Professional Documents
Culture Documents
Times of India: Summer Training Report
Times of India: Summer Training Report
AT
TIMES OF INDIA
On
Submitted By:
M.B.A. Sem III
Submitted To
Department of Business
Administration
PREFACE
True learning is born out of experience and observation practical experience is one of the best
types of leanings that one can remember throughout the life. After II semesters in learning
theoretical aspects of administration and management, the day come to apply these in
corporate world in content of modern industrial enterprise that has to go through its different
terminal to achieve that corporate goals. The main object of practical training is to develop
practical knowledge and experience and awareness about industrial environment and business
practices in the student as a supplement to theoretical studies of administration and
management in specific area like HRM. It increases the skill, ability and attitude of a student
to perform specific job in industrial environment.
Fortunately, I got golden opportunity to visit and complete my six week training at THE
TIMES OF INDIA. Here, I got chance to see the functioning HRD departments and imbibe a
lot learning of the subjects.
THE TIMES OF INDIA is a wide Organization producing News papers, the main products
include Times of India, Economic Times, Radio Mirchi etc. It has developed in many fields.
Today guess is a legend in the world of business and organisation at a home and abroad.
ACKNOWLEDGEMENT
Through this acknowledgement, I express my sincere gratitude towards all those people who
have helped me in the preparation of this project, which has been learning experience.
I appreciate the co-operation by the management and staff of THE TIMES OF INDIA for
having given me the opportunity to training in their office.
I would like to thanks the Head Of the Department Dr. A.Kumar , the faculty , the librarian
and the administrative staff of Department of Business Administration, Bhavnagar University,
Bhavnagar, for their support.
Finally, I express my sincere thanks to Mr.Ashok Solanki and Mr. Hemant PatelWho guided
me through out the project and gave me Valuable suggestion and encouragement.
TABLE OF CONTENTS
Sr. No.
Contents
Preface
Acknowledgement
Declaration
Performance Appraisal
10
Analysis of Questionnaire
11
Conclusion
12
Bibliography
Page No.
INTRODUCTION
OF
THE TIMES OF INDIA
The first edition appears on November 3, 1838 known as "The Bombay Times and Journal of
Commerce".later to be known as The Times of India .
The first edition appears on November 3, 1838 known as "The Bombay Times and Journal of
Commerce". The issue is published twice a week. Dr. J.E. Brennan the first editor also
Secretary of the Chamber of Commerce. Rs 30/- is the annual subscription.
1846
The newspaper experiences proprietary changes and Dr. George Brit appointed editor.
1850
Shareholders decide to increase the share capital and the paper converted into a daily
1855
Telegraph Services opens up in India shortly afterwards, the paper
signs an agreement with Reuters for raising news coverage and
lowering subscritption rates. That old tie was renewed in 2006 with
the pact between TIMESNOW & Reuters
1861
Editor Robert Knight amalgamates The Bombay Times, Bombay Standard and
Bombay Telegraph & Courier to form 'The Times of India' and gives it a national
character.
1880
The Times of India Weekly edition launched.The
Times of India weekly edition launched, to meet the
need for a weekend paper. This later came to be
known as the Illustrated Weekly of India in 1923.The
Times of India Weekly edition launched.
1890
Editor Henry Curwen buys TOI in partnership with Charles Kane.
1892
Following the death of Henry Curwen, T. J.
Bennett becomes the editor and enters into a
partnership with F.M. Coleman to form a joint
stock company - Bennett, Colemen & Co. Ltd.
(BCCL).
1902
The paper moves in to its current office opposite CST. It
started out at the Parsi Bazar and then moved on to
Churchgate where things got so bad that editor Bennett had
to complete his editorial elsewhere after the ceiling fan
collapsed in his room.
1907
1923
Evening News of India launched
1929
The Times Of India Illustrated Weekly renamedThe Illustrated
Weekly Of India
1930
The Column "Bombay 100 Years ago" published
1930
The Column "Bombay 100 Years ago" published First movie review published
1940
First time news items appeared on the front page
1946
For the first time the paper transfers to Indian ownership. Seth Ramakrishna Dalmia
buys out Bennett, Coleman & Co.Ltd. for Rs. 2 crores.
