CHAPTER NO
1
CONTENTS
Introduction of the Study
1. Industry Profile 2. Company Profile 3. About the Topic
4. Hypothesis
PAGE NO
10 11 13 16 21 22 23 24 25 26 31 32 33 33 34 36 111 117
5. Objectives of the Study 6. Need for the Study 7. Scope for the Study 8. Limitation of the Study 2 3
4 5
Data Analysis and Interpretation Findings, Suggestion, & Conclusion Bibliography &Appendix
LIST OF TABLES
1
TABLE NO
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22
PARTICULARS
The table showing the industrys current phase of growth The table showing the size of the organization The table showing the employees adoptability towards implementation of IT programs The table showing the role of IT in the organization The table showing the recruitment sources The table showing the expectations from the candidates The table showing the attrition rate in the IT department The table showing the reasons for attrition in the IT department The table showing the % of employees receiving external training in the IT department The table showing the duration of training in the IT department The table showing the duration of training in the IT department The table showing the training challenges faced by the organization The table showing the sources improves the employees knowledge beyond training The table showing the areas organization gives training to the employees The table showing the training method used in the IT department The table showing the identification of the training effectiveness in the organization The table showing the broadband service provider to the organization The table showing the speed of broadband service used by the organization The table showing the platform of service used in the organization The table showing the method used for managing the software infrastructure in the organization The table showing the major challenge in IT quality The table showing the reasons for hardware and software
PAGE NO
38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80
failures The table showing the major security challenge The table showing the security measures taken by the organization The table showing the software up gradation year The table showing the hardware up gradation years The table showing the success rate of new technology The table showing the major challenge in changing the technology The table showing the relationship between the training methods used in the IT department and training challenges in the IT department The table showing the relationship between the IT employees adoptability towards IT programs and attrition rate of IT department The table showing the relationship between the training methods used in the IT department and success rate of the training in the IT department. The table showing the correlation between the role of IT in the organization and areas organization gives training to the employees.
82 84 86 88
90 92 95 99
4.30
4.31
103
4.32
107
LIST OF CHARTS
TABLE NO
4.1
PARTICULARS
The chart showing the industrys current phase of growth
PAGE NO
39
4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23 4.24
The chart showing the size of the organization The chart showing the employees adoptability towards implementation of IT programs The chart showing the role of IT in the organization The chart showing the recruitment sources The chart showing the expectations from the candidates The chart showing the attrition rate in the IT department The chart showing the reasons for attrition in the IT department The chart showing the % of employees receiving external training in the IT department The chart showing the duration of training in the IT department The chart showing the duration of training in the IT department The chart showing the training challenges faced by the organization The chart showing the sources improves the employees knowledge beyond training The chart showing the areas organization gives training to the employees The chart showing the training method used in the IT department The chart showing the identification of the training effectiveness in the organization The chart showing the broadband service provider to the organization The chart showing the speed of broadband service used by the organization The chart showing the platform of service used in the organization The chart showing the method used for managing the software infrastructure in the organization The chart showing the major challenge in IT quality The chart showing the reasons for hardware and software failures The chart showing the major security challenge The chart showing the security measures taken by the
41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 73 75 77 79 81 83 85
organization The chart showing the software up gradation year The chart showing the hardware up gradation years The chart showing the success rate of new technology The chart showing the major challenge in changing the technology
87 89
91 93
CHAPTER-1 INTRODUCTION
INDUSTRY PROFILE
INFORMATION TECHNOLOGY INDUSTRY:
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Information Technology (IT) industry in India is one of the fastest growing industries. Indian IT industry has built up valuable brand equity for itself in the global markets. IT industry in India comprises of software industry and information technology enabled services (ITES), which also includes business process outsourcing (BPO) industry. India is considered as a pioneer in software development and a favorite destination for IT-enabled services. The origin of IT industry in India can be traced to 1974, when the mainframe manufacturer, Burroughs, asked its India sales agent, Tata Consultancy Services (TCS), to export programmers for installing system software for a U.S. client. The IT industry originated under unfavorable conditions. Local markets were absent and government policy toward private enterprise was hostile. The industry was begun by Bombay-based conglomerates which entered the business by supplying programmers to global IT firms located overseas. During that time Indian economy was state-controlled and the state remained hostile to the software industry through the 1970s. Import tariffs were high (135% on hardware and 100% on software) and software was not considered an "industry", so that exporters were ineligible for bank finance. Government policy towards IT sector changed when Rajiv Gandhi became Prime Minister in 1984. His New Computer Policy (NCP-1984) consisted of a package of reduced import tariffs on hardware and software (reduced to 60%), recognition of software exports as a "delicensed industry", i.e., henceforth eligible for bank finance and freed from license-permit raj, permission for foreign firms to set up wholly-owned, export-dedicated units and a project to set up a chain of software parks that would offer infrastructure at below-market costs. These policies laid the foundation for the development of a world-class IT industry in India. Today, Indian IT companies such as Tata Consultancy Services (TCS), Wipro, Infosys, HCL et al are renowned in the global market for their IT prowess. Some of the major factors which played a key role in India's emergence as key global IT player are: Indian Education System The Indian education system places strong emphasis on mathematics and science, resulting in a large number of science and engineering graduates. Mastery over quantitative concepts coupled with English proficiency has resulted in a skill set that has enabled India to reap the benefits of the current international demand for IT. High Quality Human Resource Indian programmers are known for their strong technical and analytical skills and their willingness to accommodate clients. India also has one of the largest pools of English-speaking professionals. Competitive Costs The cost of software development and other services in India is very competitive as compared to the West. Infrastructure Scenario
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Indian IT industry has also gained immensely from the availability of a robust infrastructure (telecom, power and roads) in the country. In the last few years Indian IT industry has seen tremendous growth. Destinations such as Bangalore, Hyderabad and Gurgaon have evolved into global IT hubs. Several IT parks have come up at Bangalore, Hyderabad, Chennai, Pune, Gurgaon etc. These parks offer Silicon Valley type infrastructure. In the light of all the factors that have added to the strength of Indian IT industry, it seems that Indian success story is all set to continue.
