CHAPTER -1

INTRODUCTION
An MBA internship is a brief, learning-oriented work experience with a
company that is completed between the first and second year of the MBA program. Summer
internships are compulsory for most business schools today. Essentially, an internship as an
MBA student will allow you to apply the skills and lessons learned in a classroom in the
real world of business.

As per Our curriculum for the regulation 2020, the students of third semester
must pursue summer training in an organisation for a period of four weeks. MBA
internships are an opportunity to work in area of interest and organizations that allow to
pursue career goals. An internship gives a preview of the roles, responsibilities and the
nature of work that would be undertaking once we graduate from a college. While interning,
we can begin to create our own professional network by Interacting with people of the same
field. This will make an impact to professional success as well as personal choices too.

Management students are required to work as an intern once they are done with the
1st year of their course, after completing a weeks they have the opportunity to get a full-time
position with the same organization. Depending on the quality of work that is done by
them, and the supervision and assistance that is provided, an internship can lead to a
full-time position.

As such, an internship, while it cannot guarantee employment, provides the possibility

of future employment making it the most important factor in determining why a summer
internship is important in an MBA. The experience that we gain from an internship will
make us a more well-rounded and talented person.

The knowledge and skills that we learn will serve us well in our future endeavors and we’ll
understand why a summer internship is important in an MBA.
 OBJECTIVES
• Explore career alternatives prior to graduation.
• Integrate theory and practice.
• Assess interests and abilities in their field of study.
• Learn to appreciate work and its function in the economy.
• Develop work habits and attitudes necessary for job success.
• Develop communication, interpersonal and other critical skills in the job interview
process.
• Build a record of work experience.
• Acquire employment contacts leading directly to a full-time job following graduation
from college.
• Identify, write down, and carry out performance objectives (mutually agreed upon by
the employer, the MCC experiential learning supervisor, and the student) related to
their job assignment.

SCOPE

• Summer training increases confidence level among the students.

• Successful internship can be found in diverse settings and involved widely varying
project assignment all successful internship, however share three traits.
• The supervisor provides feedback about the intern’s performance and potential career
path.
• The intern is challenged to develop professional skills, knowledge and ability.
• Our sense of responsibility will increase due to summer internship.
• Good and sensible working habits.
• We provide in-plant training for students to enhancing their knowledge on software,
hardware and networking.
• It is the enrich the students knowledge in advance management skills.
 NEED
• In-plant training helps to develop our knowledge.
• An internship can be of considerable benefit to the student in this respect students
can gain experience in work.
• In-plant training builds the confident level to the individuals and in turns raises the
working capability.
• It makes the student prepared to any challenge that lie ahead in these professional
life related to job.
• This training enables the students to acquire more practical knowledge of work.
• Student with in plant training certificates, from recognized institutes will face less
during interview.
• In-plant training to transfer student knowledge from theoretical to practical approach.
• It provides real time exposure to students.
• It is a type of work experience which he obtains before he starts his profession.
CHAPTER -2

INDUSTRY AND COMPANY PROFILE

INDUSTRY PROFILE
One of the leading sectors of the building materials industry, producing various types of
cement, such as Portland, portland blast-furnace slag, portland-pozzolan, and special
cements; the last category includes decorative, oil-well, aluminous, sulfate-resistant, and
quick hardening cements and cement for hydraulic engineering structures. A basic binding
material, cement is widely used in the national economy, primarily in the production of
concrete, reinforced concrete, and mortars, and in the asbestos cement, petroleum, and other
industries.

The first plant in Russia for the production of portland cement was built in 1839 in St.
Petersburg, where another, larger plant was constructed in 1856. Other plants were later
built in Riga (1865-36), Shchurovo (1870), Kunda (Punane-Kunda, 1870), Podol’sk (1873-
74). Novorossisk (1882). Amvrosievka (1896), and Vol’sk (1897). The distribution of
cement enterprises was extremely uneven: the Novorossiisk, Vol’sk, and Ukrainian groups
of plants accounted for almost half of all cement production, and those in the East produced
less than 5 percent. In 1913 cement production in Russia totaled 1,777,000 tons. Production
dropped sharply during World War 1; only 36,000 tons was produced in 1920.

