AT

WIRE ROD MILL

TATA STEEL LIMITED JAMSHEDPUR

PROJECT REPORT 2006 Submitted in partial fulfilment of Master of Business Administration Under the guidance of
Ms Pamela Kerketta Manager HR/IR WIRE ROD MILL Submitted by Nidhi Jain Puja Kumari

FACULTY OF MANAGEMENT STUDIES

INDIAN INSTITUTE OF RURAL MANAGEMENT JAIPUR

ACKNOWLEDGEMENT
We cannot achieve anything worthwhile in the field of management education unless or until the theoretical education acquired in the classroom is effectively wedded to its practical approach that is taking place in the modern industries and the research institutes. It gives us great pleasure to have an opportunity to acknowledge& express the gratitude to those who were associated with our project at FMS-IIRM, Jaipur First of all we are thankful to Ms.Pamela Kerketta, Manager HR/IR, Wire Rod Mill, TATA STEEL LTD our project guide for providing us an opportunity to undergo our project. We are also grateful to our Director S.K Gaur & Faculty Coordinator Mr. Sali P.S for their support. We express our gratitude to college authorities for allowing us to undergo our project in the prestigious organization .We would also like to honour Mr.N R Saifi, Head Management Development; TATA STEEL MANAGEMENT DEVELOPMENT CENTRE. We shall remain indebted to them for their constant interest &excellent guidance in the project work. Last but not the least we would again like to express sincere thanks to our Project Guide for their friendly guidance during the entire project work. Every new step was due to their persistence enthusiastic backing and acknowledges with the deep sense of gratitude.

Nidhi Jain Puja Kumari

Executive Summary
Objective of the study: As HR trainees in our project entitled EMPLOYEE SATISFACTION survey, the main objectives of the survey are To measure the satisfaction level of employees in Wire Rod Mill. To build employee involvement in the department To create transparency in communication among the employees in the department. To focus on those areas which needs concern of he department. To promote the satisfaction level in the Wire Rod Mill. To prepare the study as benchmark for the next researchers. First of all a set of Questionnaire was carried to the employees of WRM. Each Employee had to fill both set of questionnaire of Quality of Work Life and Executive Leadership. Suggestions and opinions were asked from the employees while they were filling the form or after completing. Reasons were asked for each response. The whole project is divided into three sections The first section deals with brief introduction of the company consisting an introduction about the founder, Tata steel profile, vision, mission and organisational chart. The second section deals with the area of study i.e. WRM and its departmental chart. It also deals with the topic employee satisfaction and the research methodology. The third section consists of data analysis part in which the data analysis and interpretation, limitations, suggestions and recommendations had been described. Besides determining the employee satisfaction level the concluding portion of the project deals with the appropriate recommendations, which must be followed by the department to make its work force more committed towards the company for its profit and further growth.

Index
Contents:
1. FrontPage 2. Acknowledgement 3. Executive Summary Section 1 Introduction: Founder Company profile Introduction of Tata steel Tata steel profile Vision Mission Values Section 2 Area of study: WRM- Wire Rod Mill Departmental chart Project Details Introduction of the topic Employee Satisfaction Methodology Section 3 Data Analysis & Findings Data collection Data analysis and interpretations Limitations Suggestions/Recommendations Conclusion Bibliography Appendix

Founder: Jamshetji Nusserwanji Tata (1839- 1904)