1948
Sahu Jain Group become the owners of the company. Shanti Prasad Jain is the first Chairman
of the group
1950
Navbharat Times launched
The TOI Crest changes from the
lions to elephants
Dharmayug,
Hindi
weekly
1952
Filmfare- first film magazine in English launched
1959
Femina- first womens magazine in English launched
1961
The Economic Times launched
1962
Maharashtra Times launched
1965
Femina Miss India contest started.
1987
Printing of The Times of India from Kandivili Press
in Mumbai.
1988
Times of India completes 150 years.
Special stamp released by P &
1991
BBC features Times of India among
world's six great newspapers
1994
Bombay Times, the sassy colour supplement that
chronicles the changing lifestyle mores of a
globalising city is launched.
1996
Times of India carry its first colour photograph. Times of India crosses 1 million mark
in circulation.
1998
BCCL enters into music market with Times Music.
1999
Indiatimes.com launched
1999
BCCL enters music retailing business with Planet M and radio broadcasting business with
Radio Mirchi
2000
TOI crosses the 2 million mark in circulation.
2001
TOI goes all color and storms Delhi by being
"Number One"
2003
President APJ Abdul Kalam visits TOI to
inaugurate Times Foundation
2004
Television business launched with the launch
of a lifestyle and
2005
MT Largest read Marathi Newspaper in Mumbai IRS
survey
TOI Goes daily full colour
Mumbai Mirror launched
TimesMatri.com - Launched in August - re-launched as
2006
TIMES NOW TV News Channel launched
ET first newspaper available on cell phone
Mumbai Mirror Afternoon edition launched
Offers Mumbai Mirror or Maharashtra Times as complimentary
copy with TOI at a price of Rs.4/- TOI The only English
language daily to feature among the top 10 with a readership of 131.4
lakhs- IRS Survey by Hansa ResearchTimes Group MD, Mr Vineet
Jain awarded the scroll of honour for being the new age media guru - Hero Honda Indian TV
Academy AwardsTimescape the Times Group Intranet
portal re-launched - now powered by SAP Netweaver
BCCL goes live on SAP systemMagicBricks.com
launched in October 2006 targets the Online Real Estate Space Smart Hire launched April
2006, is witnessing stupendous growth with its focus on providing organisations with end-toend recruitment solutions. Ads2Book.com The Worlds Only Global Ad Booking Engine Relaunched in August 2006With intensive R&D, the Net-2-Print classifieds booking system
Ads2Book.com was created and imbued with AI (artificial intelligence) that assisted users
through the entire process of Creating, Booking & Paying for their Print Classified Ads, all
from the comfort of their desktop.
2007
TOI the Indian Corporate Elites No. 1 newspaper - A CNielsen Report
Whats Hot- a new weekly magazine delivered free with TOI on every Friday
Times Group bags 5 gold and 1 silver at the ABBY Awards
TOI prints 2 city editions., one at 11pm and second 12.30 am
BCCL wins SAP ACE 2007 Awards for Customer Excellence in the best media sector
implementation The Economic Times- Gujarati Edition launched
Good Life World - launched April 2007is the future of Internet in India, the concept of
Click & Brick is just the right impetus the Online Industry needs, as users are either
to busy to log on to the net for their personal needs or are not savvy enough and need
help. The Good Life World Centre allows users to access the services offered by
Times Business Solutions portals from the Centre and make offline payments for
online services, thus ensuring ease of access and complete financial security.
The Mantra
YOU ARE EMPOWERED
STAGES OF GROWTH
Performance Appraisal
Meaning:
Performance Appraisal is the process of obtaining, analyzing
and recording information about the relative worth of an
employee. The focus of the performance appraisal is measuring
and improving the actual performance of the employee and
also the future potential of the employee. Its aim is to measure
what
an
employee
does.
of
the
employee.
