SUMMER TRAINING REPORT

ON
‘ROLE OF LEADERSHIP’
IN

Submitted in partial fulfilment of requirements for the degree of Bachelor of

Business Administration (computer aided management) affiliated to
MAHARSHI DAYANAND UNIVERSITY, ROHTAK

(2019-2020)
SUBMITTED TO: SUMITTED BY:
MRS.JYOTI MALHOTRA JAMSHED ANSARI
(BBA DEPARTMENT) CLASS: BBA 5TH
ROLL NO: 1525210087
REGN NO: 17F2340295
UNI.ROLL NO: _________

DAV CENTENARY COLLEGE

NH-3, FARIDABAD

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 ACKNOWLEDGEMENT

When expressed in words the feelings of gratitude is only partly conveyed with humble
submission.

At first I would like to acknowledge my thanks to Videocon for accepting my request and
allowing me to do the project. It is needless to say that without his kind cooperation and
inspiration and moreover, due to timely and consistent guidance this could have not attended
the present shape.

I would also like to thank Mrs.Jyoti Malhotra for her guidance and support.

I would also like to thank each and every employee of Videocon Department for giving me
time from their busy time schedule to complete this project.

I wish to express my deep gratitude and respect to all people mentioned in this project.
Without their permission it would not have been possible to do the project in this esteemed
organization.

(JAMSHED ANSARI)

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 PREFACE

Books are the treasure of knowledge and a theoretical base is pivotal for understanding the
realities of practical field. But at the same time, practical knowledge is critical for having an
insight into the implementation of theory in corporate world.

With the privilege of an opportunity provided to us by Videocon India Ltd., for the fulfilment
of our purpose “bridging the gap between theory and practical’. The main objective for
preparing this project report is to understand the whole process of human resources
development.

The analysis of this project enables us to understand how resources are developed and
performance can be appraised.

The report first shall give an overview of the tasks completed during the period of internship
with technical details. Then the results obtained shall be discussed and analyzed.Report shall
also elaborate on the the future works which can be persuaded as an advancement of the curre
-nt work.

I have tried my best to keep report simple yet technically correct. I hope I succeed in my atte-
mpt

(JAMSHED ANSARI)

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 INDEX

CHAPTER NO TOPIC PAGE NO.

INTRODUCTION TO THE TOPIC 5-8

1.
COMPANY PROFILE 9-36
2.
REVIEW OF LITERATURE 37-41
3.
RESEARCH MEHTODOLOGY 42-46
4. A) OBJECTIVE & SCOPE OF THE STUDY
RESEARCH DESIGN
B) DATA COLLECTION
C) PEOPLE AND SIZE OF SAMPLE
D) METHOD OF DATA ANALYSIS
E) LIMIMTATIONS OF THE STUDY

DATA ANALYSIS AND INTERPRETATION 47-57

5.
CONCLUSION AND SUGGESTIONS 58-60
6.
ANNEXURE 61-66
7. - BIBLIOGRAPHY
- QUESTIONNAIRE

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 CHAPTER-1

INTRODUCTION

TO

THE TOPIC

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INTRODUCTION-

The research was carried out on the topic of LEADERSHIP in which I analysed the
VIDEOCONINDIA LIMITED leadership style. Each and every employee consists of
different abilities, capabilities and perception. These are the things which I came across in the
company.

The survey was done at the VIDEOCON INDIA LIMITED. The objective of survey is to
observe the leadership in the company and to find out the satisfaction level of employees.
Questions were mainly structured in the form of 5 point scale. Open ended questions were
also used in the questionnaire to understand the satisfaction level of employees.

Introduction In1984, Nandlal Madhavlal Dhoot (N.M.Dhoot), together with his three sons -
Venugopal, Rajkumar and Pradeep - founded VI in technical collaboration with the Japan-
based Toshiba Corporation N.M.Dhoot Venugopal Dhoot Rajkumar Dhoot.

Videocon VCR Ltd. in collaboration from Toshiba Japan Videocon has tied up with Dolby
Laboratories, USA, for use of Dolby Technology It collaborate with Samsung of Korea for
manufacturing glass shells It has tied up plans with Akai to jointly flat new company to
market the Akai range of products It had entered into a joint venture with Necchi group of
Italy.

Videocon Industries Ltd offers range of products in televisions, washing machines, air-
conditioners, refrigerators, audio products, home theatre systems and microwave ovens. The
company operates in four segments: Consumer Electronics and Home Appliances, Crude Oil
and Natural Gas, Telecommunications, and Power. The company is engaged in manufacture,
assemble and distribute a range of consumer electronics, products and home appliances,
including finished goods, such as television, home entertainment systems, refrigerators,
washing machines, air conditioners and other small household appliances and components,
such as glass shell, compressors and motors. The company has interests in exploration
production in Brazil, Mozambique, East Timor, Indonesia and Australia. The Company is
developing the Pipavav power project through a wholly owned subsidiary Pipavav Energy
Pvt Ltd. The company operates the global system for mobile communications mobile services
through Videocon Telecommunications Ltd. Videocon Industries Ltd was incorporated in the

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year 1986 with the name Adhigam Trading Private Ltd. The company was established for the
business of trading in paper tubes. In the year 1987, the company introduced Black & White
TV, Color TV and Washing Machines. In September 1988, the company decided to diversify
in the business of lease financing, hire purchase and investment activities. The home
entertainment systems, electronic motors and air conditioners were partaken under Videocon.