Jamsetji Nusserwanji Tata ranks among the greatest visionaries of Industrial enterprise of all times. Gifted with the most extraordinary imagination and prescience, he laid the foundation of Indian Industry, contributed to its consolidation and became a key figure in Indias Industrial renaissance. Born on 3 rd March 1839 in the family descended from Parsi priests in Nav sari, a centre for age old Parsi culture, he was educated in Elphinstone College, Mumbai. Initiated early into the techniques of trade by his father, he travelled wide, gained a scientific outlook, and first set up textile business in India, introducing new machinery that vastly improved the production of cotton yarn in the country. He, however, realized that Indias real freedom was dependant upon her self-sufficiency in scientific knowledge, power and steel. Thus, he devoted the major part of his life and fortune to three great enterprises The Indian institute of science at Bangalore, The Hydro Electric Schemes and Iron and Steel Company at Jamshedpur. Wealth to him was not the end, but the means to an end the increased prosperity of India. His attitude to labour was remarkably ahead of his times, constantly reinforcing the norms that success of Industry was dependant upon sound and straightforward business principles, interest of shareholders, the health and welfare of the employees. As early as 1892, he established J.N.Tata endowment for higher education abroad of outstanding Indian students. A pioneer in town planning, he was mainly responsible for modernising Mumbai; he envisaged and conceived a steel town that was later to be named Jamshedpur after him. Driven by Jamshetjis spirit of adventure the first Tata explorers ventured into the forest and hills of central India and Bihar, in the summer of 1903 in search f mineral deposits for the steel plant. The saga, which had begun 25 years ago with Lohara ore deposits in Chanda district culminated at Sakchi at the confluence of Subanarekha and Kharkai on December 1907. The first stake for the steel plant was driven on forest-covered plateau in Sakchi on 27th February 1908. The dream had come alive but dreamer himself was no more. Jamshetji died at Nauheim in Germany in 1904 after exhorting his successors to preserve the family name. His spirit continued to inspire his sons to their fathers dream to fruition well after his death. He is one of widely travelled Indians of his time said to possess a knowledge that was encyclopaedia. Jamsetji Tata won himself an enduring place n Indias history unique courage, commitment and vision.

Company Profile
Jamshetji Tata died over half a century ago. It is probable to say that most of the present generation outside those who work within the house of generation outside those who work within the house of TATA, he is primarily known as wealth industrial pioneer philanthropist of the last century who gave his name to group of industrial concerns and endowment trust. Yet few men have played so vital part in the renaissance of India and there is much to be learned even today from the life and work of this remarkable work of these men. . Much has happened since Jamshetji Tata died. Here in India and elsewhere, the extent and character of the changes have no parallel in previous history. Even more remarkable has been the rate of change between JAMSHETJI death in 1904 and the publication of Harris book in 1925, the changes marked as they were appeared inconsiderable in the light of subsequent development in the political industrial and economic life of the country if we have to view JAMSHETJI life work and new ideas in their proper perspective, it should also do so in the background of the conditions, which prevailed at the time in which he lived. JAMSHETJI lived the earlier part of his life during one of the darkest periods in long history of India. He was eighteen at the time of the abortive revolt against foreign rule, which took place hundred years ago. As he began his career the group of colonial rule and exploitation reached its peak. Independent thought or action in any field other than the literally spiritual or religions were frowned upon. The people of India, their spirit broken stagnated politically, socially and economically and the elite sought solace in the religious meditation or sterile compilation of the countries past histories. Driven by JAMSHETJI spirit of adventure, the first TATA explorers ventured into the forests and hills of central India and Bihar, in the summer of 1903 in search of mineral deposits fir the steel plant. The saga, which had begun 25 years ago with the Lohara ore deposits in Chanda district culminated at the confluence of the rivers Subarnarekha and Kharkai on December 1907. The first stake for the steel plant was driven on a forest covered plateau in Sakchi on 27th february1908. The dream had come alive but the dreamer was no more. Jamshetji had died at Nauheim in Germany in 1904 after exhorting his successors to preserve the Family name. His spirit continued to inspire his sons to carry their fathers dreams to fruition well after his death. He is one of the most travelled Indians of his time, said to posses as a knowledge that was encyclopaedia. Not only did he have a great love for it. He had a passion to impart it to others, for as early as 1892, he established the J. N.TATA endowment for higher education abroad of outstanding Indian students. Jamshetji won himself an enduring place in Indias history with his unique courage, commitment and visions.

