QWL Manorama

8/9/2019 QWL Manorama

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ACKNOWLEDGEMENT

This creation acknowledges being pillared by some patronage,

some perspiration, some guidance, some intelligence and a lot of

inspiration. I nd it proper to ponder my obligations to my patrons and

peers.

First and foremost, I wish to express my gratitude to the lord

almighty for the graceful blessings to me.

I would like to express my heartful gratitude and thanks to

Mrs. R. INDRALEKHA, M.A, M.Ed, M.Phil, PGDSJMC, Principal,

Maharaa !ollege for "omen, Perundurai, permitting me to do this

proect work.

I extend my sincere thanks to Mr. P. PARAMANANDHAM, MBA,

M.A (Psy), M.A. (S!), M.A. (E"#), M.S!., M.Ed., BLIS, PGDHRM,

PGDMM, #ead of the department who encouraged me at all le$el, for

completion of this proect


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completion of this proect

CONTENTS

CHAPTER I

Introduction

(uality of work life ) * theoretical $iew

CHAPTER II

!ompany Prole

+i$isions

#uman &esource Planning

(uality of work life in Malayala Manorama

Product Prole

CHAPTER III


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*nalysis and Interpretations

Findings

-uggestions

!onclusion

BIBLIOGRAPH&

APPENDI'


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LIST O TABLES

S.No.

Title Page

No.

/ &esponsi$eness of super$isors

0 !o1operation between workgroups

2 The knowledge about the duties of an employee

3 The use of constructi$e feedback to impro$e

contribution

4 The respect of people in the organi5ation

6 The 7ow of routine information in the work place

8 The forum for the exchange of important information

9 The a$ailability of information

: The workers contribution to the missions of the

organi5ation


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/6 The maintenance of e=uipments

/8 Training in the organi5ation

/9 The established training goals and obecti$es

/: The workers knowledge about the skills which are

expected to use their current ob

0; *$ailability of time

0/ *$ailability of information

00 "orkers participation

02 The 7exibility of policies and procedures

03 pinion about layout

04 The reward for performance


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LIST O GRAPHS

S.No.

Title Page

No.

/ !o1operation between workgroups

0 *$ailability of information

2 Participation of workers in formulating specic goals and

obecti$es

3 rgani5ation ri$alry

4 *de=uacy of e=uipments

6 Maintenance of e=uipments

8 Training in the organi5ation

9 *$ailability of time for the employees

: "orkers participation

/; &eward for performance


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INTROD%CTION

A *+" is i#h-i+r -h" -h+ s/rd0, it is a pro$erb, which

clearly tells us, the importance of a good pen. * good pen in the sense,

a good writing, a denite focus on social problems, clear and

condence stand on writing. Thus, newspaper plays a maor role in any

country, to communicate with people. >ewspapers, lead the country,

by any application or obections, at right time and at right situation. It

is a media by which people are able to know the incidents occur in any

corner of the country. ?esides pro$iding information to its readers, a

newspaper aims at educating and leading the public at large and

protecting rights and freedom of the people.

* newspaper


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12li-y 3 Wr4 Li3+

The =uality of work life is the =uality of the relationship between

the employees and their work en$ironment which is such that an

employee has a signicant in7uence in shaping the organi5ational

en$ironment and the methods to increase not only to their moti$ation

and ob satisfaction, but also the producti$ity and the prots of the

organi5ation to which they belong. *ll employees can make signicant

contribution to the organi5ational obecti$es can cope with the

changing en$ironment and experience a feeling of satisfaction and

pride, besides, personal growth and opportunities. #ence =uality of

work life is a concept leading to pragmatic action1oriented

management approach in managing people.


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• !lassical design originally ga$e inade=uate attention to

human needs.

• The needs and aspirations of workers themsel$es were

changing.

O*-i"s A5il6l+ T M"#++"-

-e$eral options for sol$ing the problems regarding =uality of

work life were a$ailable to management.

• ea$e the ob as it is and employ only workers who like the

rigid en$ironment and routine specialisation of classical

design. >ot all workers obect to this form of work. -ome may

e$en relish it because of the security and task support that it

pro$ides.


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• &edesign obs to ha$e the attitudes desired by people, and

redesign organisations to ha$e the en$ironment desired by

people. This approach seeks to impro$e =uality of work life.

Cri-+ri 3r -h+ 12li-y 3 Wr4 Li3+

'ight maor conceptual categories are proposed, ranging from

ade=uate and fair compensation for work to the social rele$ance of

work, they pro$ide a framework for analy5ing the salient features of

the =uality of working life.

7. Ad+82-+ "d ir C*+"s-i"s

*de=uacy of compensation is a relati$e concept. There simply is

no consensus on obecti$e or subecti$e standards for udging the

ade=uacy of compensation. Fairness in compensation has $arious


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ir C*+"s-i"9

+oes the pay recei$ed for certain work bear an appropriate

relationship to the pay recei$ed for other workE

:. S3+ "d H+l-hy Wr4i"# C"di-i"s

egislation, union action, and employer concern ha$e resulted in

continually rising standards of satisfactory working conditions. *spects

of these impro$ements include reasonable hours enforced by a

standardi5ed normal work period beyond which premium pay is

re=uiredG physical working conditions that minimi5e risk of illness and

inuryG age limits imposed when work is potentially destructi$e to the

welfare of persons below Hor abo$e a certain age.

The general impro$ement in the =uality of working conditions


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enable employees to use and de$elop their skills and knowledge. -ome

of the ob =ualities necessary for this de$elopment follow


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A2-"y9

+oes the work permit substantial autonomy and self1control

relati$e to external controlsE

M2l-i*l+ S4ills9

+oes the work allow one to exercise a wide range of skills and

abilities rather than merely repeat the same narrow skillE

I"3r-i" "d P+rs*+!-i5+9

Is one allowed to obtain meaningful information about the total

work process and the results of his own action, so that he can

appreciate the rele$ance and conse=uences of his actionsE

Whl+ Ts4s9


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S+!2ri-y9

'mployment or income security associated with one-i"

-ince work and career are typically pursued within the

framework of social organisations, the nature of personal relationships

becomes another important dimension of the =uality of working life.

