Project Report on Changedfdfd Management in the Public Sector at BSNL

8/18/2019 Project Report on Changedfdfd Management in the Public Sector at BSNL

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BHARAT SANCHAR NIGAM LIMITED (BSNL)

A PROJECT REPORT ON

“CHANGE MANAGEMENT IN THE PUBLIC SECTOR

UNDERTAKING - BSNL”

UNDERTAKEN ATBHARAT SANCHAR NIGAM LIMITED

, BELGAUM

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TABLE OF CONTENTS

S. NO. TOPICS PAGE

1 EXECUTIVE SUMMARY 12 INTRODUCTION 4

3 NEED FOR THE STUDY 5

4 LITERATURE REVIEW 6

5 STATEMENT OF THE PROBLEM

6 OBJECTIVES OF THE STUDY

! SCOPE OF THE STUDY

" RESEARCH METHODOLOGY

RESEARCH DESIGN 1#

SAMPLING FRAME 1#

SAMPLING UNIT 1#

SAMPLING SI$E 111# LIMITATION OF THE STUDY 11

11 SOURCE FOR DATA COLLECTION 11

12 DATA ANALYSIS 11

13 INTRODUCTION TO CHANGE MANAGEMENT 12

FORCES OF CHANGE 13

THE %EY STEPS IN MANAGING CHANGE 14

RESISTANCE TO CHANGE 14

TYPES OF CHANGE 15

REASONS FOR FAILURE IN CHANGE MANAGEMENT 1!

14 FORCE FIELD ANALYSIS 1"

FORCE FIELD ANALYSIS APPROACH 2#

HOW TO CONDUCT FORCE FIELD ANALYSIS 21

15 PROFILE OF BHARAT SANCHAR NIGAM LTD 22

BHARAT SANCHAR NIGAM LTD PHILOSOPHY 2!

HISTORY OF BHARAT SANCHAR NIGAM LTD 2

16 ANALYSIS 32

1! FINDINGS "#

1" SUGGESTIONS "3

1 CONCLUSION "4

2# REFERENCE "5

21 ANNEXURE "6



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Bharat Sanchar Nigam Ltd, is the world's th largest Telecomm!nications com"an# that

"ro$ides a com"rehensi$e range o% telecom ser$ices in &ndia s!ch as ire line, (ode

Di$ision )!lti"le Access mo*ile +(D)A, -lo*al S#stem %or )o*ile comm!nication

+-S), &nternet, Broad*and, (arrier ser$ice, )!lti .rotocol La*el +).LS Switching/

0irt!al .ri$ate Networs +0.N, 0er# Small A"ert!re Terminal +0SAT, 0oice $er &.

+0o&. ser$ices, ireless in Local Loo" +LL )o*ile Tele"hone (onnection etc/ ithin

a s"an o% %i$e #ears it has *ecome one o% the largest "!*lic sector !nits in &ndia/

Toda# in the era o% incessant com"etition *etween the "!*lic and "ri$ate sectors managing

the changing en$ironment has *ecome $er# c!rtail/ (hange management is a s#stematica""roach to dealing with change, *oth %rom the "ers"ecti$e o% an organi3ation and on the

indi$id!al le$el/ &t somewhat am*ig!o!s term, change management has at least three

di%%erent as"ects, incl!ding4 ada"ting to change, controlling change, and e%%ecting change/

A "roacti$e a""roach to dealing with change is at the core o% all three as"ects/ 5or an

organi3ation, change management means de%ining and im"lementing "roced!res and6or

technologies to deal with changes in the *!siness en$ironment and to "ro%it %rom changing

o""ort!nities/

To satis%# the growing needs o% the c!stomers co!"led with the inherent loo"holes in the

"!*lic sectors, the change in Bharat Sanchar Nigam Ltd +B/S/N/L/ a""ears $er# a"t and

essential/ The "!*lic sectors ha$e certain limitations lie the larger clientele, need %or

s!*sidi3ation, restriction in recr!itments and !n"rod!cti$e class o% em"lo#ees, centrali3ed

administration etc/

5rom the cond!cted st!d# it was !nderstood that most o% the "!*lic sector !nits lie Bharat

Sanchar Nigam Ltd +B/S/N/L/ ha$e changed drasticall# so that the# co!ld %ight *ac

com"etition %rom the other "ri$ate "la#ers/ These .!*lic Sector Undertaings ha$e indeed

created a *rand identit# %or themsel$es and %or the c!stomer/



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This st!d# taes !s thro!gh the 8o!rne# that has *een taen *# Bharat Sanchar Nigam Ltd

+B/S/N/L/ %rom the da#s when it was 8!st an insigni%icant de"artment in the .!*lic Sector

!ndertaing to this da# when it is the th largest telecomm!nication com"an# in the world

o%%ering all inds o% telecomm!nication ser$ices to its c!stomers across the co!ntr#/

&n this "ro8ect an attem"t is made to s!ggest the areas re9!iring the change %or a *etter

growth with the hel" o% F/(' +' 0+. This theor# has hel"ed in identi%#ing the

c!rrent le$el +i/e/ th largest com"an# in the world and the desired le$el where the

com"an# wants to reach in d!e co!rse o% time +i/e/ *ecome the No/1 ser$ice "ro$ider in

Asia/ This theor# has also %etches the $ario!s dri$ing and restraining %orces that ha$e an

im"act o$er the change "rocess/ Th!s *# st!d#ing these %orces a%%ecting the change,

s!ita*le s!ggestions ha$e *een in order to hel" Bharat Sanchar Nigam Ltd +B/S/N/L/ to

wor more e%%ecti$el# and e%%icientl#/

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Toda# in the era o% incessant com"etition *etween the "!*lic and "ri$ate sectors managing

the changing en$ironment has *ecome $er# c!rtail/ (hange management is a s#stematica""roach to dealing with change, *oth %rom the "ers"ecti$e o% an organi3ation and on the

indi$id!al le$el/ &t somewhat am*ig!o!s term, change management has at least three

di%%erent as"ects, incl!ding4 ada"ting to change, controlling change, and e%%ecting change/

A "roacti$e a""roach to dealing with change is at the core o% all three as"ects/ 5or an

organi3ation, change management means de%ining and im"lementing "roced!res and6or

technologies to deal with changes in the *!siness en$ironment and to "ro%it %rom changing

o""ort!nities/

To satis%# the growing needs o% the c!stomers co!"led with the inherent loo"holes in the

"!*lic sectors, the change in Bharat Sanchar Nigam Ltd +B/S/N/L/ a""ears $er# a"t and

essential/ The "!*lic sectors ha$e certain limitations lie the larger clientele, need %or

s!*sidi3ation, restriction in recr!itments and !n"rod!cti$e class o% em"lo#ees, centrali3ed

administration etc/

&n order to sta# com"etiti$e in toda#o!tso!rcing? and >downsi3ing?/ hilst these "rocesses contin!e to

ha""en aro!nd the world, we also increasingl# see a desire to im"ro$e the ca"a*ilities o%

the "!*lic sector, o%ten descri*ed in terms o% ca"acit# *!ilding or instit!tional or sectoral

de$elo"ment/ This in t!rn leads to signi%icant changes to, and within, indi$id!al "!*lic

sector organi3ations/

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&n order to sta# com"etiti$e in toda#o!tso!rcing? and >downsi3ing?/ hilst these "rocesses contin!e to

ha""en aro!nd the world, we also increasingl# see a desire to im"ro$e the ca"a*ilities o%

the "!*lic sector, o%ten descri*ed in terms o% ca"acit# *!ilding or instit!tional or sectoral

de$elo"ment/ This in t!rn leads to signi%icant changes to, and within, indi$id!al "!*lic

sector organi3ations/

)anaging change is a com"le@ "rocess as it in$ol$es the interde"endencies *etween the *!siness en$ironment, the organi3ation, its "eo"le and s!""orting technologies an# change

in one as"ect will a%%ect the other as"ects/

Now, this st!d# has *een cond!cted4

• &n order to !nderstand and manage change in a wa# that "eo"le can co"e e%%ecti$el#

with the changes in the organi3ation/

• To sol$e the "ro*lems that ma# arise d!e to the "rocess o% change

• To sta# aggressi$e C com"etiti$e in the maret

• To achie$e the organi3ational goals

• To ena*le the organi3ation to %!nction e%%ecti$el#

• To *e com"etiti$e in the *!siness

• To increase the re$en!e o% the organi3ation

• To increase the em"lo#ee satis%action

• To increase the maret share o% the com"an#

• To *e the leader in the *!siness

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L+*'/*)/' R',+'8

There is h!ge literat!re a$aila*le on ind!strial a!tomation and %orce %ield anal#sis in

ind!strial a!tomation/ K!rt Lewin "ro"osed a >5orce %ield? anal#sis model to !nderstand

the organi3ational change/

5orce %ield anal#sis "ro"oses that the organi3ation is t#"icall# in a state o% e9!ili*ri!m/

