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INDEX

CHAPTER

TOPICS COVERERD

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CHAPTER 1. INTRODUCTION CHAPTER 2.

COMPANY PROFILE AND ABOUT 4 THE PROJECT 17 29 32 47 49 51

CHAPTER 3. REVIEW OF LITERATURE CHAPTER 4. CHAPTER 5. RESEARCH METHODOLOGY CHAPTER 6. DATA ANALYSIS CHAPTER 7. BIBLIOGRAPHY CHAPTER 8. QUESTION

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INTRODUCTION

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A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure. Job evaluation needs to be differentiated from job analysis. Job analysis is a systematic way of gathering information about a job. Every job evaluation method requires at least some basic job analysis in order to provide factual information about the jobs concerned. Thus, job evaluation begins with job analysis and ends at that point where the worth of a job is ascertained for achieving pay equity between jobs. Features The purpose of job evaluation is to produce a defensive[clarification
needed]

ranking of jobs on which a rational and acceptable pay

structure can be built. The important features of job evaluation may be summarised thus:
• • •

It tries to assess jobs, not people. The standards of job evaluation are relative, not absolute. The basic information on which job evaluations are made is obtained from job analysis. Job evaluations are carried out by groups, not by individuals. Some degree of subjectivity is always present in job evaluation. Job evaluation does not fix pay scales, but merely provides a basis for evaluating a rational wage structure.

• •

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COMPANY PROFILE

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Ford Motor Company

Type Public (NYSE: F) Founded June 17, 1903 Founder Henry Ford Dearborn, Headquarters Michigan, USA Area served worldwide William Clay Ford, Jr Key people - Executive Chairman Alan Mulally -

President, CEO Industry Automotive Automotive goods and Products services US$120.1 billion Revenue (2006) [1] Operating US$-15.0 billion income (2006)[1] US$-12.6 billion Net income (2006)[1] Employees 283,000 (2007)[2] Ford Credit Ford division Divisions Lincoln Mercury Premier Automotive Group Subsidiaries Automotive Components Holdings

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6 million automobiles. the automaker was founded by Henry Ford and incorporated in June 16. In 2006. Ford had more quality awards from J. Ford now encompasses many global brands. Michigan. including 6 . Based in Dearborn. 1903. Ford was the second-ranked automaker in the US with a 17.D Power than any other automaker.5% market share. Ford produced about 6.ford. behind General Motors (24.4%). In 2007.4%) and DaimlerChrysler (14. and employed about 280.000 employees at about 100 plants and facilities worldwide.6%) but ahead of Toyota (15. a suburb of Detroit.com Ford Motor Company is an American multinational corporation and the world's third largest automaker based on worldwide vehicle sales.Jaguar Land Rover Volvo (cars only) Bold Moves Have you driven a Ford lately? Built Ford Tough Slogan Built for Life in Canada Feel the difference Make Everyday Exciting Website www. Ford was also the seventh-ranked American-based company in the 2007 Fortune 500 list. based on global revenues of $160.1 billion. In 2006.

Ford introduced methods for large-scale manufacturing of cars and large-scale management of an industrial workforce. especially elaborately engineered manufacturing sequences typified by moving assembly lines. and Volvo of Sweden. Jaguar and Land Rover of the UK.Lincoln and Mercury of the US. Henry Ford's combination of highly efficient factories. Ford also owns a one-third controlling interest in Mazda. and the number two automaker worldwide. During its early years. 1919) Ford was launched in a converted factory in 1903 with $28. the company produced just a few Model T's a day at its factory on Mack 7 . most notably John Francis Dodge and Horace Elgin Dodge who would later found the Dodge Brothers Motor Vehicle Company. and low prices revolutionized manufacturing and came to be known around the world as Fordism by 1914. Ford has been one of the world's ten largest corporations by revenue and in 1999 ranked as one of the world's most profitable corporations. History Henry Ford (ca.000 in cash from twelve investors. highly paid workers.

Richard Manoogian.. Jr. Mark Fields (Executive Vice President. President [International Operations]) and Michael E.Avenue in Detroit. After meeting initial success. 8 . The largest family-controlled company in the world. William Clay Ford. Paul Mascarenas (Vice President of Engineering. Kimberly Casiano. Henry Ford was 40 years old when he founded the Ford Motor Company. Jorma Ollila. sales of the Escort was finally replaced by the Ikon in 1999. Bannister (Group Vice President. as well as being one of the few to survive the Great Depression. Irvine Hockaday. Schulz (Executive Vice President. Homer Neal.[8] The main corporate officers are: Lewis Booth (Executive Vice President. John L. Stephen Butler. Chairman & CEO Ford Motor Credit). Edsel Ford II. which would go on to become one of the largest and most profitable companies in the world. Mark A. President [The Americas]).. Corporate governance: Members of the board as of early 2007 are: Chief Sir John Bond.[9]. Groups of two or three men worked on each car from components made to order by other companies. Michigan. The Americas Product Development) FORD IN INDIA: Ford started its innings with the Mahindra-Ford joint venture formed in 1994. Chairman (PAG) and Ford of Europe). Alan Mulally (President and CEO). Ellen Marram. Donat Leclair (Executive Vice President and CFO). Jr. the Ford Motor Company has been in continuous family control for over 100 years. which produced the Escort out of M&M Nashik plant. Thornton and William Clay Ford (Director Emeritus).