TATA STEEL: AN INTRODUCTION

Its founder established TATA STEEL in1907. JN Tata.Asias first and Indias largest integrated private sector steel company. The Companys four-phase modernization programme has enabled it to acquire the most modern steel making facilities in the world. The highly productive Blast furnaces along with the LD converters and its downstream continuous casting facilities provide a distinct edge that will enable Tata Steel to achieve its vision of becoming the worlds lowest cost producer of steel. The Coke ovens with stamp charging technology have helped it produce Coke at least cost in the world and drastically reduced wastage as well as emission of pollutants. As Tata Steel commissioned its 1.2 million tonne Cold Rolling Mill Complex at global speed and cost in April 2000, it rechristened the future as Steelennium reiterated its belief in Steel is the essence of life. The tie up with Nippon Steel Posdata, Flour Daniel, etc. to establish the mill is reaffirmation of the immense faith that the international partners repose to Tata Steel. The fifth phase of the modernization launched recently seeks to leverage the intellectual capabilities of the employees. Thus Tata Steel by better knowledge management initiatives hopes to shift focus of its employees from creating new physical assets to utilising them with ingenuity and a sturdy business sense. As a web-enabled enterprise Tata Steel is rapidly linking up with its customers and suppliers. The implementation of SAP, an enterprise resource planning software package, has change the process of conducting the business. It will ensure better customer order management and fulfilment. Jamshetji Tata dreamt of an industrialised and prosperous India. Under condition, which should have lesser men, he set about to breath life into his dream. He realized that if he was to achieve anything worthwhile in his lifetime he must not fritter away his resource by attempting to do much over too wide a range activity. He wisely concentrated his energies, knowledge and wealth on three schemes that would not only be within his own resource to bring to life but he saw, was essential to any future progress and once established would set the pattern and pace for future development. The three basic ingredients of economic progress as he saw them were steel, electric power and technical education combined with research.

TATA STEEL: A PROFILE

Envisioned by the great patriot, Jamshetji Nusserwanji Tata, has founded in 1907, Tata steel has played a pioneering role in integrating sound professional business practice with exemplary corporate citizenship programmes in India The companys steel works, located in Jamshedpur in Asias first and the largest integrated private sector steel plan in the country. Set up with an initial capacity of 200 tonne blast furnaces, four tonne steam driven blooming mills and a rail and structural mill it is now a state of the art plant with a rated capacity of three million tonnes of crude steel. At present it produces steel mainly in the forms of flats, wire rods and bars. In addition to steel, the company is in the business of diverse products, such as bearings, capital steel plant equipment and spares cement, tubes, etc, in the captive mines and collieries located in mainly in Bihar and Orissa, supply the finest grades of feedstock to the steel plant. Customer satisfaction of Tata steel begins with raw materials preparations and is meticulously interlinked by a quality chain at every stage of its operations. The ongoing fourth phase of modernisation programme and the 1.2 million tonne world-class cold rolling mill project, scheduled to be completed by June 2000 will add value to present product mix, strengthen market leadership and enable it to penetrate new markets by constantly upgrading, improving and fine tuning inside marketing sales global network, Tata steels strives to meet its customer requirements and expectations, in the country and overseas. Its sales of product and services, stood at Rs6, 4334.9 million in 1997-98. The export turnover in spite of the financial crisis in South East Asia and sluggish demand in national as well as international market at Rs7220 million was higher by 9% than the previous year. For a company fully mindful of its social responsibilities the universe of stakeholders extends beyond the realm of customers, shareholders and employees. In tune with the vision of its founder, Tata Steel is a role model is fulfilling corporate social responsibilities. Tata steel is also committed to sustainable development and recognizes the need to pursue progressive environment management policies to preserve the ecological balance and biodiversity in areas in the vicinity of its operations. A recent and unique initiative in this direction was launch of the green millennium countdown programme, which seeks to ensure that a million healthy new trees survive in the next millennium by planting 1000 trees each for the next 1000 days. The quest for scaling new heights of excellence in the area of its key business responsibilities has yielded rich dividends for Tata Steel. The national energy conservation award from Ministry of Steel, CSI National Award for best usage of information technology, SAIL Gold Medal, Coal India productivity award. The Economic Times outstanding corporate citizen, etc point in this direction. Over the Years the company has transited seamlessly as a globally competitive enterprise by a constantly benchmarking against the best operating practices, adopting cutting edge technologies and implementing modern and innovative management practices. More recently TATA Steel has sought to accelerate the pace of transformation through the TOP (Total Operating Income) which recognises and addresses the attributes of judicious anticipation of rapid adaptability to market forces in the in the emerging connected economy.

Tata Steel - Vision Statement

TATA STEEL enters the new millennium with the confidence of learning, knowledge based and a happy organization. We will establish ourselves as the supplier of choice by delighting our customers with our services and our products. In the coming decade, we will become the most cost competitive steel plant and so serve the community and the nation. Where Tata Steel ventures .............. Others will follow.