It
helps
to
analyze
his
focusing
of
the
the
attention
overall
on
organizational
performance,
goals.
performance
To
diagnose
the
strengths
and
weaknesses
of
the
of
the
organization
such
as
recruitment,
ESTABLISHING
PERFORMANCE
STANDARDS
standards.
COMMUNICATING
THE
STANDARDS
from
them.
The
standards
should
also
be
MEASURING
THE
ACTUAL
PERFORMANCE
selection
of
the
appropriate
techniques
of
interfering
in
an
employees
work.
COMPARING
THE
ACTUAL
WITH
THE
DESIRED
PERFORMANCE
The actual performance is compared with the desired or the
standard performance. The comparison tells the deviations in
the performance of the employees from the standards set. The
result can show the actual performance being more than the
desired performance or, the actual performance being less than
the desired performance depicting a negative deviation in the
organizational performance. It includes recalling, evaluating
and analysis of data related to the employees performance.
DISCUSSING
RESULTS
employees
to
perform
better.
MAKING
problems.
The
main
challenges
involved
in
the
Determining
the
evaluation
criteria
Create
rating
instrument
Lack
Top
of
management
competence
should
choose
the
raters
or
the
Errors
in
rating
and
evaluation
Resistance
The appraisal process may face resistance from the
employees and the trade unions for the fear of negative
ratings.
Therefore,
the
employees
should
be
OBJECTIVE:
To inform the appraisee of his/her relative performance in
terms of targets and Key Result Areas(KRA)
To encourage meaningful and transparent communication
between the appraiser and appraisee.
To identify the training need for development.
GUIDELINES:
The date and time for the appraisal interview has to be fixed
well in advance by mutual consent between the appraiser
and the appraisee to allow for adequate preparation.
A separate self-evaluation form has to be filled by every
executive/journalist on contract prior to the appraisal
interview and submitted to the appraiser. After the form is
filled, the appraiser should then proceed with the appraisal
interview.
During the appraisal interview the appraiser first do a Target
based review for the appraisee and he should appraise the
appraisee on the important parameters that have been
identified.
The appraiser should explain to the appraisee why he/she
has been given a particular score against a particular
parameter and point out the appraisees strengths and
weaknesses.
The targets for the next year should be retained by the
Department Head for mid-term review.
The completed self-evaluation forms/performance appraisal
forms of every executive/journalist on contract in Mumbai
and Delhi should be sent to the respective HRD departments
at Mumbai & Delhi.
The appraisee should keep a copy of his/her self-evaluation
and performance appraisal form and note the areas for
improvement
DEFINITION OF SCORES:
Scores/ Rating
High Flier/Outstanding
(5)
Definition
Employee who truly
achieves outstanding
success in the given targets
and accomplishes much
more than the expected
tasks with efficiency and
effectiveness. Research
indicates that only 1% of the
Meets Requirement
requirements.
Occasionally Meets
(2)
Employee whose
performance is adversely
affected due to the lack of
qualities required to perform
in his current job. This is an
indication that the person
needs to be trained and
developed sufficiently to
orient him towards good
performance.
Employees whose
Average Weighted Score
(A) range from 3 to 3.59
are Meeting occasionally.
Fails To Meet
(1)
SELF-EVALUATION FORM
NAME:
DEPARTMENT:
EMPLOYEE NUMBER:
DESIGNATION:
BRANCH:
What parts of the job do you have difficulties with, and are
there any obstacles which have caused you particular
problems?
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
----------------------------------------------------------------------------------------------
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
Are there any other points, which you would like to raise at
your appraisal?
---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
High Flier/
Outstandin
g
Regularl
y
Exceeds
Meets
Occasionally Fails
Requirement Meets
to
s
meet
APPRAISEE
APPRAISER
Name:
Name:
Signature:
Signature:
Date:
Date:
TARGET WORKSHEET
Name:
Employee
Number:
Department:
Designation:
Date of Joining:
Age:
Please identify
your Work Goals
Please identify
the Key
Performance
Areas (KPAs)
Please indicate
the target dates
by which KPAS
would be
achieved
Signature(Appraiser)
Signature(Appraisee)
Date
.......