There are two %orces, which maintain organi3ational sta*ilit#4 dri$ing %orces and resisting

%orces/ &% the two %orces are e9!al, the organi3ation will remain static/ (hange occ!rs when

one o% these %orces *ecomes stronger than the other/ &n this st!d#, the %orce %ield anal#sis

a""roach has shown the dri$ing and resisting %orces which are the main %orces andres"onsi*le %or changing %rom man!al con$entional man!%act!ring to the &nd!strial

a!tomation %or man!%act!ring !nits/

-roo$er and immers +1FG: has disc!ss the >(om"!terAided Design and

)an!%act!ring? which sa#s that the !se o% +(AD is to assist in the creation, modi%ication,

anal#sis or o"timi3ation o% a design in a man!%act!ring %irm as well as in +(A) the

com"!ter s#stem !se to "lan, manage and control the o"erations o% a man!%act!ring "lant/

The main aim o% (AD6(A) is to red!ce the "rod!ct li%e c#cle and to increase "rod!cti$it#

as well as integrating the %!nctions o% design and man!%act!ring/

Harrington +1F7 made a research on >(om"!ter integrating man!%act!ring? which

incl!des all the Engg/ 5!nctions ha$e (AD6(A) as well as *!siness %!nctions o% the %irm

and ha$e all the o"erational %!nctions and in%ormation %rom order recei"t to "rod!ct

shi"ment/

A/ )/ Barret,+1F;: de$elo"ed a >a!tomated g!ided $ehicle s#stem? which is de"endentl#

o"erated, sel%"ro"elled $ehicles g!ided along de%ined "athwa#s/ n*oard *atteries that

allow man# ho!rs o% o"eration a*o!t 1 ho!rs *etween recharging "ower the $ehicles/ An

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A-0S is a""ro"riate where di%%erent materials are mo$ed %rom $ario!s load "oints to

$ario!s !nload "oints/

A!tomated material handling and storage s#stem has gi$en *# eiss (aro!sel +1FG7,

which state that an a!tomated storage6retrie$al s#stem can *e de%ined as a storage s#stem

that "er%orms storage and retrie$al o"erations with s"eed and acc!rac# !nder a de%ined

degree o% a!tomation/

Rile# +1FG7 s!ggested an >assem*l# a!tomation,? which "er%orms a se9!ence o%

a!tomated assem*l# o"erations to com*ine m!lti"le com"onents in to a single entit#/ The

single entit# can *e a %inal "rod!ct or a s!* assem*l# in a larger "rod!ct and the assem*led

entit# consisting o% a *ase "art on which the com"onents are attached/

Sa!l +1FG; has disc!ssed >5le@i*le man!%act!ring s#stem at sho" %loor? which is a highl#

a!tomated -T machine cell, consisting o% a gro!" o% "rocessing worstations +!s!all#

(N( machine tools, interconnected *# an a!tomated material handling and storage

s#stem, and controlled *# a distri*!ted com"!ter s#stem, and it is ca"a*le o% "rocessing a

$ariet# o% di%%erent "art st#les sim!ltaneo!sl# at the $ario!s worstations/

(raw %ord has disc!ssed a >Designing Ro*ot, End e%%ectors and Ro*otics toda#? which

sa#s that an ind!strial ro*ot is a general "!r"ose, "rogramma*le machine "ossessing

certain anthro"omor"hic characteristics/ The most o*$io!s anthro"omor"hic characteristic

o% an ind!strial ro*ot is its mechanical arm that is !sed to "er%orm $ario!s ind!strial tass/

ther h!manlie characteristics are the ro*ot


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Da$id H/ Ienins +1F:F has !sed %orce %ield anal#sis in >Social engineering in ed!cational

change? The a""roach o% this "a"er is towards "ro*lems sort o!t in school setting where

there is no eno!gh teacher, "!"il "lanning in the class room in a single school and want to

set a change *# %inding resisting %orces/

Iitesh Thaer, S/ -/ Deshm!h and Anil Shastree +2JJ has !sed %orce %ield anal#sis

a""roach >T) in sel% %inanced technical instit!tions? %inding the *arriers in sel% %inanced

instit!tions lie %ac!lt#, st!dent, al!mni, %inancial *odies and A&(TE/

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.!*lic sector !ndertaings are mainl# controlled and go$erned *# the go$ernment, th!s

*ringing in an# change in these sectors is a tedio!s tas/ Handling change in a

go$ernmental organi3ation is %ar more challenging than handling change in the "ri$ate

com"anies/

Understanding this, the st!d# on change management at Bharat Sanchar Nigam Ltd

+B/S/N/L/ has *een taen !"/

O9:'(*+,' *7' *)0

• To st!d# the e$ol!tion o% the Bharat Sanchar Nigam Ltd +B/S/N/L/

telecomm!nication com"an#/

• To st!d# the change o% Bharat Sanchar Nigam Ltd +B/S/N/L/ %rom .ost C

Telegra"h to De"artment o% Telecomm!nication

• To st!d# the ga" ca!sed d!e to the change

• To recti%# the "ro*lems ca!sed +to c!stomer and em"lo#ees d!e to the change

"rocess

• To recommend a""ro"riate s!ggestions in order set right the e@isting "ro*lem

S(;' *7' *)0

The sco"e o% the st!d# is limited to Bharat Sanchar Nigam Limited +B/S/N/L/, Belga!m

where the s!m total o% em"lo#ees is 1G: em"lo#ees consisting o% di%%erent cadre gro!"s/

&t is also restricted to the c!stomers !sing BSNL connection in Belga!m/

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The "ersonal inter$iew hel"ed to acc!m!late in%ormation as regards to the c!rrent sit!ation

"re$ailing in the organi3ation and the desired res!lt %rom the st!d#/

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• Em"lo#ees laced interest in sharing their o"inion, d!e to their *!s# sched!le

• The st!d# is $er# e@ha!sti$e and demanded %or s!"er%l!o!s time

• The sam"le si3e ma# not *e eno!gh considering the large n!m*er "o"!lation in

Belga!m

S)/(' / * ('(*+

The "rimar# data was collected with the hel" o% 9!estionnaires and "ersonal inter$iews/

The st!d# incl!ded 2 9!estionnaires one to st!d# the organi3ation +7 and the other one

to !nderstand the c!stomer +12

The secondar# data was collected with the hel" o% $ario!s *oos C articles on change

management and %orce %ield anal#sis/

D* 0+

The "rimar# data was collected with the hel" o% 9!estionnaires and "ersonal inter$iews/

5!rther, anal#sis was made with the hel" o% !sing S.SS so%tware, with the !se o% sim"le

"ercentage method/ The data that was collected has *een clearl# and !nam*ig!o!sl#

de"icted thro!gh ta*les and "ie charts, which clearl# gi$e the "ict!re o% the res!lts o*tained *# the s!r$e#/

So%tware Tool

S.SS Sim"le "ercentage method/



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(hange management is an im"ortant "rocess, *eca!se it can deli$er $ast *ene%its +*#

im"ro$ing the s#stem and there*# satis%#ing ()*-'/ '', *!t also enormo!s "ro*lems

+*# r!ining the s#stem and6or mi@ing !" the change administration/ )anaging

organi3ational change will *e more s!ccess%!l onl# i% it entails tho!ght%!l "lanning and

sensiti$e im"lementation, and a*o$e all, cons!ltation with, and in$ol$ement o%, the "eo"le

a%%ected *# the changes/ &% #o! %orce change on "eo"le normall# "ro*lems arise/ (hange

m!st *e realistic, achie$a*le and meas!ra*le/

F/(' (7


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T7' '0 *'; + -


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Types of cha!e

H;;'' (7


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(hanges are *ro!ght in grad!all# and are !s!all# ada"ti$e in nat!re/ A %ailed incremental

change will ca!se less damage to the total s#stem than an !ns!ccess%!l largescale change/

