A Project Report On At Conduct a study on the motivation in work organization of automobile sector in Su rat city Assignment Submitted By Vibhuti

M.Bunha Roll No.:- 8 Sejal B.Chaniyara Roll No.:-10 To Prof. Snehalata

ACKNOWLEDGEMENT . There was a time when it proved to be on up hill task, the goal seeming beyond o ur reach. But as worked progressed our determination and will power grew stronge r and completion of this work further confined our belief that, where there is a will there is a way. Its a sheer pleasure for us to state with candidly that this entire project is a heartily attempt to reach maximum accuracy. Last but not least I would like to pleasure a word of appreciation to our family and friends who supported and helped us to make this project a success.

EXECUTIVE SUMMARY Maruti was incorporated in 1981 as a Government company. They started production in December 1983 with collaboration from Suzuki of Japan. Initially Suzuki had 26% equity which has since increased to 40%. The original model was replaced in the 2nd year itself with a new streamlined mo del with more leg room and better fuel efficiency. A van (now called Omni) in tw o types of roof and a Jeep type vehicle Gypsy, were also introduced in quick suc cession.

The various cars proved extremely popular and production has already crossed 1,0 0,000 nos. which is 60% of the total production of passenger car. The company ha s an up to date manufacturing facility and absorbed the technology successfully. The foreign equity and presence of a number of Japanese experts has helped in t he stabilization of production. In the initial stages Maruti set up a limited R&D department for absorbing the t echnology that was being imported. Even at this stage Maruti made certain modifi cations in the imported technology on market considerations e.g. Application eng ineering to develop special bodies for school van,taxi, delivery van, ambulance and seating for OMNI, which was used more as a car than a commercial vehicle. M odifications in Gypsy and Maruti 800 to meet export requirements of various coun tries.

INDEX CHAPTER 1

2 3 4

(a) (b)

5 To self To organization 6 Bibliography 7 enclosure

TOPIC Introduction (a)about the topic (b)about coverage (c)importance of topic (d)methodology Theoretical aspect (a)Based on textbook In company how it is apply Difference between point2&3 (a)highlight (b)suggestion Benefit of the study

INTRODUCTION

Introduction "Goodthings come to those who wait, but only those things left by those who hust le" Abraham Lincoln I consider in two grounds: (1) The majority people are high-quality people, but they can do superior; (2) The majority people before now know what to make to get better in their lif e. However the problem is why are not they doing it? For the above the answer is that they are missing some spark i.e. "Motivation". If we ask people on the road they will give you all the truthful answers. But as k them whether they are doing it and the answer for sure will be no. What lackin g is "Motivation". The most influential motivation comes from within our belief system. To move int o action, we need to believe in what we do and accept responsibility for our lif e. When we accept responsibility for our behavior and actions, our attitude towa rds life becomes positive. We become more productive and efficient, both persona lly and professionally. Our relations improve both at home & work. One the person s physical needs are met; emotional needs become a bigger motivat or. Every behavior comes out of the "pain or gain" principle. If the pain is gre ater than the gain, that is deterrent to an action. If the gain is greater than the pain, that is a motivator. Gains can be tangible, such as monetary, rewards, gifts etc. They can also be intangible like recognition, appreciation, accompli shment, self-belief etc.

Definition of Motivation Motivation is a drive that encourages action or feeling. To motivate means to en courage and inspire. Motivation can also mean igniting the spark for an action. It can persuade, convince and propel you into action. In other words, motivation can be defined as motive for an action. It is a force that can literally change your life. Why do we need to get motivated? Motivation is the driving force in our lives. It comes from a desire to succeed. Without success there is a little pride in life, no enjoyment or excitement at work and at home. Life becomes like a lopsided wheel giving a bumpy ride. The greatest enemy of motivation is complacency. Complacency leads to lack of ef fort, and when people are complacent they do not grow as they cannot identify th eir needs in their lives. Motivation- How does it work? Once we understand what causes motivation, we can motivate ourselves and achieve our goals - and motivate others too. Internal motivation is constrain and attit ude. It is transmittable. Attitudes are the input to receiving the reaction from others. How do an individual continue motivated and focused? One significant tool i.e. u sed by sportsperson is "auto-suggestion". Auto-suggestions are optimistic statem ent through in the present tense and repeat the same very often. In addition, it

