviation market in the world. Major players include Air India, IndiGo, SpiceJet, Vistara and Go Air. The industry has grown from a few state-owned carriers at independence to over 60 domestic airlines today, with low cost carriers having around 75% of the domestic market share. While traffic has grown significantly, the industry currently faces challenges from high oil prices, rising costs, and infrastructure constraints at airports.
Emirates Airline was founded in 1985 in Dubai, United Arab Emirates and is led by Ahmed bin Saeed Al Maktoum. As of 2014, Emirates employed over 48,000 staff across various roles. The airline offers first class, business class, and economy class air travel as well as cargo shipping. Emirates operates a fleet of Airbus and Boeing aircraft that service over 150 destinations globally. The airline has received several awards for its services and achievements in the aviation industry.
The document is a presentation on the aviation industry that covers several topics:
- It introduces the presenter and acknowledges their faculty.
- It discusses factors affecting the development of the aviation industry such as costs, government policies, and competition.
- It provides details on the growth of low-cost carriers in India and compares fares between low-cost and full-service airlines.
- It examines the increase in domestic airlines in India and how the aviation industry impacts the overall economy.
Fighter aircraft are military planes designed primarily for air-to-air combat against other aircraft. They are characterized by their speed, maneuverability, and small size relative to other combat aircraft. Historically, fighters were referred to as "scouts" or "pursuit" aircraft. Their main purpose is air-to-air combat. Key components of fighter planes include wings, fuselage, power units such as jet engines, and control surfaces like ailerons and elevators.
Air transport began with early commercial aircraft in the 1930s and saw significant growth over the following decades as aircraft capacity increased. Key developments included long-range aircraft in the 1950s-1970s and twin engine aircraft in the 1970s-1990s. Major international air routes and domestic US routes now connect major city pairs worldwide. Climate change may impact air travel through increased heat, rainfall, storms and turbulence, requiring adaptations to infrastructure and operations. Air transport provides economic and social benefits through employment, efficiency in connecting locations, and enabling increased social interaction.
Indian Airlines (Air India) was India's national carrier from 1953-2007. It faced continual losses, frequent human resource problems, and mismanagement over the years. Its eight unions were notorious for defiant strikes and demanding higher pay, which increased costs and losses. Attempts to appease unions through pay hikes and incentive schemes backfired and further increased costs. Poor management and inability to control unions and costs led to declining market share and eventual disinvestment and privatization of the airline.
The document discusses the human resource crisis at Air India Limited. It provides background on Air India's history and financial troubles. It summarizes findings from a survey conducted by the Dharmadhikari Committee to understand employee situations. Key issues identified include unpaid salaries, integration problems from the merger of Air India and Indian Airlines, and a bloated cost structure. Recommendations include privatizing Air India, cutting unprofitable routes, downsizing while protecting union jobs, and appointing a visionary leader to drive the company forward.
Air India pilots went on strike in May 2012, the longest pilot strike in 40 years, to demand better pay and promotions. The strike began when 100 pilots went on medical leave in protest and escalated when 10 pilots were fired for not returning to work. The strike caused Air India to lose 500 crores (US$90.5 million). On July 4th, the strike ended after the Delhi High Court intervened and Air India management agreed to reconsider grievances and reinstating fired pilots. Key issues were disparities between former Air India and Indian Airlines staff that emerged from the troubled merger of the airlines.
The document summarizes various HR issues faced by Indian Airlines prior to its merger with Air India in 2011. The pilots and crew members of Indian Airlines went on frequent strikes and agitations demanding higher pay and allowances. Their demands were aimed at pressuring the airline's management to agree to pay hikes. Issues included pilots seeking higher international flying allowances and objecting to contract-based rehires. Their actions led to last-minute cancellations and sick-outs that disrupted operations. The document proposes various solutions like introducing performance-based variable pay and greater employee participation and involvement to resolve collective bargaining disputes.
Indian Airlines (IA), India's national carrier, faced numerous human resource problems that contributed to its losses over many years. IA lacked proper manpower planning and underutilized existing staff. Its employee unions frequently resorted to strikes over wage demands, disrupting flights. IA's staff costs increased substantially through the 1990s as wages and bonuses rose, accounting for a large portion of its losses. IA had more employees per aircraft than competitors and struggled to control rising wage costs, despite several attempts to reform productivity incentive programs. Recurrent industrial action and inability to manage staff costs effectively hampered IA's financial viability.
The document summarizes the merger of Air India and Indian Airlines in 2007 to form National Aviation Company of India. It discusses the reasons for the merger such as declining profits and increasing competition. However, the merger has brought additional problems. Issues included employee opposition, operational differences between the airlines, and incomplete integration of IT systems and infrastructure. As a result, customer service has declined and losses have ballooned. The leadership changes have also exacerbated the challenges of integrating the two airlines.
recruitment and performance appraisal at air india ltdPrateek Gahlot
This document provides an overview of a project report on recruitment and performance appraisal at Air India Ltd. It includes an executive summary, chapters on objectives and methodology, conceptual analysis, questionnaire and data analysis, findings and recommendations. The objectives are to study recruitment procedures, awareness and satisfaction levels of employees, rules regarding spouse appointment after an employee's death, and training needs at Air India. Primary and secondary data was collected through questionnaires and company documents to analyze recruitment, appraisal systems and identify areas for improvement.
This document provides an overview of Air India, India's national airline. It discusses Air India's history beginning in 1932 as Tata Airlines, its mergers and acquisitions that led to its current form, its hubs and destinations, services offered, and awards received. The summary highlights that Air India was founded in 1932, merged with Indian Airlines in 2007 to form Air India Limited, serves 49 domestic and 26 international destinations across Asia, Europe and North America, and was the world's first all-jet airline in 1962.
