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Anita Dhara Project

Anita Dhara Project

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Anita Dhara Project
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A COMPREHENSIVE PROJECT REPORT ON

“Identification of HR competencies of senior & middle level managers”
Submitted to (GIDC Rajju Shroff Rofel Institute of Management Studies, Vapi) IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE AWARD FOR THE DEGREE OF MASTER OF BUSINESS ASMINISTRATION In Gujarat Technological University UNDER THE GUIDANCE OF Ms. NIDHI YADAV Lecturer (Marketing/HR) Submitted by Dhara. R. Patel : Enroll. No. 107160592022 Anita. S. Kale : Enroll. No. 107160592002 [Batch: 2010-12] MBA SEMESTER III/IV MBA PROGRAMME Affiliated to Gujarat Technological University AHMEDABAD

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Students’ Declaration
We Dhara Patel and Anita Kale hereby declare that the report for Comprehensive Project entitled “ Identification of HR competencies of senior & middle level managers” a result of our own work and our indebtedness to other work publications, references, if any, have been duly acknowledged.

Place : Vapi Date : (Signature)

Dhara Patel Anita Kale

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Institute’s Certificate “Certified that this Comprehensive Project Report Titled

“Identification of HR competencies of senior & middle level managers” is the bonafide work of Ms Dhara Patel and Anita Kale
(Enrollment No. 107160592022,107160592002), who carried out the research under my supervision. I also certify further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

DATE: GRIMS, VAPI

MS. NIDHIYADAV Lecturer (Marketing/HR)

This project report is forwarded for the evaluation to the Gujarat technological University.

DATE: Vapi Director GRIMS,

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Therefore practicing this study is important for management students. We hope that this report will meet educational requirements. Understanding of both practical and theoretical knowledge is essential in this competitive world. The basic aim of this study in management field is to know how to apply management theories in practical. Thus. Nidhi Yadav who helped us a lot during our project work and also the staff and students of the college. Dhara Patel Anita Kale 4 .PREFACE The report on “Comprehensive Project” has been prepared as the syllabus prescribed college for MBA students. And lastly we received all the information and cooperation from our guide Ms. it is our morale and obligatory duty to take this as a part of our study with great enthusiasm and seriousness and gives them due important.

Micro inks ltd. Setco chemicals. I am very much grateful to the people of Aarti industries. We are also thankful to entire faculty and staff of GRIMS. Place: VAPI DATE: Thanking You Dhara Patel Anita Kale 5 . So. who have helped us to complete the project. NIDHI YADAV whose guidance and support helped US to complete this project successfully and Without their Guidance the work would never been completed. now it is the right time to express our sincere gratitude towards all those. and Prof. to our all dear friends for their continuous help. We would like to thank our Director DR. PANKAJRAY PATEL who has given us the opportunity. Last but not the least we are highly thankful to our parents. Vapi without which this project would be not a successful one. who helped us to collect the data and the Internal Guide.ACKNOWLEDGEMENT A Project Report is never successfully completed without the guidance from appropriate person. united phosphorus ltd etc. We are highly indebted to all the staff members of above companies which was directly or indirectly associated with us. support and co-operation.

1 1.3 1.4 5.2 5.INDEX Chapter No.7 6 7 8 9 Particulars PART 1: GENERAL INFORMATION Introduction Introduction of the chemical industry Overview of chemical industry in world market Overview of Indian chemical industry Growth of the chemical industry 4 5 6 9 11 Page No.1 4.3 5.5 5.6 5.1 5.1 1.4 2 3 4 4.2 1.4 5 5.3 4. About Major Companies in the industry/sector in 14 India Product profile (Major Products) 22 PART 2: PRIMARY STUDY Literature Review Introduction/ Background of the study Statement of Problem Objectives of the study Research Methodology Research Design Sources of Data Data Collection Method Population Method Sampling Method Sampling Frame Data Collection Instrument Data Analysis and Interpretation Results and Findings Limitations of the study Conclusion/Suggestions Annexure Bibliography 26 27 31 33 33 34 36 36 36 36 37 37 37 38 88 90 92 6 .

List of Tables 7 .

. High emotional stamina command of basic fact Page No. Inspires and motivates others with liberal insights. Pro-activity Creativity . Delivers results on commitment. Rewards right behavior. Impartial and fair exercising the responsibilities. Gets results consistently. Provides rewards. Relevant professional knowledge. Self sufficiency . Mental alertness Balanced learning habits and skills. . safety and social objectives are integrated into business activities. feedback and recognition Communicates effectively with people. Empowers and trains people.Sr. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 Particulars Sees new possibilities to take the organization at a higher realm. Assembles strong teams. 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 8 73 74 . Ensures that health. Assertiveness Integrity . Adheres to code of conduct. Command of basic facts. Analytical and problem solving and decision making skill Social skills and abilities. Ensures that the standards and specifications are kept. Optimistic (sees everything with a positive outlook) Creates and communicates convincing vision or direction. Drives for continuous improvement. No. Takes ownership on the assigned responsibilities. Self knowledge. Emotional resilience. Continuing sensitivity to events. Sets and achieves ambitious goals. Aligns with company values. Widely trusted.

where the data collected from the population and the sample size. The role & competencies of HR professionals are more critical today because of increasing performance requirement in organizations & their changing roles. Here the benefits of the report to researchers are also listed along with the limitation of the study and also the further scope of the study. It is a business strategy decision so it must start at the highest level of organization. In the research methodology which is been used to identify the competencies of senior and middle managers. Corporations are facing pressures from different stakeholders of business environment so the organizations requires development of competencies.EXECUTIVE SUMMARY In this project we have identified various competencies at different levels in the organization. Companies have to identify their competencies by interviewing the key people. 9 . the analysis and the structure of the report. those few which have really helped in this report or mentioned. This is a defined process map for competency mapping projects that can be used by any HR professional. These behaviors are assessed through various tools and measures on pre-determined scales. so out of those many researchers. The behavior dimension assessments of individuals are competency assessment. The descriptive research design is applied . The next part is the literature review because from time to time during the making of this report many researchers already conducted on this topic has been referred. In competency mapping. the behavior indicators for identified competencies are defined and documented.

after conducting a research with the help of questionnaire. GENERAL INFORMATION 10 . The next is the most important and the core part of the study is the recommendation. The report ends with the bibliography where all the sources from where various data are collected including books. company induction manual and websites are enlisted.Then the analysis of the data is been done to come to conclusion.

metals. coal. salt and last but not the least air and water. 11 . Generally. minerals. the Raw Materials used in the Chemical Industry are oil.PART – I GENERAL INFORMATION Introduction to chemical industry Chemical Industry refers to the industry which is involved in the business of making different products from raw materials through Chemical Reactions. natural gas.

But massive advancement in organic chemistry started in the 12 . But all these were small ventures. In 1823. This is because. In this way Chemical Industries contribute to agriculture and food self sufficiency of every country. History and development of chemical industry Long back in 7000 B.Chemical Industries are very important for the economy of any country. It supplies the synthetic Sweeteners and Synthetic Flavors which are used by Food Manufacturing Companies. some chemicals were produced for tanning in Massachusetts. Other than direct contribution to agriculture. these Chemical Industries supply the farmers Pesticides and Fertilizers which are essential for crop growing. Some artisans from Middle East refined Alkali and Limestone and prepared glass. Chemical Industry indirectly helps the Pharmaceutical Industry and Health Care Industry by providing the essential Chemical Components. The first large scale chemical industry came into existence in the 19 th century. Not only that Plastic requirement of Packaging Industry and Artificial Rubber requirement of the Automobile Industry are also met by the very same Chemical Industries. Chemical Industry contributes indirectly to almost every sector of every economy. production of Soda Ash was started by a British entrepreneur. we use a lot of industrial products and most of them are related to Chemical Industry in some way or the other Chemical Industry produces the fibers and dyes which are used in textile industries. After this.C. next were the Chinese people who invented a chemical explosive named Black Powder. In our every day life. Then in 1965.

last half of 19th century. Continuous research in Organic chemistry ultimately resulted in production of Petrochemical Industry constitutes the main portion of chemical industry in many countries. chemical industries were also producing Caustic soda and Chlorine. In the 1890s. Then in the 1990s came two revolutionary chemical products. introduction of which in 1914 changed the whole scenario of the Textile Industry. The first one was rayon. Then came products like Synthetic Rubber. This was successfully done in the 1850s. In the same period. Celluloid was invented in 1869 as a result of the advanced production of plastics by the chemical companies. production of Sulfuric Acid started in Germany. Research and development on chemical products are even going on today and almost each day the chemical companies are coming up with new 13 . The second chemical product was synthetic fertilizers which lead to Green Revolution in the agricultural sector. These advancements enabled the chemical companies to produce synthetic dyes from coal tar.

contributing significantly towards the industrial and economic growth of the nation.1 Overview of the Chemical industry Chemical industry is one of India’s oldest industries. According to the Department of Chemicals and 14 . The Indian Chemical Industry forms the backbone of the industrial and agricultural development of India and provides building blocks for several downstream industries.CHAPTER 1 1.

