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CHAPTER-1 1.1 INDUSTRY PROFILE


Time and its role in the history of thought and action The science or art of measuring time or making timepieces is known as horology. Time appears to be more puzzling than space because it seems to follow or pass or else people seem to advance through it.

Development of watch
The development of the watch was due to the important contribution made over four centuries by many individual craftsmen. Portable time keeping instruments become possible with the invention of the main spring by peter henlein of Nuremberg, Germany in 1500.

Christian Huygens of the Netherlands is general credited with the invention of hairspring in 1675.this invention reduced the size of watches. In 1765,Thomas mudge of England invented the escape mechanism.

In 1776 jcan moise Geneva the watch with independent seconds. This was fitted with a mechanism.by1868 patek phillipe was making watches and one such can be seen in companys private collection. About 1800, Gir and perrageuse won an order for wristwatches from the German imperial navy.

Around 1914 the Geneva manufacturers Gay Preres and Ponti Gennali invested heavily in the design and production of the worlds first metal watch bracelets.

The first practical self-winding watch was invented in about 1925 by John Hardwood of England. In 1957 the Hamilton watch-company of the United States introduced the first practical electric watch. The Bulova watch-company developed the tuning fork electrical watch, in United States in 1960. The first quart movement for wristwatches was manufactured in 1967 in the Horological Electronics center, Neufchatel. In the 1970,s timing systems appeared and these enabled a complete service to be provided to wrist that is, timing and display.

Today new levels of accuracy have been achieved and the concept of the watch as designer fashion accessory has gained new importance.

Growth of the watch industry


The present demand for wristwatches in India is estimated at between 12 million watches. The balance being met by watches brought into India from abroad. Growth projections for the industry as a whole are estimated to be 6%p.a. This explains the positive reactions of the existing manufacturers in the market to the new entrants. Predictions in the industry are that a shift from the present manufacture of automatic and mechanical watches is inevitable. The current trend in the Indian market is towards the more sophisticated models. All over the world mechanically wound watches into some extent, the automatic watches have given way to quartz and digital watches. For the customers more competitors mean a greater variety and choice, latest designs and models guaranteed after sale services and quality products from collaborative ventures with the world reowned watch manufactures.

Overview of the Indian Market


The watch market in India recorded an approximate value turnover of US $ 300, million and a volume turnover of 23 million units (1998-1999). It is growing at 9% per annum. The organized sector that contributes to the other half has

2 parts. The first consists of watches smuggled from abroad. The second comprises assembled watches. The later are made from cheap movements smuggled from china and other south East Asian countries.

The watch market worldwide comprised 60% quartz, 27%digital and 13%mechanical watches. By contrast in India the digital segment is almost is non-existent.

HMT: (Hindustan Machine Tools)


Started in 1961. Government of India undertaking. Several businesses like machine tools, lamps, bearings etc.

TIMEX
Third important player in watch market. American watch making company. Entered Indian market through a tie-up with titan. Titan operates in the high price segment. While Timex at the low price end. Timex offering high priced India and co. HMT Watches are conventional and not very flashy in their Designs. TITAN Are sophisticated and dignified.

TIMEX

Contrast, Sporto, unconventional and youthful.

Watches

Mechanical

Electronic

Automatic

Analog

Digital

Hand Wind

1.2 INTERNAL COMMUNICATION PROCESS Introduction


Communication is a process of passing information and understanding from one person to another. It may be broadly defined as the process of meaningful interaction among human beings. More specifically, it is the process by which meanings are perceived and understanding is reached among human beings.

Communication is the lifeblood of business. No business can develop in the absence of effective internal and external communication. Besides, communication skills of the employees are given high weight age at the time of their appointment as well as promotion.

If there exists any effective communication between management and employees, it helps to bring about an atmosphere of mutual trust and confidence. The employees know exactly what is expected them; the management is aware of the potentialities and limitations of the employees and knows how to exploit the first and make up for the latter. This mutual understanding is extremely beneficial to both the parties.

The Importance of Effective Communications In A Partnership


Effective communication is important in a partnership because it: Keeps people informed about what is going on Establishes trust Creates a more productive environment Promotes a more friendly and satisfying working relationship Avoids conflict Enhances commitment to the partnership Helps partners achieve their objectives Leads to providing better service

Tips For Ensuring An Effective Internal Formal Communications Process


Every partnership should identify a formal internal communication process to ensure information is effectively communicated within the partnership. To ensure an effective internal communication process that will support the partnership, the following should be considered: Establish a communication plan and process. Good communication among partners does not happen unless there is a plan in place and a process has been identified to support the communication. Identify who is responsible for communication between the partners.

Develop an internal communications plan. (See Section 3 below for steps in developing a communications plan.) Identify what information needs to be shared and with whom.

How To Develop An Internal Communications Plan


Outlined below are the elements of an internal communication plan. Note that these elements are similar for developing a communications plan directed to external audiences.

Analyze the Situation


Clarify if there is an atmosphere of trust. Determine if there are unresolved issues. Determine who should be responsible to ensure the communication takes place. Set Communication Objectives Clarify the overall purpose of the communication. Define what you want your communication to achieve? Know your Audiences Define the individuals and groups you want to reach. Know your audiences in terms of their general characteristics, attitudes, and influence. Identify Key Messages Identify the information that different audiences need. Develop clear messages for these audiences you want to make sure you are reaching the right individuals with the right messages. Develop a Communication Strategy Determine what your overall communication strategy is to be, e.g., is it to be formal or informal, ongoing or short term, proactive or reactive? Identify Communication Activities Determine which methods you are going to use to get your messages to the audiences. These may include: face to face communication such as meetings and information

sessions; teleconferencing; memos, documents or newsletters; bulletin boards; or e-mail and internet. Choose the method which is most appropriate for the information and the audience. Prepare a Budget Internal communications take time and resources and need to be included in budget considerations. Do an evaluation- Did it Work? Assess whether your communication strategies are working and whether the right information is reaching the right audiences at the right time. Tips For Ensuring Effective Informal (Verbal) Communication The following outlines tips to ensure effective verbal communication among partners. Many misunderstanding arise because of what we say and how we say it. We first need to recognize the barriers to effective communication before we can understand how to deal with them and what skills we require for effective communication. Communication Barriers A communication barrier is something that prevents us from understanding the meaning of what is being communicated. We assume that the meaning we intend is the same for the person that hears our meaning. However, this is often not the case for many different reasons. Different cultures have different ways of communicating. Also, the tone we use, body language and facial expressions can become barriers to effective communication. The speaker, the person giving the message: Is not clear. Seems uncertain and gives an ambiguous message. Uses words that are not concise. Uses words that may have different meanings to different people. Cultural differences play a large role here. Uses different non-verbal cues that have different meanings. For example, eye contact in one culture may be regarded as being impolite, but in another is regarded as respectful.