For practical purposes, the cement industry as a major, independent sector was built during
the years of Soviet power. During the years of the first five-year plans (1929-40), old plants
were renovated, and several new ones were established, including the Podgorenskii, Kaspi,
and Kuvasai plants. As a result, cement production in 1928 surpassed the 1913 level and
by 1940 reached 5,773,000 tons. During the Great Patriotic War of 1941-45, some plants
were occupied by the enemy, and others were destroyed, which caused production to drop
significantly to 1,845,000 tons in 1945; by 1948, however, production had already surpassed
the 1940 level.

Industrialization and the high rate of capital construction demanded accelerated

development of the cement industry. Existing enterprises were expanded, and new ones
were built. Fifty-six new plants were put into operation between 1946 and 1975, including
such major Enterprises as the Pikalevo, Belgorod, Nikolaev, Sebriakovo, Karaganda,
Angarsk, Chimkent, Achinsk, Topki, StaryiOskol, and Kamenets-Podol’skii plants. In 1962
the USSR became the world leader in cement production; in 1971 production in the
country reached 100 million tons.

Cement production per capita has increased considerably. Based on this index, the USSR
has led such developed countries as the USA (330 kg) and Great Britain (285 kg) since
1966.

The raw material base for the cement industry is the calcareous and argillaceous rock
widely found in deposits in the USSR. In addition to natural raw materials, the cement
industry uses waste materials from other sectors of industry: metallurgical slag, ash from
state regional hydroelectric power plants and steam power plants, overburden from the
extraction of minerals, pyrite cinders, and phosphogypsum. Some plants, such as the
Pikalevo, Achinsk, and Volkhov plants, use nepheline slag. The resulting high level of
cooperation between the cement industry and appropriate sectors of the national economy
ensures the integrated use of raw materials and waste products. The location of deposits of
raw materials and the universal need for cement have made it

Necessary to build cement plants in different regions of the country. In the 1970’s cement
industries were in all the Union republics and major economic regions. The production of
cement in the eastern regions of the country has risen significantly, from 19.5 percent
of the total production in 1940 to 34.5 percent in 1975.
A high level of production concentration is characteristic of the cement industry. The unit
capacity of enterprises rose from 131,000 tons in 1940 to 1.3 million tons in 1975. The
sector’s largest enterprises are the cement combine Novorostsement in Novorossiisk
(capacity, million tons), the production association Vol’sktsement (4.2 million tons), the
Balakleia combine (3.7 million tons), the Kamenets-Podol’skii plant (3.7 million tons).
And the StaryiOskol plant (3.7 million tons).

The cement industry is a highly mechanized sector of the national economy. Many plants,
such as the Novorostsement combine and the Lipetsk, Karaganda, Balakleia, and Chimkent
plants, have introduced automated control systems for production processes. An Automated
production system is in operation at the P. A. LudinSebriakovo Cement Plant. During
the ninth five-year plan (1971-75), in conformity with the plan for technological.

Reequipping of the sector, much work was done to modernize and replace existing
equipment and introduce new, highly productive units. New units for the wet process of
production include 5 ×185 m kilns with outputs up to 1,800 tons of clinker per day and a
new 7 x 230 m kiln with an output of 3,000 tons of clinker per day, which was put into
operation in 1973. The first heavy-duty dry-process kiln went into operation in 1975; it
features dimensions of 7.0-6.4×95 m, external heat exchangers, and an output of 3,000 tons
of clinker per day. Gidrofolselfgrinding mills have also been introduced. Labor productivity
in the cement industry rose by a factor of more than 2.5 between 1961 and 1976.

Poland, Rumania, and the German Democratic Republic lead the foreign socialist
countries in cement production.

Among the capitalist countries, the cement industry is most highly developed in the USA,
Italy, The Federal Republic of Germany, and France. The Japanese cement industry is
developing Rapidly.
 COMPANY PROFILE

Dalmia cement (Bharat) limited, is one of the largest and leading cement. Manufacturing
company in Tamil Nadu. It is located in Trichy -madras chord line and it is 45
kilometres northeast of Trichy Town.