COMPANY PROFILE
INTRODUCTION: We are a socio-commercial organization, working based on the ideology of knowledge freedom. Winways Group is engaged in well-defined knowledge based business concepts having adherence
to open knowledge principles. We strongly believe in freedom of knowledge. We support sharing of intellectual resources. We are actively involved in research, execution, sharing and collective enhancement of knowledge systems such as software development, education, publishing and other knowledge based services. We work for justified commercial opportunities; but the blanket of IPR will not cover our workings. Like any world-class service organization, we do have all systems and structures to extend dependable solutions and services to our clients. Winways is operating in the areas of Open Source/Linux Solutions, Web Solutions, Training, Human Resource and Publishing. Our divisions are strategically positioned as independent, domain focused business units with clearly defined brand identity. VISION STATEMENT: To become a highly valued and ethically dependable, Intellectual Resources Management company, recognizable by the highly placed global organizations.
Explanation for the Vision Statement Highly valued means higher brand reputation. Ethically dependable means quality, integrity, honesty and customer centric. Recognizable means penetration through marketing excellence. Highly placed means top ranking. IT enabled Intellectual Resources Management means Winways will always focus on business concepts based on the brainpower enriched by Information Technology. Mission Statement Offering solutions by converging the thoughtfully derived Intellectual Resources with the available technological resources in order to produce synergic results for the clients, at ethically justified investments and working with them continuously as intellectual partners, in progress.
Explanation for the Mission Statement Converging means the right blend of ideas and technology. Synergic Results means, producing outputs that are excellent in nature with high productivity orientation. Ethically Justified means, maintaining ethical standards in pricing, quality, support any other relationship terms. Continuously in progress means, l continuously working with clients to make sure that the investment made by them is justified and ensuring productivity.
Our Commitment Every member of Winways will constantly work for emotional and rational satisfaction of our clients, team members, share holders, business associates, facilitators and any other form of relationship with the true thought of sincerity. Management Philosophy The greatest asset for the organization is people. Empathy is the key thought process in personal relationships. Enrichment of human relations with positive attitudes would take care of all other aspects of the organization. Quality Policy We are committed to deliver quality products and services, on time and within justified investments of the clients. We shall always give topmost priority to the expectations and rights of the client in every business transaction. We shall put committed efforts to offer not just service but overwhelming service in terms of quality, performance, delivery schedule and value for money. Our satisfaction is to make the client feel proud in ownership of Winways products and services and Winways becomes their undisputed Choice for repeat business. We shall continuously concentrate on improving our quality standards and productivity. We shall achieve the reputation for quality by means of integrity, honesty, self-respect, courtesy, transparency and empathy towards customers, suppliers, employees, investors competitors and any others concerned. Message of Logo
? The name Winways suggests that the entire organizational system is thinking, acting and living with Positive Attitude in all aspects. Positive Attitude is nothing but Winning Ways. ? The Sun Flower represents the Flexibility Nature of the management system to adopt to the changing trends and conditions. ? The Blossoming Position of the Sun Flower represents the Everfresh Visionary Thoughts for an upwards growth. ? The two Upper Petals represent the Quality and Innovation, the core ingredients in all our solutions. ? The two Lower Petals represent Customer Confidence and Investor confidence, which are the lifelines of the organization. ? The Red Head on the alphabet I represents the Positively Synergic and Ethically Principled mindset of every individual who builds the organization.
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Strategy is a process and could be considered in fewer than three stages. These are: strategic analysis; this is the stage where through analysis the strategist identifies the opportunities threats, strengths and weaknesses in the environment; the strategic formulation stage, where a choice is made and the strategy implementation stage is the stage where the strategy is translated into action. Implementing a strategy or strategy implementation is defined as 'the translation of strategy into organisational action through organisational structure and design, resource planning and the management of strategic change'.
Analysing the definition, it becomes obvious that strategy implementation is somewhat complex. Therefore, the successful implementation of a strategy would be how well the various components in carrying it out are successfully integrated and interact.
To identify significant problems encountered in implementing a new strategy in a business, a critical look at the components to be applied in implementing the strategy would be a good pointer. These are considered below: Organisational structure and design; and strategy implementation; translating the strategy into organisational action by using the structure of the organization will also be dependant on the type of structure in use in the organization. This is so because the needs of a multinational organization are different from those of a small business. It is also possible that the extent of devolution or centralisation can influence strategy implementation. For example using a matrix structure which often takes the forms of product and geographical divisions or functional and divisional structures operating in tandem; the time taken for decisions to be made may be much longer than in more conventional structures. The organisational structure and design aspect of the strategy implementation deals with how the human resources in the organization are mobilised and organised to bring about the corporate strategy. The main significant problems encountered through the usage of organisational aspect in strategy implementation is the fact that most of the employees can leave the firm if they feel that they are being 018used019 in actual fact if they are not motivated. This is particularly so where the CEO or senior management imposes the strategy on the employees.
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Another problem encountered here is the way and manner information is passed down or up the ranks. If there is a blockage which impedes the flow of information processes it means that decisions would be made based on outdated or obsolete information. This can be solved by devolving the central command for easy flow of information among all rank and files especially in implementing a new strategy in a business. Recognition must be given to organisational structure and designs set up where operational and strategic decisions are made, there should be compromise if implementing a new strategy will succeed in any business.
The next aspect in strategy implementation- resource planning sets out resources and competences need to be created. It deals with the identification of resources needed and how those resources will be deployed and controlled to create the competences needed to implement the strategies successfully. This resource configuration is dependent on: protecting unique resources i.e. where a strategy depends on the uniqueness of a particular resource such as patent; and it must be protected; by legal means; fitting resources together, (mix resources to create competence) business process re-engineering (to create a dynamic improvement in performance) and exploiting experience by learning and improving continuously to improve competence.
