ADITYA BIRLA INSULATORS LIMITED
A
PROJECT REPORT
ON
“TO STUDY ABOUT ORGANIZATION STRUCTURE & JOB DESCRIPTION”
AT ADITYA BIRLA INSULATORS LTD.
HALOL, PANCHMAHAL”
SUBMITTED TO
SIGMA INSTITUTE OF ENGINEERING
AFFILIATED TO
GUJARAT TECHNOLOGICAL UNIVERSITY, AHMEDABAD
IN PARTIAL FULFILLMENT FOR THE DEGREE OF
MASTER OF BUSINESS ADMINISTRATION
UNDER THE GUIDANCE OF
Prof. RAHUL J. DESAI ( FACULTY GUIDE )
SUBMITTED BY
JAYDEEP J.BARAIYA
MBA I, SEM II
ENROLLMENT NO.107750592004
SIGMA INSTITUTE OF ENGINEERING
(MBA PROGRAMME)
VADODARA
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
DECLARATION
I undersigned, Mr. Jaydeep J. Baraiya SIGMA INSTITUTE OF ENGINEERING (MBA),
declare that the work carried out in this project named “Study of Organization
structure & Job Description” is my original work & is based on the information
gathered from the company during the training period. I have not submitted this work to any
other university/Department for the award of any other degrees.
Date:
Place:
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
Jaydeep J. Baraiya(SIE)
Enrollment no.:107750592004
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ADITYA BIRLA INSULATORS LIMITED
ACKNOWLEDGEMENT
I hereby feel pleasure to get such a tremendous opportunity to conduct a project on “Study of
Organization structure & Job description”. I feel pleasure for giving words of thanks to
those who are directly or indirectly related with the project to make it succeed.
First of all, I am very grateful to my external guide Ms. Kalpa Solanki Asst. Manager at
Aditya Birla Insulators Limited, Halol, Panchmahal.
Secondly I would like to say thanks to my honorable Director Dr. Y.B. Joshi who has given
me such a great opportunity to show & represent my Management skills. I could not been
success with this project if I had not got support and guidance.
I feel glade to be a very much thankful to Pro. Rahul J. Desai (Faculty Guide), who had not
only guide me but also helped to understand and applying all the circumstances at the time of
project work. This has added a great essence in the project work. He is the source of
motivation and dedication for the work to be done.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
PREFACE
This project is subject to study of “Organization structure & Job Description” at
Aditya Birla Insulators. The role of human resource is to encourage them to their best. There
is a relationship between Organization Structure & Job Description.
In the research we have come to know about roles, responsibilities & accountabilities of
employees.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
EXECUTIVE SUMMARY
This project report is on “To study about Organization Structure & Job Description” at
Aditya Birla Insulators Limited. The research has been conducted with the purpose of
defining roles, responsibilities, accountabilities of each and every employee.
The way in which an organization’s activities are divided, organized & coordinated.
The most basic-and the most complicated- problem in business is figuring out how to move
from a great, high level idea to practical, operational success.
The primary objective of the study is to determine that which accountabilities are excluded &
included of all management cadre employees of each section.
For getting the right information about roles, responsibilities & accountabilities of an
individual Job Description.
Here various department in this organization so, I have select mainly five departments for
taking survey. From every department I have taken 20 samples from each department.
My target population are 100 employees.
The report is divided in to eight chapters:
(1) Introduction
(2) Literature Review
(3) Details of the study
(4) Methods/Methodology adopted for the study
(5) Analysis, Findings & Conclusions
(6) Contribution & learning from the Project
(7) Annexure &
(8) Bibliography
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
Index
Chapter
No.
Introduction
1
Particulars
Page no.
7
(A) Company Profile
2.
Literature Review
31
3.
Details of the Study
52
4.
(A)
Objective
(B)
Formulation of the problem
(C)
Sample Design
(D)
Target Population
(E)
Rationale of the study
Methods/Methodology adopted for the Study
(A)
Survey
(B)
Questionnaire
54
5.
Analysis , Findings & Conclusions
76
6.
Contribution & learning from the project
86
(A)
Details of the contribution of the study
(B)
The benefits to the organization
(C)
The learning from the study for the student
7.
Annexure
89
8.
Bibliography
94
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ADITYA BIRLA INSULATORS LIMITED
Chapter-1
Introduction
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
Company Profile
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
Introduction
The Management Journal
Our Vision
Our Vision: To be a premium global conglomerate with a clear focus on each
business.
Our Mission
Our Mission: TO deliver superior value to our customers, shareholders,
employees and society at large.
Our Values
Our Values: Integrity, Commitment, Passion, Seamlessness, Speed
Our values are non negotiable
“we must not lose sight of our basic values.
We may grow one per cent less, but integrity must underpin all of our
actions and decisions. One must constantly ask oneself: ‘Is this decision in the
best interest of our Organisation? Be it recruitment, be it purchase or appointing
distributers. For any decision in fact, this should be the yardstick against which
your action must be measured. That is what is integrity – complete honestly,
fairness and transparency of transactions and action.
Speed likewise is of essence. Speed, agility is a competence we must
hone across all our business.
We strive to be a seamless Group that is constantly leveraging the
enormous knowledge that exists among us. We are all part of one large entity.”
Mr. Kumar Mangalam Birla
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
The voice of Mahatma Gandhi
Weaving the epic life of the Mahatma in rhythmic, moving cadences,
embellished with photographs, paintings, film footage, video clips and more, the
Eternal Gandhi Multimedia Exposition gives you an unusually splendid feel of
history.
“My first meeting with Gandhiji was in1916...our contact continued to the end
of his life – a period of 32 years – when he died in my house in Delhi. How did
I come in touch with him? The hidden hand of destiny, which works in an
inscrutable manner, should alone be credited with this fortunate occurrence in
my life.”
-Ghanshyamdas Birla,
In the shadow of Mahatma
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
Year
2004
2004
2004
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
2003
Awards
Unit Name
The Stockholm industry water award Staple Fibre Division,
Nagda
FICCI CSR Award for Rural
Staple Fibre Division,
development
Nagda
Greentech Gold Award for
Staple Fibre Division,
Outstanding Achievements in safety Nagda
Management
Greentech Gold Award for
Staple Fibre Division,
Environment Excellence
Nagda
PCRA Award for Energy
Staple Fibre Division,
Conservation
Nagda
Greentech Gold Award for
Birla
Environment Excellence
Cellulosic,Kharach
Deming Quality Control Award
Birla
Cellulosic,Kharach
Greentech safety Gold Award for
Grasilene Division,
Outstanding Achievements in the
Harihar
field of safety
Golden Peacock National Quality
Grasilene Division,
Award
Harihar
TERI Corporate Environmental
Harihar Polyfibres,
Award
Harihar
Golden Peacock Environment
Harihar Polyfibres,
Management Award
Harihar
nd
2 SGS ICS Indonesia Annual
P.T.Indo Bharat
Quality Award
Rayon,Indonesia
Best Performance Certificate from
The Rayon Public Co.
Security Exchange of Thailand
Ltd.
Quality Control Promoter Award for The Rayon Public Co.
Top Management, Quality Control
Ltd.
Facilitator Award
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ADITYA BIRLA INSULATORS LIMITED
The Passion To Excel
The Aditya Birla Awards for Outstanding Achievement owes the culture of
excellence that our Group radiates. This is a legacy, that we endeavour to zealously guard and
carry forward stewarded by Mr.Kumar Mangalam Birla.