It was founded in 1935 by jaidayal Dalmia; the cement division of DCBL was established in
1939 and enjoys a heritage of 70 years of expertise and experience. It’s headquartered in
new Delhi with cement, sugar, travel agency, magnetite, refractory and electronic
operations spread across the country.

Cement factories were set up in Dalmianager (Bihar, east India) DalmiaDadri (Haryana,
north India), Karachi (Sind, now in south Pakistan), Dandot (west Punjab, now in central
Pakistan), Dalmiapuram (Tamil Nadu, south India), Rajgangpur (Orissa, east India) and
sawaimadhopur (Rajasthan, north India).

The Dalmia group had established four cement plants. But currently only two plants operate
as Dalmia Cement and they have also made strategic investment in Orissa Cements Limited
(OCL). Managed by a professional team, they have sustained the path to innovation and
growth.

In 1993, it became one of the first cement plants in India to have an installed capacity of
250 tone cement per day. In the same year it became first company in south India to receive
ISO 9002 certification. It also forayed in sugar business with an installed capacity 2500
TCD. In 2004 the company received ISO 14001 certification. Currently the company has a
production capacity of 3.5 million tons of cement and 7500 TCD of sugar. The company
also owns 80 MV of capacity of power plant.
MISSION STATEMENT:

We are committed to creating exceptional value for our customer, Employees. Shareholders,
vendors and the communities we operate in, through our core values of Learning, Team
work, speed and excellence.

VISION STATEMENT:

“To consistency surpass expectations of all stakeholders.”

SLOGAN

The Subhas hit on the cover of the Annual report highlights the virtues of good conduct and
defines it as the source that prolongs life, inculcates demeanour in the progeny, generates
everlasting wealth: and helps overcome one’s shortcomings.

VALUES

➤ Learning:

Fire represents our value of learning. The fire within is the source of curiosity to learn and

Learning applied creatively leads to innovation.

➤ team work:
Water represents our value of Team Work. Water best represents trust and mutual respect
and

Collaboration as being the best solvent, it absorbs and mixes with maximum number of
elements.

➤speed:

Air represents our value of speed. Air empowers and evokes passion and nurtures growth.
Air also promotes fastest mode of travel.

➤Excellence:

Earth represents our Value of Excellence. Focused around sun, earth’s ability to withstand

Extreme heat and pressure is essential for taking on big challenges.

EXECUTIVE TEAM :

JH Dalmia, Vice Chairman

YH Dalmia, Vice Chairman

Puneet Dalmia, Managing Director

Gautam Dalmia, Joint Managing Director

PRODUCTS

Cements

The company manufactures Portland cement of two grades 43 and 53 and Portland
pozzolana cement. The company markets its products under the brand name vajram.
Sugar

The company has grown from single sugar manufacturing unit to three operational units
with in installed capacity of 22500 tons of cane crush per day leading to sugar
manufacturing of about 300,000 MT per annum.

AWARDS

The company has received National Award for excellence in Energy Management 2007
conferred by Confederation of Indian Industry (CII).

The company ranked no.1 in Energy Conservation in the Cement Sector at National
Energy conservation awards.

ANNOUNCEMENT

Dalmia Cement (Bharat) had previously announced that it would demerge its cement,
thermal power and certain other businesses into Dalmia Bharat Enterprises (DBE), in a bid
to create entities that are more sharply focused. The previous Dalmia Cement (Bharat)
would house the sugar business with a crushing capacity of 22000 tpd, coupled with
distillery and co-generation business.

CSR ACTIVITIES

• Community Welfare
• Education
• Employee Welfare
• Environment
 • Healthcare
• Rural Development
• Water

TYPES OF CEMENT PRODUCED

1. Ordinary Portland cement

2. Portland pozzolana cement (vajram)
3. Grey Portland high strength special cement
4. Oil well cement
5. Portland slag cement
6. Super foundation

TYPES OF APPRAISAL

1. Appraisal by the immediate supervisor

The superior should be and usually is in the best position to observe and evaluate for their
worker performance.

2. Using peer group appraisal

The appraisal of an employee by his peer can be effective in predicting future Management
success. One potential problem is long rolling. Here all the peers simply get Together to rate
each other high.

3. Rating committees
Composed of immediate supervisors and 3 (or) 4 other supervisors. Composite rating trend
to be more reliable bias etc. Different raters observe different facts of employee’s
performance.