MISSION of Tata Steel Consistent with the vision and values of the founder Jamshedji Tata, Tata Steel strives to strengthen India's industrial base through the effective utilization of men and materials. The means envisaged to achieve this are high technology and productivity, consistent with modern management practices. Tata steel recognizes that while honesty and integrity are essential Ingredients of a strong and stable enterprise, profitability provides the main spark for economic activity. Overall, the company seeks to scale heights of excellence in all that it does in an atmosphere free from fear, and one, which encourages innovativeness and creativity.

VALUES

1.Respect for individuals 2.Integrity 3.Credibility 4.Trusteeship 5.Excellence

Introduction to Wire Rod Mill

Wire Rod Mill is a flagship unit having single strand continuous mill, commissioned on 2nd March 1987 with a capacity of 3,00,000 tonnes per annum with a DPR mill availability of 68%. Presently this mill is producing 2,94,000 tonnes with a mill availability of 78%. Wire Rod Mill is certified according to the ISO: 9002 standards by Indian register quality in the year 1995. This has ensured consistent performance through a documented quality system and again in the year 1998 the same has been recertified. Location and unit size: Wire Rod Mill is situated at south east of Tata steel works adjacent to LD#1. Total area of Wire Rod Mill is 14,500sq.mt. And it has well laid railway network to facilitate of smooth inflow of billets and outflow of coils and is well connected with the road highway. Market segment: Wire Rod Mill has its major market segment both in domestic as well as in the international area with the key customers mainly in the domestic market. At present WRM is supplying only low carbon grades to export market and with commissioning of MORAIR in June 1999 and necessary modification at LD#1 subsequently, high carbon wire rods are also exported. Wire Rod Mill is principally producing wire rod of two different categories: a. Plain round b. TMT rebar- WRM is equipped with the facility of straightening of TMT rebar suitable for direct utilisation. After sales service is provided by technical services long products and marketing department

Product (Wires) (Size in mm) 5.5,6,6.5 7 8,9,10,12 Ovality in range of 5.5 to 7mm is 0.3mm Grades Mild Steel:IS7887 0.18 Max/C1010/C1012/C1015/C1018 Low Carbon Steel CAQ C1006/C1008/LC-FD/0.12(Max)

Sizes (mm) +- 0.3 +-4 +-0.5 Ovality in the range of 8 to 12mm is 0.6mm Typical application General purpose wire, mesh Wore, Nails, Low duty fasteners

Carbon Armour Wire Fine drawn wires for mesh making, binding and other general applications (e.g. Low Strength roping, pins, clips) Electrode Quality Low Carbon Steel Core wire for electrical resistance

EWNR/LC-EQ/Co2- Wire Rod

wielding electrodes MIG- wielding electrode wire High Carbon Steel(%c=0.40-0.60) HWCR 0.46/0.50 HWCR 0.51/0.55 HWCR 0.56/0.60 High Carbon Steel(%C=0.61 and above) HWCR 0.61/0.65 HWCR 0.66/o.70 HWCR 0.71/o.75 HWCR 0.76/0.83 High Carbon Steel ACSR - 93 TB-98 PC-110/PC-115 SW 100 Cold Heading Quality Steel SAE 10B21 SAE 4135H Bearing Quality Umbrella wire, cushion, spring, other lower duty spring, misc. general purpose wire with strength above 100kgs) mm2 Springs, ropes and high strength wire for general purpose application Core wire for ASCR- Cable Bead wires for automotive, 2 wheelers and cycle tyres Single/Standard pre stressed concrete wires Mechanical Springs High tensile fasteners for automobiles and engineering applications Antifriction Bearing Applications

Employee Strength:

The employee strength of WRM comprises of 18 officers, 82 supervisors and 261 workers. Hence total employee strength is 361.

Officers

Supervisors

Workers

IL2/IL3

IL4/IL5

Cadre

Non Cadre

Cadre

Non Cadre

(1) (3)

(6) (8)

(30)

(52)

(39)

(222)

DEPARTMENTAL CHART

Chief WRM

T K Chakraborty

Head Process/ Rolling

Ramesh Shankar
Manager Mill Providing & Heating

Senior Manager F&S

Head Maint.