One of the major problems of strategy implementation as a result of resource planning is a failure to translate statements of strategic purpose, such as gaining market share into critical factors that will make the purpose achievable and ultimately achieved. This a critical success factor analysis can be pursue as a start in resource planning. For example a definite timetable might be needed for an organization trying to introduce, say a new product for Christmas. A detailed examination of the timing has to be done if production and its marketing would be a success; as well as the allocation of funds for this undertaking. The problem here is that due to the nonuniformity in the times needed for the various activities, it is difficult to know where to start.
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Scholes et al (1999) writes that the circularity of the problem is quite usual in developing a plan of action, and raises the question of where to start- with a market forecast, an available level of funds, a production-level constraint, or what? The answer is that it may not matter too much where the starting point is, since the plan will have to be re-worked and re-adjusted several times. A useful guideline is to enter the problem through what appears to be the major change area. An organization planning new strategies of growth may well start with an assessment of market opportunity. Someone starting a new business may will begin with a realistic assessment of how much capital they might have available.
Critical path analysis is recommended for strategies which have detailed planning of implementation. Another problem envisaged is the conflict arising among departments on the allocation of funds especially where money is involved in the implementation of the new strategy.
The next component in the implementation stage of the strategy is the management of strategic change. It is widely accepted that strategic change builds on four underlying premises:
1. 2. 3. 4.
There is a clear view within an organization of the strategy to be followed. Change will not occur unless there is a commitment to change The approach to managing strategic change is likely to be context dependent. Change must address the powerful influence of the paradigm and cultural web on,
There are two types of change -incremental change-which merely builds on the skills, routines and beliefs of those in the organization, so that change is efficient and likely to win their
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commitment, and transformational change-which requires the organization to change its paradigm over time. It could be a change in routine ('the way of doing things around here'). It could also be a change in strategy that will necessitate the change. Although the implementation of strategy concerns the changing aspect of organization structure, control systems and resource planning which does affect the day-to-day operations of members of the organization; people's behaviours and perceptions may not have changed.
To effect a successful strategy implementation, management must also adopt appropriate styles to manage the change processes. For example, it there is a problem in managing change based on misinformation, or lack of information, education and communication style will be used. This involves the explanation of the reasons for and means of strategic change. Collaboration or participation involving those who will be affected by strategic change in the identification of strategic issues; intervention, direction and coercion styles.
Associated with management of strategic change is the problem of change management. It becomes absolutely difficult to manage the change which comes about as a result of the implementation. For example some managers will lose their position as a result of the change (delayering) others might be made redundant as a result of do upsizing others might still lose their job titles or position which they cherished most as a result of business process re-engineering. This will demotivate the staff and the organization may lose some competent staff. Others may have to be retrained to take up new positions or demoted if they are to remain in the organization. This kind of problem can be avoided if management adopts a participatory style of leadership and get the staff involve from the formulation to the implementation stages of the strategy.
In conclusion, it could be expedient to point out that just as there are numerous definitions of strategy, its implementation style might differ and so might its attendant problems and solutions. Nevertheless, since implementation involves the controlling of others behaviours and sometimes
15
perceptions and culture, most problems would be human-related and probably possible solutions would be dependent on management style and behaviour of the leadership in terms of structure and availability and allocation of resources.
HYPOTHESIS
There is no relationship between training method used in the IT department and training challenges faced by the organization in the IT department. There is no significant difference between IT department employees adoptability towards IT programs and attrition rate of IT department. There is no significant difference between training method used in the IT department and success rate of the training in the IT department. There is no relationship between role of IT in the organization and areas organization give training to the employees.
16
17
In the modern world every organization requires IT solution to improve efficiency and reduce cost. But many non-IT companies face different challenges to implement effective IT department. So the research has to be conducted to identify the problems and suggest solution to the problem
18
The research is focused on the IT department problems at non-IT companies with respect to the problems of recruitment, training, infrastructure, technology, reporting, financial and IT quality and security.
19
The study doesnt considers whether other departments in the organizations affect the IT department The study is limited to Madurai city due to insufficient duration of research study.
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CHAPTER-2
21
REVIEW OF LITERATURE
REVIEW OF LITERATURE
Special Project, Challenges of IT Implementation - Presentation Transcript
Special Project - BUSA 519: Challenges of IT implementation Tonje Hovland Berntsen
1. Technology Implementation o Two dominating economic trends: Globalization Commoditization o Successfully implementation of new technology is essential for companies to survive in todays markets
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2. Challenges of Implementing new IT o Constant and rapid change in technology Technological bases are changing rapidly and unpredictably Number of technologies has experienced a huge increase o Implement technologies that will o work well together Mismatching technologies may end up with products that will not meet its intended purpose
3. Challenges of Implementing new IT o Customers preferences and needs are always changing Change the products as customers preferences are changing Product life cycles will be shorter o Employee challenges Employees need continuous training opportunities Management must provide technology support that is up to date
4. Challenges of Implementing new IT o Easy to duplicate other companies One method for success Every company is unique and has different needs might not be right for everybody o Changes in the companies processes Implementing new technology means changes in the way they do business Both the management and the employees of the company need to adjust to those changes
5. Challenges of Implementing new IT o Bringing the customers along with the implementation of the new IT Customers also need to adjust to the changes following from the implementation o Unclear strategy
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A successful implementation requires a clear and well-planned strategy Everybody in the company needs to be understand the strategy and be well-informed about it
6. Challenges of Implementing new IT o Expectations of the technology implementation Expect that technology will immidiately increase efficiency without any roadblocks In reality, there is a learning curve that people need to face, that involves several roadblocks and challenges
7. Recommendations o To properly prepare the emploees will help to better deal with the changes and adjustments from implementation Good communication between employees and management Proper and continiuous training and support Flexibility and availability from the management o The eight step model for companies to identify and implement external technologies that will meet their needs and lead to success
8. Recommendations The eight step model (Chatterji, 1996): 9. Recommendations: The Eight Step Model o Step 1 and 2 is about doing research within the company and make an overall plan for what, when, where and how o Step 3 and 4 is about searching for the right technologies to implement o Step 5 addresses how and when the technology would be integrated into the business o Step 6 and 7 is about the negotiation process and how to be able to work together o Step 8 ensures learning and improvements, and is the key to long-term business success o All eight steps in the model are essential for the companies to successfully implement a new technology. Each step has different practices and approaches for succeeding.