The 3rd Aditya Birla Awards for Outstanding Achievement, celebrated on
the 13th and 14th of November, 2000 (the birth anniversary of Adityaji) were spectacular.
Among the thousand strong members of the Aditya Birla Group family, who
were witness to these two immemorial evenings, the excitement was palpable, the suspense
nail-biting ,the bonding, the camaraderie overwhelming.
Raising a toast to innovation and creativity, to outstanding commitment and
teamwork, to the wealth of talent in our group, in a compelling speech, Mr. Kumar
Mangalam Birla asserted that our “people centric approach” would help us continuously
stoke the fires of growth to “unprecedented” levels. In Mr.Birla’s words;
“I want to share with you that it is my personal mission to make the Group an
even more exciting place to work in, with freedom of choice of career paths and growth
opportunities like we have never imagined before, where those with merit and a positive
attitude can surge up to be within striking distance of the top echelons of our group, faster
than they thought they ever could.”
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ADITYA BIRLA INSULATORS LIMITED
A UNIQUE CONGLOMERATE GUIDED BY VISION
Financial
Services
Telecom^3 #
(25.38%)
IT-ITes2
(88.28%)
Life Insurance
(74%)*
Fashion &
Lifestyle
Manufacturing
Carbon Black
Asset Management
(50%)
Agri-Business
NBFC
Private Equity
Broking (75%)
Wealth Management
Insurance Advisory
Rayon
Insulators
Textiles
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ADITYA BIRLA INSULATORS LIMITED
Aditya Birla Insulators’ Profile
Aditya Birla Insulators, the insulators business of Aditya Birla Nuvo, is India’s largest and
the world’s fourth largest manufacturer of high-voltage porcelain insulators.
With an extensive product range that includes hollow, solid core, disc, pin, post insulators,
finding applications in the entire spectrum of sub-station and transmission systems, Aditya
Birla Insulators’ quality is ensured by world-class technology and cost competitiveness.
With its plant located at Rishra in West Bengal and Halol in Gujarat, Aditya Birla Insulators
has an installed capacity of 48,760 mt including the recently expanded capacity of 10,000
TPA and caters to the entire spectrum of sub-station and transmission insulators up to 765
KV system voltages.
A recipient of the Capexil's top export award and special export award for the last 18 years,
the insulators business has also bagged awards from the president and prime minister of India
for export excellence.
Aditya Birla Insulators leverages the rich legacy of the Aditya Birla Group and the technical
expertise accrued through over four decades in the industry. The company provides a
comprehensive range of high-performance insulators to the power industry in India as well as
overseas.
The Aditya Birla Insulators' product range is exported to 58 countries around the world with
focus on markets in Europe and America. Aditya Birla Insulators exports one third of its total
sales. The business has been proactive in gauging changing customer needs and adapting its
product range to meet high quality standards and customer satisfaction.
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ADITYA BIRLA INSULATORS LIMITED
With its products extensively tested in reputed national and international laboratories, the
resultant output is truly world class and the company’s long-term customers that include
leading power utilities and multinational companies vindicate this.
Aditya Birla Insulators (ABI) is the largest manufacturer of Electrical Insulators in India and
the 4th largest in the world. Started in 1967 with an initial capacity of 2400 MT at Rishra,
ABI presently has two plants, one at Rishra near Kolkata and other at Halol near Vadodara
with a combined production capacity of 38800 MT and caters to the entire spectrum of
substation, transmission and distribution insulators upto system voltages of 800 KV AC &
HVDC. To keep pace with power sector growth, the capacity is being further enhanced by
15200 MT progressively by Jun’09, thus making it a total of 54000 MT which will make ABI
the third largest player in the world. Additionally, composites are being introduced to meet
the requirements of application in highly polluted zones. Electrical Insulator is a high-tech
engineering product and requires in depth knowledge about product
and product
applications.As of now we don’t have any business in the assigned territories, though around
20-25% of our revenues are earned through exports.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
Insulators
The insulator sector appears to be heading for strong growth in the near future, especially
given the likely increase in the Government’s spending on power infrastructure and proposed
entry of the private sector in the transmission and distribution business. Our strategy for
ensuring profitable growth will be to go on high value products, where competition from the
unorganised sector is relatively lower, explore new markets and leverage on existing
relationship with customers, both in the local as well as international markets. We will
concentrate on enhancement of margins through improvement in yield and operational
efficiencies. Development of new products, such as HVDC and high rating products as well
as Isolators will be also central to our growth.
Insulator reliability is smiling
A persevering student is glad to be able to study for her exams with the support of
illumination, in the late hours of night, thanks to the power transmission helped by superiorquality porcelain insulators manufactured by Aditya Birla Insulators, a business that is a part
of Aditya Birla Nuvo.
The extreme reliability of an extensive product range made by Aditya Birla
Insulators comes from world-class technology. This, along with cost competitiveness, has
enabled the business to become India’s largest and the world’s fourth largest manufacturer of
porcelain insulators.
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ADITYA BIRLA INSULATORS LIMITED
Leadership team of Aditya Birla Group
Our leadership team provides strategic direction to Group companies. The team comprises:
Mr. Kumar Mangalam Birla
Chairman, Aditya Birla Group
Mr. Pranab Barua
Textiles and Apparels
Mrs. Rajashree Birla
Chairperson, The Aditya Birla
Centre for Community Initiatives
and Rural Development
Mr. Rajiv Dube
Group Corporate Services
Mr. Ajay Srinivasan
Financial Services
Dr. Rakesh Jain
Aditya Birla Nuvo
Mr. Askaran Agarwala
Birla Group Trusts & Special
Community Projects
Mr. Ravi Kastia
Trading, Port and Power
Projects
Dr. Bharat Singh
Business Review Council (Services
business)
Mr. Himanshu Kapania
Telecom
Mr. D.D. Rathi
Business Review Council (Services
business)
Dr. Santrupt B. Misra
Carbon Black Business and
Group HR
Mr. Debu Bhattacharya
Metals
Mr. Shailendra Jain
Chairman, Business Review
Council (Manufacturing
business)
Mr. K. K. Maheshwari
Pulp & Fibre
Mr. Thomas Varghese
Retail
Mr. Lalit Naik
Chemicals
Mr. Tuhin Mukherjee
Mining and Mineral
Resources Development
Mr. O. P. Puranmalka
Cement
Mr. Vikram Rao
Acrylic Fibre and Overseas
Spinning Business
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
Process of Insulators
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ADITYA BIRLA INSULATORS LIMITED
Aditya Birla Insulators follows world-class manufacturing practices in the production of
porcelain insulators. The important stages in the manufacture of porcelain insulators are:
1. Wet grinding of raw materials to slurry form
2. Filter pressing to de-water the slurry
3. Vacuum extrusion to provide plastic clay
4. Shaping by pressing or turning
5. Drying to remove absorbed water
6. Firing to convert the raw material mixture to strong and vitreous porcelain
7. Assembly, which involves fitting terminations to the porcelain shapes, so that they
become insulators
8. Testing, which implies a series of mechanical and electrical tests to ensure the
technical integrity of the products
Aditya Birla Insulators recognises that high-quality products are obtained if only production
is supported by a comprehensive system of process and quality control. These systems, fully
documented, are a vital part of everyday production at both the Rishra and Halol factories.