The document discusses the role of human resource development (HRD) in the aviation industry. It provides an overview of the industry, covering its history from the early studies and flights of the Wright brothers to the current growth in India. It emphasizes the importance of HRD in aviation due to long work hours and frequent travel demands. HRD is responsible for employee satisfaction and efficiency through effective management and sound HR policies. Training and orientation programs are crucial, covering classroom, simulation, and on-the-job experiences. Career planning involves development opportunities both within and between airlines.
- Air India was formed in 2007 through the merger of Air India and Indian Airlines. It is now part of the Star Alliance and aims to integrate Alliance Air and Air India Express.
- Air India is facing major financial troubles with annual losses of Rs. 7000 cr and total debt of Rs. 49000 cr. Poor management decisions, lack of accountability, union strikes, and purchasing new planes have contributed to its debt crisis.
- The government has proposed a Rs. 30000 cr bailout package for Air India including equity infusion and loans. Operational and personnel changes aim to cut costs through route restructuring, pay rationalization, and asset sales to repay loans.
The document provides details about Air India, India's national airline. It discusses Air India's history beginning in 1932 when it was founded as Tata Airlines. It details its nationalization and mergers over the decades. The document also provides information on Air India's fleet size, destinations served, subsidiaries, and financial difficulties it has faced in recent years with accumulated losses of over $7 billion USD since 2007. It includes projections of Air India's operating revenues and costs through 2022 in an effort to evaluate its financial performance and viability.
This document provides background information on IndiGo Airlines, including its history, expansion both domestically and internationally, and business model. It was founded in 2006 and focuses on low costs through strategies like a single aircraft type, no frills, and direct ticket sales. By 2012, it had become the largest airline in India in terms of market share through consistent emphasis on punctuality and low operating expenses.
The workers resisted the factory's sale for the following key reasons:
- They felt insecure about losing their jobs and livelihoods under the new ownership given Videocon's financial troubles. Selling the factory threatened their employment.
- They had built long careers and commitments at Philips and did not want to start over under a new company.
- Wages were already low and they feared further cuts or delays in payments from Videocon.
The company could have avoided this resistance by:
- Involving the unions more in discussions and addressing their concerns about job security, wages, etc. upfront.
- Finding ways to retain more workers under the new ownership through negotiations.
- Providing
Air India was founded in 1932 by JRD Tata as Tata Airlines. It became a public company called Air India in 1946. In 1960, Air India flew its first international flight to New York. By 1962 it had become the world's first all-jet airline. In 2007, Indian Airlines merged with Air India. Currently, Air India is facing major financial troubles with a debt of over Rs. 40,000 crore and annual losses of Rs. 5,000 crore due to factors such as poor management, union strikes, and the decision to purchase 111 new planes. The government is implementing a turnaround plan including an equity infusion and loan to revive the airline.
The document summarizes HR policies at Coca Cola, including policies around training, wages, leaves, medical facilities, mentoring, recruitment, performance appraisal, compensation and benefits, employee relationships, and safety. New employees receive special training and are paired with experienced employees. Employees receive competitive wages and various facilities and benefits. The company fosters a good work culture and motivates employees through various programs.
1. Pandora IT Solutions emphasizes employee development through various training programs, performance management systems, and knowledge sharing initiatives.
2. Training includes new employee onboarding, soft skills and technical skills development, and an e-learning platform. Performance is evaluated through 360-degree feedback and linked to bonuses.
3. Knowledge is shared through databases, employee presentations after training, and profiles of top performers. The organization also aims to create a safe, open workplace where ideas are shared.
- Bata India was facing rising labor costs and disputes with unions throughout the late 1990s and early 2000s that were threatening profitability. The company struggled with high staff costs that comprised 23% of net sales in 2000.
- In 2000, Bata was heading towards another major labor dispute as its largest union requested government intervention in an alleged downsizing effort. Throughout its history, Bata had been plagued by frequent labor strikes and lockouts.
- A violent assault on Bata's managing director by union workers in 1998 exacerbated tensions and labor relations issues. It highlighted the political influence of unions and the difficulty of reforming the company's labor practices.
This document provides an overview of Air India, the flag carrier airline of India. Some key points:
- Air India is owned by Air India Limited, a government of India enterprise. It operates domestic and international flights on Airbus and Boeing aircraft from hubs in New Delhi and Mumbai.
- Air India traces its origins to Tata Sons in 1932. It was later nationalized by the government of India and renamed Air India in 1953.
- The airline has faced significant financial struggles in recent decades due to high costs and debt. Mergers and route reductions have been attempted to improve profitability.
- Air India's mascot is the Maharajah, a stylized figure introduced in 1946
IndiGo Airlines is seeking cabin crew candidates who are dynamic, professional, outgoing, and able to adapt to new environments. Requirements include being at least 20 years old, able to reach 212 cm while on toes to access emergency equipment, medically fit, able to swim 25m unaided, have at least a high school education, be fluent in English with another language as a plus, and preferably have hospitality experience. IndiGo operates Airbus A320 aircraft on domestic routes in India and focuses on low fares with high customer service standards.
The document outlines Sapphire Group's HR systems and hiring process. It discusses the various stages of recruitment, including identifying vacancies, collecting resumes, screening candidates, and conducting interviews. It also describes the orientation process for new hires and covers some of Sapphire's employment laws and policies regarding harassment, abuse, and health and safety. The recruitment and selection process is managed by the HR department with involvement from line managers and technical teams at various stages.
HDFC Bank's recruitment and selection process involves sourcing candidates internally and externally, processing applications promptly, conducting interviews to evaluate suitability, performing reference and background checks, making offers, and placing new hires on a 6-month probation period. Candidates are sourced through employee referrals, agencies, job postings, and campus events. Applications are processed within 5 days. Interviews may be one-on-one or panels and include tests for junior roles. Reference and background checks verify qualifications and employment history. Offers are prepared by HR according to grades. New hires are confirmed after a 6-month review of their performance.