Confuses the verbal message with contradictory non-verbal clues such as facial expression, vocal expression, posture, gesture or actions. Gives a message that is judging or blaming. Gives a message that is patronizing (talking down). Gives a message that is defensive. The listener, the person receiving the message: Is distracted. Hears through his/her own filters that distort much of what is being said. These filters include judging, jumping to conclusions, or avoidance. Is dismissive or ignores what is being said. What other barriers to communication have you experienced?

1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE The primary objective of the study is to measure the effectiveness of communication prevailing in the organization.

SECONDARY OBJECTIVES The secondary objectives of the study are: To analyze the interaction among various levels of management. To find out the satisfaction level of meetings organized in the organization. To analyze the scope for the improvement of existing system.

To find out the effectiveness of periodical training provided for the employees regularly in the organization

1.4 SCOPE OF THE STUDY

Titan Industries Limited, Hosur is a TATA group. Currently Titan is facing serious industrial relations issue. This issue is mainly due to lack of co-ordination among L-level employees (i.e.) Officers level.

As the part of this focus, company wants the researcher to find out the opinion about existing internal communication practices followed in Titan among officers level.

IMPORTANCE OF THE STUDY It helps to analyze the interaction among various levels of management. It helps to find out the satisfaction level of meetings organized in the organization. It helps to analyze the scope for the improvement of existing system. It helps to find out the effectiveness of periodical training provided for the employees regularly in the organization.

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1.5 RESEARCH METHODOLOGY

INTRODUCTION: Research methodology is a way to systematically solve the research problems. It may be understood as a science of studying how research is done scientifically. It includes the overall research design, the sampling procedure, data collection method and analysis procedure.

RESEARCH DESIGN:

The research design stands for advance planning of the methods to be adopted for collecting the relevant data and the techniques to be used in analysis, keeping the view the objectives of the research and availability time. In general , research design is the conceptual structure within which research is conducted; it constitutes the blue print for the collection, measurement and analysis of data.

DESCRIPTIVE RESEARCH:

Descriptive research study includes surveys and fact-finding enquiries of different kinds, which help the researchers to describe the present situation that makes the analysis about the effectiveness of internal communication process among the employees and helps to reach the objectives.

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SAMPLING DESIGN/TECHNIQUES:

Sampling design is to clearly define set of objects, technically called the universe to be studied. This research has finite set of universe and the sampling design used in the study is probability sampling. Sampling technique used is simple random sampling method.

SAMPLE UNIT/SAMPLE SIZE:

The item selected from the population constitute the sample size. The study covers the employees of L- Level people in the company. Total sample size for the study is 100.the population size is 408.

DATA COLLECTION

Primary data Collection: Data is collected by questionnaire method. A questionnaire is constructed and is given to the L-level people of the organization department for their response. Their responses are collected from them and used for analysis. The questionnaire is constructed as the heart of survey operation.

Secondary data collection: Secondary data are the data collected from the existing sources. Management books, Magazines and newspaper. Report prepared by research scholars. Journals. Company newsletters and HR magazines.

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1.6 LIMITATIONS

The project work is not an exhaustive Analysis of the area and concentrate only preferable samples. The study is limited only to Titan Industries Ltd., Hosur and does not bind other industries of similar nature. Hesitations on the part of respondents to express their views exactly on the questionnaire. The study expresses the opinion, which changes periodically. The sample represents only the miniscule percent of the workforce and does not reflect the opinion of the entire work force.

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2 REVIEW OF LITERATURE Internal Communication Communication is the lifeblood of business. No business can develop in the absence of effective internal and external communication. Besides, communication skills of the employees are given high weightage at the time of their appointment as well as promotion. It is said to be structured communication within an organization pertaining to accomplishing work goals. By structured we mean that such communication is built into the organizations plan of operation. LESIKAR. PETTIT Business Communicationsixth edition.

Communication is not a natural human activity. We learn to communicate. It is not instinctive but taught. Communication is a process of passing information and understanding from one person to another. It may be broadly defined as the process of meaningful interaction among human beings. More specifically, it is the process by which meanings are perceived and understanding is reached among human beings.

HRM communications programs are designed to keep employees informed of organizational events, and knowledgeable of the policies and procedures affecting them. DAVID.A.DECENZO STEPHEN.P.ROBBINS HUMAN RESOURCE MANAGEMENT seventh edition Internal communication is considered a vital tool for binding an organization, enhancing employee morale, promoting transparency and reducing attrition. Ironically, while everybody understands and talks about the significance of internal communication, very few are able to manage it efficiently. Both the long-term and short-term fallout of ineffective internal communication can be damaging for an organization. It can start from the spread of rumors

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to disillusionment among employees to a gradual destruction of the companys brand image. Worse, it may also lead to the slow death of the organization. Sigband, Norman B.Communication For ManagementScott, Foreman and Co., Glenview Illinois April, 2 1969, P.7. The Importance of Effective Communications In A Partnership Effective communication is important in a partnership because it: Keeps people informed about what is going on Establishes trust Creates a more productive environment Promotes a more friendly and satisfying working relationship Avoids conflict Enhances commitment to the partnership Helps partners achieve their objectives Leads to providing better service Open, honest, direct and positive communication is critical to the success of the partnership WWW.performance-appraisals.org Communication Barriers A communication barrier is something that prevents us from understanding the meaning of what is being communicated. We assume that the meaning we intend is the same for the person that hears our meaning. However, this is often not the case for many different reasons. Different cultures have different ways of communicating. Also, the tone we use, body language and facial expressions can become barriers to effective communication. www.pcrs.ca/TKWEB/tools%5Ccommun.html

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3.1 COMPANY PROFILE Introduction Titan Industries Ltd. was incorporated in 1984 as a joint venture between the Tata and the Tamil Nadu Industrial Development Corporation Limited, a Government of Tamil Nadu undertaking. The Company has its Registered Office in Hosur, an industrial town in Tamil Nadu, and its Corporate Office in Bangalore, Karnataka. The Company has been engaged in the manufacture and marketing of quartz watches since the year 1987.