10. Recommendations
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Making the right game plan and choosing the right technologies that fit the company is essential for success Develop an approach to implement the technologies that fit the companys needs and gives the most advantages Choose matching technologies depending on the companys needs and goals o Focus on efficiency and effectiveness Efficiency is doing the thing right Effectiveness is doing the right thing
o
11. Recommendations: Efficiency and Effectiveness Process of a technology product life cycle (Goyal, 2006): o Efficiency and effectiveness from the perspectives in the model above are needed to successfully implement new technology o Efficiency and effectiveness need to be combined. Efficiency is not sufficient without the effectiveness and vice versa. To get the full use of the aspects the company needs to focus on both
12. Recommendations o Use knowledge management as a tool to help the companies to succeed A process where companies can generate value from their intellectual and knowledge-based assets Integrates leadership, organizational processes, business processes and technology. o Managers need to believe in what they do and not be afraid to fail Managers need to be positive, strong and inspiring need to be ready for a Implementation rarely happens without any problems try-and-fail method
13. Recommendations o Adopting an open innovation approach This gives companies the opportunity to find information, knowledge and technology outside their boundaries Opportunity to find ideas and recommendations from other persons that are not employees. Important to remember that not all the smart persons are working in one company This approach allows companies to adopt technology from external sources Open innovation will provide companies with information about the market and the customers which will help them to be successful and up-to-date
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14. Recommendations o Make customers follow along through: Listening to the customers Engaging the customers Informing and teaching the customers o Managers need to make a clear strategy that is known and practiced by all the employees
15. Conclusion o Companies are facing many challenges when they are implementing new technologies, but there are many tools that can help them get past these challenges o Implementing new technologies is necessary for companies to survive in today's global and competitive markets o To successfully implement new technologies will give the company many advantages and will lead them to success
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RESEARCH METHODOLOGY
Introduction: Research refers to the search for knowledge. It can also be defined according to Clifford woody research companies of defining and redefining problems formulating hypothesis or suggesting data making deduction and reaching conclusions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research methodology is a way to systematically solve the research problem. It may too systematically as a science of studying how a research is done scientifically. In it we study the various steps that are generally adopted by researcher in studying his research problem along with the logic behind them
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Research Design: The formidable problem that follows the task of defining the research problem is the preparation of design of the research project, popularly known as Research Design. Decisions regarding what, where, how much, by what means concerning an inquiry or a research study constitute a research design. A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Type of Research Type of research used in the study is Descriptive. Descriptive research is used to obtain information concerning the current status of the phenomena to describe "what exists" with respect to variables or conditions in a situation. The methods involved range from the survey which describes the status quo, the correlation study which investigates the relationship between variables, to developmental studies which seek to determine changes over time.
The Universe: From a statistical point of view, the term Universe refers to the total of the items or units in any field of inquiry. The Universe can be finite or infinite. This study covers the finite Universe of 10000 non-IT companies in madurai.
Sampling design: A sample design is a definite plan for obtaining a sample from a sampling frame. It refers to the technique or the procedure the researcher would adopt in selecting some sampling units from which inferences about the population is drawn.
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Sample Size: This refers to the number of items to be selected from the universe to constitute a sample. Sample size for the study includes 50 companies. Sampling technique: The process of selecting sample is called sampling technique.
Type of sampling technique used: Sampling technique used here is Convenience Sampling. Convenience sampling is a non-probability sampling technique where subjects are selected because of their convenient accessibility and proximity to the researcher. The subjects are selected just because they are easiest to recruit for the study and the researcher. This sampling technique is fast, inexpensive, easy and the subjects are readily available.
Primary Data: The Data observed or collected directly from first-hand experience. The primary data was collected by interviewing 50 companies IT department personnel with the help of standard and detailed questionnaire Secondary Data:
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Published data and the data collected in the past or other parties are called secondary data. Data for the study was collected through Company websites, previous projects, Books and other websites. STATISTICAL TOOLS: Statistics is the science of the collection, organization, and interpretation of data. It deals with all aspects of this, including the planning of data collection in terms of the design of surveys and experiments. The study involves the following statistical tools for analyzing the research data: Percentage analysis: It is the method to representative raw streams of data as a % for better understanding of collected data. Percentage of respondents = No of respondents 100
Total no respondents
Chi-Square: It is a quantitative measure used to determine whether a relationship exists between two categorical variables.
Formula: 2 = (O-E) 2/ E Where 2 is the Chi-square statistics, O is the observed frequency and E is the expected frequency. Where E = Row total * Col total / No of observations Karl Pearsons correlation: Pearsons correlation coefficient is also known as Karl Pearsons correlation coefficient. It is a measure of linear relationship between two variables. It lies between -1 and +1. The closer it is to 1(or -1), the stronger the positive (or negative) linear relationship between the two variables. If it is close to 0, there is no linear relation. The correlation coefficient r (also called Pearson's product moment correlation after Karl Pearson) is calculated by
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ANOVA: Analysis of variance is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form ANOVA provide a statistical test of whether or not the means of several group are all equal, and therefore generates t-test to more than two groups. ANOVAs are helpful because they possess an advantage over a two sample t-test. Doing multiple two sample t-tests would result in an increased chance of committing a type I error. For this reason, ANOVAs are useful in company two, three or more means.
CHAPTER-4
31
PERCENTAGE ANALYSIS
32
33
Frequency
Percent
13 21 15 1 50
26 42 30 2 100
Inference:
From the above table we come to know that 26% of respondent concerns are in embryonic stage, 42% of respondent concerns are in growth stage, 30% of respondent concerns are in maturity stage and 2% of respondent concerns are in decline stage.