The Ikon underwent several face-lifts and price cuts to keep demand high. fresher competition and a reputation for high-maintenance saw sales gradually decline. another made-forIndia car. In 2004.The Ikon marked a new beginning for Ford in India. After the arrival of the modern and highly-capable Fiesta. with many variants in the offering. which has received a lukewarm response though the recent diesel variant has perked up sales. with state-of-the-art engines. It rolled out of the Marajmalaingar plant near Chennai and by now. The Fiesta has picked up where the Ikon left and is selling well. Though it was based on the Fiesta. Ford launched the Fusion. Though the Ikon and Fiesta have been the mainstays of Ford’s production in India. Fortune Ford is an authorized dealer for Ford India Limited. launched in 2001. However. who are one of the leading manufacturers of top quality cars in India. including a diesel. The Endeavour SUV was launched in early 2004 and has sold well for its niche. was a very talented car by was simply not suited to Indian conditions and earned a reputation for being exorbitant to maintain. The Endeavour has recently been upgraded in 2007 and this has boosted the appeal of the big SUV. The Ikon was the first model by a multinational to be developed specifically for India. the company had parted ways with M&M and was renamed Ford India Ltd in 1998. the Ikon has been marginalized. The Mondeo. The car was a big hit. the company has had limited success with other models. it was a unique body style and was offered and was offered with an option of three engines. 9 .

Pramod Modi enjoy blend very well with the youth and energy of the youngsters Bashir. The experience and good will that Mr. Misbahuddin Babu Khan and Mr. These centrally located outlets provide convenient and easy access to both the proud owners as well as prospective buyers. the No non-sense car Ford Fusion and the macho SUV the Ford Endeavour through its sales and service outlets at Hyderabad. Fortune Ford markets and services the recently launched truly European Ford Fiesta. 10 .Fortune Ford is a 50:50% Joint Venture set up between two well known and reputed families in Hyderabad. The sales outlet is located strategically at Somajiguda next to Eanadu. Nirav and Siraj to make Fortune Ford a truly world class Ford Dealership. the ever-popular Ford Ikon Flair. Abids opposite Stanley College and other one at Fathebagh. Fortune Ford is a blend of experience and youth. the Modis and the Babu Khans. The workforce at Fortune Ford is committed to excellence in serving all esteemed customers. one at Chapel Road. Ashish. We have two service centers. Santhnagar. The Sales Team is made up of dedicated showroom and field executives who are professionally trained by Ford India Limited.

to update them with the latest technological advances in the automotive sphere. 3. The facilities offered from the showroom are : 1. The service team is technically qualified and trained to analyze and provide solutions adhering to Quality Care. This makes convenient for almost every one residing in and around Hyderabad and Secunderabad. located in the heart of the city in Somajiguda. Free spot evaluation for any usedcar. Very easy finance facility with in-house finance team to cater to your every car finance requirements. KOTAK. Professionally trained and 11 . All the leading finance counters are available like ICICI. colour and features to lending a helping hand in providing attractive buyback options and also arranging finance at competitive rates. adjacent to Eenadu office and just opp. The Service Centre is armed with the state-of-the art equipment and is in-line with Ford's exacting Global standards.They are adept at guiding the customer through the entire sales process right from assisting in the choice of model. SUNDARAM. The Fortune Ford dealership maintains a high standard of excellence in sales and services by sending its personnel for training on a regular basis to Ford India Limited. etc. to Khairtabad RTA. HDFC. in order to satisfy even the most demanding customers. 2. SBI. SHOWROOM We have 5000 sft centrally air conditioned showroom. Exchange offer for any of your used car.

6. You can also renew your insurance by just making call to our Service marketing help line 9848885962. A good stock of Ford genuine accessories to make your Ford ownership more delightful and safe. Special offers on Insurance renewals.courteous sales staff to take care of every relevant needs of the customers. A well maintained fleet of test drive cars to give you the feel and experience the drive dynamics on actual driving conditions before take the purchase decisions. Ford preferred insurance for cashless transactions in the event of claims. 12 . 7.Full range of Ford cars with all colors and models to choose from. You can call our sales help line for test drive or fill the on-line test drive requisition form. 4. Showroom @ Somajiguda 5.