sodium and sodium compounds. The total investment in the Indian chemical industry is approximately US$ 60 billion and total employment generated was about 1 million. The Indian chemical industry is matured and is in the midst of a major restructuring and consolidation phase. bromine compounds. Some of the major markets for chemicals are North America. pesticides. water treatment chemicals. In terms of volume. pigment dispersions. Globalization has opened the doors for this sector to capture a major part of the global market pie. Western Europe. In a nutshell. in the near future. pricing will be a crucial factor while competing with other exporting countries. inks and resins. the Indian chemical industry is estimated to be worth approximately US$ 35 billion. phosphorous. The major sub segments of this industry include alkali. In the current market conditions. the Indian chemical industry has a large potential to grow in domestic as well as in export markets. Japan and emerging economies in Asia and Latin America. organic surfactants. paint chemicals. dye intermediates. The Indian chemical industry comprises both small and large-scale units. with an appreciating rupee. coatings.Petrochemicals. inorganic chemicals. The commodity chemicals are the largest segment in the chemical market. catalyst. 15 . which is about 3% of India’s total GDP. The Indian chemical industry deals in products like fertilizers. it is 12th largest in the world and 3rd largest in Asia. zinc sulphate.a. Fiscal concessions granted to the small sector in the mid-eighties led to the establishment of a large number of units in the Small Scale Industries (SSI) sector. zinc chloride. The investment in R&D will also play a vital role in this sector. The sector has experienced many reforms in India and is expected to grow at 15% p. industrial aerosols and many more. isobutyl. organic chemicals. dyes & dyestuffs and specialty chemicals. Exports of chemicals from India have increased significantly and account for about 13% of total exports and 9% of total imports of the country.

as production units moved towards Asian countries and new growth markets emerged. The recession led to a distinct structural shift in the global chemicals industry. The chemical industry is home to an assorted group of players ranging from petroleum companies to consumer product companies. The country is 16 . The industry is increasingly becoming globalized and concentrated with a few but large producers. As a result. chemical producers slashed production. in particular China. and supportive government policies. rapid urbanization trend. chemical production continues to be far below the pre-recession levels. Production contracted. China is emerging as a major player in the global chemical industry primarily due to the large affluent middle class population.2 Overview of world market Chemicals form a vital component of the global economy finding use in virtually every man-made product. future growth is anticipated from chemical producers in Asia. as part of efforts to compete with low cost manufacturers by moving up the value chain. while several plants were either shut down or operated at lower rate to cut costs. and electronics dropped drastically. Japanese and European companies on specialty chemicals rather than bulk/commodity chemicals segment. Though the economy began recovering from late 2009. Brazil. The change is also driven by the increasing emphasis of US. India. Growing interdependence of economies due to increasing international trade is resulting in an industry that is highly globalized in terms of production and supply. Developing economies fared better compared to the relatively mature economies during the recession. and Korea.1. The global chemicals industry registered decelerating growth in 2009 due to recession. as demand from major end-use markets such as construction. Several European and US companies are increasingly setting up or transferring production bases to lowcost locations. Middle East and Latin America. automotive. Faced with declining demand.

each with individualized product. The following pie chart shows world consumption of specialty chemicals by region: 17 .becoming a favored destination for global and regional chemical majors due to its manufacturing capabilities and low cost of labor. In the strictest sense. Specialty chemicals are produced by a complex. specialty polymers.  Overview of the Specialty Chemicals Industry in world market In 2010. electronic chemicals and construction chemicals —had a market share of about 38%. Products and services in the specialty chemicals industry require intensive knowledge and ongoing innovation. They can be single-chemical entities or formulations (combinations of several chemicals) whose composition sharply influences the performance and processing of the customer's product. market and competitive profiles. the ten largest segments accounted for 62% of total annual specialty chemicals sales. Each specialty chemicals business segment comprises several sub-segments. industrial and institutional cleaners. the world's five largest specialty chemical segments— pesticides. interlinked industry. specialty chemicals are chemical products that are sold on the basis of their performance or function. rather than for their composition.

Others strengthened key business segments through acquisitions. expansion of operations in fast-growing regions. All regions of the world expect positive GDP growth in 2011. despite some gray clouds on the horizon. anticipate double-digit or near-double-digit GDP growth. Cautionary factors include rising crude oil prices. in particular. Despite the revival. During the punishing economic downturn of 2008–2009.The global chemical industry—including the specialty chemicals subsector—resumed growth in 2010. The outlook for 2011 is generally positive. and new product introductions. electronics and construction evaporated. Specialty chemical producers generally achieved higher sales volumes and revenues in 2010 but production costs also rose. The global economy began to recover in mid to late 2009 and continued to improve in 2010. overall chemical production contracted—in many cases severely—as demand from major end-use markets like automotive. End-use markets for specialty chemicals continue to recover. Many firms reaped the benefits of cost-cutting and portfolio restructuring actions taken during the downturn. China and India. production of chemicals (and most other manufactured goods) remained below prerecession levels. unrest in the Middle East 18 . however.

emission control catalysts. the average annual growth rate of the industry is 12.and North Africa. ongoing concern about sovereign debt levels in Europe.5 percent. Various favorable factors have supported the industry to show desired progress rate. So. At present. 19 . The Indian chemical industry is divided into a number of segments and each segment has significantly contributed towards the overall growth rate of the industry. Western Europe and Japan.S. housing industry. flavors and fragrances. needed to comply with new legislation. The market for heavy-duty diesel (HDD) catalysts used in trucks and construction equipment is expected to show substantial growth over the next decade 1. the depressed U. specialty polymers (high-performance thermoplastics and specialty films). tsunami and nuclear crisis on the Japanese and global economies. Automotive catalyst consumption will grow faster than actual automobile production in both developed and developing regions during the next five years as a result of more-stringent emission control legislation and an increased number of catalyst bricks in the catalytic converter. Segments such as cosmetic chemicals. it is one of the oldest contributors towards the Indian economy. and electronic chemicals (IC process and PCB chemicals)—are favorable because the outlook for the corresponding end-use industries has brightened. Growth prospects for several specialty chemicals segments—notably mining chemicals.3 Overview of Indian chemical industry The chemical industry in India is counted among those industries that began working immediately after the country's independence in 1947. and nutraceutical ingredients owe their auspicious prospects to rising levels of disposable income in the developing world and renewed (if less than robust) consumer spending in North America. and the as-yet-unquantifiable impact of the March 2011 earthquake.

Today.It was till 1991 that India was a closed economy. the industry contributes 13% towards the total export from India at present. India’s per capita plastic consumption is projected to double from 6 kg in 2009 to 12 kg in 2011. ethyl acetate and titanium oxide. This segment of the Indian chemical industry ranks at 4th position in the world. The Indian chemicals industry is currently valued at around US$ 35 billion. 20 . India has a diversified manufacturing base with a capacity to produce quality chemicals for world consumers. Some of the main segments and their progress statistics are as below: • Inorganic chemicals constitute one of the major segments of the country's total chemical production. The 10 percent domestic market growth rate is recorded by this segment. It has been estimated that in the coming few years. the industry is going to attain the worth of 100 billion US dollars. Petrochemicals in the Indian chemical manufacturing industry have the fastest growth rate of 15 percent. the adoption of liberal policy in 1991 benefited most of the industries. the industry has gained recognition in the global economy. • Agro-chemical products include pesticides and fertilizers as the main chemicals in this category. A growth rate of 9 percent is recorded for the segment that includes alkalis. including the chemical industry in India. The chemical industry in India is divided into various segments. The growth rate of 8 to 9 percent is recorded by the segment. rise in consumption will boost the demand for chemicals such as phenol. • Dyes and paints segment has a growth rate of about 12 percent. Since then. The Indian chemicals industry is the twelfth-largest industry in the world • and the third largest in Asia in terms of volume. • Drugs and pharmaceuticals are among the most exported chemicals from India. fertilizers and detergents as main chemicals. it ranks 12th in the world in terms of production size. Also. However. The segment also includes polymers and other related chemicals.

About 30% of this output is traded internationally. Between August 1991 and August 2010. India has a strong base for innovation in its network of 200 national laboratories and 1. Japan 13%.6 billion in 2020. the chemical industry is one of the largest manufacturing industries in the world. which can be leveraged for the shift towards an innovation-based industry. Turkey. Spain.. The chemical industry in India is witnessing increased focus towards research and development. FDI of 100 per cent is permitted under the automatic route.S. Chemicals and Petrochemicals Investment Regions (PCPIRs).5 billion in 2005–06 to US$ 2. U. which in turn provides opportunities for growth of R&D hubs and industry specific institutes. Switzerland. Singapore and Japan. exporting dyes to Germany.3 21 . the second largest in Europe after food and kindred products. produces approximately 28% of the global chemical output. selling products worth more than $1.67 trillion and employing over 10 million people.14 billion have been received in the chemicals sector. and the second largest in Japan after electrical machinery. The U. it also plans to establish port-based chemical parks in special economic zones (SEZs).K.300 R&D units. 1. Germany 6%. India has emerged as an exporter of dyes. investment intentions worth US$ 112. and the United Kingdom (Great Britain) 3%. it is responsible for about 11. This accounts for 7. U.4 Growth of the industry At the turn of the 21st century. On a value-added basis. The export of dyes is expected to increase from US$ 1. The chemical industry is the largest manufacturing industry in the United States.The Government of India (GoI) plans to invest US$ 33 billion in three approved Petroleum. France 4%..17 per cent of total investment intentions in the country.S. the manufacture of most chemical products is de-licensed.