F/ '&-;' J;'' /


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techni9!e/ Altho!gh K!rt Lewis contri*!ted greatl# to the %ield o% social science, he is *est

nown %or his de$elo"ment o% the 5orce %ield anal#sis model in 1F:/

&t is $er# !se%!l while looing at the $aria*les in$ol$ed in "lanning and im"lementing a

change "rogram and will !ndo!*tedl# *e o% !se in team *!ilding "ro8ects, when attem"ting

to o$ercome resistance to change/

Lewin ass!mes that in an# sit!ation there are *oth dri$ing and restraining %orces that

in%l!ence an# change that ma# occ!r/ Hence dri$ing %orces are all %orces that "!sh %or and

"romote change/ These change dri$ers "romote and enco!rage the change "rocess/ Some

e@am"les o% dri$ing %orces are h!man sa%et#, c!stomer demands, increased e%%icienc# and

trend o% la*o!r towards ser$ice sector/ Restraining %orces are %orces that mae change more

di%%ic!lt/ These %orces co!nteract dri$ing %orces and lead to the a$oidance or resistance o%

change/ Some e@am"les o% restraining %orces are %ear o% !nem"lo#ment, lac o% training,

the lac o% incenti$es and high ca"ital in$estment/ hen these two sets o% %orces are e9!al

change is in a static state o% e9!ili*ri!m meaning that no mo$ement towards or awa# %rom

change is ha""ening/

5orce 5ield Anal#sis is a $al!a*le techni9!e that %acilitates in listing, disc!ssing, and

e$al!ating the $ario!s %orces %or and against a "ro"osed change/ hen a change is "lanned,

5orce 5ield Anal#sis hel"s #o! loo at the *ig "ict!re *# anal#3ing all o% the %orces

im"acting the change and weighing the "ros and cons/ B# nowing the "ros and cons, #o!

can de$elo" strategies to red!ce the im"act o% the o""osing %orces and strengthen the

s!""orting %orces/

There are three main a""lications o% the %orce %ield anal#sis tool4

1/ (hange management/

2/ .rod!cti$it# im"ro$ement

7/ Decision maing

(hange management is the one a""lication %or %orce %ield anal#sis and it is a reg!lar

occ!rrence in the man!%act!ring en$ironment/ Lie com"!teri3ation o% man!%act!ring

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s#stems/ orers ha$e widel# $ar#ing attit!des toward com"!ters and change in the

wor"lace strategies m!st *e de$elo"ed to assist worers %or a!tomated en$ironment/

.rod!cti$it# im"ro$ement is the second main a""lication o% %orce %ield anal#sis/ This

!ni$ersal a""lication shows how to increase em"lo#ee "rod!cti$it# and this anal#sis

s!ggest the methods, strategies, and s#stems that can "romote longterm im"ro$ements in

em"lo#ee "rod!cti$it#/

5orce %ield anal#sis is also a "ower%!l decisionmaing tool/ B# e$al!ating the %orces

s!""orting and o""osing a s"eci%ic decision, )anagement can now the in%l!encing %orces

to ma@imi3e the "otential %or acce"tance and s!ccess/ The %orce %ield model is a $al!a*le

tool %or !se in these three a""lications and it is not limited to these %orms o% a""lication/

This techni9!e can *e c!stomi3ed %or !se in a large $ariet# o% sit!ations in man#

a""lications/

F/(' +' 0+ ;;/(7

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According to %)/* L'8+ MA +)' + 7' + 9(' 90 *7' +*'/(*+ *8

;;+< '* /(' those seeing to "romote change +/+,+< /(' and those

attem"ting to maintain the stat!s 9!o +/'*/++< /('M/ Lewin $iewed organi3ations as

s#stems in which the "resent sit!ation was not a static "attern, *!t a d#namic *alance

+Me9!ili*ri!mM o% %orces woring in o""osite directions/ &n order %or an# change to occ!r,

the dri$ing %orces m!st e@ceed the restraining %orces, th!s shi%ting the e9!ili*ri!m/

The %orce %ield anal#sis is a techni9!e !sed in achie$ing organi3ational e%%icienc# and

!nderstanding organi3ational change/ 5orce %ield anal#sis "ro"oses that an organi3ation is

t#"icall# in a state o% e9!ili*ri!m/ There are two %orces that maintain organi3ational

sta*ilit#4 dri$ing %orces and restraining %orces/ The dri$ing %orces are those elements o% the

organi3ation, which s!""ort a desired organi3ational change/ Kee"ing the organi3ation in

e9!ili*ri!m are the restraining %orces/ &% the two %orces are e9!al, the organi3ation will

remain static/ (hange occ!rs when one o% these two %orces *ecomes stronger than the other

+dise9!ili*ri!m/ nce the change has occ!rred, the organi3ation re$erts to a new state o%

e9!ili*ri!m, which re%lects the desired change/ And organi3ational change tends to

em"hasi3e organi3ational e%%icienc# and social change/

&n this wa# di%%ic!lt# in im"lementing a change can *e assessed, and "lans %or o$ercoming

*arriers to change can *e de$elo"ed/ Thro!gh this t#"e o% anal#sis, an o$er all "ict!re can

*e de$elo"ed which can hel" in the identi%ication o% the "ositi$e and negati$e %orces /The

e$ol!tion o% these %orces can *e carried o!t in terms o% ease o% change and im"act/ Ease o%

change indicates how %ar it is "ossi*le to in%l!ence or change the %orce, whereas im"act

indicates how signi%icant the conse9!ences wo!ld *e i% the %orce were changed /The

9!anti%ication o% net %orce e%%ect is conte@t s"eci%ic and hence here an attem"t has *een

made to "ro$ide a generali3ed %rame wor o% %orce anal#sis/ 5or an# ind!str#, the onl# tas

le%t is to assign the rating to each o% the "ositi$e and negati$e %orces de"ending on their

limitations and constraints/

H8 * ()(* F/(' F+' A0+

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Descri*e the c!rrent sit!ation

Descri*e the desired sit!ation

List all the %orces dri$ing change toward the desired sit!ation

List all the %orces resisting change toward the desired sit!ation Disc!ss and interrogate all o% the %orces4 are the# $alidO (an the# *e changedO

hich are the critical onesO

Allocate a score to each o% the %orces !sing a n!merical scale e/g/ 1Pe@tremel#

wea and 1JPe@tremel# strong

(hart the %orces *# listing +to strength scale the dri$ing %orces on the le%t and

restraining %orces on the right/

Determine whether change is $ia*le and "rogress can occ!r

Disc!ss how the change can *e a%%ected *# decreasing the strength o% the

restraining %orces or *# increasing the strength o% dri$ing %orces/

Kee"s in mind that increasing the dri$ing %orces or decreasing the restraining %orces

ma# increase or decrease other %orces or e$en create new ones/

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P/+' B7/* S(7/ N+B.S.N.L.?

Bharat Sanchar Nigam Limited is one o% the oldest telecomm!nication ser$ice "ro$iders in

&ndia/ &t is also the largest "hone ser$ice "ro$iders in &ndia/ Bharat Sanchar Nigam Ltd

+B/S/N/L/ has their networ thro!gho!t the ma8or cities as well as some o% the r!ral

interiors in &ndia/ Howe$er Bharat Sanchar Nigam Ltd +B/S/N/L/ does not o"erate in New

Delhi and )!m*ai where its co!nter"art )ahanagar Tele"hone Nigam Limited +)TNL

o"erates/

Bharat Sanchar Nigam Limited is a "!*lic sector com"an# with its head o%%ice at New

Delhi/ Bharat Sanchar Nigam Ltd +B/S/N/L/ is s!""osed to o%%er the *est %acilities in the

%ield o% telecomm!nication in &ndia/ The !ni$ersal telecom ser$ice is one o% the oldestser$ices o% this com"an#/

Bharat Sanchar Nigam Limited is also the largest comm!nication ser$ice "ro$ider in %i@ed

line/ Bharat Sanchar Nigam Limited o%%ers cell!lar connection in &ndia/ &t is one o% the

largest "ro$iders o% cell!lar "hone connection in the co!ntr#/ S!*scri*ers "re%er Bharat

Sanchar Nigam Ltd +B/S/N/L/ %or its reasona*le rate and wide range o% networ/ The

cell!lar ser$ice o% BSNL is mareted !nder the trade name o% (ell one which !ses the