34
35
14 14 9 50
28 28 18 100
Inference:
From the above table we come to know that 26% of respondent concerns are in tiny, 28% of respondent concerns are small, 28% of respondent concerns are medium size and 18% respondent concerns are large size.
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EMPLOYEES ADOPTABILITY TOWARDS IMPLEMENTATION OF IT PROGRAMS VERY HIGH HIGH MEDIUM LOW VERY LOW TOTAL
Frequency
Percent
18 16 10 3 3 50
36 32 20 6 6 100
Inference:
From the above table we come to know that 36% of respondent concerns has very high, 32% of respondent concerns has high, 20% of respondent concerns has medium 3% respondent concerns has low, and 3% of respondent concerns has very low employees adoptability towards implementation of IT programs.
38
39
2 50
4 100
Inference:
From the above table we come to know that 30% of respondent concerns using IT for communication 28% of respondent concerns using IT for data warehouse, 34% of respondent concerns using IT for enhancing the efficiency and 2% of respondent concerns using IT for website management.
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RECRUITMENT SOURCES
The following table showing the recruitment sources which is categorized in to campus, consultant, walk-ins, advertisement, job fairs, job portals, reference, and others
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RECRUITMENT SOURCES CAMPUS CONSULTANT WALK-INS ADVERTISEMENT JOB FAIRS JOB PORTALS REFERENCE OTHERS TOTAL
Frequency 5 8 10 6 7 3 10 1 50
Percent 10 16 20 12 14 6 20 2 100
Inference:
From the above table we come to know that 10%, 16%, 20%, 12%, 14%, 6%, 20%, and 2% respondent concerns are respectively using campus, consultant, walk-ins, advertisement, job fairs, job portals, reference, and others for recruitment.
RECRUITMENT SOURCES
The following chart showing the recruitment sources which is categorized in to campus, consultant, walk-ins, advertisement, job fairs, job portals, reference, and others
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Frequency
Percent
43
QUALIFICATION EXPERIENCE COMMUNICATION SKILL LEADERSHIP QUALITIES INNOVATION SKILL TECHNICAL SKILL OTHERS TOTAL
8 11 9 6 7 7 2 50
16 22 18 12 14 14 4 100
Inference:
From the above table we come to know that 16%, 22%, 18%, 12%, 14%, 14%, and 4% respondent concerns are respectively expecting qualification, experience, leadership qualities, innovation skill, and others from the candidates.
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Frequency 15 17 9 4 5 50
Percent 30 3 18 8 10 100
Inference:
From the above table we come know that 30%, 3%, 18%, 8%, and10% respondent concerns has 10-20%, 21-30%, 31-40%, 41-50% & above 50% of attrition rate in the IT department.
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Reasons for attrition BETTER PROSPECTS IN IT CONCERN LACK OF STATISFACTION COMPENSATION STRESS OTHERS TOTAL
Frequency 21 10 9 7 3 50
Percent 42 20 18 14 6 100
Inference:
From the above table we come to know that 42%, 20%, 18%, 14%, and 6%, respondent concerns respectively better prospects in the IT concern, lack of satisfaction, compensation, stress and others reasons for attrition.
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Frequency
Percent
9 6
18 12
41-60%
61-80% 81-100% TOTAL
9
10 16 50
18
20 32 100
Inference:
From the above table we come to know that 18%, 12%, 18%, 20%, and 32% respondent concerns respectively 10-20%, 21-40%, 41-60%, 61-80% and81-100% receiving external training in the IT department.
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DURATION OF TRAINING
The following table showing the duration of training in the IT department which is categorized in to 1 month, 2 months, 6 months, one year, and more than one year
Duration of training
Frequency
Percent
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1 MONTH 2 MONTHS 6 MONTHS ONE YEAR MORE THAN ONE YEAR TOTAL
7 10 16 14 3 50
14 20 32 28 6 100
Inference:
From the above table we come to know that 14%, 20%, 32%, 28%, and 6% respondent concerns respectively gives 1 month, 2 months, 6 months, one year, and more than one year training to the IT department employees.
DURATION OF TRAINING
The following chart showing the duration of training in the IT department which is categorized in to 1 month, 2 months, 6 months, one year, and more than one year
52
53
Frequency
Percent
3 10 14 12 11 50
6 20 28 24 22 100
Inference:
From the above table we come to know that 6%, 20%, 28%, 24%, and 22% respondent concerns respectively 10-20%, 21-40%, 41-60%, 61-80%, and 81100% of success rate of training.
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Training challenges
Frequency
Percent
9 14 11 11 5 50
18 28 22 22 10 100
Inference:
From the above table we come to know that 18%, 28%, 22%, 22% and 10% respondent concerns respectively has turnover, procrastination, scheduling problem, resistence to change, and others training challenges.
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Sources improve the knowledge beyond training PEER PRESSURE MESSAGE FROM VARIOUS SOURCES INCENTIVES PENALTIES OTHERS TOTAL
Frequency
Percent
10 11 15 12 2 50
20 22 30 24 4 100
Inference:
From the above table we come to know that 20%, 22%, 30%, 24%, and 4% respondent concerns respectively peer pressure, message from various sources, incentives, penalties and others sources to Improve the knowledge beyond training.
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Areas organization give training to the employees DATABASE MANAGEMENT WEBSITE MANAGEMENT HARDWARE AND NETWORKING REPORT MAKING OTHERS TOTAL
Frequency
Percent
11 11 12 14 2 50
22 22 24 28 4 100
Inference:
From the above table we come to know that 22%, 22%, 24%, 28%, and 4%, respondent concerns respectively gives training in the areas like database management, website management, hardware and networking, report making and others
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Training method
Frequency
Percent
22 24 4 50
44 48 8 100
Inference:
From the above table we come to know that 44%, 48% and 8% respondent concerns using respectively on the job, off the job and e-learning training method.