A K P Singh

Binod Kumar

Manager HR/IR

Deeba Ahmad

Sr.Mgr. Maint. A N Jha

S.Pal

Sr.Manager Technical Services V Sridhar

Sr.Mgr. (IEM)

A N Jha

Sr.Manager, Mech.Maint.

I Sengupta

Manager IEM

Asst.Manager IEM

R R Thakur

Asst Manager Mechanical D K Singh

Manager Mechanical

INTRODUCTION TO EMPLOYEE SATSFACTION

Todays business organizations are undergoing dynamic changes and have demanding competition. So employees of the organizations are expected to give more time towards their job activities. And thus it will only happen when the employees are fully satisfied with their work. Because it has been said Happy Workers Are Better Workers. Though it is not always true but organizations should take corrective measures to increase the satisfaction level of employees to work better. Employee satisfaction is a never-ending process as it is related to the need and fulfilment of the employees. Employee satisfaction can be defined as an employees attitude towards his /her job. It is a popular concept in organizational and industrial psychology. The satisfaction, which an employee obtains from his/her job, is largely the result of extent to which different aspects of his/her work situation are relevant to his job related value system such as: 1. Opportunity for advancement 2. Job Securities 3. Supervision 4. Pay Structure 5. Social Environment 6. Physical Environment 7. Steadiness of employment

Importance of employee satisfaction:

Employees play a vital role in an organization as their output of work directly related to the companys overall success. So it is necessary for the management to discover their names, evaluate their legitimacy and finally provide opportunities for their attainment. So the study of employee satisfaction is very important as it help to know the relationship between Satisfaction and Performance Satisfaction and Turnover Satisfaction and Absenteeism

Satisfaction and Performance:

Questions like whether satisfaction leads to better performance or better performance leads to satisfaction? Or Do satisfied employees perform better than less satisfied employees? This satisfaction performance controversy has risen over the years. Some time it is found that if the employees are more satisfied then there is an increase in the level of performance. But it is not always true in some cases So the debate whether satisfaction leads to better performance or better performance leads to satisfaction is still continuing. But for years it was assumed that satisfaction leads to high employee performance, but accurate relation is that high performance leads to high job satisfaction. That is called as Performance Satisfaction Loop.

Better performance Rewards Perception of equity in Rewards Greater Satisfaction

PERFORMANCE SATISFACTION LOOP

Satisfaction and Turnover

Does a high employee satisfaction results in low turnover? Research has discovered a negative relationship between satisfaction and turn over. High turnover will not keep turnover low but it does seem to help. If there is considerable dissatisfaction there is likely to be high turnover. In fact there are other variables which enter into an employees decision to quit besides job satisfaction such as age personal problem, health etc but on the overall basis it is accurate to say that job satisfaction is important to decrease employee turnover . Although absolutely no turnover is not beneficial for the organization. A low turnover rate is desirable because of the considerable training cost and the drawbacks of experience.

Satisfaction and Absenteeism

Research has also discovered a negative relationship between satisfaction and absenteeism. It has been seen that employees who more satisfied with their jobs have better attendance than those who are not. In ac there are also other variables, which create employee absenteeism apart from satisfaction, such as degree to which employees give importance to their job and how much they are serious about the organization and its future etc. So it is not true that job satisfaction totally eliminates employee absenteeism but it helps to decrease it.

Factors leading to employee satisfaction

Employee satisfaction is influenced by both individual and situational factors. Individual factors like age are important because even on same job and with the same rewards and leader, some employees will be more satisfied than others. Situational factors like pay working condition are important because by satisfying employee needs they affect their morale. So there are some factors, which lead to employee satisfaction discussed below: 1. Pay structure: This is the most important factor as it helps in satisfying the psychological, security and egoistic needs of the employees. A handsome salary enhances the satisfaction level as well as productivity of the organization. 2. A meaningful job: This helps in satisfying the need for recognition. A right job to right person is very much essential for the organization since it helps to motivate the employee and increase the sense of responsibility in them. 3. Job security: Threats from technological changes has put up a question on the Job security of the employees. Employees who are sure about their secured job add some extra points to their satisfaction level. 4. Opportunity for their advancement: Not all employees want to advance. Some feel the social needs more strong than the egoistic needs. However, employees like to know and use the opportunity prevalent at any point of time. Thos feeling is influenced by a cultural tradition of freedom and opportunity. 5. Reward and recognition: Every employee wants to be appreciated and credited from their superior from his or her good work. So, management should try giving verbal praise for excellent work, monetary rewards for suggestions and public recognition through awards released in employee newspaper, etc. 6. Competent and fair leadership: A good leadership helps to assure the employees that the organization and its jobs will continue to exist leading to job security.