S. and 13. salt. the chemical industry sells to or buys from 50 different industries. and 5. The major buyers of chemicals are the health care (accounting for 21% of outputs). 4. By contrast the average U. Demand for these heavy chemicals increased dramatically over the course of the 19th century because alkalis and acids played an important supporting role in the first industrial revolution as inputs to the rapidly expanding textile. In all leading national economies. Aside from these high-volume inorganic chemicals.6% in the United Kingdom. and natural gas (6%). 4. 3.percent of total U.S. When the entire U.S. chemical production represents a strikingly similar share of Gross Domestic Product (GDP). (2 % in terms of value-added). glass. 10 percent of total European. the chemical industry ranks number 9 in terms how important it is to the functioning of all other industries in the economy. the main inputs were coal. electricity (8%). in turn..8 percent of total Japanese manufacturing.4% in Germany. the industry produced in the middle of the 19th century only a few pigments and a small number of low-volume organic chemicals.4% in Japan. followed by government enterprises and new construction—all of which exchange significant output with virtually all other sectors in the economy.1% in the U. The main outputs. were alkalis and acids. The major supply industries for chemical production at the beginning of the 21st century are wholesale (accounting for10% of inputs).S. suggesting that chemicals are an indispensable part of large economies. A look back to the middle of the 19 th century reveals that the most important inputs and outputs of the chemical industry have changed dramatically over the last 150 years. Not surprisingly the wholesale sector leads this centrality ranking. petroleum (7%). pyrites and sulfur. soap. and steel industries.5 % in France. textile (8%). One of the central characteristics of the chemical industry is that it experienced a continuous stream of process and major product innovations 22 . 5. economy is classified into 77 distinct industries. paper (5%) and rubber industries (5%). If one counts only relationships in which a focal industry exchanges goods with another industry that amounts to 5% of the focal industry’s output. industry sells to or buys from 41 industries. In 1850. plastics (16%).

000 different chemical substances. The main product categories at the beginning of the 21 st century range from the traditional acids to food additives and preservatives 23 .over the next 150 years and thereby acquired a very diverse product portfolio of well over 70.

CHAPTER 2 About Major companies in the chemical sector in INDIA About major companies in chemical sector The diverse and wide spectrum of chemical products can be divided into different categories like fertilizers. pesticides. agrochemicals. specialty 24 .

fertilizers. petrochemicals and plastics. customized fertilizers. industry and farm essentials. Fixit Epoxy injection grout. while their textile chemicals products include Pidisper A and Pidisper DP. etc… • Pidilite: Pidilite is a popular name in the adhesive and industrial chemical industry and they are engaged in the manufacture of chemical products under the categories like textile chemicals. Like any other sector. leather chemicals and construction chemicals. The company is operating from its headquarters in the city of Mumbai and they are engaged in the manufacture of a wide range of agro chemicals and industrial & specialty chemicals. pharmaceuticals and drugs and organic & inorganic chemicals. crops and of course chemicals. pigments and dyes. Some of the construction chemicals products include Dr. industry essential and living essentials. 25 .and fine chemicals. Fixit concrete super bond and Dr. Some of their products include biofuels. • Tata chemicals: Tata chemicals limited are a part of the TATA group and this is a global company with interest towards businesses that focus on living. They are manufacturing chemical products under three different categories namely farm essentials. the chemical sector is also dominated by some of the top players and the names of these top players are given below: Top 10 companies in India • United phosphorous: United Phosphorous Limited shortly called as UPL is a company specialized in the production of seeds.

whiteness. which includes industrial chemicals products as well. They are marketing their products through Nirma Consumer Care Limited. very low iron. free flow. methanol and acetic acid. • Gujarat Narmada valley Fertilizer Company Limited: This company is shortly called as GNFC and they are one among the leading manufacturers of fertilizers and chemicals in India. formic acid. • Hikal Limited: Hikal limited offers a wide spectrum of custom manufacturing solutions and research & development and they are offering their best products with experienced chemists and state-of. Some of the chemical products manufactured by them are methyl formate.• Nirma limited: Nirma limited is engaged in the manufacture of wide range of products. guinalphos and diuron. low chloride. They are engaged in the manufacture of agrochemical products like thiabendazole. Their best quality fertilizer has enabled the agricultural sector to flourish in India. Their main product is Soda Ash in the chemical industry with some of the special qualities like uniform particle size distribution.the-art facilities. • GHCL: GHCL stands for Gujarat Heavy Chemicals Limited and they are in this field for more than two decades now. ammonium nitrate. etc… • Gujarat Alkalies and Chemicals Limited: This company is promoted by the Government of Gujarat and they are engaged in the manufacture of chemical products under various 26 . calcium carbonate.

caustic potash group and caustic soda group. However.5 billion. hydrogen peroxide group. now the company has grown as a big firm with wide range of chemical manufacture. bulk chemicals & intermediates. pharmaceuticals & intermediaries.UPL and Advanta are enlisted in the Indian stock exchange. dyestuffs. • Atul Limited: Atul Limited is a member of Lalbhai Group and they are manufacturing chemical products under different categories like agrochemicals. polymers and floras. (Questionnaire)  United phosphorus ltd United Phosphorus Limited (UPL) is a seeds. Over the last 5 years. sodium group. Following are some of the chemical companies of Vapi region from where we have collected data for data analysis.categories like phosphoric acid group. The two groups of companies . India. the company's revenue has grown at CAGR of 26%. chemicals and global generic crop protection company based in Mumbai. chloromethane group. • Aarti Industries Limited: Aarti Industries Limited came into existence in the year 1975 with its name as Alchemie labs with manufacturing facility to manufacture a single chemical called dimentyl sulphate. aromatics. 27 . Both have a combined market capitalization of around $2. This has happened due to the backward and forward integration and consolidation in the agrochemical industry.

Brazil. Indonesia. There are 21 manufacturing sites of United Phosphorus (9 in India. Vietnam. This is reflected in high levels of investments we have made not only to manufacture inks but also the key raw materials like pigments. Hong Kong. China). Since its very beginning. There are subsidiary offices of United Phosphorus Limited in Denmark. fumigants. 2 in Spain. PGR. France. This commitment got a further boost when it became members of the Germany based Hubergroup in 2005. Argentina. Netherlands. It is the largest agrochemicals manufacturer in India. additives etc.United Phosphorus was established in 1969. Mexico. Vietnam. China. Korea. Canada. India. New Zealand. Japan. Micro Inks is today amongst the few ink companies in the world having such high degree of backward integration. herbicides and insecticides. Russia. Bangladesh. Italy. South Africa and Zambia.patent agrochemical manufacturers. rodenticides. 4 in France. UK. It is now ranked among the world's top 5 post. Australia. Mauritius. It currently deals in value added Agri inputs from post harvest activity to seeds and crop protection. varnishes. Spain. Argentina. All these have close support from on-site technical services and operate according to strict international quality standards. The company has operations in every continent and has a customer base in 86 countries. Taiwan. resins. It provides various products such as fungicides. 1 each in UK. Micro Inks has remained strongly committed to the printing industry.  Micro inks ltd The company was founded by the Bilakhia Brothers as a Small Scale Industry in Vapi. USA. Being perhaps the oldest ink 28 .

Pharmaceuticals & rubber chemicals. Aarti has acquired world-class expertise in the development & manufacture of these chemicals. Agrochemicals. Japan & India. AARTI group is strategically placed to exploit growth opportunities 29 . • Aarti has customers spread across the globe in 60 countries with major presence in USA. Aarti is amongst the largest producers of Benzene based basic and intermediate chemicals in India. Europe. Ever since micro inks became part of hubergroup. • Aarti has 16 manufacturing units spread across Gujarat & Maharashtra and a strong Research & Development with sophisticated instruments & pool of scientists. Today Aarti is one of the leading suppliers to global manufacturers of Dyes. Aarti has started its operations in the year 1975 in the name of alchemie labs in a small of way with a single product namely Dimentyl sulphate. Pigments. • Aarti has strong Research & Development centre with sophisticated instruments & pool of scientists. That quality culture. It has corporate office in Mumbai & representatives in U.company in the world. based on deep insights and rigid internal discipline.S. is now the driving force behind Micro’s quality. it started the process of technology sharing between the two companies. And they together pioneered! NKREDIBLE technology for the offset inks.  Aarti industries ltd. This uniquely innovative technology has proved to be distinctly superior. This is one of the examples of product excellence. • AARTI has attained a group turnover of US $ 515 million in the year April 2009 – March 2010. hubergroup has a reputation for high quality printing inks.A & Europe.

coatings & specialty products. Setco Chemicals is committed to develop & serve the Surface Coating Industry better. 30 . It has three manufacturing plants for Printing Inks. The company provides the right solution for surface treatment problems. offering outstanding combinations of physical and chemical properties. which is engaged in manufacturing of Active pharma ingredients ranging from Ace Inhibitors.  Setco chemical Setco Chemicals (I) Private Limited has come a long way since its modest beginning in 1994. Acrothane & others are all well preferred in the Indian market. at Thane District -10 miles from Mumbai. With so many achievements already in its credit. all located in Vasai. AARTI has a Subsidiary AARTI HEALTHCARE LIMITED (AHCL). Resins. Over the years the company has significantly changed its product mix from that of paint & printing inks to resins. Resins. having its registered office and manufacturing facilities located in Vasai. Its product range under the brand name Rotodur. Paints & Adhesives. Setco Chemicals has created a niche for itself by meeting this challenge successfully. • • • Development of International markets for AARTI's products. Transfer of Technology / Technical know-how. Initiatives in R & D has propelled the company as an innovator in modern resins and coatings technologies providing a significant leverage over its competitors. AARTI INDUSTRIES LIMITED (AIL) & AARTI DRUGS LIMITED (ADL) are listed on Stock Exchanges. In the market of Printing Inks. In view of its technical expertise and broad base satisfied clientele in India and abroad. Broncodialators to Steroids. AARTI is looking for global partners and strategic alliances in areas of mutual interest viz.in the Chemical Industry. Paints & Adhesives. as it has always done from the past decade. Toll manufacturing.