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Inference:
From the above table we come to know that 22%, 40%, 2%, 30%, and 6% respondent concerns respectively using feedback from the trainee, performance, observation, records, and others to identify the effectiveness of training
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Broadband service provider to the organization AIRTEL BSNL RELIANCE TATA INDICOM OTHERS TOTAL
Frequency
Percent
20 14 6 8 2 50
40 28 12 16 4 100
Inference:
From the above table we come to know that 40%, 28%, 12%, 4% and 4% respondent concerns respectively using broadband services like AIRTEL, BSNL. RELIANCE, TATA INDICOM, and others
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Frequency
Percent
1 1 2 23 23 50
2 2 4 46 46 100
Inference:
From the above table we come to know that 2%, 2%, 4%, 46%, and 46% respondent concerns respectively using 16 mbps, 14 mbps, 12 mbps, 10 mbps and others speed of broadband service.
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Platform of service
Frequency
Percent
18 2 10 14 6 50
36 4 20 28 12 100
Inference:
From the above table we come to know that 36%, 4%, 20%, 28% and 12% respondent concerns respectively using MICROSOFT WINDOWS, UNIX, LINUX, MAC OSX, and others platform of service.
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OPEN SOURCE SOFTWARE ATTEMPTING TO INTEGRATE VARIOUS SOFTWARE TOOLS APPLICATION SERVICE PROVIDERS EXPERT EMPLOYEES OTHERS TOTAL
17 3
34 6
9 20 1 50
18 40 2 100
Inference:
From the above table we come to know that 34%, 6%, 18%, 40%, and 2% respondent concerns respectively using open source software, attempting to integrate various tools, application service providers, expert employees and others to manage software infrastructure.
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Challenge in IT quality
Frequency
Percent
11
22
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SOFTWARE BUGS AND ERRORS HARDWARE FAILURES SOFTWARE FAILURES OTHERS TOTAL
9 22 0 8 50
18 44 0 16 100
Inference:
From the above table we come to know that 22%, 18%, 44%, 0%, and 16% respondent concerns having respectively poor input data quality, software bugs and errors, hardware failures, software failures and others major challenge in IT quality.
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Reasons for hardware and software failures BAD QUALITY POOR MAINTENANCE LACK OF ADEQUATE TRAINING INSTALLING ERRORS OTHERS TOTAL
Frequency
Percent
14 13 6 10 7 50
28 26 12 20 14 100
Inference:
From the above table we come to know that 28%, 26%, 12%, 20%, and 14% respondent concerns respectively having bad quality, poor maintenance, lack of adequate training, installing errors and others reasons for hardware and software failures.
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Frequency
Percent
FAILURE OF SYSTEM INADEQUATE KNOWLEDGE OF EMPLOYEES NATURAL CALAMITIES FAILURE OF INNOVATION OTHERS TOTAL
12 13
24 26
13 10 2 50
26 20 4 100
Inference:
From the above table we come to know that 24%, 26%, 26%, 20%, and 4% respondent concerns respectively having failure of system, inadequate knowledge of employees, natural calamities, failure of innovation, and others major security
challenge.
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Security measures taken by the organization USE OF ANTIVIRUS SOFTWARE CONCURRENCY PROTECTION LIMITED AUTHORIZED ACCESS TO DATABASE USING OPEN SOURCE TOOLS OTHERS TOTAL
Frequency
Percent
21 9 8 10 2 50
42 18 16 20 4 100
Inference:
From the above table we come to know that 42%, 18%, 16%, 20%, and 4% respondent concerns respectively taking use of antivirus software, concurrency protection, limited authorized access to database, using open source software and others security measures in the organization.
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11 9 20 5 5 50
22 18 40 10 10 100
Inference:
From the above table we come to know that 22%, 18%, 40%, 10%, and 10% respondent concerns respectively made 1year, 2year, 3year, and 4year and above 5years software up gradation in the organization.
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Frequency
Percent
0 4 8 10 28 50
0 8 16 20 56 100
Inference:
From the above table we come to know that 0%, 8%, 16%, 20%, and 56% respondent concerns respectively made 1year, 2year, 3year, and 4year and above 5years hardware up gradation in the organization.
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Frequency
Percent
4 6 10 10 20 50
8 12 20 20 40 100
Inference:
From the above table we come to know that 8%, 12%, 20%, 20%, and 40% respondent concerns respectively having 10-20%, 21-30%, 31-40%, 41-50% and above 50% success rate of new technology.
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TABLE NO 4.28
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Major challenge in changing technology COST EMPLOYEES TRAINING STANDARDIZATION INNOVATION OTHERS TOTAL
Frequency
Percent
14 12 13 10 1 50
28 24 26 20 2 100
Inference:
From the above table we come to know that 28%, 24%, 26%, 20% and 2% respondent concerns respectively having cost, employees training, standardization, innovation and others major challenge in changing technology.
CHART NO 4.28
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CHI-SQUARE METHOD
Chi-square Method:
The chi-square statistics is non parametric statistical technique used to determine if a distribution of observed frequency differs from the theoretical expected frequencies, chistatistical use nominal (categorical) or original level data, thus the value of chi-square
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statistics is given by X= (O-E) E, where X is the chi-square statistics, O is the observed frequency and E is the expected frequency. Where E = Row total * Column total / No. of observations.
RELATIONSHIP BETWEEN TRAINING METHODS USED IN THE IT DEPARTMENT AND TRAINING CHALLENGES IN THE IT DEPARTMENT.
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Null hypothesis (H0) : There is no significant relationship between training methods used in the IT department and training challenges in the IT department. Alternate hypothesis (H1): There is a significant relationship between training methods used in the IT department and training challenges in the IT department.
TABLE NO 4.29
The table showing the relationship between the training methods used in the IT department and training challenges in the IT department.