1) Life Insurance Corporation of India is recruiting 375 Assistant Administrative Officers across various disciplines through an online application process between November 22, 2010 and December 14, 2010.
2) The recruitment notification provides details on the number of vacancies, reservation policies, eligibility criteria, application fees, selection process, and important dates for the written examination scheduled for February 27, 2011.
3) The selection process involves a written exam consisting of objective and descriptive tests, followed by an interview for shortlisted candidates, with final selection based on performance in the written test and interview.
Treasury graduate program recruitment processManoj Kumar
The document outlines the application process for jobs at the Department of Treasury. It states that applicants must submit an application form, resume with education and experience details, and academic transcripts. It evaluates factors like academic achievements, work experience, skills, and extracurricular activities. The selection panel uses the application materials to determine the best candidate based on the job requirements. Successful and unsuccessful applicants are notified, and successful applicants are invited to an orientation.
1) ONGC, India's largest oil and gas company, is recruiting for 18 positions in Chennai across various roles like Technical Assistant, Assistant Technician, Security Supervisor, and others.
2) Candidates must have the requisite educational qualifications and experience for the positions. Age limits and reservations for SC, ST, OBC, and PwD candidates apply.
3) Selection will involve an online application, written test, physical standards and efficiency tests where applicable, and interview. The pay scale ranges from Rs. 11,000-24,000 to Rs. 12,000-27,000 plus allowances.
This document outlines the human resources policies and procedures for Z-one holding. It includes sections on policies and procedures, agreements, forms, correspondence, and checklists. Some of the key policies addressed include recruitment and selection, performance management, discipline, anti-discrimination, computer/internet/email use, training and development, and termination of employment. The document provides detailed guidelines on various HR processes like conducting interviews, probationary periods, issuing employment contracts, and implementing a progressive disciplinary system. Overall, the document serves as a comprehensive manual for managing Z-one's human capital according to established best practices.
Vitaver Staffing proposes a thorough staff augmentation process to satisfy customers' needs:
1. They conduct interviews with stakeholders to gather additional requirements beyond statements of work.
2. Recruiters familiarize themselves with customers' needs, culture, and environments to better meet requirements.
3. Specialized teams thoroughly review requirements and identify qualified candidates from databases, referrals, and online searches to submit profiles within 48 hours.
PACCC? So Easy Even a Caveman Can Do It? Not quite. An InsightArthur A Rimbold
These 17 pages ONLY outline the coursework and guidelines to gain and maintain any providers certification. Holding it will require retesting, continued learning, and the lack of failing their public.
The document discusses selection procedures in Indian Railways. It describes the various methods of selection such as direct recruitment, promotion, transfer, and deputation. Selections in Indian Railways involve both recruitment through agencies like UPSC, RRB, RRC as well as promotions within and across groups. The selection process involves written tests, interviews, and assessment of service records. Promotions to gazetted and non-gazetted posts follow strict eligibility criteria and are decided by departmental promotion committees.
The document provides information about a Certified Banking Compliance Professional course offered jointly by the Indian Institute of Banking & Finance (IIBF) and the Institute of Company Secretaries of India (ICSI).
The objectives, background, scope, target group, modalities, and certification process for the course are outlined. The course aims to enable professionals to perform compliance roles in banks and consists of online exams and classroom learning. It covers topics like risk management, regulations, and compliance functions and issues specific to banks. Successful candidates will receive a 'Banking Compliance Professional' citation from both IIBF and ICSI.
M/s. Asassa & Company is a licensed overseas employment agency in Pakistan that recruits skilled, semi-skilled, and unskilled workers for positions in Saudi Arabia, Kuwait, Bahrain, UAE, and Malaysia. It has experienced recruitment staff and technical experts to evaluate candidates. Asassa & Company is committed to satisfying both job seekers and overseas employers by offering reliable employment services and recruiting honest, hardworking employees. It assists candidates through the application, interview, and medical examination process to obtain necessary visas.
The document provides information about a recruitment process for Customer Service Agent positions at IGI Aviation Services Private Limited. The following key details are provided:
- Both male and female candidates who have completed 10+2 education can apply. No aviation certificate is required.
- The selection process involves a written exam testing general awareness, aviation knowledge, English, and aptitude. Candidates who pass the exam will be invited for an interview.
- Upon final selection, candidates can expect a salary between Rs. 15,000-25,000 per month. The age limit is 18-30 years and there are 1095 vacancies.
This document outlines the recruitment and promotion policy of Artificial Limbs Manufacturing Corporation of India (ALIMCO). It details the recruitment process for trainees and regular employees. It discusses manpower planning, job classifications, recruitment procedures, selection process, and reservation policies. The recruitment of trainees involves written tests, interviews, stipends during training, absorption after successful completion, and a bond for 3 years of service. Regular recruitment can be through direct recruitment or transfers on deputation. The selection process involves shortlisting applications and reimbursing travel costs for interviewed candidates depending on the level of the position.
The document outlines the HR policies and procedures of CINI, including:
1) The recruitment process which involves requisition for staff, approval from the HR unit, internal/external searches, shortlisting candidates, conducting interviews and issuing appointment letters.
2) Performance reviews are conducted yearly and used to determine salary increments, contract renewals or promotions.
3) Salaries are paid on the 28th of every month. The document also describes policies around leave, loans, increments, promotions, consultancy work and staff transfers.
The UPSC Central Armed Police Forces (CAPF) exam is conducted annually by the Union Public Service Commission to recruit candidates as Assistant Commandants in seven security forces under the Ministry of Home Affairs. These forces are the Assam Rifles, Central Reserve Police Force, National Security Guard, Indo-Tibetan Border Police, Sashastra Seema Bal, Central Industrial Security Force, and Border Security Force. Recruitment is done through different modes for different roles, including gazetted officers, subordinate officers, and constables. The CAPF AC 2021 exam will assess candidates on general ability and intelligence through a written exam consisting of two papers to be held on August 8, 2021.