The Companys products are distributed through a network spanning over 8,600 retail outlets covering 2030 towns. The network includes 160 World of Titan showrooms and 142 Titan controlled multi-brand outlets christened Time Zone. In line with its strategy of focussing on the major brands the company has also opened four exclusive outlets for the Sonata brand of watches, on an experimental basis. The network is supported by CFAs (32), Redistribution Stockiest (Titan 39, Sonata 41,common Titan+Sonata 15) and manned by logistics professionals whose unenviable task it is to minimise stock-outs across more than a thousand variants.

The company also exports about 10 % of it watches primarily to the Middle East, Far East and Europe. Infact in Middle East its the no 1 brand in quite a few countries.

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Titans Corporate Objectives It is Titans corporate objective to be a significant and respected global watch, and jewelry brand, and also be the market leader in India, including being the premier retailer of these products.

Titan will use its manufacturing strengths to produce a variety of micro-precision engineering and electronic products unrelated to watches.

Titan will use its core competencies in the areas of design, marketing, retailing, souring and manufacturing, as appropriate, to extend its business activities to other prestigious personal use products and luxury goods.

In the pursuit of these objectives, efficiency will always be a high corporate goal so as to always deliver the best value for money to the customer.

In doing so, Titan expects to put India on the world map for high quality goods and services as also add value to the prestigious Tata name on which it draws.

In all its endeavors, Titan will seek to win global professional recognition not only for the achievement of its business objectives, but also for the means it uses for their achievement. High business ethics is an end in itself. In the pursuit of its business objectives, Titan expects to ensure a high degree of satisfaction to all those with whom it interacts including employees, shareholders, banks and lending institutions, the investing public in general, suppliers, customers, the community in which it functions, the State of Tamil Nadu and society at large.

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Technology Titans watch manufacturing facility was set up in 1987, with technical know-how from Europe and Japan. Over the year the Company has established highly integrated manufacturing facilities and has grown to become the sixth largest watch manufacturer brand in the world. The Company manufactures watch movements, watchcases in steel and brass, and bracelets in solid as well as sheet steel. The manufacturing processes employed include microprecision operations (Manufacturing of components and sub assemblies) Hot & cold forging, stamping, injection molding and tool making. Some of the key facilities for the above include CNC machining centers, Ion plating equipment for surface finishing, precision vibratory type electroplating, Jig boring and Jig grinding, 3-axis CNC milling with on-line programming, 41/2-axis CNC EDM wire-cut machines, CNC EDM die sinking equipment for tool making, to name a few. The product development cycle is facilitated by state-of-the-art CAD/CAM technology that enables seamless integration from styling and 3D solid modeling to engineering design, tool design, tool making and prototype making. Our R&D initiatives, which have been recognized by the DSIR, has earned several accolades for its design efforts. This includes a national award from the DSIR for the Design and Development of a Slim Movement and more recently awards in recognition of Excellence in Electronics for two successive years from the Ministry of Information Technology. The company has been recently shortlist by CSIR for funding some key R&D project (s). The Company has been certified under ISO 9001; 2000 Quality System Standards. The New business Group (consisting of Precision Engineering components, Clocks and related components and Machine Building and Automation) is in the process of establishment and is poised for significant growth during the current year. It is in the process of implementing TS 16949 Standards. Competitive Environment

The Indian wrist watch market is estimated to be of the order of 20-25 million watches a year, of which the legitimate sector accounts for about 12 million .The average annual sale of watches in India is 20-25 per thousand of the population, far below the world average of 100 per thousand. There is therefore a tremendous potential for watches in India. Titan is the

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acknowledged market leader in India with a 25% share of total market. Throughout most of its 17-year history its growth has exceeded that of the market.

Titan is entering an increasingly competitive world. The stagnation of developed markets and the removal of trade barriers will see an increased focus on the Indian market by a variety of international players. Titans major competitors include domestic brands such as HMT, Timex and Maxima and Foreign brands, Citizen, Seiko and brands of Swatch Group.

Local competition is also from a multitude of player such as Lamex, Rochees and Timewell who do not largely play by the rules and evade taxes. There are also a number of watches ultra premium Swiss as well as a variety of fashion label brands such as, Cartier, Piaget, Espirit, Fossil, etc that are constantly entering the domestic market.

Competition also comes from other product categories that are competing for the discretionary and disposable incomes of middle class and upper class households.

A new brand, Sonata was launched during 1996-97 to take advantage of the fast growing value segment of the Indian watch market. Consumer research showed that there was an opportunity for a quality branded player in a segment that is largely dominated by unbranded, low quality grey market players. This segment is very price-sensitive and has been traditionally serviced by HMT, Timex, Maxima and a large number of watchmakers who assemble watches with cheap movements, which are freely importable - at virtually throwaway prices due to overproduction across the world. Sonata is already the largest metal brand in the category. Titan expects to use Sonata to drive increased market share gains as well as to penetrate the growing rural market.

The Titan brand and its sub-brands supply the above Rs 1,000 market. The market below Rs 1,000 is supplied by the Sonata brand. The former has a 22% market share and the latter has a 27% market share. In recent years the bulk of growth has come from the Sonata brand.

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The Companys future has to be clearly built upon its existing strengths and skills as well as on new opportunities that emerge in a globalised India and the international market. The critical success factors which has enabled the company to succeed and continue to succeed in a competitive environment therefore are: For growth ideas it is always an open house at Titan. The companys leaders encourage managers at various levels to change, or suggest changes to, rules and regulations and procedures if they hinder progress. To foster continuous improvement, suggestions from employees, customer feedback, variety of satisfaction surveys, market research, sharing of best practices, benchmarking and feedback from the TBEM assessments are often used.