4. Self rating

Employees are usually rating themselves higher than they are rated by Supervisors (or)
peers.

5. Appraisal by subordinates

Subordinates anonymously evaluate their supervisor’s performance which called “upward

feedback”. Subordinates rating are valuable when it is used for development rather than
evaluate purpose and the supervisor focus it positively.

6. 360-degree feedback

Performance information is collected “all around and employee from his or her supervisors,
peers and internal or external customers”. Feedback is generally used for training And
development rather for pay increases. Computerized share the information for t he purpose
of self-improvement plan.

7.Appraisal interview

An interview in the supervisor and subordinates review the appraisal an make Plan to
remedy the efficiencies and reinforce strengths.

CREDIT

1. It was first to introduce the Vertical Roller Mill Technology in India conserving
valuable Energy.
2. First to introduce auto kiln control system using Linkman in India (replaced by
Ramco Systems in the year 1999).
 3. First to obtain ISO 9002 certification in south India and second in India for Cement
plant.
4. First to go for Vertical Roller Mill for Cement Grinding in India.
5. This unit is a pioneer in the production of high strength special cement required for
manufacture of concrete railway sleepers as also in manufacture of OIL WELL
cement required in oil drilling corporation.
6. It was first to install captive power generator, which can run on heavy fuel oil, thus
Saving scarce and valuable light distillate like diesel.

Chapter 3

DEPARTMENT DETAILS AND MANAGERIAL

SKILLS

DEPARTMENTS IN DALMIA CEMENT COMPANY :

1. Process
2. Civil
3. Environment
4. Electrical
5. Human resources relations
6. Safety
7. Purchase
8. Mechanical
9. Mines
 10. Production
11. Quality assurance

Human resources relations :

“human resource management is systematic process of managing people who are

working in the organisation”.

Functions :

• Human resources planning recruitment

• Selection
• Induction
• Training
• Welfare activities
• Safety & accident prevention
• Leave management
• Attendance management
• Employee appraisal
• Wage & salary administration grievance handling
• Industrial relations

Human resources planning :

• The HRP in DCB is once in a year activity

• HR department & HOD will discuss & plan for it
• HR policy name DCBL way of it

Recruitment :
 • The agency has a set of recruitment policy which it follows it for recruitment.
• The recruitment process of dalmia cement (bharat) limited is called talent
acquisition.
1. Internal recruitment
2. External recruitment

Selection :

• Sourcing profile
• Shortlisting profile
• Writing test
• Informal interview

Induction :

Induction is given to welcome an employee when he first joins the company and
giving him the basic inform needs it is process of familiaring the employee with the
job and organization

Contractors – 1 day

Staff & workmen - 1 month

Executive – 1 week

Training :

• All Staffs should go through a general health and Safety, Personal Protective
equipment, first aid security system training Program.
• the training will be held on certain days for each department
 • The personal and concerned department personal as well as the health safety officer
will conduct the training

welfare facilities :

employee Provident fund(EPF) 1952 :

• EPF is one of the popular saving scheme launched under supervision of a

Government of India
• the ministry of labour regulations EPF schemes in India
• main scheme under employee Provident fund and miscellaneous provision act 1952
• EPF manages this saving scheme
• the contribution which shall be 12% of (basic + Da ) the salary employees also
contribute employee pension scheme

employee state insurance (ESI)

• ESI act 1948

• at DCBL , ESI is Provident as per the rules and regulations stipulator in the ESI act
1948
• it is a public Social Security and health insurance fund for Indian workers
• all the employees whose monthly wage does not exceed Rs 21,000 are covered under
the scheme employee contribution rate 0.75% of wages
• employee contribution rate 3.25% of wages paid

Other voluntary welfare measures :

• hospital
• co-operative store
• co-operative banks
• labour welfare banks
 • park
• salary advances
• schools
• ITI
• animal and ecological welfare association
• concessional cement

Leave management :

for executives,

• generally leave -- 20 days

• earned leave -- 30 days

for workmen,

• Earned leave -- 30 days

• sick leave -- 12 days
• casual leave -- 12 days

Safety Department :
They are the eyes of the factory, they make sure all the work is carried out in a safe
manner, and they follow some industrial norms, advisories and guidelines to protect
the workers and employees.