G jWe all want to save time. Whether we're trying to be more productive at work, get more done around the house, or just have more free time to relax, saving time is always a goal. But how do we actually save time?
There are a lot of ways to save time, but not all of them work for everyone. It's important to find the methods that work best for you and your lifestyle.
Here are 12 ways to save time:
1. Set priorities
One of the best ways to save time is to set priorities. When you know what your priorities are, you can focus on the tasks that are most important to you and get them done more quickly.
2. Make a list
Making a list of the tasks you need to do can help you save time by keeping you organized and focused. When you have a list, you can see exactly what needs to be done and you can work on tasks one at a time until they're all completed.
3. Simplify your life
One of the best ways to save time is to simplify your life. If you can streamline your daily routine and eliminate unnecessary tasks, you'll have more time to focus on the things that are truly important to you.
4. Delegate and outsource
If you're trying to do everything yourself, you're going to end up wasting a lot of time. Instead, delegate tasks to others or outsource them to professionals. This will free up your time so you can focus on more important things.
5. Set a schedule
When you set a schedule, you can better plan your time and make sure you're using your time wisely. Having a schedule will help you stay on track and avoid wasting time on tasks that aren't important.
6. Take breaks
If you're working on a task and you feel yourself getting overwhelmed or bogged down, take a break. Stepping away from a task for a few minutes can help you clear your head and come back to the task with fresh eyes. This can help you work more efficiently and save time in the long run.
7. Eliminate distractions
When you're trying to save time, it's important to eliminate distractions. This means turning off your phone, closing your email, and silencing any other sources of distraction. By eliminating distractions, you can focus on the task at hand and get it done more quickly.
8. Use technology
There are a lot of ways that technology can help you save time. From online shopping to online bill pay, there are many ways to use technology to make your life more efficient.
9. Automate
If there are tasks that you do on a regular basis, see if there's a way to automate them. This could include setting up automatic bill payments or setting up a system to remind you of upcoming deadlines. Automating tasks can save you a lot of time in the long run.
10. Batch tasks
If you have a lot of similar tasks to do, batch them together. This means doing all of the tasks at once instead of spreading them out. For example, if you need to make a bunch of phone calls, do them all at once instead of making one call, taking
The document announces job openings at the Centre for Development of Advanced Computing (C-DAC) in Mohali, Punjab, India. C-DAC is looking to fill 33 positions such as Project Manager, Project Engineer, and Project Associate on a contract basis. The positions involve work related to areas like high performance computing, cyber security, artificial intelligence, and more. Interested candidates meeting the eligibility criteria must apply online by September 30, 2021 by paying a 500 rupee application fee, except for female candidates, SC, ST, PwD and EWS categories. Shortlisted candidates will be informed about the written test and interview dates. Final selection will be based on performance in the written test and interview.
The document outlines a recruitment policy for a company with the following key points:
- The policy aims to recruit a combination of fresh graduates and experienced hires in a planned manner based on turnover data.
- For senior level positions (Level VII and above), 33-50% of vacancies will be filled externally and the rest internally.
- A structured recruitment process is defined based on the level of the position, including forming selection committees, evaluating candidates, reference checks, and issuing offer/appointment letters.
- All new hires must complete an induction training before joining their department.
Mazagon Dock Shipbuilders Limited (MDL), a government-owned shipbuilding company in India, is accepting online applications for 51 Senior Engineer positions in Mechanical and Electrical disciplines. Candidates must have a Bachelor's degree in the relevant engineering discipline with a minimum of 60% marks. Selection will be based on the candidate's GATE 2014 or 2015 score and a subsequent personal interview. Original documents will be verified at the interview. The positions are open to Indian nationals aged 28 years or younger as of November 26, 2015.
This document provides an overview and instructions for the interview certification process at UCF. It discusses the benefits of behavioral interviewing and reviews UCF's interview procedures. It outlines how to identify essential job tasks, conduct effective performance-based interviews, and determine the best candidate. The document reviews UCF's online employment system and provides resources for interviewing, reference checks, determining qualified candidates, and onboarding new hires. The overall summary is that this document trains and certifies interviewers on UCF's standardized interview process and guidelines for selecting and hiring the most qualified job candidates.
The document discusses performance management and performance appraisal. It defines performance management as a process where managers and employees work together to set expectations, review results, and reward performance. Performance appraisal is defined as a formal system to periodically review and evaluate an individual's or team's job performance. The document also discusses different methods of performance appraisal and common problems with performance appraisal systems.
Total quality parameters - new venturesMayank Singh
Six Sigma is a methodology for process improvement that aims to reduce defects to 3.4 defects per million opportunities. It is driven by close understanding of customer needs and uses statistical analysis to improve processes. The Six Sigma methodology involves defining problems, measuring key aspects, analyzing causes of defects, improving processes, and controlling improvements. The goal is to achieve a high level of quality that creates value for customers through eliminating waste and defects.
The document discusses different types and definitions of innovation. It notes that innovation is often confused with invention and can be technological as well as non-technological, including managerial, legal, and political innovations. Innovation is defined as an endeavor that significantly improves the cost-benefit ratio. Examples of innovations that improved convenience versus cost are given. Non-technological innovations discussed include productivity, marketing, pricing, and branding innovations. Major innovations create entirely new markets, while incremental innovations provide improvements.
Most business opportunities come from enhancing, extending, or specializing existing products and services, rather than completely novel ideas. Only 3-4% of ideas are truly innovative, while the majority involve refinements like making things cheaper, better, or more user-friendly. Examples include upgrades from mechanical watches to quartz, desktop PCs to laptops, and propeller planes to jets. Critical factors for success include having a clear value proposition, managing competition, assessing market size, and determining critical success factors like customer acquisition strategy and team skills.