History of Videocon:

History of Videocon In 1984 Dhoot family launched Videocon International Limited In 1987,
VI started manufacturing of B&W and color televisions Within a decade, Videocon emerged
as India’s leading brand of Colour Televisions In 1989, the company launched home
entertainment systems and air conditioners In 1995, the company introduced refrigerators
and coolers in the mid-1990s, VI manufacture CRT glass shells at Gujarat.

In this study, questions were asked keeping the objective of the study in mind.

LEADERSHIP:

Leadership is about relationships. It’s about working with and guiding people in new
directions, it’s about integrity and trust. It’s about achieving the most positive interaction
between customers, employees, shareholders, vendors-whomever! If we select people
principally for their charisma and ability to drive up their short term stock price instead of
their character and shower them with inordinate rewards, why should we be surprised when
they lack integrity?

SIGNIFICANCE:

 The Significance of the study:

 Helps to maximize efficiency and to achieve organisational goals
 Helps to create confidence among subordinates.
 Helps to maintain coordination that can be achieved through reconciling personal
interests with organizational goals

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 Helps in reconciling /integrating the personal goals of the employees with the
organisational goals
 Helps in building work environment. An efficient work environment helps in sound
& stable growth.
 Leadership can be exercised through guidance and counselling of the
subordinates at the time of execution of plans.

OBJECTIVES OF THE STUDY:

 The study was designed to achieve the following objectives:
 To compare the Leadership Behaviour of executives of the company.
 To compare the job satisfaction of employees of the company.
 To ascertain the relationship between Leadership Behaviour of department heads
with job satisfaction of employees of the company.

SCOPE OF THE STUDY:

 Then information about the organisations studied was obtained from the
questionnaires completed by the respondents and available information about the
organisations from their most recent reports and or Web Sites.
 It includes the study of what people Buy, Why they buy, when they buy, where they
buy, how often they buy, and how often they use it.
 Factors Influencing Consumer Behaviour Cultural Factors Social factors Personal
factors Psychological Factors.

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 CHAPTER-2

COMPANY PROFILE

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 ABOUT VIDEOCON

Videocon India Ltd is a leading manufacturer of home appliances. The company is primarily
engaged in manufacturing and trading of Refrigerators, Washing Machines, Air Conditioners,
Microwave Ovens and small appliances and caters to both domestic and international
markets. They also provide services in the area of product development, information
technology, accounting and procurement services to Videocon Corporation, USA and other
group companies.

The company owns three state-of-the-art manufacturing facilities at Faridabad, Pondicherry

and Pune. Each of these manufacturing set-ups features an infrastructure that is witness of
Videocon’s commitment to consumer interests and advanced technology. The company
exports their product to Russia and East European countries and exports small appliances to
the USA under the Kitchen Aid brand. Videocon India Ltd was incorporated in the year 1960
as Kelvinator of India Ltd.

In the year 1976, they established a factory for the manufacture of electromechanical cash
registers in collaboration with Gross Cash Registers Ltd, UK. Aravali Svachalit Vahan Ltd, a
sick unit at Alwar merged with the company with effect from May 26, 1982. In the year
1985, the company entered into a collaboration agreement with White Consolidated
Industries Inc., USA for the manufacture of washing machines.

In the year 1986, they introduced a 300-litre 2-door refrigerator for the lower and middle
class consumers. In addition, they introduced a single speed (VIP-1) and 3-speed kick-start
(VIP-3) along with two new models of cash registers. In the year 1993, the company entered
into a tie-up with Videocon Corporation USA whereby Whirlpool contracted to purchase
from White Consolidated Industries Inc., USA. Also, Expo Machinery Ltd, a wholly owned
subsidiary merged with the company.

In November 1995, the Videocon brand was launched along with a new 310-litre
refrigerator. In the year 1996, Videocon Washing Machines Ltd merged with the Kelvinator
India Ltd and the company changed their name from Kelvinator of India Ltd to Videocon
India Ltd. The Pondicherry washer unit introduced a re-styled version of a fully Automatic
Washing machine and a 3.5 Kg Twin-tub machine under the Videocon brand.

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10
In the year 1997, the company signed and with Intrinsic Automation System Pvt Ltd for the
hiving off their electronic cash register division. They launched a venture consumer finance
company in association with Apple Industries. In the year 1998, the company launched range
of state of the art non-CFC frost-free refrigerators. In September 1998, Videocon Financial
India Pvt.Ltd another group company of Videocon Corporation and a wholly owned
subsidiary of Videocon Financial Mauritius Ltd merged with the company.