Alpha and Sport . Ford's branded service initiative. The Company was able to deliver Ford Escorts in seven major cities simultaneously. Recent SVPs have included the Orion. 2001 2002 • Ford India show cases a wide spectrum of exciting cars at the Auto Expo 13 . • Ford topped the Customer Satisfaction Index (CSI) ratings in 1997 and 1998. in the Customer Satisfaction Survey. provides car owners with superior services at its dealership countrywide. Ford India launched the Ford IKON SXi – the stylish ‘josh’ machine • Ford India has started exporting Ford IKON Ford India launched the Ford Mondeo. • The new. 2000. with commemorative 'Freedom'. integrated manufacturing plant was dedicated in March 1999.E. • QualityCare. • Ford Escort won the J D Power Award in India Quality Survey in 1997. a new initiative to buy and sell used cars of all makes. in just a month after booking.Significant milestones • The first Indian built Ford Escort rolled off the assembly line in 1996. followed by the petrol and diesel driven 'Anniversary'. • Ford India launched Ford Assured on April 24 2000. • • The Special Value Pack program was launched in 1997. where FORD IKON is manufactured. • On September 11.

Ford India launches Ikon NXT ‘Finesse. 2002 Ford India received the QS 9000 award from TÜV Süddeutschland. • FORD MONDEO IS AUTO EXPRESS car of the year. 4.D. 2004: Autocar SUV of the Year – Winner Ford Endeavour.The Next Level of Josh. • New Ikon Variant 1. 3rd edition on March 21. 2007: • FORD Motor Company of Southern Africa achieves three wins and two seconds on this year total economy run • DOE AWARDS FORD two grants for vehicle fuel efficiency research.’ • Ford Celebrates Centennial in India.• Ford India Limited announced a strategic partnership with Hindustan Motors Limited (HML).95 Lakhs. • Certified QS 9000: 1998. • Ford India launches Ikon NXT SXi.6 EXi was launched 2003: • The New Ford Ikon NXT launched . • Ford launches Ikon Flair at Rs. • LAND ROVER DISCOVERY 3 scoops category win at TOWCAR AWARDS 2007 14 . • Ford India Ranks Highest in J. Power India Sales Satisfaction Study. • Adding Refinement to Josh.

She took up this position in May 2005. Finance & IT Lucy is the Vice President of Finance and IT at Ford India. President and Managing Director. She reports to Arvind Mathew. LUCY MILLAR – Vice President. MANAGEMENT PROFILE: ARVIND MATHEW – Managing Director and President Arvind Mathew is the Managing Director and President of Ford India. Ford India.• FORD MONDEO is the Caravan Club TOWCAR of the year 2012. He took this position in August 2005. Marketing. Sales & Service 15 . SCOTT McCORMACK – Vice President.

Supply and Total Value Management Sandip Sanyal is the Vice President. Human Resources Nancy Reisig is Vice President. President and Managing Director. Sales and Service at Ford India. Sandip reports to Arvind Mathew. Marketing. NANCY REISIG – Vice President. Nancy reports to Arvind Mathew. STEVE BRIDGMAN – Country Manager. President and Managing Director. She took this position in March 2005. He took this position in September 2005. President and Managing Director. Ford India.Scott McCormack is the Vice President. Ford India. SANDIP SANYAL – Vice President. Scott reports to Arvind Mathew. He took this position in July 2006. Supply and Total Value Management (TVM) at Ford India. Ford India. Human Resources at Ford India. Ford Credit 16 .

REVIEW OF LITERATURE Introduction to Human Resource Management Human resource management (HRM) is a relatively modern label for the range of themes and practices involved in managing 17 .

practitioners and academics have searched for theories and tools to explain and influence human behavior at work. Throughout the twentieth century. they may be exciting or unhappy organizations in which to work. it is a synthesis of themes and concepts drawn from over a century of management theory and social science research. People management . managers must deal with events. which are clearly similar but also different enough to require fresh thinking.people. Managers in different industries encounter similar experiences: businesses expand or fail.Human resource management has not 'come out of nowhere' HRM has absorbed ideas and techniques from a number of areas. It outlines HRM as a philosophy of people management and provides a framework for its role within the business context. It is defined and described in a variety of (sometimes contradictory) ways. 18 . they innovate or stagnate. retrained or dismissed. staff must be re-organized. There is a long history of attempts to achieve an understanding of human behavior in the workplace. eliminating old procedures and introducing new methods. This excerpt from Human Resource Management in a Business Context introduces the concept of human resource management. Over and over again. finance has to be obtained and workers have to be recruited. In effect. new equipment is purchased.