This document discusses identifying innovative ideas and approaches to innovation. It begins by outlining the role of ideas in the current globalized economy. It then distinguishes between invention, discovery, and innovation. The document discusses the ideation process and sources of innovative ideas, including changes in population, economics, education and culture. It also discusses different business models for innovation, including those driven by technology, costs, or relationships. The document notes the importance of addressing legal issues like intellectual property protection. It concludes that idea-driven companies need careful planning to balance experience and creativity while promoting the highest value creation with the fewest resources.
This document discusses creativity and innovation. It focuses on an individual named Venkatesh Sarvasiddhi. However, the document provides no further details about Venkatesh Sarvasiddhi or creativity and innovation. It is a very short document that leaves the reader wanting more information on the topic and individual mentioned.
Business plan formulation and venture capitalistMayank Singh
The document provides an overview of business plan formulation and the fund raising process. It discusses that a business plan targets venture capital firms, potential employees, bankers and others. The plan should include sections on the company overview, product/market description, development plan, marketing plan, management team, and financial projections. It emphasizes that a business plan is a formal document, not a PowerPoint, and should be concise at 30-35 pages with an executive summary, table of contents, and confidentiality clause.
The document discusses statistics about the 545 members of the Lower House of Parliament of India, including that 29 have been accused of spouse abuse, 7 have been arrested for fraud, 19 have more pending criminal cases, and 117 have been charged or investigated for serious crimes like murder, rape, assault, extortion and robbery. Many members also have bad credit histories, are current defendants in lawsuits, or have paid fines related to offenses. The document calls for spreading awareness of these statistics to help save the country.
The document discusses strategies for promoting the social bookmarking site Hotklix, including creating a Facebook page and application to increase traffic and engagement. It mentions creating an application to display popular links on Hotklix, allowing users to view and vote on stories. The application would also share users' activities to their Facebook friends. Users could login to Hotklix using their Facebook account and publish activities to their Facebook wall to further promote the site.
Role Of Risk Capital In Growth Of Sm EsMayank Singh
The document discusses risk capital financing options available to small and medium enterprises (SMEs) in India. It conducted a survey of 20 IT SMEs in Noida to understand their attitudes towards and utilization of risk capital. The key findings were that most SMEs rely on self-capital and debt financing rather than risk capital. Venture capital was the most utilized risk capital. The main reasons SMEs gave for not using risk capital were lack of need, complicated processes, and unwillingness to share equity. The conclusion is that while risk capital could help SME growth, there is a lack of knowledge and need for more promotion and education on risk capital financing options.
Corporate entrepreneurship refers to entrepreneurial behavior within existing organizations. It includes activities such as internal corporate venturing, intrapreneurship, and bending industry rules. Large companies are increasingly pursuing corporate entrepreneurship to drive innovation and growth, as standalone startups were once able to provide. Examples of successful corporate entrepreneurship initiatives include new product lines developed within Apple and Amazon bending traditional business models.
Role Information & Communication Technology for Rural MarketMayank Singh
Role Information & Communication Technology for Rural Market discusses how ICT can benefit rural India. Some key points:
- India has a large rural population, with over 70% of Indians living in rural areas. Access to services and opportunities is limited.
- ICT projects aim to use technology to provide rural citizens access to information, markets, education, healthcare and more. Examples include e-Choupal, Akshaya, and n-Logue multipurpose internet kiosks.
- Challenges include unreliable electricity, telecommunications infrastructure, and socioeconomic barriers like gender inequality. Successful models require addressing these issues.
This document proposes new distribution points and consumer segments for Archie's Gallery. It suggests targeting university areas, metro stations, and partnering with large retail stores. New consumer segments could include customized cards, personalized items, Braille cards for the visually impaired, and cards for kids containing poems, cartoons and stories.
Brand personality is defined as the set of human characteristics associated with a brand. Examples show that brands can have traits like safety and reliability (Volvo), being athletic (Nike), or dependable and authentic (Levi's). Products and brands are also associated with gender personas, like coffee and toothpaste being seen as masculine and soap and shampoo being seen as feminine. Colors can also influence brand personality traits, with different colors like blue, yellow, and red being linked to traits like respect, warmth, and excitement.
Prescriptive analytics BA4206 Anna University PPTFreelance
Business analysis - Prescriptive analytics Introduction to Prescriptive analytics
Prescriptive Modeling
Non Linear Optimization
Demonstrating Business Performance Improvement
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
2. PROFILE OF INDIAN AIRLINES
• Indian airlines was constituted as a statutory corporation under Air
Corporation Act 1953 to nationalized the air transport industry. The
Airline, that merged and integrated to form Indian airlines were: -
• Airways India Limited.
• Air India (operating domestic services only)
• Air services of India Limited.
• Himalayan Airways Limited.
• Bharat Airways Limited.
• Indian airlines National Airways.
• Deccan Airways Limited.
• Kalinga Airways Limited.
• Indian airlines has been constantly innovating and upgrading its
fleet and today is one of the largest domestic airlines in the world
with a fleet of 55 aircraft including A-320s, A-300s and Boeing 737s.
• Indian airlines operates 220 flights everyday carrying more than
22,000 passengers on its network. It connects 63 domestic and 19
international stations in 15 countries like Singapore, Kuala Lumpur,
Bangkok, Colombo, Katmandu, Kuwait, and Sharjah, Muscat etc.
3. Indian airlines Airlines launches
new identity
• December 7 marks the beginning of a new epoch in Indian airlines
Airlines. The Airbus A319 aircraft which landed at Delhi Airport
today launched the new Indian airlines Airlines name and identity.
After ruling the skies for more than 50 years and with many
significant improvements in the last decade, Indian airlines Airlines
is gearing itself for tougher challenges. The A319 aircraft taken on
lease is the first new type of aircraft to join the fleet after a long gap
of 11 years. Four more will join shortly. The fleet acquisition plan for
43 aircraft is also underway and the airline hopes to take delivery of
the new aircraft beginning next year end.