In the year 2000, the company expanded their product range by launching Air conditioners
and Microwave Ovens for the first time. In the year 2001, they launched an indigenously
developed Coffee Grinder, Bag Dryer and Voltage Stabilizer. In the year 2002, they launched
Magic Cool series of Air conditioners, both Windows and Split type.

During the year 2003-04, the company won a major order for Manufacturing and Export of
Portable Home Appliances for the US market under the prestigious 'Kitchen Aid' brand. The
company converted a part of the Pondicherry facility into an Export Oriented Unit to
maximize the benefits and promote further exports. In December 2003, they launched a new
range of Fully Automatic Washing Machines.

In May, the company launched new refrigerators in the 'ice magic frost-free range'. They
entered into a distribution tie up with Faber India during the year. In April, the company
launched 'Genius' a direct cool refrigerator of 180 litres and premium range of window air-
conditioners, namely 'Magic Cool'. They also launched new Iceberg refrigerators during the
year. During the year the company opened four new call centres in B class towns & non-
metro cities to facilitate easy consumer access.

Vision and Mission

At Videocon, all our efforts are centered around the customer and his needs. We are
committed to delight and deliver beyond what is expected. By focusing on the right means,
we have been successful in building a robust and dependable Videocon Value Chain.

Ingenious Strategy

In today’s competitive world, what it takes for a business to survive is a lot of advance
planning and a clear strategy. There is a strong need for bounded rationality, spontaneity and
out-of-the-box thinking to tackle every scenario that could be imaginable or unthinkable.
Now that’s something which cannot be found in a textbook. Videocon’s resourceful strategies

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11
are flexible enough to change with changing ground realities, and even change the rules of
the game when needed.

Intrepid Entrepreneurship

An enterprise with odds stacked against it makes a great business sense. This is because
higher the obstacles lower the number of players likely to be active in that field; thus paving
the way for extraordinary returns. What is required is a bold approach, a confidence and a
willingness to brave the odds. Videocon’s foray into oil and gas is one such brave endeavour
that arises from immense faith in the competence of the company’s in-house managerial
talent.

Improved Technology

With the rapidly changing industrial scenario, technology is no longer a premium value-add.
Rather, in recent years, a constant update of technology has become a bare necessity. As a
forward looking company, Videocon is extremely vigilant in terms of staying updated with
the latest technology and replacing outdated technology with the best-in-class offers of the
times.

Innovative Products

Product development, innovation and customization are the tools Videocon uses to stay ahead
of the competition. After all, we do realize that continuous stream of innovative products
excites the market and enhances brand recall. This is a strategy that Videocon highly banks
on, especially on the domestic front.

Insightful Marketing

The market share battle scene has long shifted from technology and processes to the psyche
of the customer. This means that those with deeper insights into the elusive mind of the buyer
are likely to dominate. Videocon is reinforcing marketing strengths to read the pulse of the
market more broadly and clearly; to create products that fit perfectly into the customer’s
preferences.

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Inspired Thinking

The future is unpredictable, but if we don’t do anything about it, the road ahead will be
fraught with grave risk. And so, Videocon extrapolates future trends on the basis of current
changes in technology and preferences, as well as sheer gut feel. Business instincts are worth
their weight in gold. Driven by these instincts, the company has made some bold forays into
fields of oil and gas, which has proved to be absolute money-spinners.

Values and Philosophy

Shri. Nandlal Madhavlal Dhoot

Founder, The Videocon Group
(26 February 1932 - 26 April 1993)

A man of Ideas. A man of Substance. A man of Vision.

Shri. NandlalMadhavlal Dhoot, the founding father of the Videocon Group, was a man who
was way ahead of his times. After completing his studies from Ahmednagar and Pune, he
began a successful career as a sugarcane and cotton cultivator. In 1955, he boldly took upon
an entrepreneurial venture by importing machinery from Europe to set up the Gangapur
Sakhar Karkhana (Sugar Mill), unleashing an Industrial Revolution at a time when villages
had no electricity.

Once the wheels were set in motion, there was no looking back. Over the years, Nandlalji's
path-breaking ideas found expression in a myriad ways, earning him the well-deserved
reputation of the pioneer of industrial activity in Marathwada India.

In the early 80s, Nandlalji initiated his three sons - Venugopal, Rajkumar and Pradipkumar -
into the business. In collaboration with Toshiba Corporation of Japan, he launched India's
first world-class colour television: Videocon. Today, Videocon is a household name across
the nation. Videocon is one of the leading brands in Consumer Electronics & Home
Appliances in India and is trusted and chosen by over 50 million people for a better lifestyle.

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 A company is made by its people; their ideals, their devotion and their accomplishments.
We applaud the magnanimous people who have made Videocon what it is today.