The company also offers custom-made products to meet specific requirements of the customers. 31 .Sophisticated manufacturing and testing equipments employed by the company has enabled it to offer world class products for architectural as well as industrial use.

CHAPTER 3 Product Profile (Major products)  Aarti Industries Ltd • • • • Para Nitro Chloro Benzene (PNCB) & Derivatives Ortho Nitro Chloro Benzne (ONCB) & Derivatives 2:4 Dinitro Chloro Benzene (DNCB) & Derivatives Para Dichloro Benzene (PDCB) & Derivatives 32 .

resins. uv products. security inks. uv ink flexo. uv coatings. intaglio ink. invisible ink. flexo and gravure ink.• • • • • • • • • • • • • Ortho Dichloro Benzene (ODCB) & Derivatives Nitro Benzene & Derivatives Nitro Toluenes & Derivatives Dimethyl Sulfate Sulfuric Acid & Allied Products Chloro Phenols Polymer Additives Plastisizers Alkylated Anilines & Alkylated Toluidines Fluoro Compounds Agrochemicals Bulk Drug Intermediates / Speciality Chemicals Other Products  MICRO INKS LIMITED Manufacturer and exporter of following products: Inks: printing inks. publication gravure ink. alkali blue ink. sheet fed ink. 33 . screen inks. dry and offset ink. penetrating ink.

Polyesterimide Based Wire Enamels. plastic colorants. ink vehicles. packaging products. Polyurethane Based Wire Enamels. synthetic resin.Raw material: pigments. wax compounds. Industrial & Speciality Chemicals White/Yellow Phosphorus (WP/YP) Phosphorus Red (RP) Phosphorus Trichloride (PCL3) Phosphorus Oxychloride (POCL3) Phosphorus Pentachloride (PCL5) Phosphorus Pentoxide (P205) Trimethyl Phosphite (TMP) Triphenyl Phosphite (TPPI) Triethyl Phosphite (TEPI) Tri Iso Octyl Phosphite (TIOP) Triphenyl Phosphate (TPPA) Triethyl Phosphate (TEPO) Tri Butyl Phosphate (TBP) Tris Isobutyl Phosphate (TIBP) Tris Chloro Ethyl Phosphate (TCEP) Denatonium Benzoate (DB) Meta Phenoxy Benzaldehyde (MPBAD) Meta Phenoxy Benzyl (MPBAL) D V Acid Chloride / Cypermethric Acid Chloride (DVACL / CMAC) Dimethyl Methyl Phosphonate (DMMP) Diphenyl Isodecyl Phosphite Phenyl Isocyanate (PI) (DPDP) Phenyl Diisodecyl Phosphite Phenyl Chloro Formate (PCF) (PDDP) Tris Tridecyl Phosphite (TTDP) Tri Decyl Phosphite (TDP) Phenyl Chloro Formate (PCF) Meta Chloro Phenyl Isocyanate (MCPI) Meta Chloro Phenyl Isocyanate 34 . flushes.  United phosphorus ltd. Polyamide Imide Based Wire Enamel. additives. Wire enamels : Modified Polyester Based Wire Enamels.

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Rankin (2002) carried out an analysis of core competency frameworks of 40 employers showed that 433 competencies were named in total.PART II: PRIMARY STUDY CHAPTER 4 4. Whitley (1989) concluded that managerial work is closely linked to industrial context. 36 .1 Literature Review Many studies focused on hierarchical & functional differences in managerial work . pinto (1975) identified through factor analysis 13 independent dimensions & found that upper level managers have undertaken more responsibilities than the middle level managers.

During the research additional set of problems was defined. Analysis of entry requirements for employment in metallurgical companies synthesized presented set of leadership competences and matrix for calculation of leadership success was developed.Parveen (2002) expanded role for HR. It has to be specific to the user organization so that the competency models followed in any organization represent the relevant position. 19 competencies were developed as the core competencies needed by an HR professional to perform successfully. procedures. Results of the research are presented in the form of a structured procedure for leadership competence development and performance review. Today most of the competitive organizations are practicing competency mapping to ascertain those aspects which are vital for its apt working success. The competency models should be customized by every organization to meet their needs. An auditing competency mapping assists in keeping a check on the systems. Most respondents felt that HR should add business value to the company. competency for any job is made up of knowledge. The purpose of MODEL FOR LEADERSHIP COMPETENCE MANAGEMENT IN METALLURGICAL ENTERPRISE presented research was to develop feasible model for leadership competence management in metallurgical companies. The ranking was based on mean average scores. According to the article COMPETENCY MAPPING AUDIT PERSPECTIVE IN HRM Review April’2011. With usage of these two tools it is possible to quantify the leadership performance which represents great advantage in leadership benchmarking process. ranked advising on HR issues as the most important competency while the emerging ones ranked it seventh. These problems were addressed heuristically in the framework of this research. Competency mapping skills was ranked high by emerging companies than established organizations . skills and ability to perform that particular job efficiently. both types of organizations ranked the significance of each of the concerned HR system. documentation and practices with respect to 37 .

This ultimately helps in aligning impact of competency mapping process with the business goals. journals etc. Finally using an accurate model of competent management an organization can increase its return on managerial success. which is always desired. Furthermore some recent definitions have extended the traditional narrower focus on individuals by additionally incorporating team. such as product design. while for others. According to shrikanth P B in his article “evaluating methods to build Competency Models” in HRM Review . coaching plan. Building a competency model based on roles of people has a deep impact on the way their behavior gets evaluated. These interventions could include training programs. For some competencies refer to behaviors or actions for others to underlying abilities or characteristics and for still others to the outcomes of actions. An Analysis of Critical Competencies in the iup Journal of Management Research says that a frequent criticism of research and practice involving competencies is that the very term ‘competency’ suffers from conceptual ambiguity.competency mapping practices in an organization. The competency model integrated with the assessment and development centers would lead to objective measurement and evaluation of behaviors. for some competencies are task oriented focusing on a job’s tasks. Further still. Indeed it would be fair to say that even among experts there is lack of consensus about the precise definition of the term. roles and responsibilities. business planning and capital investment decisions. Competency models used within organization should be explicit. It should be developed and performance tested with the same care and precision as models used for other types of decisions. individual learning plan that could include reading books. 38 . Hence competency mapping if handled effectively has a long way to go. process and organizational capabilities. marketing strategy. It would also help in defining value stream of career for individuals. By linking these critical behaviors to learning objects one can decide specific interventions that could help a person progress from one proficiency level to another.

The use of competencies serves to enhance an organization’s performance and therefore yields a competitive advantage. hiring. highly relevant. self concepts. Transparent and comprehensive information from multiple judgments. Technology enhances the assessment process. developmental payoffs to candidates arising out of a self evaluation and self insights model. In response to this lack of consensus the current research adopted a broad definition of a competency as any measurable individual characteristic that differentiates superior from average performance or effective from ineffective performance. high value engagement and internal branding exercise for the organization to convey employees are being taken seriously and treated fairly. According to Arva Shikari in her article Mapping Competencies with Assessment Centres in Human Capital . The assessment center works because of high predictor of job performance. Business case studies have demonstrated many benefits associated with competency usage. Effective preview of the role or job level. including increased employee productivity. observable and comprehensive details about a candidate’s current and future potential. Assessment centre is one of the most scientific and accurate methods of mapping competencies as it uses a series of multiple tests for assessing a single competency. An integrated set of automated tools that helps administer recruiting. and talent development can create abundant 39 . completely audited and legally defensible framework. knowledge and skills. reduced training costs and reduced staff turnover. on boarding performance management. Indeed for some the competency approach has made a revolutionary contribution.they are workers oriented focusing on the underlying skills and attributes required by successful performers. Assessment centres have become a pertinent tool for organizations to make better decisions about hiring and developing people at various levels of their work life through methods that align well the role and business objectives. Within this definition competencies can therefore include motives. traits. presenting vast benefits. Technology continues to advance our ability to collect and track information about people.

training and development. Feb 2010 . One of the positive aspects of CIT is that if the incidents point towards poor performance then HR/management has opportunities for immediate training and counseling. Different method are used to map competencies and one of them is the critical incident technique(CIT). The evaluation is based on actual job behaviors. skills. 4. CIT’s advantages are galore especially in case of judging performance. Generally competencies are mapped during recruitment. CIT is a powerful tool for individuals and organization. succession planning and promotion and organizational development analysis. On the other hand during the utilization of CIT the superior/recorder needs to understand that he/she looks for real incidents and relevant ones rather than just made up because the researcher is observing. Today organizations identify competencies at every level. As far as individuals are concerned. As far as classification of CIT in an organization is concerned they are classified in various categories depending upon the history. According to Arva Shikari in her article ‘critical incident technique’ in Human Capital vol 13. no 9. sometimes narrated incidents may tend to have more positives rather than negatives.2 Introduction/Background of the Study 40 . Despite of some shortcomings. However CIT has certain limitations too. CIT is utilized for overall organizational progress too. knowledge applied on the job which is then categorized and evaluated as effectual or ineffective in work activities and according performance is judged to map competencies. In addition the technique increases the chances of employee’s improvement as they learn more precisely what is expected of them.efficiencies and new opportunities to use assessment information to guide an organization’s human capital processes.CIT is a way of gathering and recording observations of human behavior. Since the approach has descriptions in support of particular ratings of an employee it becomes easy to give feedback to the individual. size and nature of the organization.

