Saturday, 1 September 2012
Saturday, 18 August 2012
Leadership and Motivation
Leadership
and motivational qualities are excellent to have not only among management in a
business, but among employees as well. Many individuals tend to have a
propensity to be leaders, while same learn successful leadership behaviours and
go on to be effective leaders. Leading is the ability to influence others in a
group. Being a good leader takes understanding of what motivates others.
Leaders want to influence things to continue or create change. Either way it
takes a person with certain skills to do the task.
In order to be a leader, it is
important to understand what motivates the employees around you. It is
necessary to discover the fundamental needs that employees, co-workers, and
bosses have. All people have a need for a basic income and necessities. Another
large category of human need is the need for growth and challenges. A worker
lured to a job by high salary may find their job dissatisfying if they are
unable to have friendships and connection with other people at work. It is much
easier to lead and motivate if you understand what people’s undeniable needs
are.
Leadership enhances the
motivation, morale and performance of followers through a variety of
mechanisms. These include connecting the follower's sense of identity and self
to the mission and the collective identity of the organization; being a role
model for followers that inspires them; challenging followers to take greater
ownership for their work, and understanding the strengths and weaknesses of
followers, so the leader can align followers with tasks that optimize their
performance.
There are countless factors that make
a person a good leader, but it depends on a group of people that they are
leading. There is a common misconception that leaders are always outspoken,
flamboyant people, and this just isn’t the case. Less articulate individuals
with other combinations of skills are quite successful as well.
Leading is used to channel motivation
into practical use. There are many factors that play into keeping employees
motivated. A factor in motivation is the type of work that the employee is
doing. When employees are given a job with varied tasks and ability to grow
they tend to stay more motivated.
Many people are goal oriented once a
leader shows where their efforts should be focused. They respond well to
deadlines and planning. It is a good feeling to have a concrete goal to shoot
for. In organizations usually there may be specific planned goals. As a
manager, it is important to make sure that the goals are reasonable. The effect
of having a goal that is impossible to attain has reverse effects and can cause
discouragement rapidly. When goals are eventually accomplished, many people
like to be rewarded. Rewards work so well for some as motivating tools.
The work atmosphere in general has a
lot to do with employee motivation. Typically managers that treat employees in
a friendly manner are apt to get more of a positive response. We always prefer
to work at a business with individuals that enjoy their work and like their
surroundings. Employees always compare themselves to others to make sure they
are being treated in a way that they perceive as fair. If an employee feels
that they are not being treated fair, they will lack the motivation to work
hard. Everyone likes to have a little independence and to be useful while they
are working. Some control is always needed, but flexibility is appreciated. It
is very important to be ethical and considerate of others at all times.
In order to achieve leadership and
promote motivation there are an assorted variety of skills that anyone in an
organization can use. In fact, one of the best ways to be a leader is to be a
good example for others to follow. People with different personalities and
approaches are able to be terrific leaders. Concentrate on developing
interpersonal skills and you will be able to lead others more effectively.
This is a topic talks about
leadership. So, leadership
means how you motivate others and in the same way motivation is how you are lead by others. You may be asking yourself why there
is a discussion on how to be a good follower. So, let's start with a simple statement “you nor I cannot be a good
leader unless we are or can be a good follower.” There are people who may be good followers who do not make
good leaders or even want to be leaders, but there are no good leaders who are not good followers. The skills that make for good followers also make for good
leaders.
Successful followers come in a wide variety of personal
characteristics. For the most part, all of us are followers at one time or
another. There are some characteristics or traits that make for being a better
follower. Just as with leaders, motivation is the most important single factor.
Which is most important your ego or getting the job done? If you focus on the
goals to be achieved and are motivated, you will a good follower and, perhaps,
even a good leader.
Second in this list are such characteristics are reliability
and loyalty. These are also important for leaders. Very few of us have all of
best characteristics to be a good follower to the limit, but the most effective
follower and leaders regardless of which role will have most of them well
developed. Improvement is limitless. Remember, changes in the personality
traits take years of consistent work. We can and should start today, but don't
expect instantaneous results.
The
equation of success for a follower is very similar to that for a leader. The
more of these traits you have successfully developed the greater the
probability of your success either as a
follower or as a leader.
I have a strong belief that
you can be a winner as either a leader or a follower!