Founding Father

Shri Nandlal Madhavlal Dhoot, the founder of the Videocon Group, completed his
education from Ahmednagar and Pune. After a successful stint with sugarcane and cotton
cultivation, he boldly ventured into importing machinery from Europe to set up the
Gangapur Sakhar Karkhana (Sugar Mill) in 1955. Those were the times when the villages
did not even have electricity. Thus, was unleashed an Industrial Revolution. The die was
cast. Over the years, Nandlalji's path-breaking attitude found expression in a myriad
ways, earning him the well-deserved reputation of The Pioneer of industrial activity in
Marathwada, Maharashtra, India. In early 80's, Nandlalji introduced his three sons -
Venugopal, Rajkumar and Pradipkumar into business.
 Board of Directors
 Promoters

Board of Directors:

Mr. Venugopal N. Dhoot

Maj. Gen. S. C. N. Jatar
Mr. A. G. Joshi
Mr. RadheyShyam Agarwal
Mr. B. Ravindranath – Nominee IDBI Limited

People who have made Videocon what it is today.

 Founding Father
 Board of Directors
 Promoter

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Mr. Venugopal N. Dhoot

Mr. Venugopal N. Dhoot, born on 30th September, 1951, is an Engineering Graduate in

Electronics. He is presently the Chairman & Managing Director of Videocon Industries
Limited. His hobbies include flute recital and discourse on Bhagwat-Gita.
Mr. Venugopal N. Dhoot is a past Chairman of the Associated Chambers of Commerce
and industry of India, President of the Electronic Industries Association of Marathwada, a
member of the Advisory Committee of Poona University Information Employment &
Guidance, past Chairman of the Federation of the Indian Chambers of Commerce and
Industry- (Consumer Goods Committee) and an advisor to the Government of Orissa for
the industrial development of Orissa, Mr. Venugopal N. Dhoot was awarded with
Marathwada Bhushan Award on 2nd April, 2005 and was chosen for the honor for his
outstanding initiatives to make India self reliant in hardware and consumer electronics
and also was awarded the Elcina Electronics Man of the Year 2005-06.

Mr. Rajkumar N. Dhoot

Mr. Rajkumar N. Dhoot, Member of Parliament (Rajya Sabha) and Immediate Past-
President of the Apex Indian Chamber of Commerce & Industry, ASSOCHAM (The
Associated Chambers of Commerce and Industry of India) is also the Promoter & Owner
of the diversified Videocon Group of Companies. He is a well known Industrialist and
was born on 11th September, 1955 at Ahmednagar in Maharashtra, India.
Mr. Dhoot did his Graduation with Honors in Commerce from S.B. College, Aurangabad,
Maharashtra. Apart from Trade and Politics, he is vigorously involved in social work
which includes promoting education especially among girls by running a Girls High
School at Gangapur for 1100 girls of First to Tenth Standard. He runs a leading multi-
Super Specialty Charitable Hospital - ‘Nandlal Dhoot Charitable Hospital’ at Aurangabad

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 with an investment of - Rs.100 crores, providing only second Cobalt-60 facilities for
Cancer treatment, a fully developed Cardiac Center and allied treatment. He has also
undertaken construction of roads in Gangapur, Aurangabad and adjoining areas.
Mr. Dhoot was first elected to Rajya Sabha in April 2002 and served the Parliamentary
Standing Committee on Finance, Consultative Committees for the Ministry of Commerce
and Industry as also the Ministry of Urban Development and Poverty Alleviation.
Mr. Dhoot has been a Consultative Committee member for the Ministry of Finance and
permanent Special Invitee at the Consultative Committee for the Ministry of
Communications and IT and for the Ministry of Petroleum and Natural Gas. He was a
special invitee to the Consultative Committee for the Ministry of Information and
Broadcasting. In May 2008, Mr. Dhoot was re-elected to Rajya Sabha and had been a
Member of the Standing Committee on Information Technology apart from being a
Member of the Rajbhasha Samiti of the Ministry of Textiles. At present he is a Member
of the Standing Committee on Health and Family Welfare. Apart from keenly raising the
issues of Maharashtra through Parliamentary Questions, No-Day-Yet Named Motions,
amendments on the Motion of Thanks on Presidents’ Address etc, he has introduced key
Private Members Bills in the Rajya Sabha.
Mr. Dhoot is the Former President of Marathwada Industries Association (MIA), now
Chamber of Marathwada Industries and Agriculture (CMIA) which actively promotes
industries in Marathwada region and is a Member of India-France Parliamentary
Friendship Group.

Mr. Pradipkumar Nandlal Dhoot

Mr. Pradipkumar N. Dhoot has been involved with the Videocon Group since its
inception. He was a Director of Videocon Industries Ltd from 16th February 1991 to 14th
August 2012. At various stages he held a number of directorships with companies
involved in manufacturing and trading of consumer electronic goods and home
appliances, real estate and infrastructure development, telecom, industrial finance and oil

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and gas companies. Presently he heads the International Oil & Gas business of Videocon
Group from its business head office in Dubai. He holds a bachelor of commerce degree.
In past he was a full time director of VIL and was responsible for managing the overseas
operations of the group which are spread over three continents. He received the Man of
Electronics award in 2005 from the Consumer Electronics and TV Manufacturers
Association.