is constructive self-talk. For an instance, your boss gave a difficult task to finish in X time. Always give an auto-suggestion to the mind and commit in doing the task. This makes an individual to finish the task quiet easily. If one wants to achieve their goal, he / she should have desire, focus and good attitude. For an instance, when one focus sun beams through a magnifying glass o n a paper continuously, paper will begin getting fired as focus is so controllin g. The same applies to goal setting. All we need is focus, desire, commitment an d attitude towards achieving the goal. Five key elements to achieve the goal / target are: o Direction o Dedication o Determination o Discipline o Deadlines External Motivation: External motivations come from exterior. Examples: money, societal approval, fam e, fear etc. (for an instance getting fired at work) X company want to initiate a retirement fund plan and it required 100% involveme nt. Everyone signed-up expect Jack. The plan ended up with sense & was in the fi nest curiosity of all. Jack s manager explained about the plan to Jack again but still he didn t be of the same mind as others to sign. Owner of the business ca lled Jack & said that if he isn t going to sign then he will be fired up in subs equent minute. Jack without delay signed the deed. The owner inquired Jack why h e hadn t agreed to sign earlier. Jack responded, "None explained the plan fairly as evidently as you did." The above is the example of Fear motivation. Advantages of fear motivation: o Gets the job done quickly o Prevents losses by meeting deadlines o In the short run, the person s performance may improve. Disadvantages: o It is external, means the motivation is there in the presence of motivat or. In the absence of motivator there is no motivation. o Causes stress. o Performance is limited to compliance. o In long run, performance goes down. o Destroys creativity.

Internal Motivation: Internal motivation comes from within, such as a pride, a sense of achievement, responsibility and belief. It is an inner pleasure, not for achievement or winni ng, but for the execution that come from having prepared for the same. It is sen sitivity of realization, rather than just reaching an objective. It is permanent as it comes from within and translates into self-motivation. The two most internal motivators are recognition and responsibility. "Recognition" means being prized; being treated with admiration and self-respect ; and feeling a sense of being in the right place. "Recognition" is exterior because it originates from outside, through its manife stations (feelings) are internal. For an instance, the company where I worked ba ck in India, as part of a HR team we have introduced concept of "Appreciation Ch eque". Any employees can appreciate by issuing the appreciation cheque at any po int of time. Appreciation can be for any reason (could be help at work or helpin g personally). This concept made employees to strengthen relations with their te

am and other teams too.

INTRODUCTION AUTOMOBILE INDUSTRY Indian automobile industry has grown leaps and bounds since 1898, a time when a car had touched the Indian streets for the first time. At present it holds a pro mising tenth position in the entire world with being # 2 in two wheelers and # 4 in commercial vehicles. Withstanding a growth rate of 18% per annum and an annu al production of more than 2 million units, it may not be an exaggeration to say that this industry in the coming years will soon touch a figure of 10 million u nits per year. Reasons of Growth Economic liberalization, increase in per capita income, various tax relief polic ies, easy accessibility of finance, launch of new models and exciting discount o ffers made by dealers all together have resulted in to a stupendous growth of In dia automobile industry. MARKET SHARE Automobile industry of India can be broadly classified under passenger vehicles, commercial vehicles, three wheelers and two wheelers, with two wheelers having a maximum market share of more than 75%. Automobile companies of India, Korea, E urope and Japan have a significant hold on the Indian market share. Tata Motors produces maximum numbers of mid and large size commercial vehicles, holding more that 60% of the market share. Motorcycles top the charts of two wheelers with H ero Honda being the key player. Bajaj by far is the number one manufacturer of t hree wheeler in India. Passenger vehicle section is majorly ruled by the car manufacturers capturing ov er 82% of the total market share. Maruti since long has been the biggest car man ufacturer and holds more that 50% of the entire market. Global recession has impacted, the Indian automobile industry also and can be se en clearly in the sales figures of the last financial year. Even then this indus try has high hopes in 2009-2010, as banks have reduced loan interest rates and t he major chuck of automobile customers belong to the middle income group who are becoming economically stronger with every passing day.

COMPANY PROFILE Maruti Suzuki is the first automobile company in the world to be honoured with a n ISO 9000:2000 certificate. The company has a joint venture with Suzuki Motor C orporation of Japan. It is said that the company takes only 14 hours to make a c ar. Few of the popular models of MUL are Alto, Baleno, Swift, Wagon-R and Zen. MARUTI TRUE VALUE Maruti True service offered by Maruti Suzuki to its customers. It is a market pl ace for used Maruti Vehicles. One can buy, sell or exchange used Maruti vehicles with the help of this service in India.