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ADITYA BIRLA INSULATORS LIMITED
Products
Solid core station Post Insulators
Specifications
1. Rating: up to 800 kV
2. Creepage distance: 25 and 31mm /kV
3. Applicable standards: IS, IEC, ANSI
Salient features
Solid core station post insulators are comparatively lighter and have smaller diameters than
other types of post insulators of similar voltage class. These are ideally suitable for compact
installations which result in slim and neat appearance and afford better harmony with other
modern apparatus in any EHV/UHV substation.Solid core station post insulators have
superior antipollution performance, low RIV, better arc resistibility and lower deflection
under cantilever load.
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
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ADITYA BIRLA INSULATORS LIMITED
Long rod insulators
Specifications
1. Rating: up to 800 kV
2. Creepage distance: 25 and 31mm /kV
3. Applicable standards: IS, IEC, ANSI
Salient features
Long rod insulators are absolutely puncture-proof, possess high arc resistibility and are free
from cement growth trouble. Long rod insulators can be used at suspension and tension
locations both as single and multiple strings as per system requirements. Standard long rod
insulators have high strength in compression and tension, provide higher leakage distance
with superior self-cleaning characteristics and are lighter when compared to disc insulator
strings of similar voltage class. These insulators are useful for reducing the width of the right
of way with consequential economy in the design of the overhead line.
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ADITYA BIRLA INSULATORS LIMITED
Traction Insulators
Specifications
1. Rating: up to 25 kV
2. Creepage distance: 25 and 31mm /kV
3. Applicable standards: IS, IEC, RDSO specifications
Salient features
Traction insulators are 25 KV OHE insulators manufactured for Indian Railways. These are
solid core insulators suitable for normal and polluted zones and are designed as per RDSO
specifications.
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ADITYA BIRLA INSULATORS LIMITED
Hollow Porcelains Insulators
Specifications
1. Either fitted with metallic flanges or without flanges for SF6 circuit breakers,
instrument transformers, condensor bushings, and lightning arresters upto 800 kV
2. Maximum height in one unit construction: up to 2600mm
3. Maximum diameter: 650mm
4. Bore can be parallel, taper or bulge as per customer's specific design
5. Applicable standards: IS, IEC, European norms 50062, ANSI.
Salient features
The design concept for hollow porcelains is dependent on the complete
design of electrical equipment such as SF6 circuit breakers, air-blast circuit breakers,
minimum-oil circuit breakers, instrument transformers, condenser bushing and lightning
arresters.
The porcelains are designed in consultation with the manufacturers of equipment so as to
meet the electrical and mechanical requirements. The manufacturing possibilities of shape,
size and dimensional tolerances of large hollow porcelains comply with Indian and
international standards.
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ADITYA BIRLA INSULATORS LIMITED
Solid core line post insulators
Specifications
1. Rating: up to 66 kV
2. Creepage distance: 25 & 31mm /kV
3. Applicable standards: IEC, ANSI
Salient features
Solid core line post insulators can be used as support for conductors on
cross-arms of transmission and distribution line poles. These insulators are recommended for
polluted zones and areas prone to vandal damages. Even if the insulator shed is damaged,
there will be little decrease in flashover voltage and power supply will not be disturbed. The
damaged insulator can be left in service and replaced conveniently. No change in cross arm is
necessary, if pin type insulators are replaced by line post insulators during maintenance.
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ADITYA BIRLA INSULATORS LIMITED
Suspension Insulators (Disc porcelain)
Specifications
1. Profile: Anti fog, normal, open profile
2. Mechanical strength: up to 420 kN
3. Creepage distance: up to 690 mm
4. Applicable standards: IS, IEC, BS, ANSI, Australian specifications
Salient features
Suspension insulators (Disc porcelain) are the most widely used models
for transmission and distribution lines. Their design varies to suit different types of polluted
zones and mechanical strength as per customer's requirements.
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ADITYA BIRLA INSULATORS LIMITED
Pin Insulators
Specifications
1. Rating: up to 69 kV
2. Mechanical strength: 10 kN
3. Creep age distance: up to 1080mm
4. Applicable standards: IS, BS, IEC, ANSI, AS, VDE specifications
Salient features
Pin insulators of one piece or multipiece construction are widely used in
low cost distribution lines. Multipiece construction makes these insulators less vulnerable to
damage. A multipiece insulator can normally withstand the line voltage for a considerable
time without difficulty even if
one
shell
is
broken.
Aditya Birla Insulators manufactures full range of pin insulators for application in subtransmission and distribution lines up to a system voltage of 66/72 kv. These insulators are
available with creep age path to meet various requirements of pollution.
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ADITYA BIRLA INSULATORS LIMITED
Cap and pin type insulators
Specifications
1. Rating: Up to 36 kV and up to 245 kV with multi units
2. Mechanical strength: up to 32 kn
3. Creep age distance: 1050 mm (single unit)
4. Applicable standards: IS, IEC, ANSI specifications
Salient features
Cap and pin type insulators are designed mainly to support disconnecting
switches, bus bars, conductors, and equipment for substations. They are capable of being
stressed in tension, compression, flexion, torsion and combined stresses up to the specified
limits. These insulators are more economical than other types of insulators used for similar
applications.
Cap and pin type post insulators are divided into two main groups, no stacking and stacking
units. Single units are available for service voltage up to 36kV and multi-unit stacks are
available for service voltage up to 245kV.
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ADITYA BIRLA INSULATORS LIMITED
Competitors of Aditya Birla Insulators Limited.
1. American Insulators Corporation.
2. Austin Insulators Incorporation. Australia
3. Bharat Heavy Electricals Limited. Bangalore, India
4. Hunan Liling Yugo Porcelain Insulator Co. Limited. China
5. IEC Insulators, Mount Abu, Rajasthan
6. Modern Insulators, Bhopal
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ADITYA BIRLA INSULATORS LIMITED
Worldwide Markets
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ADITYA BIRLA INSULATORS LIMITED
Awards of Aditya Birla Insulators
1.
Aditya Birla Insulators, Rishra has won the Golden Peacock National Quality Award
(GPNQA) 2007 in the manufacturing category. The GPNQA model is based on
MBNQA (Malcolm Balridge National Quality Award) and is aligned with the World
Class Manufacturing Practices (WCM) / TPM process. This award was given to
9 organisations out of a total of 186 participating organisations.
2.
Aditya Birla Insulators has been receiving the top export award / special export award
from Capexil for the past 18 years — an unprecedented record equalled by none
3.
Aditya Birla Insulators has also won awards for export excellence from the president
and prime minister of India
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ADITYA BIRLA INSULATORS LIMITED
Chapter-2
Literature
Review
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ADITYA BIRLA INSULATORS LIMITED
Literature review of Organization structure & Job
Description
Organization Structure
Organizational structure refers to the way that an organization arranges people and jobs so
that its work can be performed and its goals can be met. When a work group is very small and
face-to-face communication is frequent, formal structure may be unnecessary, but in a larger
organization decisions have to be made about the delegation of various tasks. Thus,
procedures are established that assign responsibilities for various functions. It is these
decisions that determine the organizational structure.
In an organization of any size or complexity, employees' responsibilities typically are defined
by what they do, who they report to, and for managers, who reports to them. Over time these
definitions are assigned to positions in the organization rather than to specific individuals.