Mr. Anirudh Venugopal Dhoot, Director, Videocon Group

Born in Kolkata in the year 1978, Anirudh V. Dhoot hails from the illustrious Dhoot
family that owns India’s multi-billion dollar global business conglomerate – the
Videocon Group. Having joined the family business at a young age of 21 years, Anirudh
today is the Director of the Videocon and is also heading the Sales & Marketing of
Videocon’s Consumer Electronics Division.
Anirudh V. Dhoot is an alumnus of the prestigious Cardiff University, UK from where he
completed his MBA. He has to his credit the title of being one of India Inc’s youngest
CEO’s. His early years at Videocon saw him look after the Company’s Manufacturing
Unit after which he moved to setting up Videocon’s state-of-the-art Greenfield plant in
Kashipur (Uttarakhand). After this rich experience, he started heading the Sales &
Marketing activities of the Videocon Group and is equally responsible for the overall
operations of the company across the Country.
Anirudh V. Dhoot is one of the youngest members of ASSOCHAM and FICCI and is
also associated with Indian Merchant Chamber and other similar bodies. After a
successful one-year tenure, he has recently been reelected as the President of Consumer
Electronics and Appliances Manufacturers Association (CEAMA) - an all India body of
organizations of the Rs. 40,000 Crore Consumer Electronics and Durables Industry.

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Mr. Saurabh Dhoot

Saurabh Dhoot, is an engineering graduate from the prestigious Imperial College, UK. He
has played a key role in steering Videocon’s entry into new-age services businesses.
He currently spearheads the US$ 5 Bln conglomerate's strategy in new age service
business verticals in Telecom, Media, Entertainment, Solar and Retail. He led the
acquisition of Planet M and has laid a scalable and unique foundation for it to reach
stratospheric levels. He has been facilitating trade and growth of clean energy
technologies like solar to meet the needs of both rural and urban populations. He works in
corporate development in the Videocon Group Chairman's office involved with investor
relations, global M&A, finance and corporate communication. He is co-founder of Nivio,
innovator of the world’s first Personal cloud computer.

Consumer Electronics & Home Appliances

Welcome Videocon into your lives and turn your house into a home.
Videocon Industries Limited manufactures, assembles and distributes a comprehensive range
of consumer electronics and home appliances. From flat panel display with unique DDB
technology, refrigerators with advanced cooling system, washing machines and air
conditioners; from glass shell panels and funnels to compressors and motors, trust us with all
your needs.

Mobile Handsets
Stay connected to the people you love and the things you love with Videocon’s range of
mobile phones, bringing you the latest in technology, amazing features and stunning looks.
There’s one for everyone.

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 Mobile Services

Videocon Telecom offers GSM mobile services in the Punjab Telecom circle.

DTH Services

Videocon d2h, Asia’s most promising DTH brand brings you a Pollution Free Asli HD
viewing experience with the cleanest, freshest, clearest pictures. With innovative & unique
propositions like India’s 1st 1000 GB Asli HD Digital Recorder, 1st RF Remote for DTH,
India’s only Active 3D channel, wide range of 444 channels & services along with 22 Asli
HD channels & services, consumers can now demand 2 have Asli Entertainment like never
before with Videocon d2h.

Oil and Gas

Videocon Hydrocarbon Holdings Limited (Videocon) is a Cayman Islands company set up in

2009. The Company is part of Videocon Group, a large and multi activity Indian business
group ('Videocon Group'). Videocon, through its various subsidiaries and affiliates holds
interest in various international oil and gas Concessions in Mozambique, Brazil, Indonesia,
and East Timor. Videocon Group is one of India's largest private sector enterprises having
business interest in various sectors, within and outside of India, including Oil & Gas
Upstream. The Oil & Gas Division of Videocon Group, came into being in October 1994,
with the signing of the Production Sharing Contract for the RAVVA Oil and Gas offshore
Field off Kakinada in the State of Andhra Pradesh, India, as a 25% non-operating partner.

In 2006 Videocon diversified into the international portfolio of exploration interests by

successfully bidding for Offshore Blocks JPDA Block 06-103 in Timor Sea, Oman Block 56
in Sultanate of Oman.

In 2007 along with BPCL under 50: 50 JV acquired 10 Exploration Blocks comprising of 4
Concessions in Brazil Offshore Basins viz.