Top management must be clear about the competencies company requires and define them. In evaluating staff competence it is important to assess the effectiveness of function as a whole. but also on the individual competence of the staff. Companies have to identify their competencies by interviewing the key people. which may depend on the kind of business it is in. capabilities. the process of identifying and developing competencies must start at the highest level in the organization. This will enable us to compare the results both on an individual and organizational level and thereby identify the gaps. competences and skills. Competencies are specific to the organizations. Corporations are facing pressures from different stake holders of business environment. Our ability to deliver effective services depends not only where we focus our resources.Background of the study The role and competencies of HR professionals are more critical today because of increasing performance requirement in organizations and their changing roles. they will not be able to provide effective services as individuals. These components are: 41 . Definition… A competency Definition given by McClelland : “Competency is an underlying characteristic of an individual that is causally related to criterion referenced effective and/or superior performance in a job or a situation. The changing need of management expertise to face the contemporary challenges of management requires development of competencies for various functions of HR in changing business scenario.” Competency is the cumulative result of the presence of three components. A given organization has its own competency requirements. If they do not have the required competence in the key services areas required by customers. it is a business strategy decision. So. It is really a difficult task for the company to deal with values.

42 . the competency becomes a “hidden” competency. The inter play between these components as:  Knowledge helps to build the skill  Skill helps the knowledge to be exhibited  Behavior helps the knowledge to be exhibited. It's about identifying a person's job skills and strengths in areas like teamwork. all the three components are mandatory. In the absence of behavior. Large organizations may use some form of this technique to understand how to best use each worker or how to combine the strengths of different employees to produce the highest quality work. Individuals may also find that this type of assessment can help them prepare for a career change or advance in a specific job 4. Competency Mapping: Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role Competency mapping is a way of assessing the strengths and weaknesses of a worker or organization. Knowledge  Skills  Behavior necessary In order for an individual to excel in a particular role. leadership.3 Statement of problem • The HR competencies those are required at senior & middle level. and decision-making.

executive level and managerial level.4 Objectives of the study This study has been designed to identify the HR competencies and skills of managers in chemical industries in Vapi region. It has the following objectives: • to identify the HR competencies of senior and middle level managers in chemical industries at Vapi region • To identify the HR skills of senior and middle level managers in chemical industries at Vapi region 43 . 4.• To know the strengths and the areas needing improvement in terms of various competencies at various level namely top level.

CHAPTER 5 RESEARCH METHODOLOGY 44 .

Micro 3. Setco chemicals. attitude and progress. Type of Sampling Type of study( Research design) No. Sources of data collection Senior and middle level managers 4.1 Research design “Descriptive research design describe the present status of people. inks ltd Aarti industries. 1 TITLE DESCRIPTION Type of organization Manufacturing organization( industries chemical 2. Name of Organizations UPL. of Questions Convenience sampling Descriptive 20-On obligation 11-On Managerial level Employer managers obligation 15-On Executive managers obligation 41-Total 5.SR NO. Sample Size 66-employers 66-managerial employees 66-Executive employees 198-total level level 4. 6.” 45 . 5.

averages. Articles. Although this research is highly accurate. it does not gather the causes behind a situation. 5. Magazines and Internet Materials etc. and other statistical calculations. 5. observation and face to face interaction with managers and employees.4 Population: 46 . The idea behind this type of research is to study frequencies. The Questionnaire consisted of 3 level:  Top level  Managerial level  Executive level Secondary data: • Internet • journal 5.2 Source of Data: The researcher for the purpose of this study will be collecting Primary Data by means of a Questionnaire based on open and close ended questions. The main goal of this type of research is to describe the data and characteristics about what is being studied.3 Data Collection Method: Survey Method Primary data:  Questionnaire In this project the research instrument used is Structured Questionnaire. Secondary data like: Journals.Descriptive research is also called Statistical Research. Books.

5 Sample Method: Convenience Sampling Convenience Sampling is a sampling method (a way of gathering participants for a study) used where you select a naturally-occurring group of people within the population you want to study. Executives ( Administrative Staff) 5.6 Sampling Frame: 198 Respondents which includes Senior Managers. managerial level managers. 5.We have visited four to five chemical companies of vapi region where population of administrative staff is approximately 1000 to 1200.7 Data Collection Instrument: Questionnaire 47 . 5.

48 .

Chapter 6 Data analysis and interpretation Competencies at top level 1. Vision and purpose 49 .

Q1. 34 managers consider it definitely important to a successful performance of job. rate frequenc y 5 22 4 34 3 10 2 0 1 0 TABLE NO. Sees new possibilities to take the organization at a higher realm. Q2. 1 sees new possibilities 40 30 20 10 0 5 4 10 0 3 2 1 0 22 34 Interpretation: Tables reveals that 22 managerial level managers feels that seeing new possibility to take the organization to a higher realm is of vital importance to a successful performance of job. 10 managers consider it as relevant but not important to a successful performance of job. Optimistic (sees everything with a positive outlook) 50 .

2 optimistic 40 30 20 10 0 10 15 1 5 4 3 2 1 0 40 Interpretation: Tables reveals that managerial level managers consider optimistic is of vital importance to a successful performance of job. Creates and communicates convincing vision or direction. Q3. 15 managers consider it as relevant but not important and 1 manager consider it as highly marginal relevant. 40 managers consider it as definitely important to a successful performance of job. Rate 5 4 3 2 1 51 .Rate frequenc y 5 10 4 40 3 15 2 1 1 0 TABLE NO.

Q4. Inspires and motivates others with liberal insights. 52 . 20 managers feels that it is relevant but not important and 3 manager feels that it is highly marginal relevant. 24 managers feels that is definitely important to a successful performance of job.Frequenc y 19 24 20 3 0 TABLE NO. 3 creates and communicates vision and direction 25 20 15 10 5 0 5 4 3 2 3 1 0 19 24 20 Interpretation: Tables reveals that 19 managerial level managers feels that creating and communicating vision or direction is of vital importance to a successful performance of job.

18 managers feels that is definitely important to a successful performance of job. 21 managers feels that it is relevant but not important and 4 manager feels that it is highly marginal relevant. 4 inspires and motivates others 25 20 15 10 5 0 5 4 3 2 4 0 1 23 18 21 Interpretation: Tables reveals that 23 managerial level managers feels that inspiring and motivating others with liberal insights is of vital importance to a successful performance of job.Rate Frequenc y 5 23 4 18 3 21 2 4 1 0 TABLE NO. Developing people 53 . 2.

28 managers feels that is definitely important to a successful performance of job.Q5. Q6. 5 assembles strong teams 30 25 20 15 10 5 0 28 17 19 0 5 4 3 2 1 0 Interpretation: Tables reveals that 17 managerial level managers feels that assembling strong teams is of vital importance to a successful performance of job. 54 . Rate Frequenc y 5 17 4 28 3 19 2 0 1 0 TABLE NO. Empowers and trains people.19 managers feels that it is relevant but not important. Assembles strong teams.

26 managers feels that is definitely important to a successful performance of job. Q7. 55 .23 managers feels that it is relevant but not important.Rate Frequenc y 5 17 4 26 3 23 2 0 1 0 TABLE NO. 6 empowers and trains people 30 25 20 15 10 5 0 26 17 23 0 5 4 3 2 1 0 Interpretation: Tables reveals that 17 managerial level managers feels that empowering and training people is of vital importance to a successful performance of job. feedback and recognition. Provides rewards.

Rate Frequenc y 5 18 4 26 3 11 2 9 1 0 TABLE NO. 7 provides reward.feedback and recognition 30 25 20 15 10 5 0 26 18 11 9 0 5 4 3 2 1 Interpretation: Tables reveals that 18 managerial level managers feels that providing reward. 56 . Communicates effectively with people. feedback and recognition is of vital importance to a successful performance of job.26 managers feels that is definitely important to a successful performance of job. Q8.11 managers feels that it is relevant but not important and 9 manager feels that it is highly marginal relevant.

3.27 managers feels that is definitely important to a successful performance of job. Values and ethics 57 .16 managers feels that it is relevant but not important and 10 manager feels that it is highly marginal relevant. 8 communicates effectively 30 25 20 15 10 5 0 27 16 10 0 5 4 3 2 1 13 Interpretation: Tables reveals that 13 managerail level managers feels that communicating effectively with people is of vital importance to a successful performance of job.Rate Frequenc y 5 13 4 27 3 16 2 10 1 0 TABLE NO.