Introduction to Quality of Work Life

As a name to identify a perceivable discrete set of notions or activities or even values Quality of working life is not a phrase to conjure with. To begin with this phrase and its shortened acronym quality of working life (QWL) are a mouthful worse, exactly what the term seeks to identify is fuzzy at the best. It rings no quinch bells of instant understanding. Quality of work life represents a concern for the human dimensions of work. It has been defined as the quality of relationship between employees and total working environment. It seeks to create those conditions in the organization which a. Promote individual learning and development b. Provide individual with influence and control over what they do and how they do it. c. Make available to the individuals interesting and meaningful work as source of personal satisfaction and means to valued personal towards. According to another viewpoint QWL refers to a. A concern about the impact of work on people as well as on organisational effectiveness. b. The idea of participation in organisational problem solving and decisionmaking It is also viewed as process in the work organization, which enables its members at all level to actively participate in determining its environment methods and outcomes. One of the principal problem with the term is that QWL is not single or a specific notion. Rather it consists of a whole parcel of terms and notions, all of which really belong under the QWL umbrella. Industrial effectiveness Human resource development Organisational effectiveness Job enrichment Socio technical systems Working humanisations Group work concept Labour management cooperation Workers involvement and workers participation Cooperative work structures

Quality of working life is actually the sum of all these various attempts to label a general new direction for work organization in the late 20th century. We are aware that a better quality of work life cannot be attained spontaneously that is why certain conditions have been mentioned which means an interaction between individuals seeking to benefit from a better QWL and the management motivating them to attain the same. Since people possess such desire intrinsically the most important condition for management is to provide an environment that will facilitate the motivation. Specially there four conditions that must be met: a. There must be a goal that is shared by everyone within the corporation and that is understood and accepted by all. It is incumbent upon management to establish such a goal in first place. b. The goal thus established must lead to joy and happiness not only for corporation, must able to feel that by performing a given job and by helping to achieve a given goal he or she contributing to the good of himself/herself of the corporation and of the society. c. It is perhaps the most important task to enable the individuals to recognise how the job they are performing or the targets they are trying to attain contribute to the attainment of overall goal, namely to make them cognizant of their roles in the pursuit of the common goal shared jointly by corporations and individuals. d. Lastly, management must give individuals a fair and just assessment of their achievement on the basis of their clearly defined roles. In short management establishes and promulgates a corporate goal. Everyone in corporation shares that goal; each person enthusiastically performs his or her individual goals. The result is a major increase in productivity and product quality, a unique corporate culture is generated and corporate activities assume unique identity within the industrial society. Quality of work life aims at integrating the socio psychological needs of people in the organization, the unique requirements of a particular technology, the structure and the processes of the organization and the existing socio cultural milieu. I t is thus concerned with overall climate of work. Quality of work life is concerned about the impact of work on people as well as on organization effectiveness, and idea of participation in organisational problem solving and decision making. Walton defines, QWL as process by which an organization responds employee needs for developing mechanisms to allow them to share fully in making decisions that design their lives at work. He provides eight criteria to evaluate QWL programme. a. Adequate and fair compensation. b. Safe and healthy environment. c. Development of human capacities. d. Growth and security. e. Social integration. f. Constitutionalism- workers right.

g. Total life space-work having a balanced role in individuals life considering the requirement of leisure. h. Social relevance- that is being socially responsible. Overall QWL is related to a. Job Satisfaction, humanising work of individuals in the organizations b. Organisational development programme. There are two types of determinants of QWL Those, which influence the importance of a particular need to a individual. Those, which satisfy or frustrate the needs Thus, QWL is determined by the interaction of personal and situational factors. It implies that the basic strategy for improving the QWL is first to identify and then try to satisfy people important needs, through their experience in their work environment. It involves both personal (subjective) and external (objective) aspects of work related rewards, work experiences and work environment.