"hether the worker has a satisfying identity and experiences self )

esteem will be in7uenced by the following attributes in the climate of

his work place

r++d 3r Pr+?2di!+9

*cceptance of the worker for work ) related traits, skills, abilities,

and potential without regard to race, sex, creed and national origin, or


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The existence of upward mobility as re7ected, for example, by

the percentage of employees at any le$el who potentially could =ualify

for higher le$els.

S2**r-i5+ Priry Gr2*s9

Membership in face)to)face work groups marked by patterns of

reciprocal help, socio economical support and aDrmation of the

uni=ueness of each indi$idual.

C2"i-y9

The sense of community in work organisation that extends

beyond face ) to ) face work groups.

I"-+r*+rs"l *+""+ss9

The way members of the work organisation relate to one another


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The right to personal pri$acyG for example, with holding from the

employer information about workers< o@ ) the ) ob beha$iour or about

actions of members of his family .

r++ S*++!h9

The right to dissent openly from the $iews of superiors in the

organisation without fear of reprisal.

E82i-y9

The right to e=uitable treatment in all matters including the

employee compensation scheme, symbolic rewards and ob security.

D2+ Pr!+ss9

%o$ernance by the Krule of law< rather than the rule of men in


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at the expense of family, it is unclear whether this pattern is a cause or

symptom of deciencies in the family situation. -ometimes the

employing organisation is imposing demands that seriously a@ect the

employees< ability to perform other life roles, such as spouse or parent.

In other cases, howe$er, these demands are largely self ) imposed to

escape the responsibilities and strains of family roles. If work did not

absorb this time and energy, the person would shift his attention to

other pursuits outside the family, such as hobbies or ci$ic acti$ities.

. Th+ S!il R+l+5"!+ 3 Wr4 Li3+9

The socially benecial roles of the employing organisation and

the socially inurious e@ects of its acti$ities increasingly ha$e become

salient issues for employees. +oes the worker percei$e the

organisation to be socially responsible in its products, waste disposal,


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QWL intervention

ImprovedCommunication

Co - ordination

Improved

Motivation

Improved

Capabilities

Improved

Productivity

12li-y 3 Wr4 Li3+ s Pr!+ss

-ome background on how to think about the relationship

between =uality of work life practices and producti$ity is needed.


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Employee well

being & satisfaction

ttention and

retentionProductivity

The gure shows that there are three primary ways a =uality of

work life inter$ention or practice can impro$e producti$ityG it can

impro$e communication J coordination, moti$ation and employee

performance capabilities. Then make a reasonable estimate regarding

whether the inter$ention will lead to impro$ed producti$ity.


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Productivity

Effect of opportunity on the Quality of work and on productivity

En!anced

Quality of Wor"

E#perience$

Productivity

"here employee satisfaction increases, as a result of the

inter$ention and impro$ed producti$ity, this can ultimately ha$e a

positi$e in7uence on producti$ity by attracting good employees to

work for the organisation and by reducing turno$er.


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moti$ation, communication, and capability in order to lead to impro$ed

producti$ity. This rationale is based on the $iew that for producti$ity to

increase moti$ation, performance capability, and coordination all need

to be high in an organisation. If any one of these is low or missing, the

organisation cannot be e@ecti$e.

(uality of work life refers to the fa$orable and in fa$ourableness

of the ob en$ironment for people. -ince people and en$ironment ha$e

changed, increased attention needs to be gi$en to impro$ing the

=uality of work life. Cobs are re=uired to t people as well as

technology.

The psychological aspect of (" is, what people do at work and

the way they do work.

The physical aspect of (" is the condition in which people


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(" programmes should look for acti$e in$ol$ement of people

so that all employees can make signicant contribution to the

organi5ational goals and purposes. ?efore initiating any ("

impro$ement programs, understanding of human psychology at work is

important. The companies that are the best at creating a good ("

will be able to attract and retain the most skilled workers.

E*ly++ Tri"i"#

'$ery organisation needs to ha$e well1trained and experienced

people to perform the acti$ities that ha$e to be done. If the current or

potential ob occupant can meet this re=uirement, training is not

important. ?ut when this is not the case, it is necessary to raise the

skill le$els and increase the $ersatility and adaptability of employees.

'mployee training and de$elopment is not only an acti$ity that is


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4. To impro$e health and safety

6. bsolescence pre$ention

8. Personal growth

R+s*"si6ili-y 3r Tri"i"#

Training is the responsibility of four main groups

• Th+ -* "#++"- which frames the training policy

• Th+ *+rs""+l d+*r-+"- which plans, establishes and

e$aluates instructional programme

• S2*+r5isrs9 who implement and apply de$elopmental

procedure.

• E*ly++s9 who pro$ide feedback, re$ision and suggestions for

corporate educational endea$ors


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Discovering or identifying training needs

(through organisational operations , manpower analysis etc)

Getting ready for the job

Preparation of the learner

(C t d i & di l )

• Preparation of the learner.

• Presentation of operations and knowledge.

• Performances try ) out.

• Follow up and e$aluation of the programme

S+82+"!+ 3 -ri"i"# *r#r+


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M-i5-i"

Moti$ation is a process that starts with a physiological or

physiological deciency or need that acti$ates beha$ior or a dri$e that

is aimed at a goal or in$enti$e.

"here there is a strong positi$e moti$ation, the employee


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ttitudes

%oals eliefs

'eeds (alues

Motivation

Chr!-+ris-i!s 3 M-i5-i"

• M-i5-i" is " i"-+r"l 3++li"#91 moti$ation is a

psychological phenomenon which generates within an indi$idual.

• P+rs" i" --li-y "- i" *r- is -i5-+d91 'ach indi$idual


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I*r-"!+ 3 M-i5-i"

Moti$ation is one of the most important factors determining

organisation eDciency. +iagnosing human beha$ior and analy5ing as

to why people beha$e in a particular way is of prime importance in

moti$ating them irrespecti$e of the nature of the organisation because

indi$idual is the basic component of any organisation.