Rate Frequenc y 5 15 4 31 3 17 2 3 1 0 TABLE NO.Q9.17 managers feels that it is relevant but not important and 3 manager feels that it is highly marginal relevant. 9 aligns with company values 40 30 20 10 0 5 4 3 2 15 31 17 3 1 0 Interpretation : Tables reveals that 15 managerial level managers feels that aligning with company values is of vital importance to a successful performance of job.31 managers feels that is definitely important to a successful performance of job. 58 . Aligns with company values.

10 adheres to code of conduct 30 25 20 15 10 5 0 30 23 10 3 5 4 3 2 1 0 Interpretation: Tables reveals that 23 managerial level managers feels that adhering to code of conduct is of vital importance to a successful performance of job. Rate Frequenc y 5 23 4 30 3 10 2 3 1 0 TABLE NO.10 managers feels that it is relevant but not important and 3 manager feels that it is highly marginal relevant. 59 .Q10.30 managers feels that is definitely important to a successful performance of job. Adheres to code of conduct.

60 .26 managers feels that is definitely important to a successful performance of job. Rate Frequenc y 5 27 4 26 3 11 2 2 1 0 TABLE NO.11 managers feels that it is relevant but not important and 2 manager feels that it is highly marginal relevant.Q11. 11 ensures that standards and specifications are kept 30 20 10 0 5 4 11 2 3 2 1 0 27 26 Interpretation: Tables reveals that 27 managerial level managers feels that ensuring standards and specifications is of vital importance to a successful performance of job. Ensures that the standards and specifications are kept.

26 managers feels that is definitely important to a successful performance of job. Rate Frequenc y 5 14 4 26 3 18 2 8 1 0 TABLE NO. Rewards right behavior.Q12.18 managers feels that it is relevant but not important and 8 feels that it is highly marginal relevant. 61 . 12 rewards right behaviors 30 25 20 15 10 5 0 26 18 14 8 0 5 4 3 2 1 Interpretation: Tables reveals that 14 managerial level managers feels that rewarding right behavior is of vital importance to a successful performance of job.

4. 13 widely trusted 30 25 20 15 10 5 0 30 19 15 2 5 4 3 2 1 0 Interpretation: Tables reveals that 19 managerial level managers feels that wide trust is of vital importance to a successful performance of job. Rate Frequenc y 5 19 4 30 3 15 2 2 1 0 TABLE NO.15 managers feels that it is relevant but not important and 2 manager feels that it is highly marginal relevant. 62 . Widely trusted.30 managers feels that is definitely important to a successful performance of job. Commitment Q13.

63 . 14 takes ownership 25 20 15 10 5 0 5 4 3 2 1 13 7 0 25 21 Interpretation: Tables reveals that 13 managerial level managers feels that taking ownership on the assigned responsibilities is of vital importance to a successful performance of job. Takes ownership on the assigned responsibilities. Rate Frequenc y 5 13 4 25 3 21 2 7 1 0 TABLE NO.25 managers feels that is definitely important to a successful performance of job.Q14.21 managers feels that it is relevant but not important and 7 manager feels that it is highly marginal relevant.

Impartial and fair exercising the responsibilities. Rate Frequenc y 5 16 4 23 3 19 2 8 1 0 TABLE NO. 64 .19 managers feels that it is relevant but not important and 8 manager feels that it is highly marginal relevant.23 managers feels that is definitely important to a successful performance of job.Q15. 15 impartial and fair in exercising responsibilities 25 20 15 10 5 0 5 4 3 2 1 8 0 16 23 19 Interpretation: Tables reveals that 16 managerial level managers feels that impartial and fair responsibilities is of vital importance to a successful performance of job.

Q16. 65 .24 managers feels that is definitely important to a successful performance of job.21 managers feels that it is relevant but not important and 7 manager feels that it is highly marginal relevant. Rate Frequenc y 5 14 4 24 3 21 2 7 1 0 TABLE NO. 16 delivers results on commitment 25 20 15 10 5 0 5 4 3 2 1 14 7 0 24 21 Interpretation: Tables reveals that 14 managerial level managers feels that delivering results on commitment is of vital importance to a successful performance of job. Delivers results on commitment.

21 managers feels that it is relevant but not important. 66 . Sets and achieves ambitious goals. 17 sets and achieve ambitious goals 40 30 20 10 0 0 5 4 3 2 1 0 14 31 21 Interpretation: Tables reveals that 14 managerial managers feels that setting and achieving ambitious goals is of vital importance to a successful performance of job. Rate Frequenc y 5 14 4 31 3 21 2 0 1 0 TABLE NO.31 managers feels that is definitely important to a successful performance of job.5. Performance Q17.

26 managers feels that it is relevant but not important and 3 manager feels that it is highly marginal relevant. 67 .22 managers feels that is definitely important to a successful performance of job. 18 drives for continuous improvement 30 25 20 15 10 5 0 26 22 15 3 5 4 3 2 1 0 Interpretation: Tables reveals that 15 managerial level managers feels that driving for achievement is of vital importance to a successful performance of job. Drives for continuous improvement. Rate Frequenc y 5 15 4 22 3 26 2 3 1 0 TABLE NO.Q18.

Rate Frequenc y 5 20 4 22 3 19 2 5 1 0 TABLE NO. safety and social objectives are integrated into the business activity is of vital importance to a successful performance of job. safety and social objectives are integrated into business activities. 68 .Q19. 19 ensures that health safety and social objectives are integrated into the business activity 30 20 10 0 5 4 3 2 20 22 19 5 0 1 Interpretation: Tables reveals that 20 managerial level managers feels that ensuring health. 22 managers feels that is definitely important to a successful performance of job. Ensures that health.19 managers feels that it is relevant but not important and 5 manager feels that it is highly marginal relevant.

. 69 .23 managers feels that it is relevant but not important and 12 manager feels that it is highly marginal relevant. Gets results consistently.Q20.20 managers feels that is definitely important to a successful performance of job. Rate Frequenc y 5 11 4 20 3 23 2 12 1 0 TABLE NO. 20 gets results consistently 25 20 15 10 5 0 5 4 3 2 1 0 11 23 20 12 Interpretation: Tables reveals that 11 managerial level managers feels that getting results consistently is of vital importance to a successful performance of job.

37 managers feels that command of basic knowledge is definitely important to a successful performance of job. Rate Frequenc y 5 20 4 37 3 9 2 0 1 0 TABLE NO.Competencies at managerial level 1. Command of basic facts.9 managers feels that command of basic knowledge is relevant but not important to a successful performance of job. Basic knowledge and information Q1. 70 . 21 command of basic knowledge 40 30 20 10 0 5 4 3 20 9 0 2 1 0 37 Interpretation: Tables reveals that 20 top managers feels that command of basic knowledge is of vital importance to a successful performance of job.

11 executive managers feels that command of basic knowledge is relevant but not important to a successful performance of job. 22 relevant professional knowledge 35 30 25 20 15 10 5 0 5 4 3 2 0 1 0 11 24 31 Interpretation: Tables reveals that 24 executive managers feels that command of basic knowledge is of vital importance to a successful performance of job.Q2. Relevant professional knowledge. Rate Frequenc y 5 24 4 31 3 11 2 0 1 0 TABLE NO.31 executive managers feels that command of basic knowledge is definitely important to a successful performance of job. 71 .

32 managers feels that command of basic knowledge is definitely important to a successful performance of job. Rate Frequenc y 5 16 4 32 3 17 2 1 1 0 TABLE NO.2. Continuing sensitivity to events. 23 continuing sensitivity to events 40 30 20 10 0 1 5 4 3 2 1 0 16 17 32 Interpretation: Tables reveals that 16 top managers feels that command of basic knowledge is of vital importance to a successful performance of job. 72 . Skills and attributes Q3. 17 managers feels that command of basic knowledge is relevant but not important to a successful performance of job and 1 manager feels that t is highly marginal relevant to a successful performance of job.

24 analytical problem solving and decision making skill 30 22 20 10 0 5 4 3 2 15 4 1 25 0 Interpretation: Tables reveals that 15 top managers feels that command of basic knowledge is of vital importance to a successful performance of job. Analytical and problem solving and decision making skill.Q4. Rate Frequenc y 5 15 4 22 3 25 2 4 1 0 TABLE NO. 25 managers feels that command of basic knowledge is relevant but not important to a successful performance of job and 4 managers feel that it highly marginal relevant. 73 . 22 managers feels that command of basic knowledge is definitely important to a successful performance of job.

23 managers feels that command of basic knowledge is relevant but not important to a successful performance of job and 2 managers feel that it is highly marginal relevant. Rate Frequenc y 5 13 4 28 3 23 2 2 1 0 TABLE NO. 28 managers feels that command of basic knowledge is definitely important to a successful performance of job. 74 . Social skills and abilities. 25 social skills and abilities 30 25 20 15 10 5 0 28 23 13 2 5 4 3 2 1 0 Interpretation: Tables reveals that 13 top managers feels that command of basic knowledge is of vital importance to a successful performance of job.Q5.

28 managers feels that command of basic knowledge is definitely important to a successful performance of job. Rate frequenc y 5 12 4 28 3 21 2 5 1 0 TABLE NO. 75 .Q6. 26 emtional resilience 30 25 20 15 10 5 0 28 21 12 5 0 5 4 3 2 1 Interpretation: Tables reveals that 12 top managers feels that command of basic knowledge is of vital importance to a successful performance of job. 21 managers feels that command of basic knowledge is relevant but not important to a successful performance of job and 5 managers feel that it is highly marginal relevant. Emotional resilience.