The relationships among these positions are illustrated graphically in an organizational chart
(see Figures 1a and 1b). The best organizational structure for any organization depends on
many factors including the work it does; its size in terms of employees, revenue, and the
geographic dispersion of its facilities; and the range of its businesses (the degree to which it is
diversified across markets).
There are multiple structural variations that organizations can take on, but there are a few
basic principles that apply and a small number of common patterns. The following sections
explain these patterns and provide the historical context from which some of them arose. The
first section addresses organizational structure in the twentieth century. The second section
provides additional details of traditional, vertically-arranged organizational structures. This is
followed by descriptions of several alternate organizational structures including those
arranged by product, function, and geographical or product markets. Next is a discussion of
combination structures, or matrix organizations. The discussion concludes by addressing
emerging and potential future organizational structures.
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ADITYA BIRLA INSULATORS LIMITED
How to make an effective organization?
Drawing a line between strategy and execution almost guarantees failure.
Strategic Goals
Roger L. Martin
Identified Resource Gap
Internal Development or
External Sourcing
Relevance of the Firm’s
Existing Resources to
Strategic Goals
Purchase Contract or
Inter Firm
Combination?
Purchase Contract or Inter Firm
Combination?
Alliance or Acquisition?
Desired closeness with resource
Provider
From Harvard Business Review July-August 2010
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ADITYA BIRLA INSULATORS LIMITED
Organization chart of Aditya Birla Insulators Ltd.
CEO
President
Chief Manufacturing Officer
FH-HR
Security &
Admin
Safety &
Environment
DH-Executive
Relation
FH-Manufacturing
Engineering
Production
SIGMA INSTITUTE OF ENGINEERING (M.B.A.)
ISO-WCM
Technical
Polymer
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ADITYA BIRLA INSULATORS LIMITED
Relation between Organization Structure & Job Description
Organization structure shows us that where the every person is divided
under which person. In the sense of under which departmental or function head.
There is a major connection between organization structure & Job Description.
Job Description writing derived from organization chart. Such as
1. Job Title
2. Designation
3. Function
4. Department
5. Reporting to whom
6. Superior’s superior
Answer of this type of questions, we can get from organization structure. So there is a major
connection between Organization Structure & Job Description.
With the help of organization structure we can know about how many workers are working
under each department.
Under the all section heads, How many sub section heads, Engineers & Supervisors are
working.
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ADITYA BIRLA INSULATORS LIMITED
Definitions from different books.
“Job description gives details of the various activities which a job holder is
expected to perform. However the way he occupies a role, and what he may do, depends not
only on an objective description of the job but also on the expectations from the job holder by
several important persons in the organization. The constellation of these expectations is
called the role.”
Role is the position a person holds as defined by the expectations of
significant persons (Who are called role senders) in relation to that position. When a role is
conceived in terms of expectations by significant persons, it is obvious that the definition of
the role will be in terms of such expectations.
Job description included details of the specifications of a job in term of the
actual day to day activities and responsibilities of a job holder.
Book: Designing & Managing Human resource System 3rd Edition Udai Pareek &
T.V.Rao.
A list of a job’s duties, responsibilities, reporting relationships, working
conditions, and supervisory responsibilities-one product of a job analysis.
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What is a Job description?
Sahl, (1994. p.3) states 'well written job descriptions define the work of the organization and
its reasons for existence as an employer of human resources. More, they define and help
quantify the relative importance of work, what each position contributes to a process and the
organization as a whole.' This definition illustrates an important point regarding job
descriptions, used in today's work environment, by emphasizing that they describe not only
what the job is about but how the job contributes to the work of the organization.
A job description must be accurate but not a minutely detailed list of an employees tasks and
duties (DeLon, 1994). As Behn (1997, p. 60) states: 'it is impossible to list, in anything
smaller than an encyclopedia, the multitude of tasks that combine to produce the results
desired from a particular job.' Job descriptions are meant to be a guide only 'staff must not
interpret them rigidly or job descriptions become a barrier to success' (Degner, 1995, p. 17).
Grant (1989) describes them as a 'map' that show direction. Job descriptions are not a
description of how a job is to be done (Grant, 1989), a contract (DeLon, 1994) or set of rules,
regulations or proper practices (Grant, 1989). They describe the nature of the work to be done
by stating the purpose and main responsibilities. They may also include information on the
type of person who is best suited to perform the job.
Grant (1988) describes job descriptions as a valuable resource. They have the potential to be
a useful organizational tool; however, to realize their potential they must be properly
prepared. Grant (1988, p. 53) believes many job descriptions do not reach their potential
because they 'are too simplistic, they lack detail, they are out of date, they neglect many key
structural elements of the job and they are unclearly written'.
There are two main types of job descriptions, the generic or general and the specific or
individual. Generic job descriptions are written in broadly stated general terms without
identifying specific responsibilities, requirements, purpose and relationships. Some
organizations use generic job descriptions for the same level within an organization. For
particular positions an additional duty statement may be developed. Specific job descriptions
provide information on all essential responsibilities assigned to the person performing the
job, they are usually quite detailed and comprehensive. (How to write job descriptions the
easy way, 1993) From www.alia.org (Australian Library and information Association)
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What Job Descriptions used for?
Job descriptions have the potential to be used for a number of human resource functions. The
main purposes reported in the literature include the following Again the emphasis is on well
written job descriptions.
1. Induction and orientation. Job descriptions provide a good introduction and overview
of the job which enables the employee to understand what the organisation expects of
them.
2. Understanding the employee's role in the organisation. Job descriptions allow the
employee to see where they fit into the big picture of the organisation, and how their
job contributes to the organisation. They may also reflect organisational goals and
objectives.
3. Identifying training requirements. Job descriptions may identify initial training
requirements for a new employee. If they are included in a performance management
system they may be used as an aid in identifying training to improve performance or
additional training needed as a result of changing responsibilities.
4. Performance management. Job descriptions are the foundation of an effective
performance management system (Meng, 1992) and are used in conducting
performance reviews or job evaluations. They may also be used to develop
performance measures (Russell, 1996). However, it is important to note that job
descriptions are only one component of an effective performance management
system. Such a system includes other processes and documentation. For example, an
organisation may have induction policies and program, identified roles and
responsibilities of various levels of staff, a rewards and recognition program and
performance appraisal system.
5. Career development. A study of job descriptions can help employees determine what
qualifications, experience and skills are needed to apply for different positions within
the organisation. This information can then be used in career planning or development
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What is Included in a Job Description?
The content of the job description varies widely from
organization to organization and the purpose of the job description will influence what is
included. The following list outlines the most commonly referred to components of a job
description (apart from the job title, identifying code, grade/level, department, name of
company, physical location, job status, date and name of incumbent) described in the
literature reviewed,
1. Job function or purpose which explains the general purpose of the job and why it
exists. It also provides the reader with a concise overview of the job.
2. Duties or tasks includes a precise specific list of what the employee does and is
expected to do.
3. Responsibilities are a summary of the main responsibilities required of the position.
4. Accountabilities outline the major results expected from the job with supporting
actions.
5. Organizational relationships outline how the job fits into the organization and the
structure of the organization.
6. Personal contacts refer to the people the employee will interact with while performing
the job. In the context of internal contacts & external contacts.
7. Reporting relationships include whom the employee reports to and what supervision
the employee exercises. By this way we may know about the superior & superior’s
superior.