-S) "lat%orm/ E@cel is the "re"aid cell!lar connection %rom Bharat Sanchar Nigam

Limited/ Bharat Sanchar Nigam Ltd +B/S/N/L/ also *oasts itsel% %or o%%ering other

intelligent networ ser$ices lie toll %ree calling, Tele $oting and "remi!m calling ser$ices

also/ Bharat Sanchar Nigam Ltd +B/S/N/L/ also o%%ers &nternet connection/ &% #o! ha$e a

%i@ed line tele"hone connection %rom Bharat Sanchar Nigam Ltd +B/S/N/L/ #o! can !se

this line %or &nternet connecti$it#/ This is technicall# nown as the dial !" connection/ o!

can also *e a s!*scri*er %or Bharat Sanchar Nigam Ltd +B/S/N/L/ *road*and connecti$it#,

which is a$aila*le in the maret !nder the trade name o% Data one/ The *road*and

connecti$it# is 9!ite ad$antageo!s o$er the dial !" connection/ &t has a good s"eed and #o!

can !"load or download images and $ideos at a %aster "ace/ There are $ario!s "lans %or the

*road*and connecti$it# so that #o! can choose according to #o!r need and "ocet/ There

are 2: telecom circles %or Bharat Sanchar Nigam Ltd +B/S/N/L// The two metro districts

BABASAB PATIL 2:


25/98


%or Bharat Sanchar Nigam Ltd +B/S/N/L/ lies in (hennai and Kolata/ There are also ;

"ro8ect circles %or Bharat Sanchar Nigam Ltd +B/S/N/L/ in &ndia in the : 3ones as well as

in .!ne/ S"eciali3ed telecom !nits %or Bharat Sanchar Nigam Ltd +B/S/N/L/ incl!de Data

Networs, !alit# ass!rance, national center %ore electronic switching as well as Technical

and de$elo"ment circle/

n cto*er 1, 2JJJ the De"artment o% Telecom "erations, -o$ernment o% &ndia *ecame

a cor"oration and was renamed Bharat Sanchar Nigam Limited +B/S/N/L// Bharat Sanchar

Nigam Ltd +B/S/N/L/ is now &ndia


26/98


Toda#, +* 7 9)* 4!.3 -++ +' 9+( *'';7' (;(+*0 4 -++ WLL (;(+*0

2#.1 M++ GSM C;(+*0 -/' *7 3!3"2 +&' '&(7


27/98


million +US Q 1:/7 *illion/ Bharat Sanchar Nigam Ltd +B/S/N/L/ "lans to e@"and its

c!stomer *ase %rom "resent : millions lines to 12; million lines *# Decem*er 2JJ and

in%rastr!ct!re in$estment "lan to the t!ne o% Rs/ 77 crores +USQ 1/ million in the ne@t

three #ears/ The t!rno$er, nationwide co$erage, reaches, com"rehensi$e range o% telecom

ser$ices and the desire to e@cel has made Bharat Sanchar Nigam Ltd +B/S/N/L/ the No/ 1

Telecom (om"an# o% &ndia/

M:/ P0'/ + *''(--)+(*+ +)*/0

There are three t#"es o% "la#ers in telecom ser$ices4

State owned com"anies +BSNL and )TNL

.ri$ate &ndian owned com"anies +Reliance &n%ocomm, Tata Teleser$ices,

5oreign in$ested com"anies +0oda%one, Bharti Tele0ent!res, &dea (ell!lar, B.L

)o*ile, S"ice (omm!nication

BABASAB PATIL 2


28/98


BABASAB PATIL 2G


29/98


B7/* S(7/ N+B.S.N.L.? P7+;70

"#s#o

To *ecome the largest telecom Ser$ice .ro$ider in Asia

M#ss#o

To "ro$ide world class Stateo%art technolog# telecom ser$ices to its c!stomers on

demand at com"etiti$e "rices

To "ro$ide worldclass telecom in%rastr!ct!re in its area o% o"eration and to contri*!te to

the growth o% the co!ntr#'s econom#

O$%ec'es

To *e a Lead Telecom Ser$ices .ro$ider

To "ro$ide 9!alit# and relia*le %i@ed telecom ser$ice to o!r c!stomer and there *# increase

c!stomer's con%idence

To "ro$ide mo*ile tele"hone ser$ice o% high 9!alit# and *ecome no/ 1 -S) o"erator in its

area o% o"eration

To "ro$ide "oint o% interconnection to other ser$ice "ro$ider as "er their re9!irement

"rom"tl#

To %acilitate R C D acti$it# in the co!ntr#

(ontri*!te towards4

National .lan Target o% ;JJ millions!*scri*er *ases %or the co!ntr# *# Decem*er 2J1J/

Broad*and c!stomers *ase o% 2J million in &ndia *# 2J1J as "er Broad*and .olic# 2JJ:/

.ro$iding tele"hone connection in $illages as "er go$ernment "ro"osition

&m"lementation o% Tri"le "la# as a reg!lar commercial "ro"osition

BABASAB PATIL 2F


30/98


TELECOM COMPANIES MAR%ET SHARES IN INDIA

C-;0 M++ S)9

>N, 2##5?

K S7/'

BSNL :J/7 ;G/G

Reliance /1 G/F

Bharti ;/ G/7

)TNL :/F /2

0oda%one 2/F :/2

&dea (ell!lar 2/1 7/J

B.L 1/: 2/1

Tata Teleser$ices 1/7 1/F

S"ice 1/J 1/:Escotel J/G 1/1

5ascel J/G 1/1

Airtel J/F 1/:

He@acom J/2 J/7

Sh#am Telelin J/1 J/2

H#s&o(y of Bha(a& Sacha( N#!a) L&* +B,S,N,L,

A *rie% histor# o% BSNL4 This telecomm!nication ser$ice was originall# %o!nded *# the

British d!ring the 1Fth cent!r#/ The BSNL was once a "art o% the .ost and Telegra"h

BABASAB PATIL 7J


31/98


De"artment o% &ndia/ .re$io!sl# BSNL !sed to o"erate in the whole co!ntr# *!t later on

too o$er the o"erations in New Delhi and )!m*ai/ .resentl# Bharat Sanchar Nigam

Limited %!nctions as a "!*lic sector domain/ Toda# BSNL also has its regional o%%ices in

$ario!s locations thro!gho!t the co!ntr#/

F/- P* T''PT? * D';/*-'* T''(--)+(*+ >DT?

Till 71st Decem*er 1FG:, the .osts and Telegra"hs De"artment managed the "ostal,

telegra"h and tele"hone ser$ices/ &n Ian!ar# 1FG;, two se"arate De"artments %or the .osts

and the Telecomm!nications were created/ The Acco!ntant -eneral o% the .CT, initiall#,

maintained the acco!nts o% the de"artment/ Howe$er, *# A"ril 1F2, the

telecomm!nications acco!nts were se"arated/ Sim!ltaneo!sl# the de"artment also started

"re"aring the *alance sheet ann!all#/ ith the taeo$er o% the acco!nts %rom the a!dit and

delegation o% larger %inancial "owers to the %ield !nits, internal 5inancial Ad$isers were

"osted to all the circles and !nits/

DEPARTMENT OF TELECOMMUNICATIONS >DT?