Role & Responsibility:

• Primarily responsible for the coordination and definition of health and safety
related strategies and standards
• Implementing of health and safety standards, guidelines, regulations and
trainings
• First contact for customers and plant managers in regard to health and safety
procedures
• Development and implementation of emergency plans
 • Implementation of local safety policies with respect to the government law
• Establishing safety programs and safe working practices
• Setting up training programs for plant staff
• Creation of preventive health & safety measures
• Definition and coordination of safety equipment
• Establishment of a risk assessment processes
• Execution of plant audits and inspections with regard to health and safety

Mines Department :
They are responsible for taking large mine-able land lease, as well as mining the
proper grade and quality of limestone (in few cases coal, bauxite, gypsum, etc. Too)
as recommended by the plant’s requirements.

o They conduct all mining activities including drilling, blasting and hauling.
o cement are manufactured through a closely controlled chemical combination
of calcium, silicon, aluminum, iron and other ingredients. limestone, clay,
corrective (silica) sand and iron ore. These ingredients, when heated at high
temperatures form a rock-like substance called clinker. Limestone and a
limited amount of gypsum are added to clinker, which is ground into the fine
powder that we commonly think of as cement.
o Cement has hydraulic properties like slaked lime and hardens when mixed
with water. Compressive strength increases in time and reaches its practical
top limit after 28 days. Mixing crushed stone, sand, cement and water makes
“Concrete”.
o When hardened it is like rock and hence is called “Synthetic rock”. It has
similar properties of high compressive but low tensile strengths.
 o At present there is no substitute for cement hence it will continue to play an
all-important role in construction industry.

Quality Department :

They check the chemical and physical parameters of almost every material at any
point in the process flow, starting from limestone, to clinker, additives, fuel, and
conduct mandatory laboratory testing to meet government standards.

To produce high-quality cement, the mineralogical and chemical composition of raw

materials as well as intermediate and finished products has to be determined. At each
stage of the production, samples have to be taken, processed and analysed to ensure
quality control without gaps.

Production Department :
The take the data from Quality dept. And are responsible for running and operating
the whole plant, through a DCS (Distributed Control System) in a Central Control
Room, where they can remotely turn on/off or vary any of the small or big equipment
in the whole plant.

Step 1: The most important raw materials for making cement are . These are
extracted from quarries by blasting or by ripping using heavy machinery. Wheel
loaders and dumper trucks transport the raw materials to the crushing installations.

There the rock is broken down to roughly the size used in road metalling.

Step 2: crushed material is transported into the raw material storage of the cement
plant by , cableways or railways and also in exceptional cases with trucks. Once
there it is stored in blending beds and homogenised.

Step 3: desired raw mix of crushed raw material and the additional components
required for the type of cement, e.g. silica sand and iron ore, is prepared using
metering devices.
 Step 4: The burning of the raw meal at approx. 1,450°C is carried out in that work
by varying methods, the main difference being in the preparation and preheating of
the kiln feed.

By chemical conversion, a process known as sintering, a new product is formed:

clinker.

Step 5: burning, the clinker is cooled down and stored in clinker silos. From there
the clinker is , in which it is ground down to very fine cement, with the addition of
gypsum and anhydrite, as well as other additives, depending on the use to which the
cement is to be put.

Step 6: finished cement is stored in separate silos, depending on type and strength
class. From there it is mainly loaded in bulk form from terminals onto rail or road
vehicles as well as onto ships.

Maintenance Department (Mechanical) :

They are responsible to conduct regular inspection of the plant equipment, design
methods and planning for spares and execution of jobs to improve/repair certain
parts, as well as fix the parts during a breakdown or shutdown. It consists of Methods
and Execution department.

Maintenance Department (Electrical and Electronics) :

In some plants, these are two separate departments. Their primary role is the
maintenance of the electrical equipment in the plant (Substation and Main Receiving
Station), power transmission as well as control system design using software.
Environment Department :
Their major task is to ensure regular monitoring of plant emissions, making sure they
are in accord with the compliance of the Govt regulatory bodies as well as suggesting
measures to reduce environmental damage.