The importance of moti$ation in an organisation may be summed up as

follows,

/. #igh Performance e$el

0. ow employee turno$er and absenteeism

2. *cceptance of rgani5ational changes


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that moti$ators contributed signicantly more towards satisfaction

than hygiene in public sector. "hereas in the case of pri$ate sector,

moti$ators contributed signicantly more towards the feeling of

dissatisfaction than hygiene. Thus the re$iew of researchers based on

#er5berg


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• The in7uence of super$isory style on the worker


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EMPLO&EE SAET&

-ince the beginning of the present country, employee safety and

health problems at work ha$e been engaging attention of the

psychologists, sociologists and industrial engineers. Psychologists are

concerned with the theoretical considerations of accident causation

and the research into accident control, through proper selection,

training and education of the employee and the social and

psychological factors that in7uence the indi$idual beha$iour in general.

'ngineers and safety oDcers usually render necessary practical ad$ice

on certain aspects of safety in industry. They look upon pre$ention of

accidents basically as an engineering problem to be tackled through

proper designing of mechanical safety de$ices.

In fact accident pre$ention and safety are inter ) related and


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I"d2s-ril A!!id+"-

*n industrial accident may be dened as, Aan occurrence which

interrupts or interferes with the orderly progress of work in an

industrial establishmentB.

C2s+ 3 A!!id+"-s

*ccidents are usually the result of a combination of factors, each

one of which may $ary from situation to situation. This combination

may be of unsafe acts and e=uipment of people factors and conditions.

It has been rightly said that an accident does not ha$e a single cause

but a multiplicity of causes which are often closely related. *ccording

to safety experts there are three basic causes J factors that contribute

to accidents in organisation and unsafe acts on the part of employees.


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• Inade=uate safety de$ices.

• "rong and faulty layout and bad location.

• Improper illumination ) glare, insuDcient light.

• Improper $entilation ) insuDcient air charge, impure air

source.

• Poor house ) keeping.

:. %"s3+ A!-s

These acts may be the result of lack of knowledge or skill on the

part of the employee, certain bodily defects and wrong attributes.

These acts include acts like


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• Making safety de$ices inoperati$e by remo$ing, adusting,

disconnecting them.

• Lsing unsafe e=uipment, or using e=uipment unsafely.

•

Lsing unsafe procedures in loading, placing, mixing, combining

• Taking unsafe positions under suspended loads.

• ifting improperly.

• !leaning, adusting, oiling, repairing etc. mo$ing a dangerous

department.

• +istracting, teasing, abusing, startling, =uarreling, day )

dreaming, horseplay.


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S3+-y Or#"is-i"

The safety director and a safety committee be set up by an

organisation. The following facts should be gi$en due consideration in

any safety organisation programme.

• -afety programme must ha$e top management appro$al,

sanction and support.

• &esponsibility for safety must rest with the super$isory

personnel.

• -afety must be gi$en e=ually important consideration with

that of other factors of production.

• Pro$ision must be made for prompt action in the elimination

of mechanical and personal ha5ards


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hygienists and safety inspectors. -imonds and %rimaldi suggest that,

Aas a rule, one full ) time safety director should be appointed for each

0,;;; employers.

A**risl 3 E*ly++ A--i-2d+ - S3+-y Pr#r+s

* knowledge of the attitude of the employees to the safety

programmes de$eloped for them and the specic measures adopted

for that purpose ) such as the setting up of bulletin boards, displays of

safety measures, pamphlets, booklets, posters, maga5ines and motion

pictures which highlight them ) would help the safety director in

presenting safety information to the employees of an organisation. #e

and or the safety committee may discuss the problems of safety with

the employees, get and act on their suggestions and undertake

attitude sur$eys.


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expansion of an earlier concept of ob enlargement which sought to

gi$e workers a wider $ariety of duties in order to reduce monotony.

J6 +"ri!h+"- 6ri"#s "y 6+"+-s.

• 'mployee growth and self actuali5ation

• Impro$ed moti$ation.

• ?etter ob performance H=uality and J or =uantity

• ess turno$er

• ess absence

• Fewer grie$ances

• &educed idle time

• %reater ob satisfaction


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satisfaction, and is more self ) actuali5ed, thus being able to

participate in all life roles more e@ecti$ely. -ociety benets from the

more e@ecti$ely functioning person as well as better ob performance.

Cob enrichment applies to any e@orts to humani5e obs,

particularly the addition of moti$ators to obs. !ore dimensions of obs

that especially pro$ide enrichment are $ariety, task identity, task

signicance, autonomy and feedback. It is helpful if natural work

modules and natural work teams can be built. In spite of its

desirability, ob enrichment is a contingency relationship, being more

applicable in some institution than others.

J6 S-is3!-i"

Cob satisfaction is the fa$ourableness or unfa$ourableness with

which employees $iew their work It expresses the amount of


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J6 S-is3!-i" "d P+r3r"!+

#igh performance leads to high ob satisfaction. "hen people

perform well, they are likely to de$elop more satisfaction with their

work.


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?etter

Performance

&ewards

NIntrinsicN'xtrinsic

Perception of

e=uality inrewards

%reater

-atisfaction

*s the gure shows, the se=uence is that better performance

typically leads to higher rewards. If these rewards are seen as fair and

e=uitable, then impro$ed satisfaction de$elops because employees

feel that they are recei$ing rewards in proportion to their performance.

J6 S-is3!-i" S2r5+ys

Management needs ob satisfaction information in order to make

sound decisions. This section discusses the benets management can

gain from the study of ob satisfaction, what methods are a$ailable,

and how they are used. * typical approach is a ob satisfaction sur$ey,


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expected benets are most likely to occur when the following

conditions are met.

• Management is committed to the sur$ey.

• The sur$ey is designed in terms of management and employee

needs and obecti$es.

• The sur$ey is properly administered.

• There is management follow ) up and action to communicate and

use the results.


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INTROD%CTION

ne bright morning, o$er a century, ago March /3, /999, the

Malayala Manorama a oint stock publishing company the rst of its

kind in India, came into being. It is founded by Oandathil arghese

Mappillai in Oottayam, a small town in Tra$ancore1the place, which

remained as a princely state until India


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behind many educational and literacy institutions. >otably the

Thirumoolapuram &esidential #igh -chools for %irls. *t the turn of the

century the idea of a &esidential school for girls in Tra$ancore could

occur only to a 5ealous pioneer. *nd also his contribution to the

literature of Malayalam was $ast. *part from throwing open the pages

of Manorama to the nest writers in the language, he started

A?hashaposhiniB in /9:6. To date, it remains the greatest literary

ournal in Malayalam.