Organizational learning and knowledge sharing happens through a variety of means. From informal learnings through journals, visiting fairs, interaction with customers, suppliers, employees to more formal means such as classroom training, attending seminars, participation in Tata change initiatives and knowledge sharing clubs. These are embedded in the way we institute a learning culture. Effective Use of IT is an important aspect in this regard.

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CHAPTER 4

4.1 ANALYSIS AND INTERPRETATION

Analysis and interpretation refers to the computation of certain measures along with searching for the level of communication that exists between the top management and the employees. After, collection of data coding was done for the purpose of appropriate statistical analysis. Analysis was done with an attempt to organize and summarizes data, in order to enhance the efforts of outcome in such a manner that enable to relate critical points with the study objectives. Paired sign test is used for data interpretation.

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4.1.1 ANALYSIS AND INTERPRETAITON PERCENTAGE OF RESPONDENTS RECEIVED THE INFORMATION ABOUT COMPANYS STRATEGIC PLANS AND POLICIES

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 29 60 09 02 00

INFERENCE: From the table, 60% of the respondents agree that they are well communicated about the companys strategic plans and policies.

Mission
60 60 40 20 0 29 9 2 0
strongly agree agree neutral disagree

strongly disagree

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4.1.2 PERCENTAGE OF RESPONDENTS INFORMED ABOUT THE DETAILS OF THE COMPANY

PARTICULARS

RESPONDENT S

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

08 54 28 06 04

INFERENCE: From the table, it is clear that 58% of the respondents agree that they are kept well informed by the senior management on what is going on in the company.

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Company details

58 60 50 40 30 20 8 6 0 28
Strongly agree agree neutral disagree Strongly disagree

10
0

4.1.3 PERCENTAGE OF RESPONDENTS RECEIVE RELEVANT GUIDELINES TO, HOW TO CARRY ON ROUTINE TASK

PARTICULARS

RESPONDEN TS

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

10 35 34 18 03

INFERENCE: From the table it is clear that to the extent of 35% of the respondents they receive relevant guidelines as how to carry on routine task and to the extent of 18% of the respondents disagree for the above said statement.

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Routine Task

40 30

35

34

Strongly agree Agree

20
10 0

18 10 3

Neutral Disagree Strongly Disagree

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4.1.4 RESPONDENTS OPINION ABOUT THE MEETINGS CONDUCTED AT REGULAR INTERVALS

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 05 40 31 18 06

INFERENCE: From the table, it is clear that 40% of the respondents agree that the meetings are conducted in the company at regular intervals. 30% of the respondents neither agree nor disagree and 18% of the respondents disagree for the above said statement.

Managment Meeting
40 40 30 20 10 0 5 18 31
Strongly agree Agree Neutral

Disagree Strongly Disagree

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4.1.5 RESPONDENTS SATISFACTION ON TWO WAY COMMUNICATION SHARED WITH MANAGEMENT AND EMPLOYEES.

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 11 39 28 19 03

INFERENCE: The above table shows that to the extent of 39% of the respondents are satisfied with the two - way communication shared between management and employees in the company. 28% of the respondents neither agree nor disagree and 19% of the respondents disagree for the above said statement.

Satisfaction Of Management Meeting


39 40 30 20 10 0 11 3 28 19
Strongly agree Agree Neutral Disagree Strongly Disagree

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4.1.6 RESPONDENTS OPINION ABOUT THE GROUP MEETINGS ORGANISED REGULARLY IN THE COMPANY

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 08 41 35 12 04

INFERENCE: From the above table, it is clear that to the extent of 41% of the respondents agree that the group meetings are conducted regularly in the company, 35% of the respondents neither agree nor disagree and 12% of the respondents disagree for the above said statement.

Group Meeting

50 40 30 20 8

41 35
Strongly agree Agree Neutral

12 4

Disagree Strongly Disagree

10
0

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4.1.7 SATISFACTION LEVEL OF THE RESPONDENTS ABOUT THE DISCUSSIONS IN GROUP MEETINGS

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 08 46 36 08 02

INFERENCE: From the above table, it is clear that to the extent of 46% of the respondents agree that they are satisfied by the discussions in the group meetings organized in the company, 36% of the respondents neither agree nor disagree and 8% of the respondents disagree for the above said statement.

Satisfaction Of Group Meeting

50 40 30 20 10 0 8

46 36
Strongly agree Agree Neutral

8 2

Disagree Strongly Disagree

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4.1.8 PERCENTAGE OF RESPONDENTS RECEIVE THE PERFORMANCE FEEDBACK REGULARLY

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 20 57 16 05 02

INFERENCE:

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From the above table, it is clear that to the extent of 57% of the respondents agree that they receive the performance feedback regularly in the company, 16% of the respondents neither agree nor disagree and 5% of the respondents disagree for the above said statement.

Feedback On Performance

57
60 40 20 20 0 16 5 2
Strongly agree Agree Neutral Disagree Strongly Disagree

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4.1.9 RESPONDENTS OPINION ABOUT THE COMMUNICATION WITH SUPERIORS

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 14 38 32 11 05

INFERENCE: From the above table, it is clear that to the extent of 38% of the respondents agree that they are well communicated with the superior freely in the company, 32% of the respondents neither agree nor disagree and 11% of the respondents disagree for the above said statement.

Communication With Superiors

40 30 20 10 0 14

38 32
Strongly agree Agree Neutral

11 5

Disagree Strongly Disagree

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4.1.10 RESPONDENTS OPINION ABOUT THE OPEN COMMUNICATION

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 17 43 25 10 05

INFERENCE: From the above table, it is clear that to the extent of 43% of the respondents agree that the existing atmosphere facilitates free and frank discussions at all levels and objective solutions are attained. 25% of the respondents neither agree nor disagree and 10% of the respondents disagree for the above said statement.

Open Communication

50 40 30 20 17

43
Strongly agree

25 10 5

Agree Neutral Disagree Strongly Disagree

10
0

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4.1.11 RESPONDENTS OPINION ABOUT THE CONFLICTS RESOLVED BY THE SUPERIOR FOR BOTH FAMILY AND PERSONAL ISSUES

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

RESPONDENTS 11 41 31 11 06

INFERENCE: From the above table, it is clear that to the extent of 41% of the respondents agree that the superior helps to resolve conflicts between work and family/personal issues. 31% of the respondents neither agree nor disagree and 11% of the respondents disagree for the above said statement.