It is the words of Dalmia cement (Bharat) official website,

At DCBL, business is done in harmony with the environment. We understand our

responsibility towards environmental sustainability, and are committed to
minimizing our impact on the environment. Our Corporate Environment policy lays
out our commitment to measure and reduce the environmental impact of our
operations. 95% of our manufacturing units are certified to ISO 14001.

Our Environment strategy focuses on four key areas:

• Climate change (Carbon emissions)

• Energy Management
• Water management
• Circular economy (Waste/Resource Management)
• Biodiversity Management

Climate change :

We realise that cement is a carbon-intensive industry. That is why we have integrated

low carbon strategy into our business roadmap to address SDG 13 (climate change
goal) based on COP21 of the United Nations Framework Convention on Climate
Change (UNFCCC).
 Our strategy is governed by energy and carbon policy which is adopted by all our
units. We have undertaken a voluntary strategy to reduce the impact of our
operations on climate change.

Energy Management :

At DCBL, energy efficiency drives business efficiency. Improving energy efficiency

is also closely linked to reducing the carbon intensity of our operations. That is why
we constantly review our energy performance and invest in energy efficient
technologies. Initiatives like cooler upgradation, calciner modification, voltage
variable frequency drive (VVFD) installation and burner modification across our
manufacturing plants have drastically improved our energy productivity.

Water Management :

Water is critical for the continuity of our operations. Few of our cement plants are in
water-stressed regions of the country and we consistently work towards rejuvenating
resources through our 3R approach – reduce, recycle and reuse. Our efforts in this
direction have led to DCBL becoming more than 3.8 times water positive.

In line with the Sustainable Development Goal (SDG) 6 – clean water and sanitation,
we not only conserve water but we also rejuvenate its sources. Initiatives like
rainwater harvesting, groundwater recharge, water recycling, pond deepening.

Circular Economy :

The circular economy is a concept that goes much beyond just recycling. It is a
restorative and regenerative process where very few resources are used in the first
place and they are used until the complete value is derived from them. Once the
value is derived, the material is used for something else. Only when the material
fully degrades, it is recycled into another form.
 The circularity of materials is a priority for DCBL in tackling the issue of
overutilization of resources, the rising cost of natural raw material and disposal of
waste generated from it. DCBL has developed systems in its units where it is
utilizing waste materials safely and efficiently in a circular economy fashion.

Biodiversity Management :

DCBL is committed to conducting its business responsibly and recognises the

importance of biodiversity and associated ecosystem services for the long-term
sustainability of its operations. The Company takes concerted actions to protect,
restore and promote all forms of life in the ecosystem. DCBL recognises that
business can have an impact on the local ecology and is aware of the important role
it must play in protecting biodiversity and the ecosystem.

DCBL has so far undertaken biodiversity assessment for eight of its plants. DCBL
has committed to conduct biodiversity assessment and develop biodiversity
management plans for all its Integrated Units by 2024.

New Works and Civil Department :

They are the ones who take charge of any new line/project/equipment that needs to
be installed in the plant. Generally consists of expert engineers. (Civil/Elec/Mech)

Cement companies usually appoint civil engineers as Customer Service Officers.

The task of the Customer Service Officer is to work as backup to the marketing
team. He has to –

• Visit construction sites at which the brand he represents are being used, from
time to time and offer technical assistance
 • Look into any matter of dispute that may occur regarding quality of the
cement.
• Conduct meets with engineers, contractors, Masons and customers with a
view to develop rapport with them
• Customer conversation – Drawing customers using other brand to his brand

The Customer Service Officer has to –

• Possess good technical knowledge

• Be good at troubleshooting practices
• A good orator and a patient listener
• Be, most importantly, willing to work on Sundays, because it’s on the
Sundays you are more likely to meet your customers.

Purchase Department:

They make sure the right materials (be it raw materials, mechanical equipment or
even a tea maker) are purchased through the best market and price. They are also
responsible for storing and issuing of the materials

Procurement needs to play a more effective role in order to achieve savings

Procurement can be defined as

All third-party sourcing activities at strategic and operational levels to ensure

minimum total cost of ownership.