IMPORTANCE

5 main Importance of Motivation in Modern Organisations 1. Productive use of resources: Modem organisation work through physical, financial and human resources. The uti lisation of physical and financial resources depends on the willingness of peopl e to work. Motivation enables people to convert physical and financial resources into usefu l products. It helps management to get the best out of human as well as non-huma n resources. 2. Increased efficiency and output: Motivation enables people to work enthusiastically. Performance is a product of not merely ability to do a task but the willingness to do the same with zeal and enthusiasm. Motivation bridges the gap between the overall efficiency and outpu t. This, ultimately, helps in reducing the cost of operation. 3. Achievement of goals: Motivation causes goal directed behaviour. It helps people to move in a desired direction and earn rewards. In organisations where managers try to understand th e needs of employees and institute appropriate incentive systems, accomplishment of goals in fairly easy. If people are not properly motivated, no useful purpos e can be served be planning, organising and staffing functions. 4. Development of friendly relationships: Motivation brings employees closer to organisation. The needs of employees are m et through attractive rewards, promotional opportunities, etc. employees begin t o take more interest in organsiational work. Their morals are high. They begin to think that the enterprise belongs to them a nd the interests of the enterprise are their interests and there is no differenc e between them. This helps in developing cordial relations between management an d workers. 5. Stability in workforce: Attractive motivational schemes satisfy the needs of employees. As a result, the ir commitment to organisational work increases. Employees do their tasks loyally and enthusiastically, they are not tempted to leave the organisation. This mean s reduced employee turnover. Further, satisfaction on the job means reduced abse

nteeism.

RESEARCH METHODOLOGY

RESEARCH DESIGN It is plan, structure & strategy of investigation conceived so as to obtain answ er to the research questions. The research design of three types:

EXPLORATORY DESIGN: Investigation undertaken to clarify & define the nature of problem for a detail ed research if necessary. The objective of the exploratory research is to genera te new ides; respondents should be give sufficient freedom to express themselves .

CAUSAL DESIGN: The design causal research is based on reasoning.

DESCRIPTIVE DESIGN: If the researcher is interested in knowing the characteristics of certain group such as age,sex,educational level,occupation or income such types are very usefu l in those researches. It is a general feeling that these studies are factual an d simple but can be complex and thus demands high degree of scientific skill on the part of researcher. In this project Researcher used descriptive study.

RESEARCH METHODOLOGY Secondary data:First of all informations has been collected from the shoroom in terms of:(A)Internal data: *other necessary theoretical requirement

(B)External data:This data are collected from various web sites and book organizational behaviour for making concept very clear.

THEORITICAL ASPECT

(1) MASLOWS NEED HIERARCHY Five needs are: (1) Physiological: - includes hunger, thirst, shelter, sex, and other b odily needs. (2) Safety:- includes security and protection from physical and emotion al harm. (3) Social:- includes affection, belongingness, acceptance, and friendship.

(4) Esteem:- includes internal esteem factors, such as, self-respect, aut onomy, and achievement; and external esteem factors, such as, status, recogni tion, and attention. (5) Self-actualization: - The drive to become what one is capable of becomin g; includes growth, achieving ones potential, and self-fulfillment. Maslows need Hierarchy pyramid

McClelland s need theory focuses on personality and learned needs. He categoriz ed motives into three manifest needs: need for achievement, need for affiliation , and need for power.

(2)

MCCLELLAND S NEED THEORY

A.

Need for Achievement

The need for achievement refers to seeking excellence in performance and difficu lt, challenging goals. Research indicates that people with a high need for achi evement outperform those with a moderate or low need for achievement. B. Need for Power

The need for power is concerned with making an impact on others, influencing oth ers, changing people or events, and making a difference in life. McClelland fur ther distinguished between socialized power (used for the benefit of many) and p ersonalized power (used for personal gain). C. Need for Affiliation

The need for affiliation emphasizes the establishment and nurturing of intimate relationships with other people. In contrast, individuals with a high need for autonomy, as outlined in Murrays manifest needs theory, value independence and fr eedom from constraints. Students will be able to identify the differences betwe en individuals by using an example of telecommuting and by discussing which indi vidual would be more comfortable with this change in organizational interaction.

(3) ERG theory: Alderfer(1972)classifies needs into three categories into hierarchical order. They are : The existence category Provides our basic material existence requirements. They include maslows physiological and safety needs. Relatedness category The desire we have for maintaining important interpersonal relationships. These social and status desires require interaction with others. They align with maslows social need and the external component. Growth category An instrinsic desire for personal development. These include the instrinsic component from maslows esteem Category ,and the characteristics included under self-actualization. This theory is very similar to Maslows theory. Existence need corresponds with ma slows physiological and safety need,relatedness need corresponds with maslows soc ial needs growth need corresponds with Maslows esteem and self-actualization need s.