Oandathil arghese Mappillai steered Manorama to campaign for

the upliftment of the depressed classes, the spread of education and

culture, encouragement of pioneering literary talent and political

Custice for all, was soon able to render Manorama into a powerful forum

of criticism , and spirited discussions on social and political issues,

i ll t d i th ld f C li d M l l


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Palakkad, Oannur, Oollam, Malappuram and Thrissur ) enoying the

people


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acti$ities in other elds, Malayala Manorama remained his foremost

lo$e. Lnder his ne$er1say1leadership, Manorama 7ourished anew to go

on become the premier newspaper in the country.

The diamond Cubilee celebration of Malayala Manorama was

inaugurated by the then president of India. +r. &aendra Prasad, who

paid handsome tributes to the paper


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I"diFs r++d C+ " A2#2s- 7=, 7o$ember

/:38, Malayala Manorama had to cease publication. ?y any estimate, it

was the sti@est price paid for freedom of expression in Indian

Cournalism. Those were the turbulent days of India


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depri$ed of its lone champion of public causes. The darkness reigned

for nine years.

India gained her freedom on *ugust /4, /:38 and in less than 2

weeks, the +ewan had to beat a hasty exit and the rulers of Tra$ancore

had to yield to the might of the people and consented to hold an

election on the basis of adult franchise to form a constituent *ssembly.

*nd on >o$ember 0:, /:38 the picture was complete Malayala

Manorama was back.

r Tr5"!r+ - N-i"l

*s early as /:38 when Malayala Manorama was busying itself to

emerge form its nine year long banishment, O.!. Mammen Mappillai


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leadership form /:43 to /:82 that the circulation of Manorama +aily

soared form 2;,;;; t; 2;;,;;; and the Manorama weekly skyrocketed

to 20:,;;;. 'ncouraged by the popular success, O.M. !herian created a

new unit in Oo5hikode in /:66.

"hile the illustrious Oandathil arghese Mappillai pioneered a

new mo$ement against hea$y odds and O.!. Mammen Mappillai ga$e

the paper an all Oerala stature, it was under O.M. !herian that Malayala

Manorama made its mare at the national le$el. #e died on March /3 ,

/:82, at the end of an acti$e, rich career that brought fresh laurels so

to Malayala Manorama.

Th+ Pr3+ssi"l T2!h

AOeep the family out and bring in the professionalsB is one way.

?ut there


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*t Manorama, talent transcends all other considerations and the

pace is set by O.M. Mathew himself. *nd until /:9/, O.M. Mathew was

ably assisted by Mammen Marghese, his nephew, well trained and

competent, Mammen arghese helped O.M. Mathew launch M.M.

Publications which publishes ?alarama and anitha, the largest

circulated maga5ines of their kind today. *nd today Mammen Mathew,

eldest son of O.M. Mathew , is the 'ditor Managing +irector. *bly

helping him are his younger brothers, Philip Mathew, Managing 'ditor,

and Cacob Mathew, 'xecuti$e 'ditor, %eorge Cacob, grandson of O.M.

!herian, is the +irector.

*ll in the family may be, but each one has a pro$en track record

of unassailable professionalism in his assigned role. In fact, it was the

team that was responsible for the formidable moderni5ation and the

h l th f M l l M d it lli d bli ti


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facsimile system H in /:96 connected Ootttayam to the other units for

transmission of the newspaper pages. Today a more modern 7exible

editorial system links all the centers enabling a fast response to the

e$er1changing news scenario. The ubi=uitous computer is $isible at

almost e$ery desk in the organisation. Manorama will continue to

adapt to technological change either in the presentation of the printed

word on paper or in the electronic media such as the Internet.

Th+ Childr+"Fs Cl26

Manorama


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=ualities of children plus in$ol$ing then in good community proects.

Manorama


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A 5ill#+ 3 #ld+" s2"/+rs

It was on -eptmeber 2;, /::21the earth shook in tectonic terror

7attening o$er fourty Maharashtrian $illages, killing thousands of

people, their cattle and their fowl. *mong them lay ?anegaon in atur

in grim ruins. In that hour of inconsolable grief Malayala Manorama set

up a relief fund with &s./; lakhs and turned to their 9 million readers

by saying Aet us reach out and touch the fro5en face of aturB "ithin

34 days the fund swelled to 0.2: crores1an amount, which was more

than for any other newspaper in India, could e$er collect.

Manorama could ha$e handed o$er the money to the relief

agencies, but they were determined to rebuild the ?anegoan $illage by

themsel$es. &enowned architects spent a grueling period in ?anegaon,

studying the milieu They $isuali5ed a holistic $illage Then a team


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A Gr+- /y - Gr/

%rowthQ. Multifaceted and on1target, it sums up Manorama


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iaya$eedhi, ?alarama *mar !hitrakatha, ?hashaposhini, $anitha,

Oalikkuduka, Magic pot and the 'nglish news weekly. The week plus the

Manorama year books in 'nglish, Malayalam, #indi, Tamil, and in

?engali and also the foremast maga5ine ?hashaposhini 1 all for he

family any where in the world.

*nd now Manorama take o@ to the skies, ie., M*>&*M* I-I>,

the satellite telecasting di$ision, which was formally inaugurated on

ctober /9, /::2.

Mlyl M"rFs T+!h"l#i!l Ed#+

Malayala Manorama is always been techno sa$$y. It has changed

form hand composing of the cold type and treadle press to hot metal

composing and rotary letter press to photo type setting and web o@set

presses there is a continual de$elopment of the new technology


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Sis-+r C"!+r"s 3 Mlyl M"r

It has two sister concerns namely. M.M. publications, which

publishes ?alarama, anitha etc., and cochin computer system P$t ltd.,

H!!- which looks after the software application.

Br"!h+s "d 2"i-s 3 Mlyl M"r

Malayala Manorama has wide area co$erage through out India

through its units as well as its branches. Malayala Manorama has got

nine units all around kerala. They are, Oo5hikode, Oochi,

Thir$anathapuram, Palakkad, Oannur, Oollam, Oodimatha, Malappuram,

and Trissur. It has got branches at ?angalore, +elhi, Mumbai, Oolkotta

and chennai also.