• Signifying continuity with change, the new look of the airline
communicates a bold, striking, progressive and distinctive image for
the airline. It is a contemporary graphic representation inspired by
the wheel of the Sun Temple at Konark, which symbolizes timeless
motion, convergence and divergence. It also embodies the solidity
and trust that has stood the test of time.
6. How does recruitment take
place?
• According to the need of manpower, the advertisement
is published in 2 English and 1 Hindi newspaper and in
employment news also. After written test in which
minimum prescribed limit is fixed foe interview, a panel
for interview is formed which consists of nominees from
personnel department, finance department, department
head where vacancy exists- SC/ST association
representative and 1 nominee from minority section. The
provisional joining letter is issued to the successful
candidates after their background and medical
investigation is completed. The candidate has to
undergo for the training of 6 to 9 months duration
depending of 6 to 9 month duration depending on their
grades.
7. CHECK-LIST TO BE FOLLOWED BY PERSONNEL DEPARTMENT
OF
RECRUITMENT ACTION
1. Determine vacancies as follows: -
– Existing
– Due to arise in the next 12 months due to retirement
– Anticipated increase in standard force.
1. Distribute vacancies between internal & external quotas, selection
& non- selection, SC/ST, ex-servicemen, as applicable.
2. Have the draft advertisement/ notification approved by the
department concerned & the Personnel department.
3. Issue advertisement/Notification. Copies that are to go to SC/ST
& ex-servicemen, organization is to send registered A.D.
4. After the receipt of applications, screen applications in respect of
criteria prescribed for – age & education etc.
5. Send the screened application to the department concerned for
establishing eligibility on considerations of Technical /Professional
qualifications & experience prescribed.
6. If a written paper is to be set, contact the officer nominated for the
purpose fix date for the written test.
7. Issue call letters under Postal Certificate to the candidates called
for written test. Call letters to SC/ST & ex- servicemen to go
R.A.D.
8. 9. Send answer books of candidates after the test to examiner nominated for
the purpose indicating clearly that under the existing rule the passing marks
are 60%.
10. On receipt of evaluated answer books, ensure that weightage as prescribed
in the rule is given to SC/ST candidates. In the case of those who fail
marginally, i.e. withy less then 5, the answer books may be send back to the
examiner for re-evaluation if a sufficient number of SC/ST candidates have
not qualified in the written test.
11. The written test in all cases is to be treated as a qualifying test only. The final
suitability of a candidate & his position in order of merit will be determined
solely upon his performance in the interview.
12. A selection Board is to be nominated & approved by the competent authority
according to R&P Rule.
13. Candidates, who are eligible to be called for interviews should be sent call
letter under Postal Certificate after ascertaining suitable dates from the
selection board. Call letters to SC/ST & ex servicemen must go R.A.D.
14. Arrangements for the premises where the interviews are to be conducted
should be made of the Personnel department & a representative of the
concerned department should be available for the interview.
15. The Personnel department on separate sheets should prepare assessment
sheet for both internal & external candidates.
16. The personnel department will prepare a suggested list of factors, with
weightages, to be considered in the interview & finalize it in consultation
with Personnel Manager/Director of Personnel/Departmental Head
concerned.
17. Assessment sheets are to be given to the selection board along with a Top
Sheet.
9. INTERNAL AND EXTERNAL CANDIDATE
ASSESSMENT SHEET
• INTERNAL CANDIDATE ASSESSMENT SHEET
• EXTERNAL CANDIDATE ASSESSMENT SHEET
Name, Designation, Grade
& Region
Date of
Birth
Education Experience Remarks
APA Total
Interview
S.No. Name Date of Birth Experience Interview Total Remarks
10. GUIDELINES FOR SELECTION
BOARDS
1. On receipt of assessment sheets, the members of the board will
pursue the list of candidates & in case any relative of theirs is to
appear for the interview they will dis -associate themselves from
the entire selection proceedings & bring the matter to the notice of
the management immediately.
2. The member of the selection board should familiarize themselves
with the job description, qualifications prescribed for eligibility of
candidates & the specific points to be ascertained from the
candidates to establish their suitability for the post.
3. The member of the selection board should meet at least half an
hour before the commencement of the interview to decide on the
manner of conducting the interview.
4. Each member of the selection board will record his assessment
sheet on a separate sheet.
11. 5. Interview pattern:
– Total marks for the factors assessed during the interview will be 100.
– Qualifying marks will be 60% in the interview.
– Weightage assigned to APA’s in respect of internal candidates should be
50 marks & the total for other factors assessed during interview should be
50 marks.
-- APA’s in the form used for employees in grade 10/12 & above will be as follows: -
» Every Outstanding APA-16 Marks
» Every Very Good APA-12 Marks
» Every Good APA-10 Marks
» Every Adequate APA- 8 Marks
» Every Barely Adequate APA-3 Marks
» Every Unsatisfactory APA-0 Marks
Two ’Outstanding’ & one ‘Very Good’ APA will, therefore, earn the candidate
44 marks. Similarly, three ’Good’ reports will earn 30 marks.
-- APA’s in the form for employees in grade 3-9 will be related as follows: -
» Every Outstanding APA-16 Marks
» Every Good APA-10 Marks
» Every Average APA- 5 Marks
» Every Poor APA-0 Marks
Two ’Outstanding’ & one ‘Good’ APA will, therefore, earn the candidate 42
marks. Similarly, three ’Good’ reports will earn 30 marks. It should be noted
that marks of APA’s are allotted on the basis of overall performance of the
employee.
12. 6. The members of the Selection Board may discuss the
performance of the candidate in the interview but each member of
the selection board should rate candidate independently.