(4)

HERZBERGS THEORY:-

Traditional View Herzbergs View

Motivation-Hygiene Theory of Motivation Motivation factors Increase job satisfaction

Hygiene factors avoid Job dissatisfaction(prevention) Criticisms of Two-Factor theory

Herzberg is limited by his procedure Participants had self-serving bias Reliability of rates questioned Bias or errors of observation No overall measure of satisfaction was used Herzberg assumed,but didnt research,a strong relationship between satisfaction an productivity.

(5)

McGREGORS Theory X and Theory Y

McGregor utilized the needs hierarchy to develop polarized assumptions about wor kers based on whether they are motivated by lower order needs or by higher order needs. Furthermore, he suggested that individuals in organizations should be t reated differently depending on which level of needs motivated them. Theory X r epresents the assumptions associated with managing individuals motivated by lowe r order needs. Theory Y represents the assumptions associated with managing ind ividuals motivated by higher order needs.

IN COMPANY HOW IT IS APPLIED

Maslow and Herzberg (A) Maslow Abraham Maslow argued that humans are motivated by five essential needs. He form ed a pyramid demonstrating these needs which he called the hierarchy of needs .

Basic/Physiological needs:This would include a place of work, regular monthly pay and essential facilities such as restaurant or lockers for personal belongings. Safety needs:Maruti Suzuki provides the security of formal contracts of employement as well as pension & sickness schemes & the option to join a union to give people a sens e of belonging. It ensures health & safety in the work place. Social needs:Maruti Suzuki promotes team & group working at various levels. The company Steeri ng Wheel assesses individual and group work and enables store staff to work as a team. Working conditions and a home from home ethos encourages long service. Esteem needs:Maruti Suzuki values emphasise self- respect and respect for others and praise f or hard work. Its self assessment,360 degree feedback and appraisal system help to recognize individuals contributions and importance celebrate achievement. Self Actualization needs:Maruti Suzuki offers personal development plans, recognition of skills and talen ts,opportunity for promotion and career progression programme. Career discussion s feed into Maruti Suzukis talent planning meetings. The options fast track manag ement programme provides a route for capable staff to reach higher levels. At the bottom of the pyramid are basic needs, those that motivate people to work food and shelter. Once these needs are met through pay, individuals want safety and security through, for example, good job conditions. Social needs refer to t he need to belong, to be part of a group. Self-esteem may arise from a promotion . Right at the top is Self fulfilment - the area for creativity, challenge and i nterest. Maslow suggested that achieving one level motivates us to achieve the n ext. (B) HERZBERGS THEROY

In 1959 Frederick Herzberg developed the Two-Factor theory of motivation. His re search showed that certain factors were the true motivators or satisfiers. Hygie ne factors, in contrast, created dissatisfaction if they were absent or inadequa te. Dissatisfaction could be prevented by improvements in hygiene factors but th ese improvements would not alone provide motivation. Herzberg showed that to truly motivate an employee a business needs to create co nditions that make him or her feel fulfilled in the workplace. Maruti Suzuki aims to motivate its employees both by paying attention to hygiene factors and by enabling satisfiers. For example, it motivates and empowers its employees by appropriate and timely communication, by delegating responsibility and involving staff in decision making. It holds forums every year in which staf f can be part of the discussions on pay rises. This shows recognition of the wor k Maruti Suzuki people do and rewards them. Maruti Suzuki staff can even influence what food goes onto its restaurant menus. Employees thus become motivated to make choices that will increase their use of the restaurants.

DIFFERENCE

Difference : (a)Highlight: In maslows theory basic need will not satisfied longer motivater. In company point of view motivating the employee training ,bonus ,financial a nd non-financial rewards. (b)suggestion: The company should give promotion to employees, it can help in increasing their morale. The company should give freedom to employees to form the informal groups, it can help the company to know about the thinking of t he employees easily through rumors.

BENEFITS OF THE STUDY

TO SELF:We had done our research with full enthusiasm and had learned many things. This research helps us to know about various policies which are used by the MARUTI SU ZUKI COMPANY to motivate to their employee in the organization. It is good to ge t the knowledge about it. TO ORGANIZATION:-

Benefits of motivated staff:A motivated workforce will work harder and achieve greater output in less time, therefore reducing labour costs. It requires less supervision and demonstrates p ride in its work, making a greater impact on the customer. Motivated employees have greater concentration and are less likely to make mista kes, cause accidents or be involved in conflict. They are also likely to show gr eater loyalty to the company and have less absenteeism. An unmotivated workforce will be the opposite, being dissatisfied with its role in the work environment. This can negatively affect both the quality of the work as well as how efficien tly employees carry out their jobs.

BIBLIOGRAPHY

Bibliography: http://Wikipedia.org www.maruti Suzuki,com Organization behavior book-

k.aswathapa Stphten robbines