3. have psychologists management theorists attempted to build such a science. 1. 2. The elements selected for rating should be easily understood. team composition and organizational design. Sociologists. 6. which have contributed to management thinking in various periods and ultimately the development of HRM. there will be a science of management in which these problems and their solutions are catalogued. one-day. Rate the elements on the basis of the job demands. The elements should be defined clearly and properly selected. classified. 19 . Many of their concepts have been integrated into broader approaches.We can imagine that. They offer theoretical insights and practical assistance in areas of people management such as recruitment and selection. standardized and and made predictable. Rate the job but not the employee. 3. 2. 4. Employees concerned and the supervisors should be educated and convinced about the programme. Supervisors should be encouraged to participate in rating the jobs. performance measurement. 5. to importance of Job Evaluation and its effectiveness. Job Evaluation Learning Objectives: 1. Secure employee cooperation by encouraging them to participate in the rating programme. To know the important methods of Job Evaluation. producing a constant stream of new and reworked ideas. To know basic approach to Job Evaluation.

The benchmark jobs should be so selected to achieve representative sample of each of the main levels of jobs in each of the principal occupations. is to establish satisfactory wage and salary differentials.7. For. Job analysis. better understanding let us look at the flowchart given below: Job Evaluation Process Employee Classification Wage Survey Job Evaluation Programme Job Specification Job Description Job Analysis Objectives of Job Evaluation Job Evaluation Process: The job-evaluation process starts defining objectives of evaluation and ends with establishing wage and salary differentials. which can be used for comparisons inside and outside the organs. Do not establish too many occupational wages. Job analysis should precede the actual program of evaluation. as was discussed earlier. as was stated earlier. The main objective of job evaluation. where there are more than 30 or 40 jobs to be evaluated. Discuss with the supervisors and employees about rating but not about assigning money values to the points. 8. which would be useful in drafting job description and job specification. it is necessary to identify and select a sample of benchmark jobs. provides job-related data. The size of the sample depends on the 20 . A job-evaluation program involves answering several questions: The major ones are: • Which jobs are to be evaluated?• Who should evaluate the jobs?• What training do the evaluation need?• How much time is involved?• What should be the criteria for evaluation?• What methods of evaluation are to be employed? Which jobs are to be evaluated in any exercise.

Most job evaluations use responsibility. HR specialists will be normally the chairmen of the committee. Training for the Committee: Members of the job-evaluation committee should be trained in its procedure so as to make the program successful. effort and working conditions as major criteria. Responsibility for the overall coordination of the job-evaluation programme should be in the hands of a senior executive who can then report its progress to the board.number of different jobs to be covered. Staffing the Evaluation exercise: A committee. Other criteria used are 21 . Time Factor: Job evaluation should not be conducted in haste. skill. which consists of Head of several of department’s. It is likely to be less than about five percent of the total number of employees in the organization and it would be difficult to produce a balanced sample unless at least 25 percent of the distinct jobs at each level of the organization were included. Isolating Job-evaluation criteria: The heart of job evaluation is the determination of the criteria for evaluation. and more time has to spend later in checking and assessing the validity of the grading. as was pointed out earlier. The final review of all the time should be allowed for reevaluation. the quality of evaluation tends to drop. if necessary. does representatives of employee unions and specialist drawn from the National Productivity council Job evaluation. After this. Eight jobs in a day can be the ideal pace. and advise it on ensuring wage and salary development. Any rushing through will lead to appeals against the grading of jobs.

or team to be slotted into a particular classification level. May invite inequity perceptions Classification: Classification systems define the value of jobs. and degree of creativity needed. Classification levels have face validity for employees 3. These factors are usually blended together resulting in one standard for each classification level. Creates status hierarchies within organizations 22 . person. Subtle. differences within groups ignored 3. and teams can be quickly slotted into the structure 2. or teams do not fit neatly into a classification level 2.difficulty. Allows for organizational flexibility 4. or teams with written standards for a hierarchy of classification level. people. Advantages: 1. Many jobs. Subtle. Advantages 1. but important. people. time-span of discretion. Jobs. Has initial face validity to employees 3. Minimal administration required Disadvantages: 1. Differences between classification levels may not be equal 4. Each classification level may be defined by a number of factors that need to be present for a job. people. Standards to establish value are made explicit Disadvantages 1. Extensive judgment is required because standards used to define each factor are blended together 3. differences between groups ignored 2. size of subordinate staff. but important. Quick and easy procedure 2.

Following measures and steps for improving the work of evaluation programmers. bargaining power of the parties & job conditions. HOW TO IMPROVE JOB EVALUATION: . The advantages of the method are. • A job evaluation scheme should be chosen cautiously. 23 . • The scheme should be sold to all concerned and suggestions sought. and iii) more job classification schedules need to be prepared because the same schedule cannot be used for all types of jobs. the job-grading method (or job-classification method) does not call for a detailed or quantitative analysis of job factors.5. while in the classification method. It should be devised and administered on the basis of employment market. The difference between the two is that in the ranking method. Let us now discuss the few important measures to improve Job Evaluation. ii) difficulty in convincing employees about the inclusion of a job in a particular grade because of vagueness of grade descriptions. there is such a yardstick in the form of job classes or grades. It is based on the job as a whole. I) job grade descriptions are vague and are not quantified. the number of grades is first decided upon. there is no yardstick for evaluation. Under the classification method. Extensive administration required Job-grading Method: As in the ranking method. and the factors corresponding to these grades are then determined. demand for labour. • The details of the scheme should be drawn up in such a way that they do not conflict with other provision of a collective agreement. • Give major importance that the number of job titles and classification be kept to a minimum.