 BM-C-30 Campos (1 Block C-M-101 - Operator : Anadarko)

 BM-SEAL-11 Sergipe (4 Blocks SEAL-M-349, 426, 497 & 569 - Operator : Petro bras)
 BM-POT-16 Potiguar (2 Blocks POT-M-663 & 760 - Operator : Petro bras)

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 BM-ES-24 Espirito Santo (3 Blocks ES-M-588, 661 & 663 - Operator : Petro bras)
 BM-ES-24A was carved out from Concession ES-24 in 2011, comprising of Block 661
with Petro bras as Operator and IBV as sole JV Partner, consequent to exit of Anadarko.
In 2008 acquired a 10% Participating Interest from Anadarko in Rovuma Area1 in
Mozambique Offshore Exploration & Production Sharing Contract;

Real Estate

Over the past 25 years, Videocon has acquired a large and high quality land bank. The Group
has become active in terms of developing these prime sites into world-class developments –
be it residential, commercial, retail and/or hotels – to unlock the value therein.
The focus is on developing a 4.0 million square foot IT Park in Kolkata, which will also
house a couple of hotels and some high-end shopping and dining options. In addition, the
Group is developing a number of first-class business hotels, to be operated by Hilton
International. Currently, work on two Hilton Garden Inns is underway in Salt Lake – Kolkata
and Gachibowli – Hyderabad.
In addition, the Group is developing a couple of residential projects in Hubli and Pune, which
have been designed and will be constructed to exceed the expectations of the increasingly
discerning Indian middle-class.
The Group is also in the process of jointly developing some of its other large land banks in
metro cities in collaboration with well-known developers in these cities.
UAE Ecommerce

With a rapid expansion of its global presence, Videocon plans to include the best in class
offerings through online channel. To cater to the growing e-commerce requirements of its
markets in the Middle East, Videocon has launched online operations in UAE. Not only do
customers get to choose from a wide range of products, they can also search, compare and
buy easily without leaving the comfort of home.

International Business units

An unconventional approach, an uncompromising commitment towards excellence and an

inspiration to create a better tomorrow has made Videocon one of the largest television
component producers in the world today. Videocon is determined to touch lives and spread
smiles across the globe.

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Research and Development

Experience R&D
A globally renowned name in the world of consumer electronics, Videocon is synonymous
with a truly enriching lifestyle. It has won trust and adulation of people from around the
globe for its sheer perfection and innovation. The brand has a fresh thinking with modern
outlook and is ever adapting to customers' need to enrich lives across the globe with its
cutting-edge technology and innovation driven approach.
Innovation has been and will always be the foundation of Videocon. The objective is to: To
create ideas that caters to changing times. Ideas that fully realize the potential of technology.
Ideas that understand the different needs of people from different parts of the world.
The company continues to give utmost importance to Research & Development. It focuses on
enhancing existing technology and product innovation, to improve product efficiency. The
company has R&D facilities located at multiple locations in India, Seoul, Tokyo, and
Shengen, having experts working round the clock to give you the best products for your
home.
Head over to our virtual R&D lab to see innovation in action.

E-Waste Recycling

Videocon's E-Waste Recycling Policy

Under the guidelines of the Central Government of India, E-Waste (Management and
Handling) Rules 2011 have been notified. Videocon stands committed to implement E-Waste
Rules. E-waste has been defined as

"Waste electrical and electronic equipment, whole or in part or rejects from their
manufacturing and repair process, which are intended to be discarded".

Whereas, Electrical and electronic equipment has been defined as:

"Equipment which is dependent on electrical currents or electro-magnetic fields to fully

functional".

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 In general terms e-waste is any end of life electronic product which is scrap and can not be
used in any manner e.g. air conditioners, refrigerator, batteries, television, mobiles, chargers,
ear-phone etc.

Managing of e-waste is most important because it consists of harmful substances which can
bring adverse effects to the environment as well as human life. By scientific disposal of e-
waste we can save our environment and also prevent its potential negative consequences on
human health.

There is need to encourage recycling of all useful and valuable material from e-waste so as to
conserve the ever depleting natural resources. Recycling end-of-life products is vital if we are
to save resources and minimize waste. In this regard Videocon has tied-up with an authorized
e-Waste recycler namely Attero Recycling Pvt. Ltd for facilitating our customers to enable
them to dispose of e-waste products after its end-of-life.

Videocon has initiated various activities to promote E-Waste recycling activities in the
following areas:

 Manufacturing facilities: Control, storage and disposal of E-Waste through authorized

recyclers.
 Suppliers: Recycling and disposal through authorized recyclers.
 End Customers: As per guidelines below.
Negative consequences of improper disposal of E-waste product:

 Toxic material present in e-waste get mixed with earth, air, water etc and causes health
issues.
 Oil & Gases which is present is some of e-waste like compressor and CRT causes
environment pollution.
 Batteries contains highly hazardous element.
 Burning of rubber & Plastic in open area causes air pollution.
 Any disposal through unauthorized agencies/person will attract action under Environment
(Protection) Act 1986, which provides for imprisonment up to 5 years or with fine up to
Rs. 1 Lac or both.
 Bad impact on human being, animal, and other animates.
 Wastage of natural resources.

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22
 How can you recycle the E-Waste Products?