The systematic process of deciding what, when and how much to purchase; the act
of purchasing it; and the process of ensuring that what is required is received on time
in the quantity and quality specified.

concept for procurement :

 • Spend Analysis is important to identify savings opportunities
• Bottom-up benefits planning brings responsibility to Group company level
• Benefits are included in Business Plans
• Close collaboration between functions is key
• Commodity Execution Process is applied on local, multi-local or global level
• Increased focus in high value commodities like Maintenance CapEx
• Streamlining of processes to lower transaction costs
• Enforcement of compliance strategies will ensure benefits
• Regional Procurement Offices will support GC‘s to sustain procurement best
practices
• Procurement Scorecard provides measurement and benchmarking possibilities

Total Cost of Ownership is at the heart of all procurement efforts

Acquisition costs

-Purchasing

-Installation

-Set-up

-Operation costs

-Financing costs

-Training costs

-Maintenance costs

-Insurance costs

-Tax

-Inventory carrying costs

 -Administrative costs

Operations Department :

A very busy department, it ensures the supply chain from raw materials import to
packaged cement export is done in the optimum manner with respect to time and
money. Warehousing, Truck loading, connectivity of markets, etc is done by them.

The entire plant is operated from central control room where the process operating
personnel closely monitor, the plant operation on visual display unit. The
computerized process control system with field instrumentation ensures the steady
and smooth operations of the plant.

MANAGERIAL SKILLS

According to Robert L. Katz,

“if managers have the necessary management skills then they will probably perform
well and be relatively successful.

On the other hand, if managers do not have the necessary management skills, they will
probably perform poorly and be relatively unsuccessful in their careers.

There are three types of primary skills that are important for successful management
performance.”

managerial skills in detail.

 • Conceptual skills
• Human skills
• Technical skills

Conceptual Skills :

Conceptual skills are related to concepts and mental conception. It is a conceptual

framework intended to develop a new product and or idea.

Since conceptual skills are in the form of imagination. – chimerical, fantasy, or

vision. Boulton has called these soft skills and is hardly visible in a person.

Conceptual skills are also known as general management skills in an organization. It

refers to the ability to see the whole picture to recognize significant elements in a
situation.

For managers, conceptual skills are required for the following managerial job roles:

➤ Decisional Roles: Conceptual skills are required for making decisions,

particularly non-programmed or strategic decisions. Non-programmed decisions are
relevant for solving sudden problems in which various alternatives cannot be decided
in advance.

For example, launching a new product, business expansion, and so on.

For making non-programmed decisions, various factors such as the business

environment have to be taken into account. Environmental factors are quite dynamic
and changes in these cannot be predicted easily.

Therefore, managers have to use their conceptual skills for broadly defining the
likely change in contextual variables affecting decision-making.
 ➤ Entrepreneur: Conceptual skills are relevant for planning and building models.
From an entrepreneurship mindset, a model is an abstraction of reality. It is a
simplified representation of some real-world phenomenon.

Models are used in different fields, for example, economic models, business models,
transport models, etc.

In management, models are used for difficult activities like business models. It
shows how different business activities will contribute to revenue generation.

For constructing a model, information remains available partially and the gap is
fulfilled by the model creator using his conceptual skills.

There are various examples of using conceptual skills in making non-programmed

decisions.

Human Skills

Human Skills also referred to as human relations skills or interpersonal skills.

Human Skills can be defined as one’s ability to work effectively with others on a
person-to-person basis and to build up cooperative group relations to accomplish
organizational objectives.

Management in process of getting things done with and through people and no
manager can be effective without suitable human skills irrespective of his being
technically and conceptually competent.

Human skills are required for the effective performance of the following Managerial
Roles:

➤ Disseminator: Every manager disseminates and interacts on a daily basis with his
superior, subordinate, and outsider. To make this communication effective, the
manager must have good interpersonal skills so that he can understand others and
make himself to be understood by others.

➤ Group Communication: Managers interact with others as a member of groups.

Such groups may be constituted either formally by the organization in the form of
various committees and workgroups.

A manager will be effective as a group member only when he has the ability to
understand other group members and to make himself understood by these members.

➤ Empathy Monitoring: Every manager communicates with others frequently.

These people may be from within the organization or from outside.