The Telecomm!nication Board consisted o% the Secretar# Telecomm!nications, who was

the (hairman with )em*er +5inance, )em*er +"erations, )em*er +De$elo"ment,

)em*er +.ersonnel and )em*er +Technolog#/ The Telecom (ommission was

constit!ted in 1FGF/ The (ommission has the DoT Secretar# as its (hairman with )em*er

+Ser$ices, )em*er +Technolog# and )em*er +5inance as its %!ll time mem*ers/ The

Secretar# +5inance, Secretar# +DoE, Secretar# +&nd!stries and Secretar# +.lanning

(ommission are "art time mem*ers o% the (ommission/ The De"artment in 1FG

reorganised the Telecomm!nication (ircles with the Secondar# Switching Areas as *asic

!nits/ This was im"lemented in a "hased manner/ Bom*a# and Delhi Tele"hones werese"arated to create the new entit# called )ahanagar Tele"hone Nigam Ltd/ +)TNL/ The

ser$ices o% the De"artment o% Telecom Ser$ices +DTS and De"artment o% Telecom

"erations +DT were "ro%essional3ed on 1st cto*er 2JJJ with the name Bharat

Sanchar Nigam Limited +BSNL/ The mae o$er co!ld *e made si@ months earlier than the

BABASAB PATIL 71


32/98


"ro"osed date o% 1:2JJ1, d!e to the wholehearted s!""ort gi$en *# N5TE and other

5ederations/

Histor# o% &ndian Telecomm!nications &nd!str#

ear E$ents1G;1 5irst o"erational land lines were laid *# the go$ernment near (alc!tta +seat

BABASAB PATIL 72


33/98


o% British "ower

1GG1 Tele"hone ser$ice introd!ced in &ndia

1GG7 )erger with the "ostal s#stem

1F27 5ormation o% &ndian Radio Telegra"h (om"an# +&RT

1F72 )erger o% ET( and &RT into the &ndian Radio and (a*le (omm!nication

(om"an# +&R((

1F: Nationali3ation o% all %oreign telecomm!nication com"anies to %orm the

.osts, Tele"hone and Telegra"h +.TT, a mono"ol# r!n *# the go$ernment's

)inistr# o% (omm!nications

1FG; De"artment o% Telecomm!nications +DT esta*lished, an e@cl!si$e "ro$ider

o% domestic and longdistance ser$ice that wo!ld *e its own reg!lator +se"arate

%rom the "ostal s#stem

1FG (on$ersion o% DT into two wholl# go$ernmentowned com"anies4 the

0idesh Sanchar Nigam Limited +0SNL %or international telecomm!nications

and )ahanagar Tele"hone Nigam Limited +)TNL %or ser$ice in metro"olitan

areas/1FF Telecom Reg!lator# A!thorit# o% &ndia created/

1FFF

(ell!lar Ser$ices are la!nched in &ndia/ New National Telecom .olic# is

ado"ted/

2JJJ De"artment o% Telecomm!nication *ecomes a cor"oration, BSNL

Data anal#sis +c!stomer satis%action s!r$e#

Diagram no/1

BABASAB PATIL 77


34/98


duration of using the services

14 28.0 28.0 28.0

15 30.0 30.0 58.0

10 20.0 20.0 78.0

11 22.0 22.0 100.0

50 100.0 100.0

1-5 years

5-10 years

10-15 years

15 and more

Total

Valid

Frequency Percent Valid Percent

Cumulatie

Percent

duration o! usin" t#e serices

duration o! usin" t#e serices

15 and more10-15 years5-10 years1-5 years

F r e q u e n c y

1$

14

12

10

8

$

4

2

0

The %irst 9!estion that we ased the c!stomers was a*o!t the d!ration o% their association

with BSNL to which the# re"lied as %ollows4

2G o% the c!stomers were associated with the com"an# %or 1; #ears

7J o% the c!stomers were associated with the com"an# %or ;1J #ears

2J o% the c!stomers were associated with the com"an# %or 1J1; #ears

22 o% the c!stomers were associated with the com"an# %or 1; #ears or more

BABASAB PATIL 7:


35/98


Diagram no/2

satisfied with the services

5 10.0 10.0 10.0

22 44.0 44.0 54.0

14 28.0 28.0 82.0

7 14.0 14.0 %$.0

2 4.0 4.0 100.0

50 100.0 100.0

ery satis!ied

satis!ied

moderately satis!ied

dissatis!ied

ery dissatis!ied

Total

ValidFrequency Percent Valid Percent

Cumulatie

Percent

satis!ied &it# t#e serices

satis!ied &it# t#e serices

ery dissatis!ied

dissatis!ied

moderately satis!ied

satis!ied

ery satis!ied

F r e q u e n

c y

30

20

10

0

To the 9!estion a*o!t i% the c!stomers were satis%ied with the ser$ice "ro$ided4

• 1J o% the c!stomers were $er# satis%ied

• :: o% the c!stomers were satis%ied

• 2G o% the c!stomers were moderatel# satis%ied

• 1: o% the c!stomers were dissatis%ied

• : o% the c!stomers were $er# dissatis%ied

BABASAB PATIL 7;


36/98


Diagram no/7

reasons for dissatisfaction

5 10.0 10.0 10.0

13 2$.0 2$.0 3$.0

11 22.0 22.0 58.0

8 1$.0 1$.0 74.0

13 2$.0 2$.0 100.0

50 100.0 100.0

'oor quality o!

si"nal or net&or(

'oor oice clarity

#i"#er cost

)illin" error

'oor customer

care serices

Total

Valid


Cumulatie

Percent

reasons !or dissatis!action

reasons !or dissatis!action

'oor customer care s

)illin" error

#i"#er cost

'oor oice clarity

'oor quality o! si"n

F r e q u e n c y

14

12

10

8

$

4

2

0

To the 9!estion a*o!t the reasons %or dissatis%action amongst the c!stomers4

• 1J o% the c!stomers stated "oor 9!alit# o% networ

• 2 o% the c!stomers stated "oor $oice 9!alit#

• 22 o% the c!stomers stated high costs

• 1 o% the c!stomers stated errors in *illing

BABASAB PATIL 7


37/98


• 2 o% the c!stomers stated "oor c!stomer care ser$ices

Diagram no/:

are you satisfied with the pricing of products

2$ 52.0 52.0 52.0

24 48.0 48.0 100.0

50 100.0 100.0

yes

no

Total

Valid


Cumulatie

Percent

are you satis!ied &it# t#e 'ricin" o! 'roducts

are you satis!ied &it# t#e 'ricin" o! 'roducts

noyes

F r e q u e n c y

30

20

10

0

To the 9!estion on the "ricing o% the "rod!cts4

• ;2 o% the c!stomers said that the# were satis%ied

• :G o% the c!stomers said that were dissatis%ied

BABASAB PATIL 7


38/98


Diagram no/;

rate the representative on being courteous

1 2.0 2.0 2.0

12 24.0 24.0 2$.0

27 54.0 54.0 80.0$ 12.0 12.0 %2.0

4 8.0 8.0 100.0

50 100.0 100.0

e*cellent

ery "ood

!air 'oor

moderate

Total

Valid


Cumulatie

Percent

rate t#e re'resentatie on )ein" courteous

rate t#e re'resentatie on )ein" courteous

moderate'oor !air ery "oode*cellent

F r e q

u e n c y

30

20

10

0

To the 9!estion on the co!rteo!sness o% the re"resentati$e4

BABASAB PATIL 7G


39/98


• 2 o% the c!stomers rated them e@cellent

• 2: o% the c!stomers rated them as $er# good

• ;: o% the c!stomers rated them as %air

•

12 o% the c!stomers rated them "oor • G o% the c!stomers rated them moderate

Diagram no/

rate the representative on having knowledge

2 4.0 4.0 4.0

5 10.0 10.0 14.0

18 3$.0 3$.0 50.0

18 3$.0 3$.0 8$.0

5 10.0 10.0 %$.0

2 4.0 4.0 100.0

50 100.0 100.0

e*cellentery "ood

!air

'oor

moderate

$.00

Total

Valid


Cumulatie

Percent

BABASAB PATIL 7F


40/98


rate t#e re'resentatie on #ain" (no&led"e

rate t#e re'resentatie on #ain" (no&led"e

$.00moderate'oor !air ery "oode*cellent

F r e

q u e n c y

20

10

0

To rate the re"resentati$e on the nowledge that the# "ossessed4

• : o% the c!stomers rated them e@cellent on this trait

• 1J o% the c!stomers rated them as $er# good on this trait

• 7 o% the c!stomers rated them as %air on this trait

• 7 o% the c!stomers rated them as "oor on this trait

• 1J o% the c!stomers rated them as moderate on this trait

Diagram no/

waiting period before speaking to the representative

8 1$.0 1$.0 1$.0

21 42.0 42.0 58.0

1$ 32.0 32.0 %0.0

5 10.0 10.0 100.0

50 100.0 100.0

&as ta(en care

immediately

&it#in 5-10 minutes

more t#an 10 minutes

not ta(en care o!