76 . 24 managers feels that command of basic knowledge is definitely important to a successful performance of job. 27 pro-activity 30 25 20 15 10 5 0 27 24 12 3 5 4 3 2 1 0 Interpretation: Tables reveals that 12 top managers feels that command of basic knowledge is of vital importance to a successful performance of job. Pro-activity. 27 managers feels that command of basic knowledge is relevant but not important to a successful performance of job and 3 managers feels that it is highly marginal relevant.Q7. Rate frequenc y 5 12 4 24 3 27 2 3 1 0 TABLE NO.

21 managers feels that command of basic 77 .1. 28 creativity 40 30 20 10 0 11 3 5 4 3 2 1 0 31 21 Interpretation: Tables reveals that 11 top managers feels that command of basic knowledge is of vital importance to a successful performance of job. Creativity Rate frequenc y 5 11 4 31 3 21 2 3 1 0 TABLE NO. Meta qualities Q8. 31 managers feels that command of basic knowledge is definitely important to a successful performance of job.

20 managers feels that command of basic knowledge is definitely important to a successful performance of job.knowledge is relevant but not important to a successful performance of job and 3 managers feel that it is highly marginal relevant. Mental alertness Rate frequenc y 5 19 4 20 3 25 2 2 1 0 TABLE NO. Q9. 25 managers feels that command of basic 78 . 29 mental alertness 25 20 15 10 5 0 5 4 3 2 2 1 0 19 25 20 Interpretation: Tables reveals that 19 top managers feels that command of basic knowledge is of vital importance to a successful performance of job.

22 managers feels that command of basic knowledge is definitely important to a 79 . Balanced learning habits and skills. Rate frequenc y 5 15 4 22 3 26 2 3 1 0 TABLE NO. 30 balanced learning habits and skills 30 25 20 15 10 5 0 26 22 15 3 5 4 3 2 1 0 Interpretation: Tables reveals that 15 managers feels that command of basic knowledge is of vital importance to a successful performance of job.knowledge is relevant but not important to a successful performance of job and 2 managers feel that it is highly marginal relevant. Q10.

Self knowledge. 31 self knowledge 25 20 15 10 5 0 5 4 3 2 0 1 0 16 25 25 Interpretation: Tables reveals that 16 top managers feels that command of basic knowledge is of vital importance to a successful performance of job. Q11. 26 managers feels that command of basic knowledge is relevant but not important to a successful performance of job and 3 managers feels that it is highly marginal relevant. Rate frequenc y 5 16 4 25 3 25 2 0 1 0 TABLE NO.successful performance of job. 25 80 .

Competencies at executive level 1. 25 managers feels that command of basic knowledge is relevant but not important to a successful performance of job. 32 81 . Personal competencies Q1.managers feels that command of basic knowledge is definitely important to a successful performance of job. Assertiveness Rate frequenc y 5 42 4 14 3 10 2 0 1 0 TABLE NO.

10 executive managers feels that it is relevant but not important to a successful performance of job Q2. Integrity Rate frequenc y 5 27 4 29 3 8 2 2 1 0 TABLE NO. 14 . 14 feels that it is definitely important to a successful performance of job.assertiveness 50 40 30 20 10 0 5 4 . 42 Interpretation: Tables reveals that 42 managerial level manager feels that assertiveness is of vital importance to a successful performance of job. 33 82 . 10 .0 .0 3 2 1 .

integrity 30 25 20 15 10 5 0 5 4 3 2 8 2 1 0 27 29 Interpretation: Tables reveals that 27 managerial manager feels that integrity is of vital importance to a successful performance of job. 29 feels that it is definitely important to a successful performance of job. 34 83 . Q3. 8 managers feels that it is relevant but not important to a successful performance of job and 2 feels that it is highly marginal relevant. Self sufficiency Rate frequenc y 5 13 4 35 3 14 2 4 1 0 TABLE NO.

14 executive managers feels that it is relevant but not important to a successful performance of job and 4 feels that it is highly marginal relevant. High emotional stamina Rate frequenc y 5 15 4 25 3 17 2 5 1 4 TABLE NO. 35 feels that it is definitely important to a successful performance of job. 35 84 . Q4.self sufficiency 40 30 20 10 0 5 4 3 2 13 14 4 1 0 self sufficiency 35 Interpretation: Tables reveals that 13 managerial manager feels that self sufficiency is of vital importance to a successful performance of job.

command of basic fact Rate Frequenc y 5 17 4 37 3 12 2 0 1 0 85 . Knowledge level competencies Q5.high emotional stamina 25 20 15 10 5 0 5 4 3 2 5 4 1 15 25 17 high emotional stamina Interpretation: Tables reveals that 15 managerial manager feels that high emotional stamina is of vital importance to a successful performance of job. 2. 17 managers feels that it is relevant but not important to a successful performance of job and 5 feels that it is not highly marginal relevant and 4 feels that it is highly marginal relevant. 25 feels that it is definitely important to a successful performance of job.

Quality conscious Rate frequenc y 5 19 4 27 3 18 2 2 1 0 86 .TABLE NO. 36 Interpretation: Tables reveals that 17 managerial manager feels that having command of basic facts is of vital importance to a successful performance of job. 10 managers feels that it is relevant but not important to a successful performance of job and 6 feels that it us highly marginal relevant Q6. 33 feels that it is definitely important to a successful performance of job.

27 feels that it is definitely important to a successful performance of job.18 executive managers feels that it is relevant but not important to a successful performance of job and 2 feels that it is highly marginal relevant. 37 quality conscious 30 25 20 15 10 5 0 5 4 3 2 2 1 0 19 18 quality conscious 27 Interpretation: Tables reveals that 19 managerial manager feels that quality conscious is of vital importance to a successful performance of job.TABLE NO. Organizational awareness Rate frequenc y 5 17 4 33 3 10 2 6 1 0 87 . Q7.

TABLE NO. 38
organizational awareness 40 30 20 10 0 5 4 17 10 6 0 3 2 1 organizational awareness

33

Interpretation: Tables reveals that 17 managerial manager feels that organizational awareness is of vital importance to a successful performance of job, 29 feels that it is definitely important to a successful performance of job,8 managers feels that it is relevant but not important to a successful performance of job and 2 feels that it is highly marginal relevant.

3.

Job related competencies

Q8. Presentation skills

Rate frequenc

5 25

4 25

3 13

2 3

1 0 88

y

TABLE NO. 39
presentation skill 25 20 15 10 5 0 5 4 3 2 3 0 1 13 presentation skill 25 25

Interpretation: Tables reveals that 25 managerial manager feels that presentation skills is of vital importance to a successful performance of job, 25 feels that it is definitely important to a successful performance of job,13 managers feels that it is relevant but not important to a successful performance of job and 3 feels that it is highly marginal relevant.

Q9. Analytical and problem solving skills

Rate Frequenc y

5 15

4 29

3 14

2 8

1 0 89

TABLE NO. 40 analytical and problem solving skill
30 25 20 15 10 5 0 15 14 8 0 5 4 3 2 1 29

Interpretation: Tables reveals that 15 managerial manager feels that analytical and problem solving skills is of vital importance to a successful performance of job, 29 feels that it is definitely important to a successful performance of job, 14 managers feels that it is relevant but not important to a successful performance of job and 8 feels that it is highly marginal relevant.

Q10. Concerns for excellence

Rate

5

4

3

2

1

90

41 concern for excellence 25 20 15 10 5 0 5 4 3 2 1 7 1 20 21 17 concern for excellence Interpretation: Tables reveals that 20 managerial manager feels that concerns for excellence is of vital importance to a successful performance of job. 17 managers feels that it is relevant but not important to a successful performance of job and 7 feels that it is highly marginal relevant and 1 feels that it is not relevant.Frequenc y 20 21 17 7 1 TABLE NO. Negotiation skill 91 . 21 feels that it is definitely important to a successful performance of job. Q11.

Listening skill 92 . Communication and interpersonal competencies Q12. 4. 17 feels that it is definitely important to a successful performance of job.Rate Frequenc y 5 13 4 17 3 21 2 13 1 2 TABLE NO. 21 managers feels that it is relevant but not important to a successful performance of job and 13 feels that it is highly marginal relevant and 2 feels that it is not relevant. 42 negotiation skill 25 20 15 10 5 0 5 4 3 2 2 1 13 17 13 negotiation skill 21 Interpretation: Tables reveals that 13 managerial manager feels that negotiation skill is of vital importance to a successful performance of job.

Rate Frequenc y 5 19 4 28 3 16 2 3 1 0 TABLE NO. 43 listening skill 30 25 20 15 10 5 0 5 4 3 2 3 1 0 19 16 listening skill 28 Interpretation: Tables reveals that 19 managerial manager feels that listening skill is of vital importance to a successful performance of job. 28 feels that it is definitely important to a successful performance of job. Q13.16 managers feels that it is relevant but not important to a successful performance of job and 3 feels that it is highly marginal relevant. Precision in communication 93 .

23 managers feels that it is relevant but not important to a successful performance of job and 2 feels that it is highly marginal relevant. Q14. 44 precision in communication 30 25 20 15 10 5 0 5 4 3 2 2 1 0 12 precision in communication 29 23 Interpretation: Tables reveals that 12 managerial manager feels that precision in communication is of vital importance to a successful performance of job.Rate Frequenc y 5 12 4 29 3 23 2 2 1 0 TABLE NO. 29 feels that it is definitely important to a successful performance of job. Persuasiveness 94 .