Every manager must have the ability to be ’empathic to understand others’ views in
the right perspective as a good listener besides a good orator. This ability is very
important for making communication effective.

➤ Leader: When a manager directs his subordinates, he does not only use his formal
authority because of its obvious limitations but relies more on his leadership ability.
By doing this he gets the willing and enthusiastic efforts of his followers for
achieving organizational objectives.

Therefore, It is essential for a manager to must have emotional stability, empathy,

objectivity, and the ability to influence others.

➤ Negotiator and Motivator: It is essential that managers motivate their

subordinates properly, so the best result can be achieved. It is the responsibility of a
manager to create such an environment in which people may have the perception that
they will be able to satisfy their needs by working in the organization.

Therefore, the manager should be capable to understand the needs of his people and
the way these needs may be satisfied.

➤ Disturbance Handler: Conflicts may arise in the organization between two

persons, in the group, or between two groups. If such conflicts are not resolved
 amicably and within the given time frame, these may disturb organizational
inefficiency.

Therefore, a manager must have the ability to resolve conflicts and disturbances
appropriately. For this purpose, the manager must be a good compromiser, smoother
and negotiator.

All the above human skills can be learned and developed by an individual or
Manager by going through appropriate literature and practicing accordingly.

Technical Skills :

Technical Skills are concerned with what is done, it shows an ability to use tools,
procedures, or techniques in a specialized area.

These skills pertain to knowledge and proficiency in procedures, methods, and

techniques which are used in doing work.

Matthew Boulton has called these skills hard skills and is easily visible in a person.

Technical skills learned by Accountants, Engineers, Managers, Operators, and other

persons are developed by the actual practice on the job.

For example, the person who is responsible to maintain files and records in an
organization must have technical skills relating to how files are maintained and he
learns this through practice.

➤ Managers are responsible to maintain workflow in the organization. The workflow

involves the initiation of actions, that is, who will initiate action and who will receive it.

For example, in an organization, one person gives materials to another person,

initiation of action, and other people receive it. For directing workflow, managers
must have technical knowledge of the work concerned.
 ➤ Managers are responsible to maintain order in the work system. That is there
should be a place for everything and everything should be in its place. For
maintaining an effective order system, the manager must have knowledge of the
work systems and workflow.

Top Management Skills

In the competitive world, much attention has been focused on the skills and their
development in top-level management because it is the major driving force in an
organization.

Osmond has identified 8 specific skills required for a top-level manager.

These are skills relating to;

1. Balancing,

2. Integrating,

3. Setting priorities,

4. Setting and developing standards,

5. Conceptualizing,

6. Leading,

7. Matching oneself with one’s job,

8. Delegating.

A recent survey of 90 global chief executives, conducted by Anderson Consulting, a

US-based consultancy firm, shows that the chief executives require 14 skills.
 Accordingly, a chief executive

1. Thinks globally,

2. Anticipates opportunity creates a sharped vision,

3. Develops and empowers people,

4. Appreciates the cultural diversity,

5. Teamwork

6. Partnership,

7. Embraces changes,

8. Technological savvy,

9. Encourage constructive challenges,

10. Ensures customer satisfaction,

11. Achieves competitive advantages,

12. Demonstrates personal mastery,

13. Shares leadership and,

14. Lives the values.

Middle Management Skills

In the middle management group, there may be managers at different levels placed
between the top management and supervisors.

Usually, they are concerned with a particular functional area of the organization.

There is a tendency for faster movement of this group of managers.

 Therefore, they require a variety of skills that must be relevant for their entire career.
While at the lower end of the middle management, more technical and human skills
are required.

Thus, the managers in middle management require

• Human relations skills,

• Leadership skills,
• Motivating skills, and
• Integrative skills.

Supervisory Management skills

Supervisors may also be further classified into front-line, intermediate, and senior.

Since they are directly concerned with operatives where the actual operations of the
organization take place, supervisors should possess skills that help them to get things
done by operatives.

Every supervisor in the organization should have sound technical knowledge of his
field to provide;

• Proper instructions and guidance to operatives,

• Interpersonal skills to develop cohesive operative-management relations,
• Accuracy in work,
• Motivational skills for creating a proper work environment,
• Communication skills for interacting with higher management.