Total


Cumulatie

Percent

BABASAB PATIL :J


41/98


&aitin" 'eriod )e!ore s'ea(in" to t#e re'resentatie

&aitin" 'eriod )e!ore s'ea(in" to t#e re'resentatie

not ta(en care o!

more t#an 10 minutes

&it#in 5-10 minutes

&as ta(en care immed

F r e q u e n c y

30

20

10

0

To the 9!estion on the waiting "eriod *e%ore getting to s"ea to the re"resentati$e4

• 1 o% the c!stomers said that their 9!eries were taen care o% immediatel#

• :2 o% the c!stomers said that their 9!eries were taen care o% in ;1J mins

• 72 o% the c!stomers said that their 9!eries were taen care o% a%ter 1J mins

• 1J o% the c!stomers said that their 9!eries were not taen care o%

Diagram no/G

BABASAB PATIL :1


42/98


time taken to solve the problem

10 20.0 20.0 20.0

18 3$.0 3$.0 5$.0

15 30.0 30.0 8$.0

5 10.0 10.0 %$.0

1 2.0 2.0 %8.0

1 2.0 2.0 100.0

50 100.0 100.0

immediately resoled

)et&een 2-3 days

)et&een 3-5 days

more t#an a &ee(

t#e 'ro)lem is still

resoled

8.00

Total

Valid


Cumulatie

Percent

time ta(en to sole t#e 'ro)lem

time ta(en to sole t#e 'ro)lem

8.00

t#e 'ro)lem is still

more t#an a &ee(

)et&een 3-5 days

)et&een 2-3 days

immediately resoled

F r e q u e n

c y

20

10

0

To the 9!estion on the time taen to sol$e their 9!er# *# the re"resentati$e4

• 2J o% the c!stomers said that their 9!er# was immediatel# resol$ed

• 7 o% the c!stomers said that their 9!er# was resol$ed in 27 da#s

• 7J o% the c!stomers said that their 9!er# was resol$ed in 7; da#s

• 1J o% the c!stomers said that their 9!er# was resol$ed a%ter a wee

• 2 o% the c!stomers said that their 9!er# was #et to *e resol$ed

BABASAB PATIL :2


43/98


Diagram no/F

would you like to retain the services

2% 58.0 58.0 58.0

20 40.0 40.0 %8.0

1 2.0 2.0 100.0

50 100.0 100.0

yes

no

%.00

Total

Valid

Frequency Percent Valid PercentCumulatie

Percent

&ould you li(e to retain t#e serices

&ould you li(e to retain t#e serices

%.00noyes

F r e q

u e n c y

40

30

20

10

0

To the 9!estion on whether the c!stomers wo!ld want to contin!e with the ser$ices o% the

com"an#4

• ;G o% the c!stomers said #es

• :J o% the c!stomers said no

• 2 o% the c!stomers were not s!re

BABASAB PATIL :7


44/98


Diagram no/1J

would you recommend the BSNL products & servces to others

30 $0.0 $0.0 $0.0

20 40.0 40.0 100.0

50 100.0 100.0

yes

no

Total

Valid


Cumulatie

Percent

&ould you recommend t#e +,-. 'roducts / serces to ot#ers

&ould you recommend t#e +,-. 'roducts / serces to ot#ers

noyes

F r e

q u e n c y

40

30

20

10

0

To the 9!estion i% the c!stomers wo!ld lie to recommend the "rod!cts and ser$ices to

others4

• J said the# wo!ld

• :J said the# wo!ld not

BABASAB PATIL ::


45/98


Diagram no/11

i believe BSNL deserves my loyalty

30 $0.0 $0.0 $0.0

20 40.0 40.0 100.0

50 100.0 100.0

yes

no

Total


Cumulatie

Percent

i )eliee +, deseres my loyalty

i )eliee +, deseres my loyalty

noyes

F r e q u e n c y

40

30

20

10

0

To the 9!estion whether the c!stomer %elt that the# %elt that BSNL deser$es their lo#alt#4

• J said #es

• :J said no

BABASAB PATIL :;


46/98


Diagram no/12

my loyalty to BSNL has grown stronger over the past years

27 54.0 54.0 54.0

23 4$.0 4$.0 100.0

50 100.0 100.0

yes

no

Total


Cumulatie

Percent

my loyalty to +,. #as "ro&n stron"er oer t#e 'ast years

my loyalty to +,. #as "ro&n stron"er oer t#e 'ast years

noyes

F r e q u e n c y

30

20

10

0

The last 9!estion in the s!r$e# amongst the c!stomers was whether their lo#alt# to BSNL

had grown stronger to which the res"onse was as %ollows4

• ;: o% the c!stomers agreed

• : o% the c!stomers disagreed

BABASAB PATIL :


47/98


D* 0+ >J9 *+(*+ )/,'0?

Diagram no/1fair amount paid for the work done

$ 12.0 12.0 12.0

1 2.0 2.0 14.0

4 8.0 8.0 22.0

17 34.0 34.0 5$.0

22 44.0 44.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total


Cumulatie

Percent

BABASAB PATIL

!air amount 'aid !or t#e &or( done

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree ery muc#

:


48/98


&n the em"lo#ee s!r$e# on their 8o* satis%action, the %irst 9!estion was the %airness o% the

salar# "aid to which the em"lo#ees re"lied as %ollows4

• 12 o% the em"lo#ees disagreed $er# m!ch

• 2 o% the em"lo#ees disagreed slightl#

• G o% the em"lo#ees agreed slightl#

• 7: o% the em"lo#ees agreed moderatel#

• :: o% the em"lo#ees agreed $er# m!ch

Diagram no/2

little chance for promotion

% 18.0 18.0 18.0

% 18.0 18.0 3$.0

5 10.0 10.0 4$.0

8 1$.0 1$.0 $2.0

10 20.0 20.0 82.0

% 18.0 18.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

BABASAB PATIL :G


49/98


little c#ance !or 'romotion

a"ree ery muc#

a"ree moderately

a"ree sli"#tlydisa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

To the 9!estion on whether the# %elt i% there was little chance %or "romotion4

• 1G o% the em"lo#ees disagreed $er# m!ch

• 1G o% the em"lo#ees disagreed moderatel#

• 1J o% the em"lo#ees disagreed slightl#

• 1 o% the em"lo#ees agreed slightl#

• 2J o% the em"lo#ees agreed moderatel#

• 1G o% the em"lo#ees agreed $er# m!ch

Diagram no/7

BABASAB PATIL :F


50/98


supervisor is competent in doing his job

3 $.0 $.0 $.0

2 4.0 4.0 10.0

1% 38.0 38.0 48.0

2$ 52.0 52.0 100.0

50 100.0 100.0

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

su'erisor is com'etent in doin" #is o)

a"ree ery muc#a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

n whether the# %elt i% the s!"er$isor is com"etent in doing his 8o*, the %ollowing was theres"onse4

• o% the em"lo#ees disagreed slightl#

• : o% the em"lo#ees agreed slightl#

• 7G o% the em"lo#ees agreed moderatel#

• ;2 o% the em"lo#ees agreed $er# m!ch

BABASAB PATIL ;J


51/98


Diagram no/:

not satisfied with the benifits i receive

30 $0.0 $0.0 $0.0

5 10.0 10.0 70.0

3 $.0 $.0 7$.0

4 8.0 8.0 84.0

5 10.0 10.0 %4.0

3 $.0 $.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Percent

not satis!ied &it# t#e )eni!its i receie

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the# were satis%ied with the *ene%its the# recei$ed4

• J o% the em"lo#ees disagreed $er# m!ch

• 1J o% the em"lo#ees disagreed moderatel#


• G o% the em"lo#ees agreed slightl#


BABASAB PATIL ;1


52/98


• o% the em"lo#ees agreed $er# m!ch

Diagram no/;

rules restrict from doing a good job

10 20.0 20.0 20.0

5 10.0 10.0 30.0

8 1$.0 1$.0 4$.0

% 18.0 18.0 $4.0

7 14.0 14.0 78.0

11 22.0 22.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

rules restrict !rom doin" a "ood o)

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

&% whether the r!les were restricting them %rom doing a good 8o*4

• 2J o% the em"lo#ees disagreed $er# m!ch



• 1G o% the em"lo#ees agreed slightl#

BABASAB PATIL ;2


53/98



• 22 o% the em"lo#ees agreed $er# m!ch

Diagram no/

i like the people i work with

2 4.0 4.0 4.0

1% 38.0 38.0 42.0

2% 58.0 58.0 100.0

50 100.0 100.0

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

i li(e t#e 'eo'le i &or( &it#

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

To the 9!estion whether the em"lo#ees lied the "eo"le the# wored with4

• : o% the em"lo#ees agreed slightl#


• ;G o% the em"lo#ees agreed $er# m!ch

BABASAB PATIL ;7


54/98


Diagram no/

i sometime feel my job is meaningless

42 84.0 84.0 84.0

3 $.0 $.0 %0.0

3 $.0 $.0 %$.0

2 4.0 4.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

a"ree sli"#tly

a"ree moderately

Total

Valid


Cumulatie

Percent

i sometime !eel my o) is meanin"less

a"ree moderately

a"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

To the 9!estion i% the em"lo#ees sometimes %ind their 8o* meaningless4

BABASAB PATIL ;:


55/98


• G: o% the em"lo#ees disagreed $er# m!ch

• o% the em"lo#ees disagreed moderatel#

• o% the em"lo#ees agreed slightl#

•

: o% the em"lo#ees agreed moderatel#

Diagram no/G

communication is good within the organisation

1 2.0 2.0 2.0

3 $.0 $.0 8.0

2 4.0 4.0 12.0

2 4.0 4.0 1$.0

1% 38.0 38.0 54.0

23 4$.0 4$.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

communication is "ood &it#in t#e or"anisation

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

To the 9!estion whether the internal comm!nication o% the organi3ation was good4

BABASAB PATIL ;;


56/98




• : o% the em"lo#ees disagreed slightl#

•

: o% the em"lo#ees agreed slightl#• 7G o% the em"lo#ees agreed moderatel#

• : o% the em"lo#ees agreed $er# m!ch

Diagram no/F

raises r too few and far between

4 8.0 8.0 8.01 2.0 2.0 10.0

% 18.0 18.0 28.0

8 1$.0 1$.0 44.0

1$ 32.0 32.0 7$.0

12 24.0 24.0 100.0

50 100.0 100.0

disa"ree ery muc#disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

raises r too !e& and !ar )et&een

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

BABASAB PATIL ;


57/98


To the 9!estion on whether the raises are too %ew and %ar *etween4

• G o% the em"lo#ees disagreed $er# m!ch

• 2 o% the em"lo#ees disagreed moderatel#

• 1G o% the em"lo#ees disagreed slightl#


• 72 o% the em"lo#ees agreed moderatel#

• 2: o% the em"lo#ees agreed $er# m!ch

Diagram no/1J

fair jobs, fair promotions

1$ 32.0 32.0 32.0

4 8.0 8.0 40.0

8 1$.0 1$.0 5$.0

5 10.0 10.0 $$.0

10 20.0 20.0 8$.0

7 14.0 14.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Percent

BABASAB PATIL ;


58/98


!air o)s !air 'romotions

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

To the 9!estion on %air 8o*, %air "romotion4


• G o% the em"lo#ees disagreed moderatel#


• 1J o% the em"lo#ees agreed slightl#



Diagram no/11

supervisor unfair to me

44 88.0 88.0 88.0

4 8.0 8.0 %$.0

2 4.0 4.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

a"ree moderately

Total

Valid


Cumulatie

Percent

BABASAB PATIL ;G


59/98


su'erisor un!air to me

a"ree moderately

disa"ree moderately

disa"ree ery muc#

hether the s!"er$isor was !n%air to the em"lo#ee4

• GG o% the em"lo#ees disagreed $er# m!ch


• : o% the em"lo#ees agreed moderatel#

Diagram no/12

BABASAB PATIL ;F


60/98


benefits are good compaired to other organisation

2 4.0 4.0 4.0

7 14.0 14.0 18.0

3 $.0 $.0 24.0

11 22.0 22.0 4$.0

10 20.0 20.0 $$.0

17 34.0 34.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

)ene!its are "ood com'aired to ot#er or"anisation

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

To the 9!estion on whether the *ene%its are good com"ared to other organi3ations4

• : o% the em"lo#ees disagreed $er# m!ch

• 1: o% the em"lo#ees disagreed moderatel#

•

o% the em"lo#ees disagreed slightl#• 22 o% the em"lo#ees agreed slightl#



BABASAB PATIL J


61/98


Diagram no/17

my work not appreciated

1$ 32.0 32.0 32.0

8 1$.0 1$.0 48.0

7 14.0 14.0 $2.0

$ 12.0 12.0 74.0

8 1$.0 1$.0 %0.0

5 10.0 10.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total


Cumulatie

Percent

my &or( not a''reciated

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the wor o% the em"lo#ee was *eing a""reciated4



• 1: o% the em"lo#ees disagreed slightl#



• 1J o% the em"lo#ees agreed $er# m!ch

BABASAB PATIL 1


62/98


Diagram no/1:

the efforts of my job are blocked by red tape

27 54.0 54.0 54.0

% 18.0 18.0 72.0

7 14.0 14.0 8$.0

1 2.0 2.0 88.0

3 $.0 $.0 %4.0

3 $.0 $.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

t#e e!!orts o! my o) are )loc(ed )y red ta'e

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the e%%orts o% the 8o* o% the em"lo#ee are *loced *# red ta"e4

• ;: o% the em"lo#ees disagreed $er# m!ch



BABASAB PATIL 2


63/98



• o% the em"lo#ees agreed moderatel#


Diagram no/1;

incompetence of other people makes me work harder

17 34.0 34.0 34.0

8 1$.0 1$.0 50.0

7 14.0 14.0 $4.0

5 10.0 10.0 74.0

7 14.0 14.0 88.0

$ 12.0 12.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

incom'etence o! ot#er 'eo'le ma(es me &or( #arder

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly disa"ree moderately

disa"ree ery muc#

n whether the incom"etence o% the other "eo"le maes the em"lo#ee wor harder4

• 7: o% the em"lo#ees disagreed $er# m!ch


BABASAB PATIL 7


64/98





•

12 o% the em"lo#ees agreed $er# m!ch

Diagram no/1

the goals of this org are not clear to me

3$ 72.0 72.0 72.0

3 $.0 $.0 78.0

4 8.0 8.0 8$.03 $.0 $.0 %2.0

3 $.0 $.0 %8.0

1 2.0 2.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tlya"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

t#e "oals o! t#is or" are not clear to me

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n the 9!estion whether the goals o% the organi3ation are clear to the em"lo#ee4

BABASAB PATIL :


65/98




• G o% the em"lo#ees disagreed slightl#

•

o% the em"lo#ees agreed slightl#• o% the em"lo#ees agreed moderatel#


Diagram no/1

people get ahead as fast here as they do in other places

8 1$.0 1$.0 1$.0% 18.0 18.0 34.0

5 10.0 10.0 44.0

17 34.0 34.0 78.0

8 1$.0 1$.0 %4.0

3 $.0 $.0 100.0

50 100.0 100.0


disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

eo'le "et a#ead as !ast #ere as t#ey do in ot#er 'laces

a"ree ery muc#

a"ree moderately

a"ree sli"#tly disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

BABASAB PATIL ;


66/98


n whether growth "ros"ects are as good as it is in other "laces4




• 7: o% the em"lo#ees agreed slightl#



Diagram no/1G

my supervisor shows too little interest in the feelings of the sub

30 $0.0 $0.0 $0.0

4 8.0 8.0 $8.0

$ 12.0 12.0 80.0

$ 12.0 12.0 %2.0

3 $.0 $.0 %8.0

1 2.0 2.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

BABASAB PATIL


67/98


u'erisor s#o&s too little interest in t#e !eelin"s o! t#e su

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n the 9!estion o% the s!"er$isor showing too little %eelings %or others4

• J o% the em"lo#ees disagreed $er# m!ch



•12 o% the em"lo#ees agreed slightl#

• o% the em"lo#ees agreed moderatel#


Diagram no/1F

BABASAB PATIL


68/98


the benefits package we have is equitable

4 8.0 8.0 8.0

1 2.0 2.0 10.0

7 14.0 14.0 24.0

% 18.0 18.0 42.0

1$ 32.0 32.0 74.0

13 2$.0 2$.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

t#e )ene!its 'ac(a"e &e #ae is equita)le

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n the 9!estion whether the *ene%its "acage is e9!ita*le4