Wednesday, 1 August 2012
Case Of a Company
History
The first step for the rail system in India was put
forward in 1832. Two Railway companies were started under the assistance
of East India Company. Due to Interest of investors in the UK led to the
rapid creation of a rail system over the next few years.
Then a few years later, in 1853, the
first passenger train between Bori Bunder, Bombay and Thana covering a distance
of 34 km (21 miles) was inaugurated, which formally gave a way to the birth of
Railways in India.
In 1951 the government nationalized the system as one
unit, becoming one of the largest networks in the world.
Brief introduction
Indian Railways operates 8,702 passenger trains and
transports around 5 billion annually across 27 states and three union
territories (Delhi, Pondicherry and Chandigarh). This mode is the most
preferred for long distance transport in most parts of the country. In India a
standard passenger train consists of 18 coaches, but some popular trains can
have up to 24 coaches. Coaches are designed to accommodate anywhere from 18 to
72 passengers. The coaches in use are vestibules. Freight trains use a large
variety of wagons. Each coach has different accommodation class in which the
most popular being the sleeper class.
Many cities in the states all over the country have
their own dedicated suburban networks to cater to commuters. Currently,
suburban networks operate in Mumbai (Bombay), Chennai (Madras), Kolkata
(Calcutta), Delhi, Hyderabad and Pune.
Vision
“To become a leading
provider of high quality travel, tourism and hospitality related services in
the country. ”
Mission
- Protect and safeguard railway passengers, passengers area and railway property
- Ensure the safety, security and boost the confidence of the travelling public in the Indian Railways
Objectives
- To become a user-friendly organization by means of constant innovation, HR development and technology driven
- Consolidation and upgrade the services of catering in the developed sector
- To increase the productivity of manpower, optimizes resources through innovative marketing policies
Size of the industry
Indian Railways operates 7,566 locomotives,37,840
Coach vehicles and 222,147 freight wagons. There are a total of 6,853 stations;
300 yards; 2,300 goods-sheds; 700 repair shops and a total workforce of 1.54
million.
The Indian railway Industry has registered 13.87 %
growth in revenue to Rs 57,863.90 crore in the first nine months ended December
31, 2008. While total earnings from freight increased by 14.53% at Rs 39,085.22
crore during the period, passenger revenue earnings were up 11.81% at Rs
16,242.44 crore. The railways have enhanced freight revenue by increasing its
axle loading, improving customer services and adopting an innovative pricing
strategy.
Top leading Companies
Number of Public Sector Corporations helps Indian Railways to maintain, develop and modernize its systems. These corporations are also ideal employers for a variety of job applicants. These companies are:- Centre for Railway Information Systems (CRIS)
- Container Corporation of India
- Dedicated Freight Corridor Corporation of India
- Indian Railway Finance Corporation
- Indian Railways Catering and Tourism Corporation
- IRCON International Ltd.
- Konkan Railway Corporation
- Rail Land Development Authority
- Rail Vikas Nigam Limited
- Railtel Corporation of India
- RITES Ltd.
Railway Recruitment Boards conduct the mass
recruitment of operational staff positions in Railways.
Employment opportunities
Indian Railway Industry functions as a major
employment generator in the country. Out of the 27 million people employed in
the organized sector, Indian Railways industry accounts for 6% directly and an
additional 2.5% indirectly. Indian Railways employees total about 1.6 million
people.
Indian Railways Industry is divided in to 16
railway zones, which has the aim of efficient carrying out of operations,
construction and maintenance of coaches, railroad construction, recruitment and
maintenance of workforce. Each single zone is headed by a General Manager who
reports to the Railway Board office. For each single zone there are Divisional
Offices headed by Railway Divisional Managers who get the reports from
divisional officer cadres such as divisional officer engineering, mechanical
divisional officers, electrical divisional officers, signal &
telecommunication divisional officers, divisional accounting officers & divisional
personnel.
Organizational Structure
The Indian Railways is organised broadly by functional groups. This is
traditionally how railways are organised the world over. The Indian Railways
perhaps has been less adventurous in changing the structure; it has largely
kept up what it got as a legacy from the British era.
The apex management organisation is the Railway Board also called the
Ministry of Railways. The board is headed by a Chairman who reports to the
Minister of Railways. The board has five other members in addition to the
chairman.
Regional Organization
Zonal Management: The
General Managers of the zonal railways and the production units report to the
board. Indian Railways has divided itself into 16 zonal railways. Each zone, headed by a General Manager, is semi-autonomous and this creates a matrix organisation where the functional branches are under dual control viz.