RESPONDENTS

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

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4.1.12 PERCENTAGE OF THE RESPONDENTS RECEIVED INFORMATIONS CONVEYED BY THE SUPERIOR

PARTICULARS STRONGLY AGREE AGREE

RESPONDENTS 18 51

36

NEUTRAL DISAGREE STRONGLY DISAGREE

20 09 02

INFERENCE: From the above table, it is clear that to the extent of 51% of the respondents agree that the informations are reached conveyed by the superior regularly.20% of the respondents neither agree nor disagree and 9% of the respondents disagree for the above said statement.

Informations conveyed

60 50 40 30 20 10 0

51
Strongly agree

Agree

18

20

Neutral

9
2

Disagree Strongly Disagree

4.1.13 PERCENTAGE OF RESPONDENTS ARE MOTIVATED BY THE SUPERIOR THROUGH FRIENDLY INTERACTION

PARTICULARS STRONGLY AGREE AGREE

RESPONDENTS 16 49

37

NEUTRAL DISAGREE STRONGLY DISAGREE

23 06 06

RESPONDENTS

STRONGLY AGREE AGREE NEUTRAL DISAGREE STRONGLY DISAGREE

INFERENCE: From the above table, it is clear that to the extent of 49% of the respondents agree that their superior takes time to listen and motivates through friendly interaction.23% of the respondents neither agree nor disagree and 6% of the respondents disagree for the above said statement.

4.1.14 RESPONDENTS OPINION ABOUT THE RIGHT INFORMATIONS PROVIDED THROUGH RIGHT MEDIA

PARTICULARS STRONGLY AGREE AGREE NEUTRAL

RESPONDENTS 10 42 31

38

DISAGREE STRONGLY DISAGREE

12 05

INFERENCE: From the above table, it is clear that to the extent of 42% of the respondents agree that the right informations are provided at right time through right media. 31% of the respondents neither agree nor disagree and 12% of the respondents disagree for the above said statement.

Right Informations Provided Through Right Media

50 40 30 20 10 0 10

42 31 12 5

Strongly agree Agree Neutral Disagree Strongly Disagree

4.1.15 RESPONDENTS OPINION ABOUT THE OPPORTUNITIES PROVIDED TO EXPRESS IDEAS AND OPINIONS

PARTICULARS STRONGLY AGREE AGREE NEUTRAL

RESPONDENTS 09 48 27

39

DISAGREE STRONGLY DISAGREE

13 03

INFERENCE: From the above table, it is clear that to the extent of 48% of the respondents agree that they are given opportunities to express their ideas and opinion to top management. 27% of the respondents neither agree nor disagree and 13% of the respondents disagree for the above said statement.

Opportunities To Express Ideas And Opinion


48 50 40 30 20 10 0 9 27 13 3
Strongly agree Agree Neutral Disagree Strongly Disagree

4.1.16 RESPONDENTS OPINION ABOUT THE OPPORTUNITIES PROVIDED FOR THE EMPLOYEES TO INTERACT WITH THE INTERDEPARTMENT LEVEL

PARTICULARS STRONGLY AGREE AGREE NEUTRAL

RESPONDENTS 24 45 24

40

DISAGREE STRONGLY DISAGREE

03 04

INFERENCE: From the above table, it is clear that to the extent of 49% of the respondents agree that opportunities are provided to interact with fellow employees & with employees of the other department at both formal & informal level. 29% of the respondents neither agree nor disagree and 3% of the respondents disagree for the above said statement.

Opportunities To Interact With Interdepartment Level

49 50 40 30 20 10 0 4.1.17 RESPONDENTS OPINION ABOUT THE COMMUNICATION FACILITATES BETTER PERFORMANCE 3 0 24 24


Strongly agree

Agree
Neutral Disagree Strongly Disagree

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE

RESPONDENTS 28 55 12 04

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STRONGLY DISAGREE

01

INFERENCE: From the above table, it is clear that to the extent of 55% of the respondents agree that the communication facilitates better performance. 12% of the respondents neither agree nor disagree and 4% of the respondents disagree for the above said statement.

Communication Facilitates Better Performance

60 40 20 0 28

55
Strongly agree Agree Neutral

12 4 1

Disagree Strongly Disagree

4.1.18 RESPONDENTS OPINION ABOUT THE CLEAR AND UNDERSTANDABLE COMMUNICATION IN THE COMPANY

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE

RESPONDENTS 15 60 19 05

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STRONGLY DISAGREE

01

INFERENCE: From the above table, it is clear that to the extent of 60% of the respondents agree that the communication from immediate authority is clear and understandable. 19% of the respondents neither agree nor disagree and 5% of the respondents disagree for the above said statement.

Clear Communication From Superiors


60 60 50 40 30 20 10 0
Strongly agree Agree

15

19 5 1

Neutral Disagree Strongly Disagree

4.1.19 RESPONDENTS OPINION ABOUT THE PERIODICAL TRAINING PROVIDED FOR EFFECTIVE COMMUNICATION

PARTICULARS STRONGLY AGREE AGREE NEUTRAL DISAGREE

RESPONDENTS 09 45 28 13

43

STRONGLY DISAGREE

05

INFERENCE: From the above table, it is clear that to the extent of 45% of the respondents agree that the organization provides periodical training for the effective communication. 28% of the respondents neither agree nor disagree and 13% of the respondents disagree for the above said statement.

Periodical Training For Effective Communication

50 40 30 20 10 0 9

45
Strongly agree

28

Agree Neutral

13
5

Disagree Strongly Disagree

ANALYSIS USING PAIRED SIGN-TEST 4.1.1 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN STRATEGIC PLAN AND COMPANY DETAILS: RESPONSES PARAMETERS STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

44

STRATEGIC PLAN

29

60

COMPANY DETAILS

58

28

CONVERTING VALUES FOR SIGNS: NUMBER OF + : 45 NUMBER OF - : 02 NUMBER OF 0 : 53 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS(Ho) : There is no difference between the strategic plan and company details. There is difference between the strategic plan and company details. pq/n = .072 P PHo/ P = 6.35 1.96

ALTERNATE HYPOTHESIS(H1) STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE INFERENCE: (Z)

: : :

Since the level of significance is quite high and the calculated value falls within the shaded portion the null hypothesis is said to be rejected. Therefore there is difference between the strategic plan and the company details.