7. It is desired to give remarks against each candidate indicating the
strengths & weaknesses observed.
8. Where an internal candidate is considered unsuitable despite his
good performance in the written test/ APA’s, the selection board
should record appropriate remarks against his name explaining
reasons for rejecting the candidate.
13. VERIFICATION PRIOR TO THE
INTERVIEW
• 1) Name…………………………………………………….Verified
from
• application or form the call letter.
• 2) Photograph: Checked with the individual.
• 3) Date of Birth: Checked from..
• (name relevant document).
• 4) SC/ST, Ex-servicemen: Checked from……………………
• (name relevant document)
• 5) Education: Checked from……………………
• (name relevant document)
• The information above has been checked from the original
documents furnished by the candidate.
• ……………………. ……………………………. …………….
• NAME DESIGNATION DATE
15. TYPES OF LEAVES
• MATERNITY LEAVE: - A female shall be eligible for grant of
maternity leave on full pay for a period, which may be extended
up to 135 days on certification by the medical officer of the
company.
• SPECIAL LEAVE FOR INJURIES DURING
SPORTING ACTIVITIES: - An employee with less than two
surviving children shall be granted paternity leave for a period of
15 days from the day of delivery, full paid with all the benefits.
• CASUAL LEAVE: - An employee will be eligible for 10 days
casual leave in a calendar year either for private affairs or on
ground of sickness.
• PRIVELEGE LEAVE: - An employee shall be eligible for 30
days privilege leave for every completed 11-month of service.
• SICK LEAVE: - An employee shall be eligible for sick leave of
20 days on half-day basis, which can be computed to 10 days
basis on full pay for each calendar year.
• ACCIDENT AND DISABILITY LEAVE: - An employee
sustaining an injury caused by an accident and disability leave up
to a maximum of 120 days.
16. • QUARANTINE LEAVE: - An employee may on quarantine
certificate issued by a medical authority approved by the
Managing Director, may be granted leave of absence from duty
for period not exceeding 30 days.
• STUDY LEAVE: - An employee may be granted study leave
by the Managing Director at his discretion, on the merit of each
case, on such terms and condition, as he may deem necessary.
• EXTRA-ORDINARY LEAVE ON GROUNDS OF ILLNESS:- The
leave is granted when the employee is suffering from any of the
following diseases/ailment injuries:
– Tuberculosis,
– Cancer,
– Leprosy,
– Heart diseases,
– Paralysis
• GENERAL CONDITIONS REGARDING ALL KIND OF LEAVE
17. PASSAGE FACILITIES
PROVIDED BY INDIAN
Passage means the tickets given to the
employees who are given to the free of
cost or at concessional price.
18. ENTITLEMENT OF PASSAGE
Length of service 100% Free Passage Concessional 95% Free
Less than 1 yrs 2 Nil
More than 1 yrs less than 5 yrs 2 1
More than 5 yrs less than 7 yrs 2 1
More than 7 yrs less than 10 yrs 2 2
2 3More than 10 yrs less than 20 yrs
19. ENTITLEMENT OF PASSAGE TO
THE DECEASED SPOUSE
Years Free Concessional(95%)
15 1 Nil
20 1 1
25 1 2
20. INTERLINE PASSAGE
To the retired employee the interline passage is
provided to the self and spouse every year
Grades Free Concessional
(95%)
½ to 9 7 years Every year
10/12 and above 5 years Every year
21. WELFARE ACTIVITIES
Indian take care of both statutory and no statutory
provision of welfare for the employee.
The various statutory provisions as described by
Labour Laws: -
• Workman Compensation Act 1923
• Provident Fund Act 1925
• Payment of wages 1936
• Industrial Dispute Act 1947
• Employee State Insurance Act 1948
• Factory Act 1948
• Provident Fund Miscellaneous Act 1953
• Payment of Gratuity Act 1972
22. The various welfare facilities
initiated by INDIAN are as follows: -
1. MEDICAL FACILITIES (The provision
for spectacles is also provided worth Rs.
500 )
2. STAFF HOUSING COLONIES (
3. CANTEENS
4. GROUP INSURANCE SCHEME
23. 5. LOANS
1. Housing Loans (up to Rs. 3 lakhs )
2. Vehicle Loan
3. Miscellaneous Loan
Employees are also granted miscellaneous loan for meeting
various contingencies up to a maximum, of Rs. 15,000.
• Loan for Marriage for ward: - After completion of 15 years of
service period the loan amount interval 60 installments 4.5% P.A.
• Loan for religious Ceremonies: - Amount not exceeding Rs.
3,000/- like mundane, sister, sonnet, loan is repayable in 60
installments and inters charge will be 4.5% P.A.
New Car 75000/-
Old Car 50000/-
New Scooter/Motor Cycle 15000/-
Old Scooter/Motor Cycle 6000/-
Cycle 600/-
24. • Loan for repair of House: - Employee are granted loan for repair of
house subjected to maximum of Rs. 15,000/- This loan is granted
after 6 years of housing loan, when if any the loan amount is
recovered in 60 installments and interest charge will be 5.5% P.A.
• Loan for repair of House: - Employee are granted loan for repair of
house subjected to maximum of Rs. 15,000/- This loan is granted
after 6 years of housing loan, when if any the loan amount is
recovered in 60 installments and interest charge will be 5.5% P.A.
• Loan for repair Car: - loan for repair of cars also granted provided
the car is in possession of the employee. Maximum Loan Rs. 5000/-
returned in 60 installments is 6.5% P.A.
• Interest Free Loan for Natural Calamities: - Loan for meeting
medical expenses Rs. 10000/- for self or dependent family.
• Ex Gratia Payment to Meet Funeral Expenses: - In case of death
of an employee while in service an amount upto 1500/- is given
towards funeral expenses of the employee.