Specifically in India the QWL offers a value frame and social technology of organization change leading to task effectiveness of micro entities through utilisation and unfolding of human potentials.

Leadership and Management

A leader is best when people barely know that he exists. Not so good when people obey and acclaim him worst when they despise him. Fail to honour people, they fail to honour you. But of a good who talks little when his work is done. His aim fulfilled they will all say we did ourselves. Leadership is the process of influencing the behaviour of others to work willingly and enthusiastically for achieving predetermined goals. Leadership is interpersonal influence exercised in a situation and directed through communication process towards the attainment of a specified goal(s). Leadership is essentially continuous process of influencing behaviour. A leader breathes life into the group and motivates it towards the goal. The Luke warm desires for achievement are transformed into a burning passion for accomplishment. Leadership is the art of knowing which of them is required and doing each function well. There are three stages in the development of this art: 1. Awareness Becoming aware of the three areas of need in a group or organization, sensing their interactions. 2. Understanding Knowing which function is required at a given moment or in a particular situation. 3. Skill Being able to perform the function with economy and effectiveness

Qualities of Leader
Leader defines limits, asks team to make decisions. Leader suggests problem, gets suggestions, and makes decisions. Leader presents tentative decisions subject to change. Leader sells decisions, presents ideas and invites questions. Leadership is the most personal thing in the world for the simple reason that it is just plain you. Never tell people how to do things, tell them what to do and they will surprise you with their ingenuity. Managers manage change but leaders manage growth. Leadership deals with vision keeping the mission insight and with effectiveness and results. Management deals with establishing structures and systems to get those results. Leadership inspires and motivates people to work together with a common vision and purpose. Management involves controlling and monitoring results against plans, identifying deviations and planning and organising to solve the problems. Leadership emphasises transformation aspect and therefore transformational leadership emerges. Management focuses on transactional aspect and therefore transactional leadership emerges.

Transformational Leadership
It is the set of abilities that allow the leader to recognize the need for change, to create a vision to guide that change, and to execute that change effectively.

Characteristics of transformational leader:

Charismatic leadership: A leader is born and is not made. A leader has some charisma which acts as influencer. Charisma is god-gifted attribute in a person, which makes him a leader irrespective of the situations in which he works. Charismatic leaders are those who inspire followers and have a major impact on their organizations through their personal vision and energy. Occasionally a leader emerges whose high visibility and personal charisma catch the public consciousness. Hence, charisma provides vision and sense of mission, instils pride, gains respect and trust. Inspirational leadership: It communicates high expectations, uses symbols to focus efforts, and expresses important purposes in simple ways. Intellectual stimulation: It promotes intelligence, rationality and careful problem solving. Individualised consideration: It gives personal attention, treats each employee individually, coaches and advises.

Our people like to be led rather than driven.

Transactional Leadership
A transactional leader determines what subordinated need to do to achieve objectives, classifies those requirements, and subordinates become confident that they can reach their objectives. It involves routine, regimented activities, assigning work, evaluating performance, making decisions and so forth.

Characteristics of transactional leadership:

Contingent reward: It contracts exchange of rewards for effort, promises rewards for good performance and recognises accomplishment. Management by exception (active): It watches and searches for deviations from rules and standards and takes corrective actions . Management by exception (passive): It intervenes only if standards are not met. Laissez faire: This technique means giving complete freedom to subordinates. Manager once determines policy, programmes and limitations for action and entire process is left to subordinates. Transformational leadership should be encouraged, for it can make a big difference in the firms performance at all levels. Managers need to do more than focus on the exchange of material, social and personal benefits for services, satisfactorily rendered. The charismatic leader can instil a sense of mission, individually considerate leader can lead employees to take an interest in higher-level concerns, and the intellectually stimulating leader can articulate a shared vision of jointly acceptable possibilities.

Nine natural laws of Leadership

1. A leader has willing followers allies. 2. Leadership is a field of interaction/a relationship between follower allies. 3. Leadership occurs as an event. 4. Leaders use influence beyond formal authority. 5. Leader operates outside the boundaries of organisationally defined procedures. 6. Leadership involves risk and uncertainty. 7. Not everyone will follow a leaders initiative. 8. Consciousness/information processing capacity/creates leadership. 9. Leadership is a self-referral process. Leaders and followers process information from their own subjective internal frame of reference.