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DI$ISIONS IN MALA&ALA MANORAMA

There are se$eral di$isions in Malayala Manorama. They are

works, Finance, #uman &esources, !irculation, Materials, !orporate

Publicity, Marketing, Personnel and *dministration, 'lectronic Media,

'ditorial +aily, >ews etc.,

7. Cir!2l-i" Di5isi"

Malayala Manorama 1 Indiaational

&eadership -ur$ey, its readership is at present :0./4 lakhs. The

circulation di$ision performs maor functions like product distribution,

promotion and pricing. The company has mainly two +istribution

!hannels They are


58/127

a part of the circulation di$ision. There are :6 employees in the

despatching section.

:. Mr4+-i"# Di5isi"

The main function of the marketing department is space selling.

The strength of this di$ision is 46. They do space selling mainly with

the help of 2 channels.

They are,

• Prepaid H+irect ad$ertisements

• >ewspaper selling *gents

• *gencies

The marketing department is again di$ided into two sections. They are

+i l


59/127

The importance of nancial management in any business or

industry is undeniable. The nance department is the lifeblood of any

organisation. Malayala Manorama has a well1established Finance

+epartment. There are o$er 4; employees working in this department.

This department is di$ided in to two sections. They are,

• -ales *ccount +i$ision

• Main *ccount +i$ision

The sales account di$ision manages the recei$ables of the

company whereas the main account di$ision manages the payment,

payroll, funds and management of working capital, Taxation etc. The

other important functions of the Finance +epartment are the

preparation of ?udget, ?alance sheet. 'tc.,


60/127

newsprint. The company needs around 38,;;; tonnes of the same

e$ery year.


61/127

=. Wr4s Di5isi"

This di$ision is di$ided into two sections, i.e., production and

maintenance section. There are approximately /;; employees in the

production section and /9 in the maintenance section. *gain under

maintenance section, 'lectronic +epartment supports the production

unit in the proper functioning of all the acti$ities. There are two shifts,

rst shift is from 9.2; a.m. to 4.2; p.m and the second shift is from

6.2; p.m to 2.2; a.m. for the employees. *t Oodimatha ) where the

printing press of Manorama is located ) sometimes they ha$e to work

till 4.2; a.m.

@. Edi-ril Di5isi"

The employees in the editorial di$ision make the raw information


62/127

. P+rs""+l "d Adi"is-r-i" Di5isi"

The P* was looking after all acti$ities regarding manpower at

Malayala Manorama till the inception of the #& di$ision. >ow it handles

only the acti$ities like discipline, welfare, security, time oDce,

management information systems, automobile, tra$elling

accommodation, public relations, insurance schemes and canteen.

. M"#++"- A!!2"- Di5isi"

It prepares the analysis of nancial statements by the experts. It

also prepares the budgets for the company as a whole and separately

for each di$ision.

7. I"-+r"l A2di- Di5isi"


63/127

7:. Di5+rsi!-i" Di5isi"

It is a small di$ision which looks forward all the di$ersied

acti$ities of the company.

7;. HR Di5isi"

It is well known for its acti$ities in and around the industries, it

carries out the recruitment, selection , induction, training

de$elopment acti$ities.


64/127

H%MAN RESO%RCE PLANNING

#uman beings are the most resourceful to an organisation, ike

any other material or economic resources they represent an

in$estment whose de$elopment and utili5ation re=uire managing, i.e.,

planning, organi5ing leadership and e$aluation. This is a fundamental

truth in the clichS, the APeople are an organi5ation


65/127

getting the competent and rele$ant persons, retaining them, keeping

up their moti$ation and morale, and helping them to both continuously

grow and contribute their best to the organisation are now $iewed as

the most critical problems.

"ith the changes in the social climate, $alues and norms,

changes are also seen in the employees who oin the organisation

today. Their expectations are di@erent, they are certainly more

competent and more informed than employees were in the past. "hile

these can be great assets to the organi5ation, they become problems if

the organisation is not able to manage human resources properly.

2"!-i"s 3 H2" R+s2r!+s Di5isi"

/. Manpower &e=uisition

0. Manpower, planning


66/127

functions of the company were handled between the top management

and personnel administration di$ision. "ithin a short span of time,

human resources di$ision has pro$ed its excellence. The di$ision looks

after many important functions like, analysis of manpower

re=uirement, manpower planning, recruitment, selection, induction,

analysis of training needs, training and de$elopment and contribution

appraisal.

Mr. *noop Oumar, %eneral Manger H#uman &esources heads the

di$ision. The di$ision portraits the picture of a beautiful family, which

comprises of /; hardworking enthusiastic people with excellent

inno$ati$e ideas.


67/127

1%ALIT& O WORK LIE IN MAL&ALA MANORAMA

(uality of work life means di@erent things to di@erent persons.

For example, to a worker on an assembly line, it may ust mean a fair

day


68/127

Manorama ensures safety and con$enience for the workers,

especially for those who work on night shifts. Medical facility for the

sta@ also a$ailable here. The annual lea$e can be carried forward up to

a maximum of /0 days per year.

Bl"!+ 3 Wr4 "d N"/r4 Li3+

It includes transfers, schedule of hours of works, tra$el

re=uirements, o$ertime re=uirements, etc.

Manorama expresses commitment to help it employees to

balance their work and non1work life. It takes immense care in

adusting the timings of the employees according to their con$enience

by introducing shifts. Manorama has conducted training programmes

like K(uality of life< that helps to impro$e their =uality besides work life.

i e how should they beha$e in a society and in the familyE These


69/127

relationship. The human resources are treated in the best way and top

management ready to in$est its resources for the de$elopment.

'mployees are satised with the recreation facilities pro$ided by

the organisation. :4R feels that as they are gi$en the best salary and

per=uisites and so there need not be any recreation facilities.

Pr-+!-i" 3 /r4+rFs Ri#h-s

&espect for the indi$iduals< personnel rights, such as application

of the principles of natural ustice and e=uity, acceptance of the right

of free speech and the right to personnel pri$acy in respect of worker


70/127

Malayala Manorama has o@ered se$eral opportunities for the

employees to enhance their knowledge, skills and abilities.

Psy!hl#i!l S3+-y

'mployees know what is expected of them and what standards

their work is measured against.