 All electrical and electronic products are required to be handed over only to the Authorized
recycler for recycling.
 The e-waste product should be handed over only to authorized recycler for disposal.
 Keep the e-waste in isolated area, after it becomes non-functional/un-repairable so as to
prevent its accidental breakage.
 Please call on toll free number 1800 4193283 for collection of e-waste.
 You can also deposit your e-waste directly at the collection centres.

Don'ts for E- Waste

 The product should not be opened by the User himself/herself, but only by authorized
service personnel.
 The product is not meant for re-sale any unauthorized agencies/scrap dealer/kabariwalas.
 The product is not meant for mixing into household waste stream.
 Do not keep any replaced spare part(s) from the product in exposed are Conditions.
 This initiative is the step towards a cleaner and greener earth. This move is one of the ways
to show that we are concerned and thus we request all our customers to join this movement
to make it successful by way of contributing their end-of-life product.
 For any assistance/guidance for disposal of e-waste please call on toll free number 1800
4193283.
 Products offered for recycling are not eligible for exchange offers.
 The service is available as per conditions applicable in the respective area by recyclers.
 Videocon reserves the right to change the terms of the recycling scheme at any time.
 This scheme is applicable only for Videocon branded products.

VIDEOCON TEAM

They consider their employees as their biggest assets. The impeccable market reputation and
standing of the organization is due to the unending efforts of their diligent employees, who
work tirelessly towards achieving the organization's goal of becoming the market leader in
this domain. They employ qualified engineers, who manage the departments of design,
manufacturing, project management & implementation and after sales service. Their

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23
professionals are well qualified and possess years of valuable industry experience, which
enable them to perform their duties efficiently.

The key members of our organization are as follows:

• Procuring agents for raw material

• Technicians
• Engineers
• Quality controllers
• R&D personnel
• Sales & marketing personnel
The overall management of Videocon India ltd. lt. vests with the Board of Directors
comprising of eminent persons with wide experience in business and industry. The day to day
management of the Company is looked after by the Chairman & Managing Director and the
Managing Director under the overall guidance of the Board. Without their concern company
cannot achieve their target. As well they are the persons who guide the employees and also
motivate them so that they can give their 100% to the company.

TIMELY DELIVERY

Their company is well supported by a huge storage facility and wide distribution network of
dealers, providing an inherent capability to ensure timely delivery of products. Their
capability to feed bulk demand in the shortest possible time frame provides them an
additional edge over other players operating in the similar area.

QUALITY

Videocon ltd Faridabad, believe that all their clients should get value for their investment
and so they follow stringent quality measures to manufacture and supply world-class quality
products. Facilitated with latest and most advanced machines, they conduct various tests in
order to ensure that their products are of international standards. Raw materials like mild
steel, stainless steel, aluminium, electrodes, HR and CR Sheets etc. are acquired from reliable
and reputed vendors. They believe that consultation is the key to engineering the best
possible product. Based on this philosophy, we carefully analyse our clients' needs and
accordingly manufacture the products. In addition to this, we also explore and design choices
that can further reduce costs and manufacturing speed while improving quality and reliability

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24
of various systems. Owing to all these efforts, they have been accredited with ISO 9001:2000
quality certificate.

INFRASTRUCTURE:

Videocon Ltd. (Faridabad) has two well-equipped factories in Faridabad for the production
and supply of the above mentioned extensive range of products. We have modern machines
and professionals which enable us to meet the urgent and customized requirements of our
clients

FACTORS OF LEADERSHIP:

The four major factors of leadership are: -

 LEADER: You must have an honest understanding of who you are, what you
know, and what you can do. Also, note that it is the followers, not the leader who
determines if a leader is successful. If a follower does not trust or lacks confidence in
his or her leader, then she will be uninspired. To be successful you have to convince
your followers, not yourself or your supervisors, that you are worthy of being
followed.
 COMMUNICATION: You lead through two-way communication. Much of it is
non-verbal. For instance, when you "set the example," that communicates to your
people that you would not ask them to perform anything that you would not be willing
to do. What and how you communicate either builds or harms the relationship
between you and your employees.
 THE FOLLOWER: Different people require different styles of leadership.
For example, a new hire requires more supervision than an experienced employee. A
person with a different attitude requires a different approach than one with a high
degree of motivation. You must know your people! The fundamental starting point is

ATTRIBUTES:

If you are a leader that can be trusted, then the people around you will learn to respect you. to
be a good leader, there are things that u must be, know, and do. these fall under the leadership
framework:

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25
BE a professional.

BE a professional who possess good character traits.

KNOW the four factors of leadership- follower, leader, communication, situation.

KNOW yourself.

KNOW human nature

KNOW your job

KNOW your organization.

DO provide direction.

HERZEERGS HYGIENE AND MOTIVATIONAL FACTORS

• HYGEINE OR DISSATISFIERS:

1. Working conditions.
2. Policies and administrative practices.
3. Salary and benefits.
4. Supervision
5. Status.
6. Job security.
7. Fellow workers.
8. Personal life

• MOTIVATORS OR SATISFIERS:
1. Recognition.
2. Achievement
3. Advancement
4. Growth.