6. Compensable factors selected should: 2. Be definable and measurable. 3. 5. Not cause excessive installation or admin cost and Be selected with legal considerations in mind.• Any anticipated changes in methods should be carried out before a scheme is installed and all modifications in it should be resisted until it becomes fully established. Essentials for the success of a Job Evaluation Programme Following are the essential for the success of Job Evaluation: 1. Operating managers should be convinced about the techniques and programme of evaluation. • The better the state of industrial relations the easier it is to introduce a job evaluation scheme. They should also be trained in fixing and revising the wages based on job evaluation All the employees should be provided with complete information about job Evaluation techniques and programme. 4. Avoid excessive overlapping or duplication. Be easily understood by employees and administrators. Compensable factors should represent all of the major aspects of job content. • In preparing job descriptions it is a sound practice to emphasis in them the things which makes one job different from another rather than to find a comprehensive statement of all the duties of the job. Selection of A Job Evaluation Method 24 .

for example. the greater would be their reliability.6. A periodic review of all job descriptions is important for tworeasons: One. they differ in their detailed procedures. others work best when applied only to operative jobs..As a student will read in the following section there are in use today four basic methods of job evaluation. New factors. While the basic approaches of all these methods are somewhat similar. usually every one or two years. The need for daily application of a skill is also reduced but the need for potential skill in emergencies increases. Sometimes it may be decided to evaluate the same jobs by two t different methods. Thus automation of job reduces ‘physical effort ‘and increases ‘responsibility’. Different jobs make varying demands on workers. One job. of all job descriptions must be done. Periodic Review periodic review. The greater the amount of agreement between the two results. it enables management to keep itself abreast of changes taking place in the nature of a job. As the nature of a job changes factors which form the basis of job evaluation also change. Methods of Job Evaluation Determining the relative worth of all jobs in the enterprise is difficult. it softens the feelings of those who believe that their work was not properly described or evaluated last time and that they will get a fair deal at the time of review. Two. Many job evaluation programmehave failed because management failed to recognize this fact. Some methods are designed specifically for evaluating clerical and administrative jobs. aches’ machinery utilization’ and ‘isolation from fellow workers’ become important. might demand a 25 .

or team to be slotted into a particular classification level. Advantages 1. Standards to establish value are made explicit Disadvantages 26 . Classification levels have face validity for employees 3. Quick and easy procedure 2. require a certain physical ability. Jobs.Allows for organizational flexibility 4. Advantages 1.prescribed level of education.Job evaluation compares all demands made on each workerand. differences within group’s ignored 3. person. by means of this comparison. differences between groups ignored 2. whereas another job may be very lax in these aspects. Subtle. establishes the relative worth of each job in an enterprise. or teams with written standards for a hierarchy of classification level? Each classification level may be defined by a number of factors that need to be present for a job. differ with repeat to the demands made on the employee as well as in value to theenterprise. Minimal administration required Disadvantages 1. but important. and teams can be quickly slotted into the structure 2. These factors are usually blended together resulting in one standard for each classification level. or exact specific responsibilities from an employee. people. Subtle.. May invite inequity perceptions Classification systems define the value of jobs. A job. but important. Has initial face validity to employees 3. people. therefore.

the job-grading method (or job-classification method) does not call for a detailed or quantitative analysis of job factors. 27 . there is such an yardstick in the form of job classes or grades. FactorComparison Method The factor-comparison method is yet another approach for job evaluation in the analytical group. Extensive administration required Job-grading Methods in the ranking method. ii) difficulty in convincing employees about the inclusion of a job in a particular grade because of vagueness of grade descriptions. Many jobs. I) job grade descriptions average and are not quantified. Creates status hierarchies within organizations 5. the number of grades is first decided upon. Extensive judgment is required because standards used to define each factor are blended together 3. The advantages of the method are. while in the classification method. It is based on the job as a whole. Under the classification method. and the factors corresponding to these grades are then determined. and assignment of points to each degree. construction of degrees for each factors. The difference between the two is that in the ranking method. or teams do not fit neatly into a classification level 2. Differences between classification levels may not be equal 4.1. there is no yardstick for evaluation. Analytical Methods Point-ranking Method The system starts with the selection of job factors. with accompanying differences in degrees and points. and iii) more job classification schedules need to be prepared because the same schedule cannot be used for all types of jobs. people. Different factors are selected for different jobs.