'mployees are praised for what they do

'mployees are encouraged to express their personality at work

and to be a person in their own right.

'mployees can see that their indi$idual e@ort makes a

di@erence.

'mployees are often stretched by gi$ing challenging tasks.


71/127

PROD%CT PROILE

Malayala Manorama has many products under its umbrella. It is

today a highly successful. Multi maga5ine publishing house, bringing

about immensely popular periodicals.

Mlyl M"r Dily

The largest selling language newspaper daily in India. It has

crossed a circulation gure of //.36 lakhs of copies per day. It had

begun as a weekly and the rst issue appeared on March 00, /9:;. In

/:09 the newspaper became a daily. Manorama daily is published from

all the nine centres of Malayala Manorama and the medium used is

Malayalam.

Mlyl M"r W++4ly


72/127

Th+ W++4

The week is the fastest growing popular news maga5ine in

'nglish with national presence. It is a general interest maga5ine that

co$ers the current e$ent in all the elds like politics, entertainments,

sports, science etc. The circulation of The week is abo$e /, 4;,;;;

copies.

Krsh4sr++

This is a maga5ine for farmers. Oarshakasree gi$es them

guidance in their occupation. This is positioned for farmers and also for

those who lo$e agriculture. The maga5ine is a monthly publication in

Malayalam.

Bhsh*shi"i


73/127

iaya$eedhi is aimed at --! students in Oerala, It is positioned

as a maga5ine that helps and guides the students in doing well in the

--! examination. This is a monthly publication.

Th>hil5++dhi

It


74/127

$"i-h

anitha is a maga5ine which features on women related subects

like the personal problems faced by women, stories of successful

women, fashion, health child1care, cookery etc. The maga5ine is

positioned as the one, which pro$ides guidance to women for their

de$elopment. anitha is published e$ery fortnight in Malayalam and

#indi. The Malayalam edition of anitha is the largest fortnightly

circulated women


75/127

O" A""2l

This maga5ine is published during the nam festi$al. The onam

annual sells around /,0;,;;; copies. The content of this publication

includes no$els, short stories, poems and debateJdiscussions by

popular writers in Malayalam.

M"r $isi"

Manorama $ision1 the electronic media di$ision of Malayala

Manorama ) undertakes the production of serials and telelms for

$arious tele$ision channels. It was formally launched on /9 ctober,

/::2.

M"r Cl+"drs "d Diri+s

Manorama also brings out calendars and diaries annually.


76/127

RESEARCH PROBLEM

Malayala Manorama appoints only their family members as the

top management. They won


77/127

OBJECTI$ES O THE ST%D&

/. To nd out the =uality of work life in Malayala Manorama

0. To gather the opinion of the employees regarding their work life.

2. To analyse the opinion of the employees and e$aluate them to

see whether their response co1related with each other.

3. To study the e@orts taken by the organisation to satisfy the

needs of the employees of the organisation.

4. To nd out the attitude and opinion of the workers towards the

facilities pro$ided by the company.

6. To compare =uality of work life in theoretical and practical

$iews.


78/127

SCOPE O THE ST%D&

This study mainly attempts to pro$ide maximum details about

the =uality of work life in Malayala Manorama1Oottayam. It species,

/. To know the general opinion about the organisation

0. To change the training programmes if needed

2. To know the ob satisfaction

3. To get an idea about the working conditions


79/127

LIMITATIONS O THE ST%D&

/. The research exercise was conducted within a limited duration.

-o a detailed study could not be made.

0. The number of employees in Malayala Manorama is more. ?ut

sample si5e is $ery low

2. The top management were not included in the sample

3. -tudy was conducted only among the employees of the

general shift

4. nly executi$es are the respondents

6. The information collected by the obser$ation method is $ery

limited.


80/127

RESEARCH METHODOLOG&

Ar+ 3 S-2dy

The area of study was Malayala Manorama ) Oottayam ?ranch

S2r!+ 3 D-

The primary data are collected from the respondents through

=uestionnaire and obser$ation. * =uestionnaire consists of 04

=uestions printed in on order. The respondents were answering the

=uestions on their own. "hereas, the information obtained under

obser$ation method related to what is presently happening.

S*l+ si>+

The sample si5e chosen for data collection was /;; respondents

in Malayala Manorama ) Oottayam branch working in $arious di$isions.

S*li"# Pr!+d2r+


81/127

TABLE 7

TABLE SHOWING RESPONSI$ENESS O S%PER$ISORS

Particulars No. of

Respondents

Percentage

*gree :9 :9

>eutral 0 0

+isagree ; ;

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that :9 R agree that their super$isors

are responsi$e. 0R are neutral and no respondents disagree with this


82/127

TABLE :

TABLE SHOWING COOPERATION BETWEEN WORK GRO%PS

Particulars No. of

Respondents

Percentag

e

*gree :4 :4

>eutral 2 2

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is obser$ed that :4 R agree that is high !o1

operation between the work groups. 2 R are neutral and 0 R


83/127

95

*&

+&

,&

-&

.&

/&

'&&

% o

f r e

s p o n d e n t s

Co-operation between Work Groups


84/127

TABLE ;

TABLE SHOWING THE KNOWLEDGE ABO%T THE D%TIES O AN

EMPLO&EE

Particulars No. of

Respondents

Percentag

e

*gree :4 :4

>eutral 3 3

+isagree / /

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is obser$ed that :4 R respondents know about


85/127

TABLE <

TABLE SHOWING THE %SE O CONSTR%CTI$E EEDBACK TO

IMPRO$E CONTRIB%TION.