8. Authority identifies what decisions the employee can make and resources they can
commit.
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Difference between Traditional Job description & modern Job
description
Traditional job descriptions
Job descriptions today
Focus on what a person is required to do - Focus on major responsibility areas, results
that is, a list of duties
and outputs the person is expected to
achieve
Looks at the job from an inside-out approach
Looks at the job from an outside-in approach
Written by the human resource department
Written by affected employee and manager
in consultation with the human resource
department
Statement included - 'and any other duties The job description is seen as a profile that
assigned by the supervisor'
describes major responsibilities rather than
covering everything an employee does
Access to job descriptions by affected Job descriptions for all positions are
employee and management
available for any staff member to see and are
used as a career development tool
Individualistic in nature - appear to focus on Job descriptions reflect the interdependence
the job alone
of the job within an organisation
Reviewed when a job becomes vacant or Incorporated
reclassified
performance
into
the
management
organisation's
system
and
reviewed regularly with the employee to
maintain currency, accuracy and relevance
Time, percentages or frequency included
Performance measures or indicators are
included
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Writing a Job Description (J.D.) – a brief presentation: This
document briefly:
1. Summarises the purposes of each section in JD template
2. Provides tips on the way to fill in the same.
3. Provides a quick checklist of do’s and don’ts to be considered while filling in the
section.
Going through this presentation you will find that:
 The JD document follows a structured flow.
 Each section logically succeeding the previous ones and builds upon them for
providing better role clarity.
 Following this structure, JD writing becomes a very logical activity.
This helps create a document which captures all the essential elements of the job and
brings role clarity.
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Writing a Job Description
Job Purpose
A Job purpose is a short and accurate statement of why the job exists in the organization. It is
generally in the form of a single short sentence summing up all the critical tasks and activities
under the scope of the job.
What must Job Purpose statement include?
A Job Purpose should include answers to the following three questions:
What does the Jobholder
do?
Should clarify, the activities the
job accomplishes to fulfil the
organisation’s total purpose.
What does the job impact?
Why is the Job done?
Should clarify the unique
contribution of the organisation.
Should clarify, what would not
get done if the job does not
exist.
Do’s & don’ts of the Job Purpose
The Do’s:
 State only the critical tasks
 State the unique contribution to the organisation
 Think what will not get done if the job did not exist.
The Don’ts:

Don’t give too many details in a job purpose. Leave them for the
accountability section

Don’t copy someone else’s Job Purpose! Every job is unique and
hence every Job purpose should be different.
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Job Dimensions:
Job Dimensions list the significant quantities on which the job has some direct and indirect
impact. It provides numerical data, which gives a feeling of the scope and scale of the
responsibility or authority the job entails.
Job dimensions gives information about the following quantitative data. This information has
to be specific and explained adequately for proper understanding.
Job dimension
Finance includes:
Staff includes :
Expenditure includes:
 Sales turnover
 Number of staff
 Operating budget
 Annual budgets
 Direct & indirect reports
 Capital
 Annual turnover
 Payroll etc.
 Project Costs
 Total deposits
 Loans etc.
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Do’s & don’ts of Job dimensions
The dos:
 Please identify the specific numbers the job impacts in terms of costs,
expenditure or revenue.
 Please state the numbers in an area where the job has a direct control/ impact.
 Use the target figures for the current year.
The don’ts:

Don’t use adjective like large, complex, difficult to describe the dimensions .

Don’t mention any targets for the future.
Job context
It should give details of the company while stressing on the following points:
 The background
 The products
 The market value
 The competitors
 The technology used
 The service offered
It should also include details of where the job fits in the overall workflow of the
organisation and the main thrusts of the position.
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Major challenges
The objective of this section is to describe the
complexity and the challenges the job faces as a part of the organisation. This section
of the job Description template deals with 2 aspects:
It should describe & give examples of the following:
1. The major challenges or most difficult types of problems the position holder
faces in performing the job.
2. The external as well as internal challenges faced by the job.
Dos & don’ts of job context & Major challenges
The dos:
 Mention how the job fits in the overall workflow of the organisation.
 Mention the main thrusts of the job/major challenges it faces.
 Give examples of the difficult/ typical problems the position holder
faces in performing the job.
The Don’ts :

Don’t mention historical perspective of the job.

Don’t use adjectives large, difficult, complex which cannot be
supported by examples.

Do not mention challenges that have already been overcome or solved .

Ability of a person to do or not to do a job does not amount to a
challenge.
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Principal Accountabilities
The principal accountability section describes the main areas in which the job must get results
in order to achieve its purpose. It also describes the necessary supporting actions taken by the
position holder to meet each accountability, typically every job will have around 6-8
accountabilities and each accountability will have more than one supporting action.
Characteristics:
Accountabilities
Supporting actions
1. Identity all key outputs specific
1. Activities
to the job
that
understand
2. Focus on results
help
how
to
the
accountability is achieved
3. Timeless
2. Specifies duties, methods or
4. Suggestive of measurement
processes which the job holder
5. Distinct
does
to
achieve
the
accountability
Writing Accountabilities:
Each accountability should be an ongoing, “permanent”
expectation or a significant “deliverable” of the job. There are two parts to every principal
accountability namely.
1. The accountability itself
2. The supporting actions
What is done?
To what whom?
Should
indicate
the
action taken to achieve
the end result stated in
the Job Purpose.
Should indicate in which
area the action is to be
taken.( Object)
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What is the expected
outcome?
Should indicate the
effect impact of the
action to achieve the Job
Purpose.
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Writing Accountabilities
Each accountability should be an ongoing ‘permanent’ expectation or a significant
‘deliverable’ of the job. There are two parts to every principal Accountability namely.
Relate to whom?
What is to be done?
How is it done?
Each supporting action must
relate
a
principal
Accountability.
Specify
activities,
duties,
methods and process which the
job holder does.
Identify and define how the
principal accountabilities are
achieved.
i
Dos & don’ts of principal accountabilities
The do’s:
 Please relate all the principal accountabilities to the job purpose.
 Accountabilities are similar areas of achievement of the Job purpse.
 Every accountability seeks to get an end result which achieves the Job purpose.
The don’ts:


Don’t write measurable numbers in accountabilities.
There can be no more than 6-8 accountabilities in one job.
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Job purpose of direct report
Each job is “responsible to”
and “responsible to” some other jobs. Direct reports are
positions that help in achieving the accountabilities of the positions they report to.
What must the Direct Reports include?
1. The jobs reporting directly to the job/position.
2. Job purposes of the Direct Reports.
3. Methods and processes used to manage and control subordinate activities.
Dos & don’ts of direct reports
The dos:
 Mention the actual purpose written in the job description of the direct reports.
 Write the complete job purposes.
 If there are no direct reports, leave the section blank.
The don’ts:

Don’t mention the purpose in brief.
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Writing relationships:
Every job has to deal with others in the company or outside the company. This section
should list out all the relationships that job holder have to maintain and support.
However, care should be taken to list only those relationships which are critical and
important to the functioning of the job and clear direct influence on the job. There
could be two types of relationships maintained by the job holder.
Relationships maintained with others outside one’s department with
others outside one’s department should be mentioned, along with
 The position level
 Purpose and
 Frequency of contact
Relationships maintained with others outside the company should be
mentioned, along with
 The organisation and the position level
 Purpose and
 Frequency of contact
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Organizational Relationship
The purpose of this section is to gain a clear picture of the organizational structure within
which the position holder works. If the position has direct subordinates, indicate the major
areas of responsibilities and the number of employees who report to these direct subordinates.