45

4.1.2 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN COMPANY DETAILS AND ROUTINE TASK: RESPONSES PARAMETERS STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

COMPANY DETAILS

58

28

ROUTINE TASK

10

35

34

18

CONVERTING VALUES FOR SIGNS: NUMBER OF + : 24 NUMBER OF - : 29 NUMBER OF 0 : 47 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS(Ho) : There is no difference between the company details and routine task. There is difference between the company details and routine task. pq/n = .069 P PHo/ P =

ALTERNATE HYPOTHESIS(H1) STANDARD DEVIATION ( P)

CALCULATED VALUE

(Z)

|.684|

TABLE VALUE INFERENCE:

|1.96|

Since the level of significance is quite low and the calculated value falls below the shaded portion the null hypothesis is said to be accepted. Therefore there is no difference between the company details and routine task.

46

4.1.3 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN MANAGEMENT MEETING AND GROUP MEETING: RESPONSES PARAMETERS MANAGEMENT MEETING STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

40

31

18

GROUP MEETING

11

39

28

19

CONVERTING VALUES FOR SIGNS: NUMBER OF +: 25 NUMBER OF - : 34 NUMBER OF 0 : 41 TOTAL SAMPLE SIZE: 100 HYPOTHESIS SETTING: NULL HYPOTHESIS (Ho) : There is no difference between the Management meeting and group Meeting : There is difference between the management meeting and group meeting. pq/n = .0648 P PHo/ P = |1.192 | : |1.96|

ALTERNATE HYPOTHESIS (H1) STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE (Z)

: :

INFERENCE: Since the level of significance is quite low and the calculated value falls below the shaded portion the null hypothesis is said to be accepted. Therefore there is no difference between the management meeting and group meeting.

47

4.1.4 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN PERFORMANCE FEEDBACK AND PERIODICAL TRAINING: RESPONSES PARAMETERS PERFORMANCE FEEDBACK PERIODICAL TRAINING STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

20

57

16

45

28

13

CONVERTING VALUES FOR SIGNS: NUMBER OF + : 33 NUMBER OF - : 29 NUMBER OF 0 : 38 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS(Ho) : There is no difference between the Performance feedback and Periodical training. There is difference between the Performance feedback and Periodical Training. pq/n = .0632 P PHo/ P = .510 : 1.96

ALTERNATE HYPOTHESIS(H1) STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE INFERENCE: (Z)

: :

Since the level of significance is quite low and the calculated value falls below the shaded portion the null hypothesis is said to be accepted. Therefore there is no difference between the performance feedback and periodical training.

48

4.1.5 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN PERFORMANCE FEEDBACK AND SOMMUNICATION WITH SUPERIORS: RESPONSES PARAMETERS PERFORMANCE FEEDBACK COMMUNICATION WITH SUPERIORS STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

14

38

32

11

14

38

32

11

CONVERTING VALUES FOR SIGNS: NUMBER OF +: 09 NUMBER OF - : 43 NUMBER OF 0 : 48 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS(Ho) : There is no difference between the Performance feedback and communication with superiors. There is difference between the Performance feedback and communication with superiors. : pq/n = .0692 : P PHo/ P = : |1.96|

ALTERNATE HYPOTHESIS(H1) STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE INFERENCE: (Z)

|4.67|

Since the level of significance is quite high and the calculated value falls within the shaded portion the null hypothesis is said to be rejected. Therefore there is difference between the superior level communication and the performance feedback.

49

4.1.6 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN COMMUNICATION WITH SUPERIORS AND RESOLVING CONFLICTS: RESPONSES PARAMETERS COMMUNICATION WITH SUPERIORS CONFLICTS RESOLVING STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

14

38

32

11

11

41

31

11

CONVERTING VALUES FOR SIGNS: NUMBER OF +: 37 NUMBER OF - : 14 NUMBER OF 0 : 49 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS (Ho) : There is no difference between the Communication with superiors and Resolving conflicts. : There is difference between the Communication with superiors and Resolving conflicts. pq/n = .070 P PHo/ P = : 1.96

ALTERNATE HYPOTHESIS (H1) STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE INFERENCE: (Z)

: :

3.22

Since the level of significance is quite high and the calculated value falls within the shaded portion the null hypothesis is said to be rejected. Therefore there is difference between the superior level communication and conflicts resolving.

50

4.1.7 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN RESOLVING CONFLICTS AND INFORMATION FROM SUPERIORS: RESPONSES PARAMETERS CONFLICTS RESOLVING INFORMATION FROM SUPERIORS STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

11

41

31

11

18

51

20

CONVERTING VALUES FOR SIGNS: NUMBER OF +: 13 NUMBER OF - : 26 NUMBER OF 0 : 61 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS (Ho) : There is no difference between Conflicts resolving and Information from superiors. There is difference between Conflicts resolving and Information from superiors. pq/n = .080 P PHo/ P = |1.96|

ALTERNATE HYPOTHESIS (H1) STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE INFERENCE: (Z)

: : :

|2.083|

Since the level of significance is quite high and the calculated value falls within the shaded portion the null hypothesis is said to be rejected. Therefore there is difference between conflicts resolving and information from superiors.