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On the job
elearning
TOTAL
8 7 3
9 6 3
0 2 2
17 15 8
0 22
1 24
0 4
1 50
S.NO
OBSERVED FREQUENCY
EXPECTED FREQUENCY 7.48 8.16 1.36 6.6 7.2 1.2 3.52 3.84 0.64
(O-E)
(O-E)2
(O-E)/E2
1 2 3 4 5 6 7 8 9
8 9 0 7 6 2 3 3 2
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10 11 12 13 14 15 TOTAL
4 5 0 0 1 0
Calculated value = 7.3004 Degree of freedom = (c-1) (r-1) = (3-1) (5-1) =8 The table value of 2 for 8 degrees of freedom at 5% level of significance is 7.344
INFERENCE:
Since the calculated value (7.3004) is lesser than the table value (at 5% significant level) I.e. (7.344), null hypothesis accepted. So, there is no relationship between the training method used in the IT department and training challenges faced by the organization in the IT department.
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TWO-WAY ANOVA
ANOVA:
Analysis of variance is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form ANOVA provide a statistical test of whether or not the means of several group are all equal, and therefore generates t-test to more than two groups. ANOVAs are helpful because they possess an advantage over a two sample t-test. Doing multiple two sample t-tests would result in an increased chance of committing a type I error. For this reason, ANOVAs are useful in company two, three or more means.
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RELATIONSHIP BETWEEN IT EMPLOYEES ADOPTABILITY TOWARDS IT PROGRAMS AND ATTRITION RATE OF IT DEPARTMENT
OBJECTIVE: To check whether there is significant difference between the IT
employees adoptability towards IT programs and attrition rate of IT department. NULL HYPOTHESIS: There is no significant difference between the IT employees adoptability towards IT programs and attrition rate of IT department ALTERNATE HYPOTHESIS: There is a significant difference between the IT employees adoptability towards IT programs and attrition rate of IT department
TABLE NO 4.30
The table showing the relationship between the IT employees adoptability towards IT programs and attrition rate of IT department
10-20%
21-30%
31-40%
41-50%
Above 50%
Total
5 5
7 6
3 4
2 0
2 0
18 16
95
3 0 2 15
2 2 1 18
2 0 1 10
1 1 0 4
1 1 0 4
9 3 4 50
CALCULATION: STEP 1: T = x = 15+18+10+4+3= 50 STEP 2: Correction Factor = T/n = 50/25 = 100 STEP 3: Total SS = Xi-Correction factor = 196-100 =96 STEP 4: SS b/w row = [182/5+162/5+92/5+32/5+42/5]-100 = 37.2 STEP 5: SS b/w col = [15/5+18/5+10/5+42/5+32/5]-100 = 34.8 STEP 6: Residual Error = Total SS-[SS b/w col+ SS b/w row]
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=96-[34.8+37.2] = 24
Source Variation
SS
D.o.f
Mean Score
F-Ratio
34.8 37.2 24
4 4 16
5.8 6.2
=(4,16)=3.01 =(4,16)=3.01
INTERPRETATION: From the above table we come to know that the calculated value of b/w col(5.8) is greater than the F limit table value at 5% significant level(3.01).So null hypothesis is rejected (i.e.) there is a significant difference
between the IT employees adoptability towards IT programs and attrition rate of IT department . The calculated value of b/w row (6.2) is greater than the F
limit table value at 5% significant level (3.01).So alternate hypothesis is accepted (i.e.) there is a significant difference between the IT employees
adoptability towards IT programs and attrition rate of IT department
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RELATIONSHIP BETWEEN THE TRAINING METHODS USED IN THE IT DEPARTMANT AND SUCCESS RATE OF THE TRAINING IN THE IT DEPARTMENT
TABLE NO 4.31
The table showing the relationship between the training methods used in the IT department and success rate of the training in the IT department.
10-20%
21-40%
41-60%
61-80%
81100%
Total
0 3 2
4 6 0
4 6 2
5 5 1
6 5 1
19 5 1
99
total
10
12
11
12
50
CALCULATION: STEP 1: T = x = 5+10+12+11+12= 50 STEP 2: Correction Factor = T/n = 50/15 = 166.67 STEP 3: Total SS = Xi-Correction factor = 234-166.67 =67.33 STEP 4: SS b/w = [52/3+102/3+122/3+112/3+122/3]-166.67 = 11.29 STEP 5: SS within = 67.33-11.29 = 56.04
Source Variation
SS
D.o.f
Mean Score
F-Ratio
100
11.29 56.04
4 10
2.8225 6.227
0.4533
=(4,10)=3.48
INTERPRETATION: From the above table shows that the calculated value of F is 0.4533 which is less than the table value of 3.48 at 5% level with D.F being V1= 4 and V2= 10. And hence could have arisen due to chance. This analysis supports the null hypothesis of no significant difference between training methods used in the IT department and success rate of the training in the IT department.
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CORRELATION BETWEEN THE ROLE OF IT IN THE ORGANIZATION AND AREAS ORGANIZATION GIVES TRAINING TO THE EMPLOYEES.
The following table showing the correlation between the role of IT in the organization and areas organization gives training to the employees.
TABLE NO 4.32
Factors Role of IT/ orgn training areas Database management Website management creation Hardware & networking Report making others Frequency dy dx -2 H.S -1 S 0 N 1 D 2 H.D Frequency Fdy fdy fdxdy
-2 -1
5 3
7 2
2 2
1 7
0 1
15 15
-30 -15
60 15
32 -1
0 1 2
0 1 0 9
1 6 1 17
3 1 0 8
2 0 1 11
1 2 1 5
7 10 3 50
0 10 6
0 10 12
0 -4 4
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-18 36 24
-17 17 8
0 0 0
11 11 -7
10 20 6
CALCULATION:
R= (Nfdxfdy fdxfdy) / ( Nfdx-(fdx) *Nfdy (fdy) ) Where, N= No of pairs of scores. xy= Sum of products of paired scores. x= Sum of x scores. y= Sum of y scores. x= Sum of squared x scores. y= Sum of squared y scores.
Inference:
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Since the calculated value is 0.286 it was concluded that the role of IT in the organization and areas organization gives training to the employees are positively correlated. The variables are less closely related.
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FINDINGS
The research project was undertaken to study and evaluate the IT strategic implementation challenges faced by non-IT companies with special reference to Madurai. The following are the findings of the study.