Make sure to use titles only. The organization structure should indicate the positions of the
subordinates reporting to the job holder. The peers of the job holder should also be shown in
the organization structure.
Purpose of organizational relationships
The organizational relationships answer the following questions:
Whom does this job report
to?
Should indicate the number of
immediate superiors.
Who are the peers?
Should indicate the number of
contemporary job positions.
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Who are the
subordinates?
Should indicate the number of
subordinates
and
their
responsibilities.
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Endorsement/ sign off:
This is the last section of the job description template. The purpose of this section is to
validate the information filled in the template. This is done by a person superior in position to
the one who has filled the Job description.
Purpose of endorsement / sign off:
Now, you have been trained to write job description, either your own or that of your
subordinate. However, if you have written your own job description it’s your superior who
will finally endorse whether the job description written reflects the job as is being done. Your
superior is responsible for validating the information given in the Job description of all his
subordinates.
This section endorses the job description and states that there is a proper understanding and
agreement between the superior and the subordinate. Hence they both sign to show their
consent.
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Chapter-3
Details of the
study
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Details of the study
(A)
Objective:
For getting the right information about roles, responsibilities &
accountabilities of an individual Job Description.
(B)
Formulation of Problem:
Problem is that number of accountabilities are included &
excluded so now Organization wants to know clearly who has which
responsibility.
(c)
Sample Design:
Here various department in this organization so, I have select
mainly five departments for taking survey. From every department I have taken 20 samples
from each department
(C)
Target Population:
My target population are 100 employees.
(D)
Rationale of the Job description
Job descriptions are written statements that describe the:
1.
2.
3.
4.
5.
Duties
Responsibilities
Most important contributions and outcomes needed from a position
Required qualifications of candidates, and
Reporting relationship and coworkers of a particular job.
Job descriptions are based on objective information obtained through job analysis, an
understanding of the competencies and skills required to accomplish needed tasks, and the
needs of the organization to produce work.
Job descriptions clearly identify and spell out the responsibilities of a specific job. Job
descriptions also include information about working conditions, tools, equipment used,
knowledge and skills needed, and relationships with other positions.
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Chapter-4
Methods/Methodology
adopted for the study
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Methods / Methodology adopted by the Study
Here I have used survey method In this project because survey is very easy method to collect
the data than any other method.
In survey method There is a two method
1. Questionnaire
2. Interview
Here, I have used Questionnaire method for getting information.
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Analysis of these Questionnaire through Graphs, Charts
& Findings for open ended questions.
I have taken 100 samples for this survey all respondents are maximum
management cadre.
First of all I have taken total of 100 samples for this JOB DESCRIPTION Writing. These
100 samples are divided in five departments. So, from each department 20 samples are taken
& here all five different sections’ Job Description is given separately.
Five different sections are given as under:
1. Production
2. Engineering
3. ISO,WCM & Planning
4. Technical
5. Polymer
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Charts & Graphs of Manufacturing Department
How many section heads in each department?
Production
Engineering
7
4
ISO
WCM
2
Technical
5
Polymer
1
Section Heads
Polymer
5%
Technical
26%
ISO
WCM
11%
Production
37%
Engineering
21%
Interpretation:
1. 37% are in the production department.
2. 21% are in the Engineering.
3. 11% are in the ISO WCM department.
4. 26% are in the Technical department.
5. 5% are in the Polymer department.
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How many workers are working in each department?
Depart.
Dryer
sliphouse
kiln
Shaping
Loading
Glazing
Workers
8
201
19
199
66
114
Workers
Percentage
1
33
3
33
11
19
Percent.
201
199
114
66
33
8
19
1
Dryer
sliphouse
33
3
kiln
Shaping
11
19
Loading
Glazing
Interpretation:
1. 33% workers in the Slip house section.
2. 1% workers in the Dryer section.
3. 3% workers in the Kiln section.
4. 33% workers in the Shaping section.
5. 11% workers in the Loading section.
6. 19% workers in the Glazing section.
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Department
C&G
Warehouse
Mechanical
Electrical
Civil
Project
Workers
162
5
90
26
1
0
Depart.
Percentage
57
2
32
9
0
0
Percent.
162
90
57
32
5
C&G
26
9
2
Warehouse
Mechani.
Electrical
1
0
Civil
0
0
Project
Interpretation:
1. 57% workers in the C&G section.
2. 2% workers in the Warehouse.
3. 32% workers in the Mechanical.
4. 9% workers in the Electrical section.
5. Only 1 worker in civil section & no worker in Project section.
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Department
Workers
Percentage
Process Control
Laboratory
Design
New Project
Quality Control
1
33
0
0
98
0
25
0
0
75
Workers
Percent.
98
75
33
25
1
0
Pro. Control
0
Laboratory
0
Design
0
0
New Pro.
Q.C.
Interpretation:
1. 25% workers in the Laboratory section.
2. 75% workers in the Quality Control section.
3. Only 1 worker in Process Control, no one in Design & New Project.
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What are their major job dimensions in the context of function wise
manpower, working under their guidance?
Management
Staff
Company Workers
Contract workers
Nil
5
50
105
Percentage
3
31
66
Functionwise Manpower
Staff
3%
Company workers
31%
Contract workers
66%
Interpretation:
1. 66 % are contract workers.
2. 31% are Company workers.
3. 3% are staff members.
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Which are your major Job challenges? (Rate according to the importance,
1=Least Important & 5= Most important)
Job/Importance
3
4
5
To achieve zero accident
29
21
50
Percentage
30
20
50
To achieve zero accident
50
50%
29
30%
20
20%
Interpretation:
1. 50% people tick marks in the 5th box.
2. 30% people tick marks in the 3rd box.
3. 20% people tick marks in the 4th box.
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Job/Importance
3
4
5
To avoid mistakes
15
33
53
Percentage
15
33
52
To avoid mistakes
15
15%
52
52%
33
33%
Interpretation:
1. 52% people are tick marks in 5th box.
2. 33% people are tick marks in 4th box.
3. 15% people are tick marks in 3rd box.
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Job/Importance
3
4
5
Elimination of potential hazard risk
12
28
60
Percentage
10
30
60
Elimination of potential hazard risk
12
10%
28
30%
60
60%
Interpretation:
1. 60% people are tick marks in 5th box.
2. 30% people are tick marks in 4th box.
3. 10% people are tick marks in 3rd box.
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Job/Importance
3
4
5
Devlop mindset of Employees to safety
8
27
75
Percentage
8
27
75
Develop mindset of employees to safety
8
8%
17
17%
75
75%
Interpretation:
1. 75% people are tick marks in 5th box.
2. 27% people are tick marks in 4th box.
3. 8% people are tick marks in 3rd box.
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Job/Importance
3
4
5
Interact with department head & Function Head
17
52
31
Percentage
5
35
60
Interact with department head & function head
5%
35%
60%
Interpretation:
1. 31% people are tick marks in 5th box.
2. 52% people are tick marks in 4th box.
3. 17% people are tick marks in 3rd box.
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Percentage
Daily
27
Section
Head
35
Weekly
38
40
Monthly
35
25
Do you supervise all employees?