51

4.1.8 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN MOTIVATION AND RIGHT INFORMATION: RESPONSES PARAMETERS MOTIVATION STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

16

49

23

RIGHT INFORMATIONS

10

42

31

12

CONVERTING VALUES FOR SIGNS: NUMBER OF +: 37 NUMBER OF - : 20 NUMBER OF 0 : 43 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS (Ho) : There is no difference between Motivation and Right informations. : There is difference between Motivations And Right informations. .05 : pq/n = .066 : P PHo/ P = : 1.96

ALTERNATE HYPOTHESIS (H1)

LEVEL OF SIGNIFICANCE STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE INFERENCE: (Z)

2.26

52

Since the level of significance is quite high and the calculated value falls within the shaded portion the null hypothesis is said to be rejected. Therefore there is difference between the motivation and right information. 3.1.9 TWO TAILED SIGN TEST FOR COMPARISON BETWEEN OPPORTUNITIES TO EXPRESS IDEAS AND OPPORTUNITIES TO INTERACT WITH OTHER DEPARTMENT: RESPONSES PARAMETERS OPPORTUNITIES TO EXPRESS IDEAS OPPORTUNITIES TO INTERACT WITH COEMPLOYEES

STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

48

27

13

24

49

24

CONVERTING VALUES FOR SIGNS: NUMBER OF s+: 14 NUMBER OF - : 47 NUMBER OF 0 : 39 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS (Ho) : There is no difference between Opportunities to express ideas and to Interact with employees in other Department. : There is difference between Opportunities to express ideas and to Interact with employees in other Department

ALTERNATE HYPOTHESIS (H1)

STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE INFERENCE: (Z)

: pq/n = .064 : P PHo/ P = : |1.96|

|4.23|

53

Since the level of significance is quite high and the calculated value falls within the shaded portion the null hypothesis is said to be rejected. Therefore there is difference between opportunities to express ideas and to interact with employees in other department.

54

55

4.1.10

TWO

TAILED

SIGN

TEST

FOR

COMPARISON AND

BETWEEN CLEAR

COMMUNICATION

FACILITATES

PERFORMANCE

INFORMATION FROM SUPERIORS: RESPONSES PARAMETERS COMMUNICATION FACILITATES PERFORMANCE INFORMATION FROM SUPERIORS

STRONGLY STRONGLY AGREE NEUTRAL DISAGREE AGREE DISAGREE

28

55

12

15

60

19

CONVERTING VALUES FOR SIGNS: NUMBER OF +: 32 NUMBER OF - : 13 NUMBER OF 0 : 55 TOTAL SAMPLE SIZE : 100 HYPOTHESIS SETTING: NULL HYPOTHESIS(Ho) : There is no difference between Communication facilitates performance information from superiors. : There is difference between Communication facilitates performance information from superiors. and

ALTERNATE HYPOTHESIS (H1) STANDARD DEVIATION ( P) CALCULATED VALUE TABLE VALUE INFERENCE: (Z)

and

: pq/n = .074 : P PHo/ P = : 1.96

2.853

Since the level of significance is quite high and the calculated value falls within the shaded portion the null hypothesis is said to be rejected. Therefore there is difference between communication facilitates performance and information from superiors.

56

5.1. FINDINGS Strategic Plan and Company Details The comparison between strategic plan and company details indicate that there is some difference in the level of communication between the two parameters. It is found that strategic plans such as mission, vision, value statement and strategic goals are communicated well when compared to company details of what is going on in the company. The respondents satisfaction level about the communication level of companys strategic plan, mission, visions, value statement, strategic goals and strategies about how these goals to be reached is said to be 83%. This indicates that the respondents are well communicated with the companys strategic plans and policies.

73% of the respondents satisfaction level shows that they receive and kept well informed by senior management on what is going on in the company. From this it is clear that the respondents are well informed of company details from the top management.

Company Details and Routine Task

The comparison between company details and routine task indicate that there is no difference in the level of communication between the two parameters. It is found that the details of what is going on in the company is well communicated equal to the relevant guidelines given for the employees to carry out the routine task in the organization.

73% of the respondents satisfaction level shows that they receive and kept well informed by senior management on what is going on in the company. From this it is clear that the respondents are well informed of company details from the top management.

57

66% of the respondents satisfaction level shows that they receive relevant guidelines as to, how to carry to carry on routine tasks in the company. From this it is clear that the respondents are given relevant guidelines to carry their routine tasks.

Management Meeting and Group Meeting The comparison between management meeting and group meeting indicate that there is no difference in the satisfaction level of two parameters. It is found that group meetings are conducted regularly equal to the management meetings in the company.

The respondents satisfaction level about the meetings with management is said to be about 64%. This shows that the respondents are satisfied with meetings conducted at regular intervals.

67% of the respondents satisfaction level shows that the group meetings are conducted regularly in the company. This proves that the group meetings are conducted regularly in the company.

Performance Feedback and Periodical Training The comparison between the performance feedback and periodical training indicate that there is no difference in the satisfaction level of two parameters. It is found that the performance feedback are given regularly when compared to periodical training provided for the employees to communicate effectively in the organization. The satisfaction level of the respondents in receiving the performance feedback is said to be about 77%. From this it is clear that the senior management regularly in the company gives performance feedback.

The satisfaction level of the respondents for the regular training provided for the communication is said to be about 45%. From this it is clear that employees are not provided periodical training to communicate effectively in the organization.

58

Performance Feedback and Communication with Superiors The comparison between the performance feedback and open communication indicate that there is some difference in the satisfaction level of two parameters. It is found that the performance feedback is given regularly when compared to the communication level with toplevel people and employees in the organization.

The satisfaction level of the respondents in receiving the performance feedback is said to be about 77%. From this it is clear that the senior management regularly in the company gives performance feedback.

The respondents satisfaction level of communication with superiors is said to be about 69%. This shows that the respondents are able to communicate freely with the superiors in the company.

The respondents satisfaction level of the open communication prevailing in the company is about 71%. From this it is clear that the existing atmosphere facilitates free and frank discussions at all levels and objective solutions are attained.

Communication with Superiors and Conflicts Resolving The comparison between the superior level communication and conflicts resolving indicate that there is no difference in the satisfaction level of two parameters. It is found that communication between the employees and the superior people is quite good and the superiors works with the employees to resolve conflicts regarding the family/personal issues.

The respondents satisfaction level of communication with superiors is said to be about 69%. This shows that the respondents are able to communicate freely with the superiors in the company.

59

The satisfaction level of respondents in case of problem resolving is said to be about 68%. From this it is clear that the superior works with the respondents to help them in their work and to resolve conflicts between work and family/personal issues. Resolving Conflicts and Information from Superiors

The comparison between the conflicts resolving and the informations passing from the superiors indicate that there is some difference in the satisfaction level of two parameters. It is found that the information passed by the superiors to employees is quite good when compared to problems resolved by the superiors regarding family / personal issues.