bargaining power of the parties & job conditions. The total points are then assigned to each factor. all the jobs may be The compared skills first by the factor ‘mental requirements. and working conditions are ranked. physical requirements. usually five of them.Under this method.are assumed to be constant for all the jobs. Let us now discuss the few important measures to improve Job Evaluation. The worth of a job is then obtained by adding together all the point values. For example. How to Improve Job Evaluation Following measures and steps for improving the work overvaluation programmes. responsibility. demand for labour. Each factor is ranked individually with other jobs. one begins with the selection of factors. It should be devised and administered on the basis of employment market. RESEARCH METHODOLOGIES: MARKETING RESEARCH: 28 .’ factor.•A job evaluation scheme should be chosen cautiously.

Basic research 2. These type of research included: 1. It is conducted to extend the horizons on given area of knowledge with no immediate application to existing problems.  Control of the marketing operation in the present. Simply.  Evaluation of marketing results. which refers to those studies. sole purpose of which is the discovery of new information. first and later on they become applied research techniques. Designated Fact Gathering BASIC RESEARCH: It is also known as the pure fundamental research. Carefully planning through all stages of the research is a necessity. DESIGNATED FACT GATHERING: The heart of scientific method is the 29 . Objectivity in research is all-important. A research may under take any of the three types of research investigation depending upon the problem. It is on attempt to apply the basic principles and existing knowledge for the purpose of solving operational problems. marketing research is the systematic design collection analysis and reporting of data finding relevant to a specific marketing situation facing the company. which have been developed as research. objective gathering of the information. The function as marketing research with in the company as to provide the information and analytical necessary for effective. APPLIED RESEARCH: It is attempt to apply the various marketing technique. Applied research 3.Definition of marketing research research as approved as by the board of directors of the association of American marketing association is: “Marketing research is the function which links the customer and public to the marketer through information – information used to identity and define marketing opportunities and problems generate define and understanding of marketing as process”.  Planning of the future marketing activity.

In this problem description studies have been undertaken.It refers to a research where the investigation attempts to gather some pre-determined data. survey research was used and he all the details of Ford and their competitors were contacted. RESEARCH METHOD: It must be classified on the basis of the major purpose of the investigation. PRIMARY DATA: It consists of information collected for the specific purpose. DATA COLLECTION: The information needed to further proceed had been collected through primary and secondary data. Survey research is the approached gathering description and information. as the objective of the project is to conduct the market shares study to determine the share of market received by the company to the competitor. Define the problems and research objectives Develops the research plan Collect the information Analysis and interpretation Present the finding. 30 . STEPS IN MARKETING RESEARCH: Marketing research process can be out through following steps.

internet other service conducted by researchers. METHODS OF DATA COLLECTION: The basic method adopted in conducting the study is a structured questionnaire.CONTACTED METHOD: The information was solicited by administering structured questionnaire to the customer and dealers. news papers. Any researcher begins the research work by first going through secondary data. thus getting to know directly from the dealers their sales before and after sales service. Secondary data can also be collected from the magazines. Secondary data includes the information available with company. SECONDARY DATA COLLECTION: The secondary data consists of information that already existing somewhere having been collected for another purpose. 31 . Questionnaire is administered on the sample respondents. How ever there are certain cases where personal interactive method is followed with customers to find the satisfaction level. It may be the findings of research previously done in the field.

DATA ANALYSIS AND PRESENTATION 32 .

575 Histogram Mean Std.3 70.0 30. Dev.7 26. = 0.0 100.03 Std.7 id 2126 43.5 3 3.7 26.5 2 2.0 30 Tot 60 100.5 Mean = 2. Deviation Variance 30 20 y c n u q e r F 10 0 0.0 al Statistics AGE N Valid Missing 60 0 2.5 1 1.3 43.758 N = 60 AGE 33 .0 26 2618 30.758 .03 .0 100.AGE Cumulat Freque Perce Valid ive ncy nt Percent Percent Val <20 16 26.

3 33. Dev.3 43.5 0 QUALIFICATION 34 .2 Std.0 Cumulat Valid ive Percent Percent 23. Deviation Variance 60 0 2.798 .3 43.QUALIFICATION Freque Perce ncy nt Valid GRAD UATES POST GRAD UATES PROFE SIONA LS Total Statistics QUALIFICATION N Valid Missing Mean Std.5 2 2.0 Histogram 30 25 20 15 y c n u q e r F 10 5 Mean = 2.3 56.7 100.3 100.0 23.5 1 1.3 33. = 0.798 N = 60 0.637 14 20 26 60 23.20 .3 100.5 3 3.