Date
Signature (Appraiser)
Signature(Appraisee)..
Date
..
...
Date
Sr. No
Compan
Pay
HR
Branch
Employe
Roll ID
No
Empl.
No
e Name
*Cont.
Departm
ent
Present
Designat
ion
Recommen
ded
Redesignati
on
Year of
last
Redesigna
tion
Performa
nce
Rating
1001
Information Technology
2001
3001
4001
Training by Experts
Executives to Asst.
Manager:
Manager:
Principle Centered
Leadership
Lateral Thinking
Listening Skills
Communication Skills
Performance
Presentation Skills
Management Skills
Time Management
Assertiveness
Transactional Analysis
Conflict Management
Counselling Skills
Interviewing Skills
Counselling Skills
Effective People
Art of Living & Stress
Management
(Sub Code-2003) Managing
Training
Type of
Sub-Code
Code
Training
1001
Information
1001
MS Office/Windows
1002
Internet Tools
1003
Oracle
1004
QurakXpress
1005
Adobe/Corel Draw
1006
Technology
Techniques
1007
1008
Operations System
1009
Ingres/Informix/Sysba
se
2001
MGR
1010
Java/Perl/Cgi
1111
Others
2001
Managing Self
2002
Managing People
2003
Effectiveness
Programme
Strategy
2004
Others
3001
Function
3001
Specific
Programme
3002
3003
Materials
Management &
Purchase
Management
3004
Financial
Accounting/Balance
sheet
3005
Taxation
3006
Customer Relations
3007
Brand Management
3008
3009
Research
Methodologies
3010
Writing Skills
3111
4001
Training by
Experts
3112
Others
4001
International
Accounting
Norms/Standards
4002
Forex/ Futures/Swaps
4003
Capital Market
4004
Marketing/Media/
Advertising
4005
Macro/Micro
Economics
4006
Security and
Administration
4007
Others
Sr No.
Company
Branch
NO
*Cont.
Employ
Departme
Prese
Recommend Year of
Performan
ee
nt
nt
ed
Last
ce Rating
Desig
Redesignati
Redesig
natio
on
nation
Name
Sl.
No.
Term
Description
1.
2.
Measure(s)
These
are
yardsticks
for
evaluating
the
extent
of
performance with respect to a
KRA. A particular KRA may
have more than one Measure.
Performance
Standard
This
is
a
specific
goal
corresponding to the Measure
of a KRA and should preferably
be realistic, achievable and time-
3.
bound.
Weightage(%)
Extent of Over-/
Underachievement (with
elaboration)
To
what
extent
the
Performance Standards were
met and description about the
causes of /factors responsible for
Over/ Under-Achievement.
4.
5.
3) Assessment by Appraiser
Post discussion with the employees, the Appraiser will fill in
the following information:
Comments
Appraiser
Assessed Level
Definition of Level
Assessed
Description of
Typical %
Level
Level
Achievement
KRA Performance
Overall Performance
of Results
Performance exceeds
Expectation, consistently
DE
Demonstrates
Greater than
Excellence
120%
Industry/ organizational
Standards of excellence.
EE
Exceeds
Between
Performance exceeds
Expectations
ME
Meets
Between
Performance meets
Overall Performance
Expectations
85% to 100%
Expectations.
NI
SME
Needs
Less than
Improvement
85%
Needs improvement.
Short of
Poor or
Performance demonstrated
Overall performance
Minimum
Insignificant
Expectations
Results
Expectations.
4) Performance Review
The Appraiser will forward the Worksheet duly assessed and
completed by him/her to the Reviewer (the immediate
supervisor of the Appraiser) for his/her review and validation.