Particulars No. of

Respondents

Percentage

*gree :2 :2

>eutral 3 3

+isagree 2 2

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that :2 R respondents agree that


86/127

TABLE =

TABLE SHOWING THE RESPECT O PEOPLE IN THE

ORGANISATION

Particulars No. of

Respondents

Percentag

e

*gree :0 :0

>eutral 6 6

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :0 R agree that people in the


87/127

TABLE @

TABLE SHOWING THE LOW O RO%TINE INORMATION IN THE

WORK PLACE

Particulars No. of

Respondents

Percentage

*gree :3 :3

>eutral 3 3

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, :3 R agree that, routine information 7ow is well


88/127

TABLE

TABLE SHOWING THE OR%M OR THE E'CHANGE O

IMPORTANT INORMATION

Particulars No. of

Respondents

Percentage

*gree :; :;

>eutral 4 4

+isagree 4 4

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :; R of the respondents agree


89/127

TABLE

TABLE SHOWING THE A$AILABILIT& O INORMATION

Particulars No. of

Respondents

Percenta

ge

*gree :4 :4

>eutral 2 2

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that :4 R of the respondents agree that

there is proper communication. They agree that the information they


90/127

95

*&

+&

,&

-&

.&

/&

'&&

f r e s p o

n d e n t s

Co-operation between Work Groups


91/127

Availability of Inforation

0eutral

)1Disagree

(1


92/127

TABLE

TABLE SHOWING THE WORKERS CONTRIB%TION TO THE

MISSION O THE ORGANISATION

Particulars No. of

Respondents

Percenta

ge

*gree :; :;

>eutral 6 6

+isagree 3 3

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :; R agree that their work


93/127

TABLE 7

TABLE SHOWING THE PARTICIPATION O WORKERS IN

ORM%LATING SPECIIC GOALS AND OBJECTI$ES.

Particulars No. of

Respondents

Percentag

e

*gree :4 :4

>eutral 2 2

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :4 R agree that e$eryone in the


94/127

95

)&

*&

+&

,&

-&

.&

/&

'&&

% o f

r e s p o n d e n t s

!arti"ipation of workers in forulatin#

spe"ifi" #oals and ob$e"tives


95/127

TABLE 77

TABLE SHOWING THE ORGANISATIONFS RESPONDS TOWARDS

THE CHANGES

Particulars No. of

Respondents

Percentag

e

*gree :4 :4

>eutral 2 2

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :4 R of the respondents agree


96/127

TABLE 7:

TABLE SHOWING THE ORGANIATIONFS MENTALIT& IN THE

1%ALIT& O ITS PROD%CTS AND SER$ICES

Particulars No. of

Respondents

Percentage

*gree :9 :9

>eutral 0 0

+isagree ; ;

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :9 R agree that their organisation


97/127

TABLE 7;

TABLE SHOWING THE ORGANISATION RI$ALR&

Particulars No. of

Respondents

Percentage

*gree :; :;

>eutral 4 4

+isagree 4 4

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :; R of the respondents know

what sets the organisation apart from the competition. 4 R ha$e no


98/127

Or#anisation %ivalry

0eutral

+1Disagree+1


99/127

TABLE 7<

TABLE SHOWING THE OPINION ABO%T 1%ALIT& O THE

E1%IPMENTS IN THE ORGANISATION.

Particulars No. of

Respondents

Percentage

*gree :3 :3

>eutral 6 6

+isagree ; ;

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :3 R agree that the e=uipments in


100/127

TABLE 7=

TABLE SHOWING THE ADE1%AC& O E1%IPMENTS

Particulars No. of

Respondents

Percentage

*gree :8 :8

>eutral 0 0

+isagree / /

T-l 7 7

S2r!+9 primary data

I"3+r+"!+


that the e=uipment they use is ade=uate to accomplish their work. 0 R


101/127

9&

*&

+&

,&

-&

.&

/&

'&&

o f r e s

p o n d e n t s

Ade(ua"y of )(iupents


102/127

TABLE 7@

TABLE SHOWING THE MAINTENANCE O E1%IPMENTS

Particulars No. of

Respondents

Percentage

*gree :0 :8

>eutral 3 3

+isagree 3 3

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :0 R agree that the e=uipments in

the organisation are well maintained. 3R ha$e no opinion about the


103/127

*aintenan"e of )(uipents

0eutral

*1Disagree

*1


104/127

TABLE 7

TABLE SHOWING THE TRAINING IN THE ORGANISATION

Particulars No. of

Respondents

Percentage

*gree :; :;

>eutral 6 6

+isagree 3 3

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :; R agree that the members in

the organisation are trained and de$eloped for additional duties and


105/127

9+

)&

*&

+&

,&

-&

.&

/&

% o f

r e s p o n d e n t s

.rainin# in t/e Or#anisation


106/127

TABLE 7

TABLE SHOWING THE ESTABLISHED TRAINING GOALS AND

OBJECTI$ES

Particulars No. of Respondents

Percentage

*gree :0 :0

>eutral 8 8

+isagree / /

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :0 R agree that the workers are


107/127

TABLE 7

TABLE SHOWING THE WORKERS KNOWLEDGE ABO%T THE

SKILLS, WHICH ARE E'PECTED TO %SE THEIR C%RRENT JOB.


Percentage

*gree :2 :2

>eutral 6 6

+isagree / /

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :2 R respondents know the skills


108/127

TABLE :

TABLE SHOWING THE A$AILABILIT& O TIME OR THE

EMPLO&EES


Percentage

*gree :; :;

>eutral 4 4

+isagree 4 4

T-l 7 7

S2r!+9 primary data

I"3+r+"!+



109/127

Availability of tie for t/e eployees

0eutral

+1Disagree

+1


110/127

TABLE :7

TABLE SHOWING THE A$AILABILIT& O INORMATION

Particulars No. of

Respondents

Percentage

*gree :4 :4

>eutral 2 2

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+


that the employees in the organisation can easily nd the information


111/127

TABLE ::

TABLE SHOWING THE WORKERS PARTICIPATION

Particulars No. of

Respondents

Percentage

*gree :; :;

>eutral 9 9

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+


that the employees are collaborating to impro$e written policies and


112/127

9+

)&

*&

+&

,&

-&

.&

/&

% o

f r e s p o n d e n t s

Workers parti"ipation


113/127

TABLE :;

TABLE SHOWING THE LE'IBILIT& O POLICIES AND

PROCED%RES


Percentage

*gree :0 :0

>eutral 8 8

+isagree / /

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :0 R agree that the changes are