3 56.0 43. = 0. Dev.3 100.5 N = 60 GENDER Amount of work I am expected to do on my job is reasonable 35 .5 2 2.GENDER Freque Perce ncy nt Vali d MA LE FE MA LE Tota l 26 34 60 43.57 Std.0 Statistics GENDER N Valid Missing Mean Std. Deviation Variance 60 0 1.7 100.5 Mean = 1.7 100.5 1 1.0 Cumulat Valid ive Percent Percent 43.57 .250 Histogram 50 40 30 y c n u q e r F 20 10 0 0.3 56.500 .

0 Statistics Q1 N Valid Missing Mean Std.0 20.3 76.7 16.0 Cumulat Valid ive Percent Percent 20.3 13.7% of employees disagree 16.7 63.677 The data collected from the employees of organizations regarding the amount of work done is reasonable or not the response was as follows: 20% of employees strongly disagree 26.3 13. Deviation Variance 60 0 3.Q1 Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total 12 16 10 8 8 6 60 20.0 26.7 16.7 13.0 100.7% of employees say neutral 13.03 1.3 10.0 46.7 13.0 100.0 100.7 90.3 10.0 26.3% of employees agree 13.636 2.3% of employees strongly agree I am satisfied with the priorities and direction of my department 36 .

3 13. Dev.3 86.0 Cumulati ve Percent 10.0 30.0 63.662 N = 60 Q2 The response from the employees regarding the priorities and directions given by the management the response was as follows: 10% of employees strongly disagree 30% of employees disagree 10% of employees neutral 13.0 50.3% of employees agree 23.50 1.0 40. = 1.3% of employees strongly agree 37 .0 6 18 6 8 14 8 60 10.0 30.0 10.5 Std.0 13.Q2 Freque ncy Percent Valid Strongly Disagree Disagree Neutral Agree Strongly Agree N/A Total Statistics Q2 N Valid Missing 60 0 3.3 23.662 2.0 10.0 Mean Std.7 100.763 Histogram Valid Percent 10. Deviation Variance 20 15 10 y c n u q e r F 5 0 0 1 2 3 4 5 6 7 Mean = 3.3 23.0 13.3 100.3 13.3 100.

0 12 14 12 8 8 6 60 20.0 13.0 20. Deviation Variance 15 12 9 y c n u q e r F 6 3 0 0 1 2 3 4 5 6 7 Mean = 3.0 100. = 1.3 20.0 23.0 100.0 23.07 Std.3 13.3 10.7 90.3 10.07 1.3 63. Q3 Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q3 N Valid Missing 60 0 3.0 Mean Std.3 76.0 13.625 2.I have adequate information available which enables me to do my job well.0 43. Dev.625 N = 60 Q3 38 .0 100.3 20.3 13.640 Histogram Cumulat Valid ive Percent Percent 20.

3 10.578 N = 60 Q4 I understand the day-to-day goals of my department 39 .7 13.3 10.578 2.13 1.3 13.0 Mean Std. Dev.0 100.0 13.3 46.3 16.0 8 20 8 10 8 6 60 13.0 100.13 Std. = 1.Q4 Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q4 N Valid Missing 60 0 3.3 33.0 76.0 100.490 Histogram Cumulat Valid ive Percent Percent 13.3 13.3 33.7 13.7 60. Deviation Variance 20 15 10 y c n u q e r F 5 0 0 1 2 3 4 5 6 7 Mean = 3.7 90.3 16.

598 N = 60 Q5 40 .7 100.0 63.3 23.0 6.0 4 18 8 8 14 8 60 6.3 23.7 50. Deviation Variance 20 15 10 y c n u q e r F 5 0 0 1 2 3 4 5 6 7 Mean = 3.3 86.3 100.0 13. = 1.555 Histogram Cumulat Valid ive Percent Percent 6.3 13.598 2.7 30.3 13.3 13.7 30.57 1.3 13.7 36.0 Mean Std.0 13.Q5 Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q5 N Valid Missing 60 0 3. Dev.3 100.57 Std.

0 10. Deviation Variance 20 15 10 y c n u q e r F 5 0 0 1 2 3 4 5 6 7 Mean = 3.3 20.481 2. Dev.3 23.3 56.7 90.3 20. = 1.3 23.0 13.0 13.7 76.0 23.Diverse perspectives are valued and encouraged within the department Q6 Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q6 N Valid Missing 60 0 3.0 23.3 10.0 100.33 1.0 33.3 10.0 Mean Std.0 100.0 100.192 Histogram Cumulat Valid ive Percent Percent 10.481 N = 60 Q6 41 .0 6 14 14 12 8 6 60 10.33 Std.

0 100.0 30.0 6 18 10 10 10 6 60 10. Dev.0 10.7 16.3 Std.544 2.383 Histogram Cumulat Valid ive Percent Percent 10.0 Mean Std.7 10.0 100.7 10.544 N = 60 Q7 Q8 42 .7 16.3 90.0 16. Deviation Variance 20 15 10 y c n u q e r F 5 0 0 1 2 3 4 5 6 7 Mean = 3.7 16.0 30.30 1.0 16.0 56.7 16.0 100.0 40.Considering everything.7 73. = 1. how satisfied are you with your job? Q7 Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q7 N Valid Missing 60 0 3.