Diagram no/2J

BABASAB PATIL G


69/98


there r few rewards for those who work here

7 14.0 14.0 14.0

3 $.0 $.0 20.0

% 18.0 18.0 38.0

8 1$.0 1$.0 54.0

10 20.0 20.0 74.0

13 2$.0 2$.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

t#ere r !e& re&ards !or t#ose o &or( #ere

a"ree ery muc#

a"ree moderately

a"ree sli"#tl y

disa"ree sli"# tly

disa"ree moderately

disa"ree ery muc#

n the 9!estion i% there are %ew rewards %or the em"lo#ees4

• 1: o% the em"lo#ees disagreed $er# m!ch


• 1G o% the em"lo#ees disagreed slightl#




BABASAB PATIL F


70/98


Diagram no/21

i have too much to do at work

4 8.0 8.0 8.0

4 8.0 8.0 1$.0

5 10.0 10.0 2$.0

11 22.0 22.0 48.0

14 28.0 28.0 7$.0

12 24.0 24.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Percent

i #ae too muc# to do at &or(

a"ree ery muc#

a"ree moderatelya"ree sli"# tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the em"lo#ees ha$e too m!ch wor to do4






BABASAB PATIL J


71/98



Diagram no/22

i enjoy my coworkers

1 2.0 2.0 2.0

5 10.0 10.0 12.0

13 2$.0 2$.0 38.0

31 $2.0 $2.0 100.0

50 100.0 100.0

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

i enoy my co&or(ers

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

n the en8o#ment with coworers4



BABASAB PATIL 1


72/98




Diagram no/27

i often feel that i donot know what is going on with the org

23 4$.0 4$.0 4$.0

5 10.0 10.0 5$.0

4 8.0 8.0 $4.0

% 18.0 18.0 82.0

4 8.0 8.0 %0.0

5 10.0 10.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

!ten !eel t#at i donot (no& at is "oin" on &it# t#e or"

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n the %eeling that the em"lo#ee ma# ha$e that he does not now what is going on in the

organi3ation4



BABASAB PATIL 2


73/98


• G o% the em"lo#ees disagreed slightl#


• G o% the em"lo#ees agreed moderatel#

•

1J o% the em"lo#ees agreed $er# m!ch

Diagram no/2:

i feel a sense of pride in doing my job

1 2.0 2.0 2.0

5 10.0 10.0 12.0

% 18.0 18.0 30.0

35 70.0 70.0 100.0

50 100.0 100.0

disa"ree ery muc#

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

i !eel a sense o! 'ride in doin" my o)

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree ery muc#

n whether the em"lo#ees %eel a sense o% "ride in doing the 8o*4


BABASAB PATIL 7


74/98




• J o% the em"lo#ees agreed $er# m!ch

Diagram no/2;

i feel satisfied with my chances for salary increases

1 2.0 2.0 2.02 4.0 4.0 $.0

2 4.0 4.0 10.0

7 14.0 14.0 24.0

% 18.0 18.0 42.0

2% 58.0 58.0 100.0

50 100.0 100.0


disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

i !eel satis!ied &it# my c#ances !or salary increases

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

BABASAB PATIL :


75/98


n %eeling satis%ied %or the chances o% increasing the salar#4


• : o% the em"lo#ees disagreed moderatel#


• 1: o% the em"lo#ees agreed slightl#


• ;G o% the em"lo#ees agreed $er# m!ch

Diagram no/2

i like my supervisor

1 2.0 2.0 2.0

2 4.0 4.0 $.0

1 2.0 2.0 8.0

3 $.0 $.0 14.0

12 24.0 24.0 38.0

31 $2.0 $2.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Percent

BABASAB PATIL ;


76/98


i li(e my su'erisor

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the em"lo#ee lies his s!"er$isor4




• o% the em"lo#ees agreed slightl#



Diagram no/2

i have too much paper work

11 22.0 22.0 22.0

4 8.0 8.0 30.0

11 22.0 22.0 52.0

10 20.0 20.0 72.0

7 14.0 14.0 8$.0

7 14.0 14.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid Frequency Percent Valid Percent

Cumulatie

Percent

BABASAB PATIL


77/98


i #ae too muc# 'a'er &or(

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the em"lo#ees ha$e too m!ch "a"er wor4



•22 o% the em"lo#ees disagreed slightl#




Diagram no/2G

BABASAB PATIL


78/98


i dont feel my efforts r rewarded the way they should be

13 2$.0 2$.0 2$.0

% 18.0 18.0 44.0

3 $.0 $.0 50.0

14 28.0 28.0 78.0

8 1$.0 1$.0 %4.0

3 $.0 $.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

dont !eel my e!!orts r re&arded t#e &ay t#ey s#ould )e

a"ree ery muc#

a"ree m oderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree m oderately

disa"ree ery muc#

n whether the em"lo#ees %eel that the# are not rewarded the wa# the# sho!ld4



•

o% the em"lo#ees disagreed slightl#• 2G o% the em"lo#ees agreed slightl#



BABASAB PATIL G


79/98


Diagram no/2F

im satisfied with my chances for promotion

8 1$.0 1$.0 1$.0

4 8.0 8.0 24.0

3 $.0 $.0 30.0

8 1$.0 1$.0 4$.0

% 18.0 18.0 $4.0

17 34.0 34.0 %8.0

1 2.0 2.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

$1.00

Total


Cumulatie

Percent

im satis!ied &it# my c#ances !or 'romotion

$1.00

a"ree ery muc#

a"ree moderately

a"ree sli"# tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the em"lo#ees is satis%ied with his chances %or "romotion4

•

1 o% the em"lo#ees disagreed $er# m!ch• G o% the em"lo#ees disagreed moderatel#




BABASAB PATIL F


80/98



Diagram no/7J

ther is too much bickering and fighting at work

3$ 72.0 72.0 72.0

4 8.0 8.0 80.0

5 10.0 10.0 %0.0

2 4.0 4.0 %4.0

3 $.0 $.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

Total

Valid


Cumulatie

Percent

t#er is too muc# )ic(erin" and !i"#tin" at &or(

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether there is too m!ch *icering and %ighting at wor4




• : o% the em"lo#ees agreed moderatel#

BABASAB PATIL GJ


81/98



Diagram no/71

work assignments are not fully eplained

25 50.0 50.0 50.0

3 $.0 $.0 5$.0

5 10.0 10.0 $$.0

$ 12.0 12.0 78.0

% 18.0 18.0 %$.0

2 4.0 4.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

&or( assi"nments are not !ully e*'lained

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the wor assignments are not %!ll# e@"lained4

• ;J o% the em"lo#ees disagreed $er# m!ch



BABASAB PATIL G1


82/98




• : o% the em"lo#ees agreed $er# m!ch

Diagram no/72

i receive recognition for good job

2 4.0 4.0 4.0

2 4.0 4.0 8.0

8 1$.0 1$.0 24.0

11 22.0 22.0 4$.0

15 30.0 30.0 7$.0

12 24.0 24.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

i receie reco"nition !or "ood o)

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the em"lo#ees recei$e recognition %or a good 8o*4



BABASAB PATIL G2


83/98





•

2: o% the em"lo#ees agreed $er# m!ch

Diagram no/77

i like doing the things i do at work

$ 12.0 12.0 12.0

1 2.0 2.0 14.0

2 4.0 4.0 18.0

5 10.0 10.0 28.0

% 18.0 18.0 4$.0

27 54.0 54.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

i li(e doin" t#e t#in"s i do at &or(

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the em"lo#ees lie doing the things the# do at wor4



BABASAB PATIL G7


84/98





•

;: o% the em"lo#ees agreed $er# m!ch

Diagram no/7:

pay makes me feel unappeciated

27 54.0 54.0 54.0% 18.0 18.0 72.0

7 14.0 14.0 8$.0

4 8.0 8.0 %4.0

2 4.0 4.0 %8.0

1 2.0 2.0 100.0

50 100.0 100.0

disa"ree ery muc#

disa"ree moderately

disa"ree sli"#tly

a"ree sli"#tly

a"ree moderately

a"ree ery muc#

Total

Valid


Cumulatie

Percent

'ay ma(es me !eel una''eciated

a"ree ery muc#

a"ree moderately

a"ree sli"#tly

disa"ree sli"#tly

disa"ree moderately

disa"ree ery muc#

n whether the em"lo#ees %eel that the "a# maes them %eel !na""reciated4

BABASAB PATIL G:


85/98


• ;: o% the em"lo#ees disagreed $er# m!ch



•

G o% the em"lo#ees agreed slightl#• : o% the em"lo#ees ag

Project Report on Changedfdfd Management in the Public Sector at BSNL

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