- Operational Control at Zonal level
- Functional Policy & Guidance from the Railway Board
Divisional Organization: The
Divisional Railway Manager (DRM) heads the organisation at the division level.
There are currently 67 divisions on the system nationwide. The divisions are
primarily involved with train running but may have loco sheds (repair shops for
locomotives), coaching depots (repair home bases for passenger trains) and
wagon depots (repair and maintenance points for freight stock).
HRM - Employment Management Policies
With over 13.6 Lakh employees, Indian Railways is one of the largest
employers not only in India, but also in the world. The workforce of IR is
a varied mass of people from the Gangman/Khalasi at one end to Chairman,
Railway Board at the apex level. The task of the personnel department of
Railways is to manage and look after the welfare of this large mass of
employees and their families.
Functions of Personnel Department:
- Man Power Planning
- Recruitment
- Training and Development
- Placement
- Transfer
- Performance Appraisal
- Promotions and Demotions
- Guidance on Disciplinary matters
- Wage and Salary administrations
- Settling Industrial Disputes
- Grievance Redressal
- Incentives and Financial aids
- Settlement and Pension
- Arranging Post retirement benefits and Grievance Redressal of Pensioners
- Setting up and maintenance of Welfare Activities
Expenditure Profile
Expenditure of the Railway is broadly divided
into two categories, viz. Ordinary Working Expenses which includes Repairs,
Maintenance, Operating Expenses, staff cost, etc. and Plan-Head
Expenditure. Capital and the Plan-Expenditure vary on the basis of the
priorities of the investments from year to year. The Components of Expenditure
in Ordinary Working Expenses from 2006-07 up to 2010-11 shows a increase in
expenditure due to effect of 6th CPC and other liabilities.
EXPENDITURE IN RAILWAY DURING THE LAST FIVE YEARS
(FIGURES IN CRORES OF Rs)
|
|||||
DESCRIPTION
|
2006-07
|
2007-08
|
2008-09
|
2009-10
|
2010-11
|
SALARY RELATED COST
|
41.36
|
45.79
|
68.68
|
92.43
|
101.26
|
ELECT TRACTION
|
10.09
|
10.82
|
10.74
|
14.02
|
18.13
|
ELECT NON TRACTION
|
14.7
|
14.91
|
18.03
|
20.26
|
25.84
|
CONTRACTUAL PAYMENT
|
20.71
|
26.99
|
29.21
|
38.03
|
27.06
|
STOCK/NON-STOCK & OTHER EXP.
|
9.27
|
10.81
|
15.14
|
10.66
|
16.19
|
TOTAL
|
96.13
|
109.32
|
141.8
|
175.4
|
187.58
|
Gross and Net Salary of some Railway Jobs
Approximate Gross and Net Salary of Some Popular categories of Railway
Jobs after the implementation of 6 th Central Pay commission for direct
recruits.
·
The current Rate of DA is 65% from
Jan 2012 and it changes every six months.
·
Salary after 1 year – this will be
the salary on 1st July after completion of training period (with one annual
increment). As a rule of thumb it is assumed that the DA will go up by
10% in one year for the calculation.
·
During training no allowances except
DA is paid.
·
HRA is calculated for
ordinary cities(10%). It can be 20% or 30% depending on the city. It is same
for Transport Allowance.
·
There are other allowances like TA
which depends on your post.
Junior Engineer(JE
of all categories) GP Rs.4200
Stipend
|
After 1
year**
|
||
A
|
Pay
|
9300
|
9705
|
B
|
GP
|
4200
|
4200
|
C
|
Pay +
GP
|
13500
|
13905
|
D
|
DA (65%
of C)
|
8775
|
10429
|
E
|
HRA(10%of
C)
|
1391
|
|
F
|
Transport
Allowance
|
1400
|
|
E
|
Total
|
22275
|
27124
|
G
|
New
Pension Scheme(10% of C)
|
1350
|
1391
|
H
|
Others
|
400
|
400
|
I
|
Total
Deductions(G +H)
|
1750
|
1791
|
J
|
Net
Pay(E-I)
|
20525
|
25334
|
Stipend
|
After 1
year**
|
||
A
|
Pay
|
12540
|
13054
|
B
|
GP
|
4600
|
4600
|
C
|
Pay +
GP
|
17140
|
17654
|
D
|
DA (65%
of C)
|
11141
|
13241
|
E
|
HRA(10%of
C)
|
1765
|
|
F
|
Transport
Allowance
|
1400
|
|
E
|
Total
|
28281
|
34060
|
G
|
New
Pension Scheme(10% of C)
|
1714
|
1765
|
H
|
Others
|
500
|
500
|
I
|
Total
Deductions(G +H)
|
2214
|
2265
|
J
|
Net
Pay(E-I)
|
26067
|
31795
|
Company's Philosophy on Code of Governance
The Company looks upon Corporate Governance as an
enterprise-wide endeavour targeted at value creation in the form of striking
optimum balance between the profit it earns for its Shareholders and cost of
funds transferred to the Ministry of Railways, which is also its Shareholder.