Leader Member Exchange Theory (LMX theory):

Leaders create in -groups and out-groups, and subordinates with in-group status will have higher performance ratings, less turnover and greater job-satisfaction. Leader chooses in-group members because they have attitude and personality characteristics that are similar to the leaders or a higher level of competence than outgroup members. The followers with in-group status will have higher performance ratings, lower turnover intentions, and greater satisfaction with their superiors and higher overall satisfaction than will the out-group. Leaders invest their resources with those they expect to perform best and knowing that in-group members are most competent, leaders treat them as such and unwittingly fulfil their prophecy.

Personal compatibility, subordinate competence and extroverted personality Trust & higher interaction

Leader

Subordinate Subordinate E Out-Group F Subordinate D

In - Group Subordinate C Subordinate B

Leader Member Exchange Theory

EMPLOYEE OPINION SURVEY WRM 2006

Our study is based on the survey carried out among employees at Wire Rod Mill, Tata Steel, Jamshedpur.

Types of data collected Primary Data: - Primary data was collected by the means of questionnaire.
Structured questionnaire focussing on two dimensions namely Quality of Work Life and Leadership and Management. For measuring the Employees Satisfaction was used in the survey. The questionnaire consisted of different parameters of QWL and the Leadership Dynamics on which the extent of satisfaction of employees at WM was taken.

Apart from the feedback of questionnaire, employees were asked of their opinions on a personal basis to get a better insight of existing level of satisfaction. This was also with the view of exploring any new scope for improvement, both for employees and the department.

Secondary Data: - Secondary data was collected by the means of literature and
Tata steel intranet site. The literature survey included review of earlier researches, analysing the trend and various books and magazines.

The Sample Size: 20% of the total population, that is, 362 employees was chosen in consultation with Manager, HR/IR, WRM as the sample for the survey. Thus, sample of officers were 4, supervisors were 16 and workers were 52. Also the sample size at the levels of WRM is as follows: Officers: IL2, IL3 & IL4, IL5 Supervisors: Cadre & Non Cadre Workers: Cadre & Non Cadre Samples were taken appropriately according to sectional divisions in WRM.

Questionnaire Design:
The experts of the company, which was used for the study so need to test its reliability and validity, prepared a questionnaire. The questionnaire has two dimensions: Quality of work life(QWL) and Executive Leadership. Same set of questionnaire was for officers, supervisors and workers. The QWL questionnaire set had a total of 32 questions for the officers, supervisors and workers under the following headings: 1.Safety, Health & Environment (SHE) 2.Ergonomics 3.Social Environment 4.SA 8000 & Ethics 5.Employee Involvement The second set of questionnaire focussed on Executive Leadership dimensions. A total of 19 questions, which focussed on different attributes of leadership, were used to get the feedback from the officers, supervisors and workers.

Method of Analysis:
Part1: QWL The analysis is done in line with various parametric subdivisions of QWL aspect. The divisions are as follows: 1. SHE (1-11) a. Awareness questions 1,2 & 5 b. Health Safety questions 3 & 4 c. Housekeeping questions 6,7,10& 11 d. General Amenities and Environmental Factors questions 8 & 9 2.Ergonomics (1-4) 3.Social Environment (1-5)

4.SA 8000 and Ethics (1-4) 5.Employee Involvement (1-6) Part2: Leadership and Management- The analysis is done in line with various parametric subdivision of Leadership aspect as follows: 1. Charismatic Leadership questions 4,5,6,9,14,17 & 19 2. Inspirational Leadership questions 10,11,13,15 & 18 3. Intellectual Stimulation questions 1,2 & 8 4. Individualised Consideration questions 3,7,12 & 16

The Rating and Scoring:

The responses to the questions were invited under five point rating scale. Responses for each question were calculated by assigning scores to each response. The responses and scorings were as follows Responses: Scores: Very low extent Low Extent Fair Extent High Extent Very High Extent 1 2 3 4 5

Weighted Average Mean Method was used to tabulate the data. This helped getting more comprehensive and accurate data.