Supervision of Employees
Monthly
35%
Daily
27%
Weekly
38%
How much they have interaction with employees is showing this chart.
Interpretation:
1. 27% section heads. Sub section heads are supervising daily employees.
2. 38% section heads. Sub section heads are supervising weekly employees.
3. 35% section heads. Sub section heads are supervising monthly employees.
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Percentage
How many employees are related to your Job?
Regular
18
Often
33
Periodic
44
Need Base
5
Internal Contacts
Ряд1
44
33
18
5
Regular
Often
Periodic
Need Base
Interpretation:
1. 18 employees have Regular Internal contacts.
2. 33 employees have Often Internal Contacts.
3. 44 employees have Periodic Internal Contacts.
4. 5 employees have Need Base Internal Contacts.
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External Contacts
Government
Non Government
Corporate office
Suppliers
Contractors
Contacts
13
0
24
25
38
External Contacts
40
35
Название оси
30
25
20
15
10
5
0
Government
Ряд1
13
Non
Government
0
Corporate
office
24
Suppliers
Contractors
25
38
Interpretation:
1. 13 employees have Government contacts.
2. No employees have Non government Contacts.
3. 24 employees have Corporate Contacts.
4. 38 employees have Contractors’ Contacts.
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Are you authorizing for machines, equipments, tools?
Purchase
15
Maintenance
40
Repair
13
Other
28
Authorization
Other
29%
Purchase
16%
Repair
13%
Maintenance
42%
Interpretation:
1. 15 employees have authority for Purchase
2. 40 employees have authority for Maintenance.
3. 13 employees have authority for Repair.
4. 28 employees have authority for Other.
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Are you responsible of supplies or stock? What is your responsibility? In
the context of following.
Inventory
37
37%
Packing
25
25%
Dispatch
38
38%
Responsibility of Goods
Dispatch
38%
Inventory
37%
Packing
25%
Interpretation:
1. 37 employees have responsibility of Inventory.
2. 25 employees have responsibility of Packing.
3. 38 employees have responsibility of Dispatch.
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Which are your major accountabilities in accordance with supporting
actions?
Major Accountabilities
Yes
No
1
Environmental system
14
25
2
To introduce modern method
20
20
3
Performance management
10
11
Total
44
56
Major Accontabilities
No
56%
Yes
44%
Interpretation:
1. 44% People are taking supporting actions with their major accountabilities.
2. 56% People are not taking supporting actions with their Major accountabilities.
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Major Accountabilities
Yes
No
4
Security & Administration
0
15
5
Database Management
15
5
6
To ensure statutory compliance
60
10
Total
75
25
Major Accountabilities
No
25%
Yes
75%
Interpretation:
1. 75% People are taking supporting actions with their major accountabilities.
2. 25% People are not taking supporting actions with their Major accountabilities.
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Major Accountabilities
Yes
No
7
Plant & implement new project
25
12
8
quality control of raw Material
23
30
9
Implementation of annual sales budget
5
5
Total
53
47
Major Accountabilities
No
47%
Yes
53%
Interpretation:
1. 66% People are taking supporting actions with their major accountabilities.
2. 34% People are not taking supporting actions with their Major accountabilities.
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Major Accountabilities
Yes
No
10
Ensure proper skill development
17
5
11
Minimum production loss
23
17
12
To review weekly WIP
11
12
13
Quality yield & performance
15
0
Total
66
34
Major Accountabilities
No
34%
Yes
66%
Interpretation:
1. 66% People are taking supporting actions with their major accountabilities.
2. 34% People are not taking supporting actions with their Major accountabilities.
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Chapter-5
Analysis,
Findings &
Conclusions
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Findings
Engineering Section
Q-1 What is your main task of Job?
1. Manage the electrical department by planning organizing and controlling the
department’s resources in various electrical functions.
2. To provide effective, efficient and economic services ensuring safety and security to
the company’s existing facilities or new projects.
3. New installations/renovations related to plant, offices and colonies ensuring
minimum down time.
Q-2 Describe the most complex/difficult part of your job?
1. Exercise tight control over the department to achieve cost effectiveness & reduce
maintenance cost.
2. Managing subordinates & contractors.
3. Acquiring lead in providing good & quality service to internal customer by
maintenance all equipments in service and availability of production.
4. Development, machinery conversion / modification & and adopt new technology to
upgrade existing equipments.
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Q-3 What is the Job purpose of direct report?
1. To carryout shift breakdowns & routine maintenance in three shifts.
2. To carryout preventive maintenance as per schedule.
3. Indenting spares as per requirements.
4. Approving incoming spares.
5. Documentation of ISO 9001 & 14001.
6. Maintaining log book & history on regular basis.
Q-4 Describe the major end result the job is expected to achieve.
1. 100% up time of machines
2. Zero accident
3. Timely renovation & updating.
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ISO- WCM Planning
Q-1 What is your main task of Job?
1. To schedule, co-ordinate and monitor the production and dispatch of insulators.
2. In accordance with dispatch plan prepared by marketing to ensure timely delivery to
customers.
3. ISO-WCM 18001, ISO, WCM & occupational Health & safety ISO 9001,14001
Q-2 Describe the most complex/difficult part of your job?
1. Changing habits of employees
2. Reduce number of Customer complaints
3. PSR rejection less than 3%
Q-3 What is the Job purpose of direct report?
1. To plan effectively & to train plant people on WCM
Q-4 Describe the major end result the job is expected to achieve.
1. 100% compliance to ISO system procedures & WCM implementation in plant.
2. Implementation of all quality control systems.
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Polymer department
Q-1 What is your main task of Job?
1. Overall responsible for managing and monitoring all the functions of Polymer
production & Projects for achievement of production.
2. Performance and project targets with minimum downtime and at budgeted cost.
3. To enable the unit to achieve cost effective production and to meet the market
requirements.
4. To Manage, Execute & Monitor Polymer insulator functions for achievement of
Production and process targets.
Q-2 Describe the most complex/difficult part of your job?
1. To achieve cost effective and quality production to enable the unit to deliver
unique product globally.
2. To manufacture new products in polymer insulators and further enhance the range
of composite insulators.
3. To train the workmen and the employees with the new technology and to make
them technically efficient with the work.
4. To manufacture new products in polymer insulators and further enhance the range
of composite insulators.
Q-3 What is the Job purpose of direct report?
1. To improve work
Q-4 Describe the major end result the job is expected to achieve.
1. To satisfy the customer’s requirements.
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Production Section
Q-1 what is your main task of Job?
1. To minimize the defects ensure the strengths of products, to get a better firing
output.
2. Minimize the cost & maximum production, to maintain continuous process.
3. To minimize the kiln defects & smooth operation of all shuttle kiln
4. Value focusing in pre kiln stage
5. Ensure day to day production
6. Productivity, skill development
7. Improvement & quality of product & process.
8. People development
Q-2 Describe the most complex/difficult part of your job?
1. Target achievement
2. Man power, contract workmen skill development
3. Man management, safety awareness
4. To abreast with the latest trends to meet the requirements in view of the changes
role of a Secretary in the present business environment.
5. Capacity Under utilisation
6. Large product deviations and less realisation
7. Market competition
8. High degree of reliability
9. Timely completion of major projects.
10. Control of major cost elements like rejection, fuel & electricity, repair &
maintenance.
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Q-3 What is the Job purpose of direct report?