114/127

TABLE :<

TABLE SHOWING THE OPINION ABO%T LA&O%T

Particulars No. of

Respondents

Percentage

*gree :3 :3

>eutral 3 3

+isagree 0 0

T-l 7 7

S2r!+9 primary data

I"3+r+"!+

From the table, it is clear that, :3 R agree that the layout of their

work facility is conduci$e to the work re=uired of them. 3 R ha$e no


115/127

TABLE :=

TABLE SHOWING THE REWARD OR PERORMANCE

Particulars No. of

Respondents

Percentage

*gree :9 :9

>eutral / /

+isagree / /

T-l 7 7

S2r!+9 Primary data

I"3+r+"!+

From the table, it is clear that :9 R pf the respondents agree

that employees in the organisation are rewarded appropriately for high


116/127

%eward for perforan"e

0eutral

'1Disagree

'1


117/127

COMPARISON PROCESS

Sl No

Theoretical aspect of quality of work life Presumed as 100%

Practically followed quality of work life in

alayalaanorama

/ !o1operation between work groups :4 R

0 *$ailability of information :4 R

2 (uality of products and ser$ices :9 R

3 (uality of e=uipments :3 R

4 *de=uacy of e=uipments :8 R

6 Maintenance of e=uipments :0 R

8 Training in the rganisation :; R

9 *$ailability of time :; R

: *$ailability of information :4 R

/; "orker


118/127

0. There is high !o1operation between work groups in the

organisation.

2. 'mployees ha$e an idea about their duties in the organisation

3. People in the organisation use constructi$e feedback to impro$e

contribution

4. People in the organisation treat each other with dignity and

respect

6. &outine information 7ow is well coordinated in the work place.

8. There is an appropriate forum for the exchange of important

information.

9. Information needed for the ob is a$ailable to the employees.

:. 'mployees work contributes to the missions of the organisation


119/127

/4. The e=uipments used are ade=uate to accomplish the work.

/6. '=uipments in the organisation are well maintained

/8. Members of the organisation are trained and de$eloped for

additional duties and increased responsibilities.

/9. 'mployees are asked to participate in establishing training goals

and obecti$es for themsel$es

/:. *ll employees know the skills they are expected to use for their

current ob.

0;. Time is a$ailable for employees to learn what is expected of

them to be successful in their current ob.

0/. 'mployees in the organisation can easily nd the information

they need to sol$e problems


120/127

S%GGESTIONS

/. >ow1a1days Manorama newspaper is published only in

Malayalam. ?ut they can bring out the paper in other languages

like 'nglish Tamil.

0. Manorama should pro$ide con$eyance facility to the workers.

2. They should pro$ide canteen facility to the trainees also

3. Impro$e the =uality of the paper while preparing the Manorama

year book.


121/127

CONCL%SION

In Malayala Manorama, employees are the most $aluable

resources. It is the maor reason for the success of Malayala

Manorama. It impro$es the producti$ity for the organisation and also

the =uality of working life for its members. i.e., the increase in the

circulation of the daily newspaper.

+ue to the excellent working conditions pre$ailing in this

organisation, the ob satisfaction of each indi$idual seems to be the

maximum.

I do belie$e that, the ob satisfaction obtained by the employees

has helped Malayala Manorama to be at the forefront of the newspaper

industry in India.


122/127

BIBLIOGRAPH&

/. #&+ >ews letter CL>' /::/

0. #uman ?eha$iour at work 1 O'IT# +*I-

2. #uman !apital 1 M* 0;;/

3. Management of

organisational beha$iour

1 P*L #'&-' O'>>'T#

#. ?*>!#*&+

4. >ews paper Management 1 %L*? OT#*&I

6. rganisational ?eha$iour 1 LT#*>-

8. rganisational beha$iour 1 &??I>-

9. rganisation +e$elopment 1 F&'>!#, ?' U*"*!OI.

:. rganisational theory and

beha$iour

1 &.*. -#*&M*

/; Personnel Management +& ! ? M*M&I*


123/127

APPENDI'

1%ESTIONNAIRE ON 1%ALIT& O WORKLIE IN MALA&ALA

MANORAMA COMPAN& LIMITED

/. If I go to my super$isor with a concern, I am condent heJshe will be

responsi$e

a. +isagree V W b. >eutral V W c. *gree V W

0. There is high co1operation between work groups in my organisation


2. I am clear about who does what in my organisation



124/127

8. There is an appropriate forum for the exchange of important

information where I work.


9. The information I need to do my ob well is a$ailable to me


:. "hat I do e$ery day contributes to the missions of my organisation


/;. '$ery one in my organisation can participate in formulating specic

goals and obecti$es.


// M i ti d iti l t h i th i d t


125/127


/3. '=uipment in my organisation is state1of1the )art.


/4. The e=uipment I use is ade=uate to accomplish my work


/6. '=uipment in my organisation is well maintained


/8. Members of my organisation are trained and de$eloped for

additional duties and increased responsibilities.



126/127

0;. Time is a$ailable for employees to learn what is expected of them

to be successful in their current ob.


0/. 'mployees in my organisation can easily nd the information they

need to sol$e problems


00. 'mployees collaborate to impro$e written policies and procedures


02.!hanges are =uickly made in the formal policies and procedures of

the organisation when appropriate.

+i V W b > t l V W * V W


127/127

O%GA1I2A.IO1A3 C4A%.

Chief 2ditor

2ditor & 3anaging Director

3anaging 2ditor

& Director

24ecutive 2ditor

& Director Director

5ochi 6nit

5o7hiode 6nit

%esident 2ditor

8hiruvananthapuram

6nit%esident 2ditor

5annur 6nit

3anager

Palaad 6nit

%esident 2ditor

5ollam 6nit

3anager

5odimatha 6nit

3anager,9peration

8hrissur 6nit

Co$ordinating2ditor

General

3anager

:ors

General

3anager

#inance

General

3anager

Personnel &

!dmn;

General

3anager

ear =oo &

=hashaposhini

2ditor$in$charge

5arshaasree

Corporate

Planning

Cell

Director 8raining

General 3anager

3anagement

!ccounts

0ews Division

!ssociate 2ditor

%esident 2ditor

%esident 2ditor,

5o7hiode

Chief 0ews 2ditor,

5ottayam

0ews 2ditor,

5ottayam,

0ews 2ditor, 5ochi,

0ews 2ditor,

8iruvananthapuram

0ews 2ditor,

5o7hiode

%esident 2ditor,

Palaad

Coordinating 2ditor,

5ollam

Coordinating 2ditor,

5annur

3alappuram

6nit

QWL Manorama

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Transcript of QWL Manorama