This is sought to be achieved by conducting the business in a professional
manner, using a combination of delegation and accountability amongst key
executives in the Company; focussed attention and transparency in operations of
the Company; skill upgrades through need-based training, etc.; and enhanced
investor / lender satisfaction through timely debt servicing.
To foster best Corporate Governance practices, the
Company has formulated a “Code of Business Conduct and Ethics for its Board Members
and Senior Management” in June, 2008, which seeks to bring high level of ethics
and transparency in managing its business affairs. The same has also been
posted on the website of the Company.
Affirmation by all Directors and senior Officers of the
Company to the effect that they have complied with and not violated the Code is
required to be obtained at the end of each year. The requirement stands
fulfilled for 2009-10. A declaration to this effect is duly signed by the
Managing Director (CEO).
Awards & Distinction
- IRCON, a consistent winner of the Highest Foreign Exchange Earner Award in the construction sector
- IRCTC, won National award for e-governance for being “Best Citizen Centric Application”, awarded the Genius of the Web Award for being the “Best E-Governance PSU Site”
- Indian Railways win 7 Gold Medals for India in 16th Asian Games-2010
- Indian Railways is more than 150 years old.
- It is the largest railway system in the world under one management.
- It is the world’s 4th largest commercial or utility employer, by number of employees, with over 1.6 million employees.
- The Indian railway has the world's fourth largest railway network after those of the United States, Russia and China.
- New Delhi railway station received national tourism award for best tourist-friendly railway station.
- The Darjeeling Himalayan Railway, a narrow gauge train with a steam locomotive is classified as a world heritage site by UNESCO.
- Another world heritage site- The Nilgiri
Mountain Railway in the Nilgiri Hills, the Chatrapati Shivaji Terminus(Formarly
Victoria Terminus)
- The total number of railway station in India is more then 7,000.
Current Top Management Team
Name
|
Designation
|
Shri Mukul Roy
|
Minister
|
Shri K. H. Muniyappa
|
Minister of State
|
Shri Bharatsinh Madhavsinh Solanki
|
Minister of State
|
Shri Vinay Mittal
|
Chairman
|
Smt. Vijaya Kanth
|
Finance Commissioner
|
Shri kul Bhushan
|
Member(Electrical)
|
Shri A. P. Mishra
|
MemberEngineering()
|
Shri K. K. Srivastava
|
Member(Traffic)
|
Shri A. K. Vohra
|
Member(Staff)
|
Shri Keshav Chandra
|
Member(Mechanical)
|
Shri Shivaji Rakshit
|
Secretary
|
Shri Anil K. Gupta
|
CONCOR
|
Shri Rakesh Kumar Tandon
|
IRCTC
|
Shri Rajiv Datt
|
IRFC
|
Shri Mohan Tiwari
|
IRCON
|
Shri Bhanu Tayal
|
Konkan Railway
|
Shri Rakesh Saksena
|
RVCL
|
Shri R. K. Bahunguna
|
RAILTEL
|
Shri Rajeev mEHROTRA
|
RITES
|
SWOT Analysis of Company
Strength
- The 'biggest company' in the world in terms of employee strength.
- Luxurious and affordable service provider to common man
- Connects different cities and countries
- Technological advancement
Weakness
- Corruption within the department
- Lack of accident proof magnetic wheels in all trains
- Lack of safety
- Poor infrastructure
- Delayed services
Opportunity
- "Metro" in commercial cities like Mumbai
- Development in small cities
- Profit through privatization
Threat
- Low cost airlines
- improvement of other transport networks like roadways
- Could be taken over by airlines
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