Deviation Variance 15 12 9 y c n u q e r F 6 3 0 0 1 2 3 4 5 6 7 Mean = 3.My work group has a climate in which diverse perspectives are valued Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q8 N Valid Missing 60 0 3.661 2.3 13.661 N = 60 Q8 COMPANY] policies and procedures make sense to me.7 40.3 86.0 73.0 13.3 100.758 Histogram Cumulat Valid ive Percent Percent 16.3 100. = 1.7 100.0 16.3 13.23 1. Dev.0 10 14 12 8 8 8 60 16.3 20.3 13.23 Std.7 23.0 13.0 60.0 Mean Std.3 20. 43 .7 23.3 13.

Deviation Variance 20 15 10 y c n u q e r F 5 0 0 1 2 3 4 5 6 7 Mean = 3.7 13.7 26.7 13.0 73.3 13.3 100.675 N = 60 Q9 44 . = 1.3 60.0 10 16 10 8 8 8 60 16.3 86.3 100.675 2.3 13.7 16.0 Mean Std.2 Std.3 13.20 1.807 Histogram Cumulat Valid ive Percent Percent 16.3 13.7 16.7 43.0 16. Dev.7 100.7 26.Q9 Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q9 N Valid Missing 60 0 3.

0 100.0 100.7 10.7 16.7 26.3 16.7 10.3 90.17 Std. space.0 10 16 10 8 10 6 60 16.3 60.0 16.7 16.628 N = 60 Q10 45 .7 43..628 2.0 Mean Std.The physical working conditions (e.g.7 26. = 1.17 1. cleanliness) are very good.3 16. ventilation. Deviation Variance 20 15 10 y c n u q e r F 5 0 0 1 2 3 4 5 6 7 Mean = 3.650 Histogram Cumulat Valid ive Percent Percent 16.7 13.0 73. Dev. Q10 Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q10 N Valid Missing 60 0 3.7 13.0 100.

3 100.7 43.7 16.7 13.) Freque Perce ncy nt Valid Strongl y Disagre e Disagre e Neutral Agree Strongl y Agree N/A Total Statistics Q11 N Valid Missing 60 0 3.2 Std.7 26.0 Mean Std.3 86.675 N = 60 Q11 46 .20 1. Deviation Variance 20 15 10 y c n u q e r F 5 0 0 1 2 3 4 5 6 7 Mean = 3.7 26. educational background.807 Histogram Cumulat Valid ive Percent Percent 16.3 13.0 16. Dev. race.3 13.. gender.3 13.675 2. = 1.0 10 16 10 8 8 8 60 16.3 100.3 13. etc.7 16.0 73.3 60.g.7 13.Individual differences are respected here (e.7 100.

FINDINGS 47 .

training program in the village and improve their skill. type of cultural program in the organization and also in the village Gas connection.ford provided various type of social security for the workers family member as well as villager like1.Royal ford provides free education and Ambulance.Water facility/ tanker is also provided Vocational camp. crafting so on.It is organized various type of to the villager.ford provides 24 hour free ambulance ford also provides free lunch facility to the workers family member and villager. Free medical facilitymedical facility to the workers family member and also for the 48 .It is also provided LPG gas facility to the worker or villager. Various types of training like knitting.ford organized animal camp in the village and provided free Madison to the animal.Road / Street formation is also Cultural programford group organized various done/ maintain by the company. 2.ford also provides electricity in the residential colonies of workers as well as villager Road maintenance.. Education facility. 5. 4. 9. Animal hospital camp. 7. 8. service facility to the villager. 6. Water facility . villagers. 3. Electrical facility. 10.

BIBLIOGRAPHY 49 .

Limited. 50 . www. C.con 3. FORD CORPORATION RECORDS.com 2. www. Kothari.BIBLIOGRAPHY:1.google. New AGE INTERNATIONAL PVT. 4.R (2003) “Research Methodology (2 nd Edition). BROCHURES AND MANUALS. ford ford .

Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) We operate in a cost-efficient way in my department Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) I understand the day-to-day goals of my department Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) 51 .QUESTIONNAIRE Amount of work I am expected to do on my job is reasonable Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) I am satisfied with the priorities and direction of my department Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) I have adequate information available which enables me to do my job well.

race. etc.g. cleanliness) are very good Individual differences are respected here (e.. educational background. gender. Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) The physical working conditions (e.) Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) 52 .. ventilation. space. how satisfied are you with your job? Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) My work group has a climate in which diverse perspectives are valued Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) COMPANY] policies and procedures make sense to me.Diverse perspectives are valued and encouraged within the department Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( ) Considering everything.g.