25. 6. EDUCATION SCHOLARSHIP SCHEME FOR
EMPLOYEE WARD
The children studying in class two onwards are eligible for grant of
the scholarship in the year which are as follows –
7. HOLIDAY HOMES
A Staff is required to pay a nominal rent for the accommodation. In
these places the staff can go for any time for maximum of 10 days
(In May/June for 5 days)
Class II to IV Rs.125
Class V to VII Rs.250
Class XI to XII Rs.375
Graduation/P.G Rs.500
Master/Technical/Non Technical Rs.625
In Professional courses Rs.750
Region Name of Station
Northern Region Mussoorie, Dharamshala
Southern Region Kodaikanal, Ooty
Western Region Goa, Panchgani
Eastern Region Puri, Gangtok
26. 8. LONG SERVICE MEMENTOS
Employees on completion of 25 years of satisfactory
service are awarded long service mementos in
recognition of their service.
9. FESTIVES ADVANCE
This is admissible to all employees on one occasion in
calendar year on Holi, Id-Ul-Fitter, Dussehra, Diwali, X-
Mas festivals. Employees with less than 6 years of
service can avail festival advance only after their
furnish surety of another employee of IA who have put
at least 6 years of service in IA. The advance payable
is Rs. 3000/- and Rs. 4000/- depending upon the
employees’ basic pay and is received in 10 monthly
interest free installments.
27. 10. FINANCIAL ASSISTANCE TO EMPLOYEE
PURSUING HIGHER STUDIES
Employees who wish to pursue higher studies are
granted financial assistance subject to a maximum of
two courses in the entire service of the employee.
Employees are reimbursed tuition fee. Admission fee
Examination fee and an amount up to Rs. 300/- for the
purchase of books.
11. SUBSIDIZED TRANSPORT
Employee working at the airport at Metro Delhi,
Mumbai, and Kolkata are provided free subsidized
transport from various rolling point.
12. RETIREMENT GIFT
The retirement gifts of the choice of the employee up
to the value of Rs. 3000/- is given to those employees
who retire after 25 years of satisfactory service.
29. GRIEVANCE
• A grievance for the purpose of this scheme would mean
the grievance relating to any employee arising out of the
implementation of the policies, rules and regulations or
decisions of the organization. It can include matter
relating to leave, increment, officiating, arrangement, non
extension of benefit under rules 7 regulation,
interpretation of service regulation, seniority, payment of
wages, overtime, loans etc. of individual nature.
• The following area will fall outside the scope of this
procedure: -
• Promotion
• Annual performance appraisal rating
• Punishment under the standing order
30. PROCEDURE OF HANDLING GRIEVANCES AT
REGIONAL LEVEL
STEP 1
STEP 2
STEP 3
Report grievance within seven days of arising it
Dy.Departmental Head give decision within ten days
Employee If not satisfied can give it to the next authority within five days of
redressal from lower authority
If employee is still not satisfied with the procedure of handling grievances, he
may report to Departmental Head within seven days of redressal from step no.1
Departmental Head calls a meeting of grievance committee, which has to give
its decision within ten days of receipt of grievance.
If employ is still unhappy, he may appeal to regional director
Regional Director has to convey his decision within ten days which shall be
deemed full and final
32. Central Training Policies of
Indian: -
1. Identify the training at different levels in the
organization and organize to meet the needs.
2. Nominations of training program to be made on the
basis of clearly made laid down criteria (A) individual
need related to personal growth.
3. Training to be continuing in activity.
4. Training to all categories of employees upward
including members of top management.
5. New entrants in staff and junior officer level are to be
included through special orientation program.
6. Growth experience with members of other
organizations.
7. To maximize the spread of benefits of training over
wider section.
8. Communication of plans and policies of Indian to its
officers at different levels.
33. TRAINING PROGRAM
ORGANISED BY INDIAN IN 2004
• Company information program
• Security awareness program
• Standing orders and discipline procedure
• Computer awareness program
• Training program for trainee sub assistance
• Training program for redeployed staff
• Yoga classes
• Training program for stores department
• Welcome to the world of managers
34. OBJECTIVES OF TRAINING
• To educate and impart knowledge and skill to
the newly recruited personnel for effective
performance of assigned tasks.
• To expose the employees to the latest
techniques, concepts and information about the
work so that they develop skills and efficiently
perform their duties.
• To provide opportunities for the middle level
managers and blue-collar workers for
exchanging the experiences and knowledge
during inter departmental training programmes
and seminars.
35. PERFORMANCE APPRAISAL
• Establishment section looks after the procedure of
annual performance appraisal. On the basis of APA, the
employee is considered for promotion, transfer etc. in the
case of promotion last three years of APA’s is
considered and if there is any adverse entry in the APA’s
then the candidate is debarred from promotion for one
year but the adverse entry is communicated in writing to
the employee. The APA indicates the performance of the
employees through out the year. APA’s play an
important role in promotion of employees: every APA
contains 60 marks, 20 marks for each APA per year.
36. There are 6 types of performance
appraisal they are : -
1. P.A of engineers including AME (Aircraft maintenance engineers),
flight engineers (13/14 grade), (including Sr flight engineers (15
grade) and Sr manager flight engineering (16 grade) is filled from
1st April to 31st march.
2. P.A. of technical staff (3-9 grade) this is filled from 1st July to 30th
June.
3. P.A. of flying pilots (10/12 grade and above (only in flying duties,
including commander, captain and first officer) this is also filled
from 1st to 31st march.
4. P.A. of airhostess and flight pursers (including Sr airhostess and
flight pursers. Deputy Chief Cabin crew, in flight services (IFS)
officer. Assistant (IFS manager) – this is filled from 1st July to
30th June.
5. P.A. of non-technical staff (3-9 grade) – this is filled form 1st July
to 30 the June.
6. P.A. of officers and executive pilots (doing flying duties as well as
administrative duties) (16-19 grade) – this is filled from 1st April to
31st march.