Q15. 45 persuasiveness 25 20 15 10 5 0 5 4 3 2 4 0 1 16 24 21 Interpretation: Tables reveals that 16 managerial manager feels that persuasiveness is of vital importance to a successful performance of job. 21 managers feels that it is relevant but not important to a successful performance of job and 4 feels that it is highly marginal relevant. Sensitivity 95 . 24 feels that it is definitely important to a successful performance of job.Rate Frequenc y 5 16 4 24 3 21 2 4 1 0 TABLE NO.

18 feels that it is definitely important to a successful performance of job.23 managers feels that it is relevant but not important to a successful performance of job and 10 feels that it is highly marginal relevant and 3 feels that it is not relevant 1.competencies of top level TABLE NO. 47 96 . 46 sensitivity 25 20 15 10 5 0 5 4 3 2 1 11 18 10 3 23 Interpretation: Tables reveals that 11 managerial level manager feels that sensitivity is of vital importance to a successful performance of job.Rate frequenc y 5 11 4 18 3 23 2 10 1 3 TABLE NO.

49 97 . 48 hr competency basic knowledge and information skills and attributes meta qualities Mean 8.Competencies at managerial level TABLE NO.861538462 rank 1 3 2 Interpretation: table reveals that top managers give foremost importance to basic knowledge and information followed by meta qualities and skills and attributes.030769231 3.830769231 3.Competencies at executive level TABLE NO. developing people. 3.834615385 3.146153846 3.796153846 rank 1 3 2 4 5 Interpretation: table reveals that According to managerial level.hr competency vision and purpose developing people values and ethics Commitment performance mean 4.876923077 4. 2.026923077 3. commitment and lastly performance. foremost importance is of vision and purpose of the organization followed by values and ethics.

hr competency personal competencies knowledge level competencies job related skills/competencies communication and interpersonal competencies mean 4.04615384 6 3.11538461 5 4.78846153 8 ran k 1 2 3 4 Interpretation: Table reveals that managerial managers give foremost importance to personal competencies followed by knowledge.81923076 9 3. job related and communication and interpersonal competencies. 98 .

Chapter 7 Findings 1.competencies of top level 99 .

2.Competencies at managerial level • According to top level managers managerial level should give foremost importance to basic knowledge and information followed by Meta qualities and skills and attributes. commitment and lastly performance.• According to managerial level managers the top managers should give foremost importance to vision and purpose of the organization followed by values and ethics.Competencies at executive level • According to managerial level managers executive managers should give foremost importance to personal competencies followed by knowledge. job related and communication and interpersonal competencies. developing people. 100 . 3.

Chapter 8 Limitation of the study • The questionnaires were filled by 198 employees of different designations. so the point of view of employees differs as per their designations. 101 .

• The study was related with the identification of competencies. 102 .• • Accuracy of the study is purely based on the information as given by the respondents. Researcher had to convince the employees by the help of the motive behind the study. The administrative staff members were busy with the respective work and hence researcher had to face time constraints for the survey. the employees were not open to the questionnaire as they felt insecure in answering the questions.

Chapter 9 Conclusion/suggestion 103 .

• The executive managers should posses job related competencies as well as communication and interpersonal competencies.• The top level managers should improve not only in the area of vision and mission but should also focus on performance and commitment. • The managerial level should improve their skills and attitributes and other meta qualities. Bibliography Web sites History and Introduction to chemical industry 104 .

economywatch. Human Capital vol 13.com/releases/inorganic_organic/chemicals_petroc hemicals/prweb9198680.prweb.html http://www.8.aspx literature review journals HRM Review April’2011 www.com/?The-Growth-Story-and-Segmentation-ofChemical-Industry-in-India&id=5074868 growth of the industry http://www.pdf major chemical industries in india http://entrance-exam.in/SMEMumbai/Chemical%20overview.2011 by Srikanth p b The iup Journal of Management Research vol x.cacci.aartigroup.co.http://www.mapsofindia.htm overview of Indian chemical industry http://ezinearticles.dec 2011 by Arva Shikari.org.feb 2010 by Arva Shikari Metalurgija/2011_vol_50/No_3 Links of literature review http://www.htm http://www.html overview of chemical industry http://www.socialsciences-ejournal.iupindia.com/india-company/united-phosphorus.asp 105 .htm http://www.indiabizclub.htm overview of world market http://www. july 2011 Human Capital vol 15.net/top-chemical-companies-in-india/ http://business.tw/ACC%20Newsletter/May05/Katiyar2.Ajai%20Prathap%20Singh.microinks.prweb.mbendi. no 7. no 3.zqq41osux15o09qrt http://www.pdf http://www.com/worldindustries/chemical/history.com/about_us_introduction.dnb.no 7.no 9.com/qxzpmd/?q=.com/indy/chem/p0080.com/releases/inorganic_organic/chemicals_petroc hemicals/prweb9198680.in HRM Review vol XI.com/OurProducts/Our_Products.org/4.

Annexure Annexure Competencies at Top Level 106 .

feedback and recognition 4 Communicates effectively with people 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 3.Please tick ‘ ’ what you feel most appropriate 1. Vision and Purpose 1 Sees new possibilities to take the organization to a higher realm 2 Optimistic. Developing people 1 Assembles strong teams 2 Empowers and trains people 3 Provides rewards. Commitment 1 Widely trusted 2 Takes ownership on the assigned responsibilities 5 5 4 4 3 3 2 2 1 1 107 . Values and ethics 1 Aligns with company values 2 Adheres to code of conduct 3 Ensures that the standards and specifications are kept 4 Rewards right behaviors 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 4. Sees everything with a positive outlook 3 Creates and communicates convincing vision or direction 4 Inspires and motivates others with liberal insights 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 2.

organizing controlling and directing 5 4 3 2 1 2. Skills and attributes 1 Continuing sensitivity to events: • Aware of what is going on and is perceptive and open to information. safety and social objectives are integrated into business activities 4 Gets results consistently 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 Competencies at Managerial level Please tick ‘ ’ what you feel most appropriate 1.3 Impartial and fair in exercising the responsibilities 4 Delivers results on commitment 5 5 4 4 3 3 2 2 1 1 5. Performance 1 Sets and achieves ambitious goals 2 Drives for continuous improvement 3 Ensures that health. Basic knowledge and information 1 Command of basic facts: Understand the business and have sound knowledge of basic facts surrounding the business such as short and long term goals 5 4 3 2 1 2 Relevant professional knowledge : Know the background of management principles including planning. 5 4 3 2 1 108 .

values. use and respond to authority and power so as to get things done 4 Emotional resilience: Deal with emotional stress and strain that arises as consequence of working situations of authority. think about several things at once. calling for a high level of judgment or taking appropriate decision without much delay 3 Social skills and abilities: Develop. feeling. problem solving and decisionmaking skill: Weigh the pros and cons in an uncertain and ambiguous situation. understand the whole situation quickly. Meta Qualities 1 Creativity: Come up with unique ideas or solutions – either ones own ideas or ideas from another source 2 Mental alertness: Grasp problems quickly. negotiate. discovery from ones own personal experiences and reflection 4 Self-knowledge: Aware of ones own beliefs. goals. behavior and the part they play in influencing their actions 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 5 4 3 2 1 Competencies at Executive Level Please tick ‘ ’ what you feel most appropriate 109 . resolve conflict. but while making such a response consider the long-term aims and goals and the impact of immediate decision 3. soft information such as feeling of other people 5 4 3 2 1 2 Analytical. leadership. power. 3 Balanced learning habits and skills : Use a range of learning process including use of inputs like teaching. persuade. targets and deadlines 5 Pro-activity: Respond to the needs of the instant situation.• and • hard information such as figures and facts.

1. Job related skills/competencies 1 Presentation skill: Able to present ideas. Personal competencies 1 Assertiveness: Able to state one’s opinion firmly and positively 2 Integrity: Gain trust and confidence by interacting with fairness. concepts.sufficiency: Exercises the professional duties without assistance 4 High emotional stamina: Relaxed & poised. Knowledge level competencies 1 Command of basic facts: Understand the business and have a sound knowledge of the basic facts of business 2 Quality consciousness: Work always with quality awareness 3 Organizational awareness: Have wide knowledge about the organization. honesty and truthfulness 3 Self. its departments and functions 5 4 3 2 1 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 5 5 4 4 3 3 2 2 1 1 3. plan and procedures clearly to the 5 4 3 2 1 110 . Maintain effectiveness even under pressure 2.

5 4 3 2 1 5 5 4 4 3 3 2 2 1 1 4.target group 2 Analytical and problem solving skill: Weigh the pros and cons in an ambiguous situation and takes appropriate decision without delay 3 Concern for excellence: Work with burning desire to perform outstandingly 4 Negotiation skill: Discuss and share opinions so as to arrive at a constructive agreement. Communication and interpersonal competencies 1 Listening skills: Listen to others views with patience 2 Precision in communication: Listen to others and express the idea with clarity and precision 3 Persuasiveness: Able to move others in getting things done 4 Sensitivity: Aware of what is going on in the work place and responds in a suitable manner to situations as they arise 5 5 5 5 4 4 4 4 3 3 3 3 2 2 2 2 1 1 1 1 111 .

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