Based on discussion with the Reviewer, the Assessed Level
of Overall Performance for the employee will be
Assess
ed
Level
% of
Head
Count
DE
EE
10% 25%
ME
NI
50% 10%
SME
5%
6) Feedback to Appraisee
Post calibration process, the Assessed Level of Overall
Performance will be communicated to the Appraisee by the
Appraiser. The Appraisee writes down his impressions and
views (including those regarding the objectivity of the
process), signs off the worksheet and hands it over back to
the Appraiser. The Appraiser then forwards the Worksheet to
the Functional Head.
Sl.
Term
Description
No.
1
Key
Area
effectively.
(B)
(C)
Development Review
1.
2.
3.
Post discussion with the Appraisee, the Appraiser will fill in the
following information in the Worksheet:
Sl.
Term
Description
No.
Assessed
Proficiency
Level
Specific
Development
And
Needs
Proficiency
Level
More
desired
Description
As desired (A)
Less
desired
QUESTIONNAIRE
Name:
Age:
Department:
Designation:
Qualifications:
Number of Years of Service at
Times of India:
Number:
Note:
Q.1
What type of
Organization?
Performance
Appraisal
system
exists in your
Confidential Report
EPRF [Employee Performance Appraisal Review Form]
DOPA [Development Oriented Performance Appraisal]
Q. 2
Q. 3
Q. 4
Q.5
Do you think that the existing performance appraisal system
adequately
enables you to find out the areas of furthers improvement?
Strongly agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Q. 6
appraisal
system influential
in
Strongly influential
Some what influential
Not at all influential
Q.7
Strongly fulfilled
Some what fulfilled
Not at all fulfilled
Q. 8
Do you think that external factors that affect your performance are
accounted for?
Yes
No
Q. 9
Strongly influential
Somewhat influential
Not at all influential
Q. 10 Do you think that you are perfectly being evaluated by the present
performance appraisal system?
Yes
No
Strongly agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Q. 14 Job and role clarity plays a vital role in individuals performance, how
clearly are these two defined at Times of India?
Yes
No
Excellent
Very good
Good
Fair
Poor
Analysis of Questionnaire
Classification of Respondent
Male
18
Female
Total
25
Confidential Report
23
Important
Very Important
16
Not Important
Q-3
Sufficient
15
Insufficient
Needs Improvement
Total
25
Q-4 Do you think that external factors that affect your performance
are accounted and Considered during the Performance Appraisal?
Yes
No
Total
18
7
25
Above diagram shows the external factors that affect your performance
are accounted and Considered during the Performance Appraisal. Here, out of
25 persons 18 says Yes and 7 says No. And percentage wise
classifications are shown in following diagram.
Q-7
Apart from the performance appraisal system, are there any other factors
that help to fulfil the above objective?
Yes
No
19
Q-8 Do you think, the past performance behavioural records and critical
incident are considered during the performance appraisal?
Not Considered
Considered but not adequately
Adequately considered while making decisions
Total
3
11
11
25
Q-9 How far is the present performance appraisal system influential in keeping
high Motivational level?
Strongly influential
Somewhat influential
Not influential
Leads to stress
Total
9
12
3
1
25
Q-10 Do you think that you are perfectly evaluated by the present appraisal
system?
Yes
No
Total
18
7
25
Q-11 How do you find the behaviour of the appraiser at the time of Appraisal
Interviews?
15
Motivating
Comforting & Supportive
Biased
Stressful
Total
5
5
0
0
25
Q-12 Is the system at TOI adequately justifies your potential through job
rotations and other tools?
Yes
No
Total
19
6
25
Q-13 Do you think the performance appraisal system adequately appraises the
potential of employee?
Yes
No
Total
20
5
25
Q-14 Job and role clarity plays a vital role in individuals performance, how
clearly are these two defined at TIMES Group?
15
9
1
25
Yes
No
Total
22
3
25
Q-16 How Far is the performance appraisal system armed with an efficient
feedback system to assist you in improving performance?
Excellent
Very Good
Good
Fair
Poor
Total
6
4
9
5
1
25
__________________________________________________________________________________
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