PERCENTAGE ANALYSIS:
1. The study reveals that 26% of respondent concerns are in embryonic stage, 42% of respondent concerns are in growth stage, 30% of respondent concerns are in maturity stage and 2% of respondent concerns are in decline stage. 2. The study reveals that 26% of respondent concerns are in tiny, 28% of respondent concerns are small, 28% of respondent concerns are medium size and 18% respondent concerns are large size. 3. The study reveals that 36% of respondent concerns has very high, 32% of respondent concerns has high, 20% of respondent concerns has medium 3% respondent concerns has low, and 3% of respondent concerns has very low employees adoptability towards implementation of IT programs. 4. The study reveals that 30% of respondent concerns using IT for communication 28% of respondent concerns using IT for data warehouse, 34% of respondent concerns using IT for enhancing the efficiency and 2% of respondent concerns using IT for website management.
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5. The study reveals that 10%, 16%, 20%, 12%, 14%, 6%, 20%, and 2% respondent concerns are respectively using campus, consultant, walk-ins, advertisement, job fairs, job portals, reference, and others for recruitment. 6. The study reveals that 16%, 22%, 18%, 12%, 14%, 14%, and 4% respondent concerns are respectively expecting qualification, experience, leadership qualities, innovation skill, and others from the candidates.
7. The study reveals that 30%, 3%, 18%, 8%, and10% respondent concerns has 10-
20%, 21-30%, 31-40%, 41-50% & above 50% of attrition rate in the IT department. 8. The study reveals that 42%, 20%, 18%, 14%, and 6%, respondent concerns respectively better prospects in the IT concern, lack of satisfaction, compensation, stress and others reasons for attrition. 9. The study reveals that 18%, 12%, 18%, 20%, and 32% respondent concerns respectively 10-20%, 21-40%, 41-60%, 61-80% and81-100% receiving external training in the IT department. 10. The study reveals that 14%, 20%, 32%, 28%, and 6% respondent concerns respectively gives 1 month, 2 months, 6 months, one year, and more than one year training to the IT department employees. 11. The study reveals that 6%, 20%, 28%, 24%, and 22% respondent concerns respectively 10-20%, 21-40%, 41-60%, 61-80%, and 81-100% of success rate of training. 12. The study reveals that 18%, 28%, 22%, 22% and 10% respondent concerns respectively has turnover, procrastination, scheduling problem, resistance to change, and others training challenges. 13. The study reveals that 20%, 22%, 30%, 24%, and 4% respondent concerns respectively peer pressure, message from various sources, incentives, penalties and others sources to Improve the knowledge beyond training. 14. The study reveals that 22%, 22%, 24%, 28%, and 4%, respondent concerns respectively gives training in the areas like database management, website management, hardware and networking, report making and others
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15. The study reveals that 44%, 48% and 8% respondent concerns using respectively on the job, off the job and e-learning training method. 16. The study reveals that 22%, 40%, 2%, 30%, and 6% respondent concerns respectively using feedback from the trainee, performance, observation, records, and others to identify the effectiveness of training 17. The study reveals 40%, 28%, 12%, 4% and 4% respondent concerns respectively using broadband services like AIRTEL, BSNL. RELIANCE, TATA INDICOM, and others 18. The study reveals that 2%, 2%, 4%, 46%, and 46% respondent concerns respectively using 16 mbps, 14 mbps, 12 mbps, 10 mbps and others speed of broadband service.
19. The study reveals 36%, 4%, 20%, 28% and 12% respondent concerns respectively
using MICROSOFT WINDOWS, UNIX, LINUX, MAC OSX, and others platform of service. 20. The study reveals that 34%, 6%, 18%, 40%, and 2% respondent concerns respectively using open source software, attempting to integrate various tools, application service providers, expert employees and others to manage software infrastructure. 21. The study reveals that 22%, 18%, 44%, 0%, and 16% respondent concerns having respectively poor input data quality, software bugs and errors, hardware failures, software failures and others major challenge in IT quality. 22. The study reveals that 28%, 26%, 12%, 20%, and 14% respondent concerns respectively having bad quality, poor maintenance, lack of adequate training, installing errors and others reasons for hardware and software failures. 23. that 24%, 26%, 26%, 20%, and 4% respondent concerns respectively having failure of system, inadequate knowledge of employees, natural calamities, failure of innovation, and others major security challenge. 24. The study reveals that 42%, 18%, 16%, 20%, and 4% respondent concerns respectively taking use of antivirus software, concurrency protection, and limited authorized access to database, using open source software and others security measures in the organization.
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25. The study reveals that 22%, 18%, 40%, 10%, and 10% respondent concerns respectively made 1year, 2year, 3year, and 4year and above 5years software up gradation in the organization. 26. The study reveals that 0%, 8%, 16%, 20%, and 56% respondent concerns respectively made 1year, 2year, 3year, and 4year and above 5years hardware up gradation in the organization. 27. The study reveals that 8%, 12%, 20%, 20%, and 40% respondent concerns respectively having 10-20%, 21-30%, 31-40%, 41-50% and above 50% success rate of new technology. 28. The study reveals that 28%, 24%, 26%, 20% and 2% respondent concerns respectively having cost, employees training, standardization, innovation and others major challenge in changing technology
CHI-SQUARE
There is no relationship between the training method used in the IT department and training challenges faced by the organization in the IT department.
CORRELATION
The role of IT in the organization and areas organization gives training to the employees are positively correlated. The variables are less closely related.
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SUGGESTIONS
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CONCLUSION
The study has given me the opportunity for analyzing the IT department problems at non-IT companies. This study was intended to get the responses from the various non-IT companies and how for the problems arising in the IT department. The study is conducted to identify the various factors that cause IT department problems like recruitment, training, infrastructure, technology and IT quality and security in the organization. This study also suggest some measures to solve the IT department problems which can be beneficial for the non-IT companies management to prepare guidelines for action plan to reduce the IT department problems in the non-IT organization.
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