The satisfaction level of respondents in case of problem resolving is said to be about 68%. From this it is clear that the superior works with the respondents to help them in their work and to resolve conflicts between work and family/personal issues.

The satisfaction level of the respondents about the informations conveyed by the superior to the respondents is said to be about 75%. From this it is clear that the respondents reach informations conveyed by the superiors exactly.

Motivation and Right Informations

The comparison between the motivation and the right informations through right media indicate that there is some difference in the satisfaction level of two parameters. It is found that the employees are motivated well by the superiors and they takes time to listen them and motivates them through friendly interaction. The right informations are not provided regularly through right media in a right way to the employees from the superiors.

The satisfaction level of the respondents motivated by the superior is said to be about 73%. This shows that the superior takes time to listen to them and motivates them through friendly interaction.

60

The satisfaction level of the respondents about the informations provided through right media is said to be about 68%. From this it is clear that the right informations are provided at right time through right media.

61

Opportunities to Express Ideas and Opportunities to Interact

The comparison between the opportunities to express ideas and to interact with people in other department indicates that there is some difference in the satisfaction level of two parameters. It is found that the respondents are well allowed to interact with the employees in other department when compared with the opportunities provided for them to express their own ideas and opinion to the top management.

The satisfaction level of the respondents about the opportunities provided to express their ideas and opinions are said to be about 69%. This shows that the respondents are given opportunities to express their ideas and opinion to the top management.

The satisfaction level of the respondents about the opportunities provided to interact with the employees at interdepartmental level is said to be about 79%. This shows that the respondents are given opportunities to interact with fellow employees and with employees of the other department at both formal and informal level.

62

5.1.2. SUGGESTIONS Communicational Factors Company can try to conduct group meetings management meetings at regular intervals. Company can provide opportunities for the employees to express their ideas and opinions freely and frankly. Company can provide periodical training for the employees on how to Communicate effectively The top management should take time to listen to the employees and motivate them in their work through friendly interaction. Give workers opportunities to participate in decisions and actions affecting their jobs. Improve communications-reduce uncertainty about career development and future employment prospects.

63

Personal Factors Counseling the employees with respect to their personal problems. Team building can be encouraged to avoid misunderstanding of the job and work related issues. Provide wellness programs in order to motivate employees.

5.1 .2.CONCLUSION

Communication is the lifeblood of business. It is a process of passing information and understanding from one person to another. It may be broadly defined as the process of meaningful interaction among human beings. It is something so simple and difficult that we can never put in simple word. As far as Titan Industries Ltd concerned, flow of information among within department and between departments is good. L-level people feel that they receive all the information necessary to do their job effectively. But, when we consider meetings it was not conducted regularly. On the whole INTERNAL COMMUNICATION PROCESS AT TITAN INDUSTRIES LTD is good. The development of a strategic internal communication strategy, and it's implementation can provide a number of benefits to organizations. To achieve those benefits we need a coordinated, comprehensive, long term communication approach.

64

1. Company clearly communicates its strategic plan (i, e) mission, vision, value statement, strategic goals and strategies about how those goals to be reached. Strongly agree Disagree Agree Strongly disagree. Neutral

2. I a kept well informed by senior management on what is going on in the company. Strongly agree Disagree Agree Strongly disagree. Neutral

3. I receive relevant guidelines as to, how to carry on routine tasks. Strongly agree Disagree Agree Strongly disagree Neutral

4. Meetings with management are conducted at regular intervals. Strongly agree Disagree Agree Strongly disagree Neutral

5. I am satisfied with the two-way communication, shared with the management and employees. Strongly agree Disagree Agree Strongly disagree Neutral

65

6. Group meetings are organized regularly to exchange views and ideas. Strongly agree Disagree Agree Strongly disagree Neutral

7. I am satisfied with the discussions in meetings Strongly agree Disagree Agree Strongly disagree Neutral

8 I receive feedback on my performance regularly. Strongly agree Disagree Agree Strongly disagree Neutral

9. I am able to communicate with my superior freely Strongly agree Disagree Agree Strongly disagree Neutral

10. Existing atmosphere facilitates free & frank discussions at all the levels and objective solutions are attained. Strongly agree Disagree Agree Strongly disagree Neutral

66

11. My Superior works with me to help resolve conflicts between work and family/personal issues. Strongly agree Disagree Agree Strongly disagree Neutral

12. Informations conveyed by my superior is reaching me exactly. Strongly agree Disagree Agree Strongly disagree Neutral

13. My Superior takes time to listen me and motivates me through friendly interaction. Strongly agree Disagree Agree Strongly disagree Neutral

14. Right informations are provided at right time through right media. Strongly agree Disagree Agree Strongly disagree Neutral

15. I am given opportunity to express my ideas & opinion to top Strongly agree Disagree Agree Strongly disagree Neutral

67

16. I am given opportunities to interact with co- employees at both formal & informal level management. Strongly agree Disagree Agree Strongly disagree Neutral

17. Is Communication Facilities are provided for better performance Strongly agree Disagree Agree Strongly disagree Neutral

18. Communication from my immediate authority is clear and understandable Strongly agree Disagree Agree Strongly disagree Neutral

19. My Organization offers me periodical training to communicate effectively Strongly agree Disagree Agree Strongly disagree Neutral

68

REFERENCES Brown C.A. Communication Means Understanding, Personnel Administration, January. February 1958 PP 12.16. Sigband, Norman B.Communication for Management Scott, Foreman and Co., Glenview Illinois April, 2 1969, P.7. Bwelas, A. Barrett, D., An Experimental Approach to Organizational Communication Personnel March, 1951, P.368. Berth. Roberty D., Human Relations and Communication are Twins, Personnel Journal, December, 1952. Kothari C.R (2000) Research Methodology second edition, 20th reprint, K.K. GUPTA FOR WISHWA PRAKASHAM, NEW DELHI.

Websites: WWW.expresscomputeronline.com/20050207/technologylife01.shtml WWW.performance-appraisals.org/Bacalsappraisalarticles/articles/comstrat.htm www.pcrs.ca/TKWEB/tools%5Ccommun.html