1. Ensure production on per shift basis
2. Avoid accident
3. Training to the workmen
4. Ensure quality of each product
5. Maintain all the SOPs.
6. Ensuring guidance decisions
Q-4 Describe the major end result the job is expected to achieve
1. To successfully stabilize the disc line
2. 0% kiln defects/rejection by 100% affords
3. To meet production plan
4. Minimize the defects & maximizing output with cost reduction initiatives.
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Technical Section
Q-1 What is your main task of Job?
1. To plan & ensure implementation of all quality control systems.
2. Measuring through compliance to QMS in the plant.
3. To supervise & control inspection of incoming glaze raw materials.
4. To manage routine acceptance & type test with respect to productivity
5. To manage Q.C. function efficiently addressing total requirements of customers to
their satisfaction through verifying controlling, all functions of department.
Q-2 Describe the most complex/difficult part of your job?
1. Reduce no. of customer complaints
2. Reduce testing rejection on continuous basis.
3. To meet the testing targets.
4. Ensuring defect free insulators to customers.
5. Assuring the product (Mechanically & Electrically) meet the customer requirement
6. To support Design and R&D for new products.
7. Development of subordinates for doing Quality work
8. Supply consistent quality Glaze, Glue and Grit body to manufacture fired Insulators
as per International Standard is a major challenge.
9. Continuous monitoring, Inspection & controlling.
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Q-3 What is the job purpose of direct report?
1. Responsible for Audit and control of Shaping and Cementing area.
2. Daily review and plan for testing the material as per dispatch plan.
3. Inspection . Testing of incoming metal part on sample basis(as required).
4. Customer inspection . Material strength check periodically & give feed back to related
dept.
Q-4 Describe the major end result the job is expected to achieve1. To achieve the target
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Conclusions
I would like to conclude that this Job description will be help to take major decision to
the Organization
This is clearly define the roles & responsibilities & accountabilities of each employee
which were under the survey.
From the above analysis I would like to suggest that this information will be helpful to
organization to know the roles & responsibility of each an every employees. Accountabilities
which are excluded & included It is clearly define in the analysis.
Job description simplifies that every person & employee of an organization who has a
different roles, responsibilities & accountabilities. So Division of work should be very clear.
There should not be a mismatch of responsibilities.
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Chapter-6
Contribution &
Learning from
the Project
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Contribution & Learning from the project
(A) Details of the contribution of the study
For this project I took a help of certain books for
gathering information about Job Description. I have also taken a help of Internet
for reading articles about Job Description.
I took survey of each and every employee for defining
& writing their roles, responsibilities, working relationships, Job purpose & major
accountabilities.
(B) The Benefits to the organization
Researchers, executives, and small business owners all
agree that job descriptions—if studied and created carefully and used
appropriately as a productivity measurement tool—can help organizations,
especially in the early stages of a worker's employment. "Job descriptions are
potentially one of the most powerful tools available to help managers improve
employee performance and productivity," stated Philip C. Grant in Supervision.
"They have great utility for every phase of human resource administration. From
designing jobs and reward systems, through staffing and training to performance
evaluation and control, the job description is literally indispensible if the human
resource is to be managed properly. A recent analysis of job description usage
uncovered 132 major management uses for job descriptions. Probably no other
management tool has such potential for usage in such a wide variety of significant
ways."
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Job descriptions also may include helpful details
addressing other work-related issues, such as the position's travel obligations,
normal work schedule, physical location where duties of position will be carried
out, union status, supervisory relationships, bonuses, and any other information
directly pertinent to the execution of any and all responsibilities associated with
the job. In essence, wrote Philip B. Crosby in The Eternally Successful
Organization, effective job descriptions let employees know what is expected of
them: "If people are going to perform their assigned task, then they obviously
have to know what it is, how to do it, and how to measure the results. Either
someone has to explain it all to them or they have to figure it out themselves."
(C) The learning from the study for the student
By taking up this survey, now I have a practical
knowledge about how to write a Job Description.
 Writing a Description is a very tough job but not impossioble
 By this study I can know roles, responsibilities, duties, accountabilities of
each and every person.
 Who is reporting to whom, who is superior & who is superior’s superior.
 By this study I can know the Job Purpose of a Job holder.
 How the different departments are interrelated in which frequency, those
of all details covered under the project.
 I can also know the Job Purpose of direct report.
I
can also know the major accountabilities in the context of taking of
supporting actions.
 Which are the working relationships are also known.
 Which are the organizational relationships are also known.
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Chapter-7
Annexure
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Annexure
Job Description Questionnaire
Q-1 What is your main task of job?
Job Title
Designation
Function
Department
Reporting to whom
Superior's Higher Authority
Unit
Location
Business
Q-2 Define Function wise Manpower, working under your Guidance
Management
Staff
Worker
Contract
Other Relevant Parameters: (Capacity/ Volumes/Budget)
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Q-3 Which are your major Job Challenges? (Rate according to the importance, 1=Least
Important & 5= Most Important)
Job  Importance
To achieve zero accident
To avoid mistakes
Elimination of potential hazard risk
Develop Mindset of Employees to safety
Interact with department head & Function Head
1
2
3
4
5
Q-4 Do you supervise all employees?
Contract & Permanent Basis: Daily_______Weekly________Monthly_________
Q-5 How many employees are related to your Job? (Contacts & Relationships)
(I)
Internal Contacts:
(A)Regular :________(B) Often:_________
(C)Periodic :___________(D) Need base:_______
(II)
External Contacts:
(A)Government: ____________________
(B)Non-Government:________________
(C)Corporate office: _____________
(D)Suppliers: ___________
(E)Contractors: ____________
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Q-6 Describe the most complex/difficult part of your Job?
Q-7Are you authorise for machines, equipments, tools?
(A) Purchase _______
(B)Maintenance ________
(c) Repair________
(D) Other_________
Q-8 Are you responsible of supplies or stock? What is your responsibility?
(A) Inventory _______
(B)Packing ________(C)Other_________
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Q-9 Which are your major accountabilities in accordance with supporting actions?
Accountability
Supporting Actions
1.Environmental System
Yes_______No______
2.To Introduce modern method
Yes_______No______
3.Performance Management
Yes______ No______
4.Security & Administration
Yes______ No______
5.Database Management
Yes______ No ______
6. To ensure Statutory compliance
Yes______ No ______
7. Plan & Implement new Project
Yes______ No ______
8.Quality control of raw material
9.Implementation of Annual Sales
Budget
Yes______ No ______
10.Ensure proper skill development
Yes______ No ______
11.Minimum Production Loss
Yes______ No ______
12. To review weekly Work In Progress
Yes______ No ______
13. Quality Yield & performance
Yes______ No ______
Yes______ No ______
Q-10 What is the Job purpose of direct Report?
Q-11 Describe the major end result the job is expected to achieve-
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Chapter-8
Bibliography
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Bibliography
1. Management Sixth Edition (James A.F. Stoner, R. Edward Freeman, Daniel R.
Gilbert Jr.)
2. Designing & Managing Human Resource systems Third Edition (Udai Pareek &
T.V. Rao)
3. Roger L. Martin “ The Effective Organization” Harvard Business Review (JulyAugust 2010, Page no.63)
4. Human Resource Management Tenth Edition ( Gary Dessler)
List of websites
1.
2.
3.
4.
www.hbr.org
www.shrmglobal.org
www.alia.org (Australian Library and Information Association)
www.shrm.org
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