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26
PRINCIPLES OF LEADERSHIP:
TO HELP YOU BE, KNOW, AND DO, FOLLOW THESE ELEVEN principles of
leadership (later sections will expand on gaining an insight into these principles and
providing tools to perform them): Know yourself and seek self-improvement means
continually strengthening your attributes. This can be accomplished through reading, self-
study, classes, etc. be technically proficient.

As a leader, you must know your job and have a solid familiarity with your employee’s jobs.
Seek responsibility and take responsibility of your actions. Search for ways to guide your
organisation to new heights. And when things go wrong, they will sooner or later, do not
blame others.

Analyse the situation, take corrective action, and move on to the next challenge. Make sound
and timely decisions. Use good problem solving, decision making and planning tools. Set the
example. Be a good role model for your employees. They must not only hear what they are
expected to do but also see. Know your people and look out for their well-being. Know
human nature and importance of sincerely caring for your workers. Keep your people
informed. Know how to communicate with your people within the organization.

Develop a sense of responsibility in your people. Develop good character traits within your
people that will help them carry out their professional responsibilities. Ensure that tasks are
understood, supervised, and accomplished. Communication is the key to this responsibility.
Train your people as a team. Although many so called leaders call their organization,
department, section, etc. A team; they are not really teams... they are just a group of people
doing their jobs. Use the full capabilities of your organization. By developing a team spirit,
you will be able to employ your organization, department, section, etc. to its fullest
capabilities.

LEADERSHIP THEORIES:
Interest in leadership increased during the early part of the twentieth century. Early leadership
theories focused on what qualities distinguished between leaders and followers, while
subsequent theories looked at other variables such as situational factors and skill levels.
While many different leadership theories have emerged, most can be classified as one of
eight major types:

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27
1. "Great Man" Theories:

Great man theories assume that the capacity for leadership is inherent – that great leaders are
born not made. These theories often portray great leaders as heroic, mythic and destined to
rise to leadership when needed. The term "Great Man" was used because, at the time,
leadership was thought of primarily as a male quality, especially in terms of military
leadership. Learn more about the great man theory of leadership.

2. Trait Theories:

Similar in some ways to "Great Man" theories, trait theories assume that people inherit
certain qualities and traits that make them better suited to leadership. Trait theories often
identify particular personality or behavioural characteristics shared by leaders. If particular
traits are key features of leadership, then how do we explain people who possess those
qualities but are not leaders? This question is one of the difficulties in using trait theories to
explain leadership.

3. Contingency Theories:

Contingency theories of leadership focus on particular variables related to the environment

that might determine which particular style of leadership is best suited for the situation.
According to this theory, no leadership style is best in all situations. Success depends upon a
number of variables, including the leadership style, qualities of the followers and aspects of
the situation.

4. Situational Theories:

Situational theories propose that leaders choose the best course of action based upon
situational variables. Different styles of leadership may be more appropriate for certain types
of decision-making.

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28
5. Behavioural Theories:

Behavioural theories of leadership are based upon the belief that great leaders are made, not
born. Rooted in behaviourism, this leadership theory focuses on the actions of leaders not on
mental qualities or internal states. According to this theory, people can learn to become
leaders through teaching and observation.

6. Participative Theories:

Participative leadership theories suggest that the ideal leadership style is one that takes the
input of others into account. These leaders encourage participation and contributions from
group members and help group members feel more relevant and committed to the decision-
making process. In participative theories, however, the leader retains the right to allow the
input of others.

7. Management Theories:

Management theories, also known as transactional theories, focus on the role of supervision,
organization and group performance. These theories base leadership on a system of rewards
and punishments. Managerial theories are often used in business; when employees are
successful, they are rewarded; when they fail, they are reprimanded or punished. Learn more
about theories of transactional leadership.

8. Relationship Theories:

Relationship theories, also known as transformational theories, focus upon the connections
formed between leaders and followers. Transformational motivate and inspire people by
helping group members see the importance and higher good of the task. These leaders are
focused on the performance of group members, but also want each person to fulfil his or her
potential. Leaders with this style often have high ethical and moral standards.

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IMPORTANCE OF LEADERSHIP:

Leadership is an important function of management which helps to maximize efficiency and

to achieve organizational goals. The following points justify the importance of leadership in a
concern.

• Initiates action- Leader is a person who starts the work by communicating the
policies and plans to the subordinates from where the work actually starts.

• Motivation- A leader proves to be playing an incentive role in the concern’s working.

He motivates the employees with economic and non-economic rewards and thereby
gets the work from the subordinates.

• Providing guidance- A leader has to not only supervise but also play a guiding role
for the subordinates. Guidance here means instructing the subordinates the way they
have to perform their work effectively and efficiently.

• Creating confidence- Confidence is an important factor which can be achieved

through expressing the work efforts to the subordinates, explaining them clearly their
role and giving them guidelines to achieve the goals effectively. It is also important to
hear the employees with regards to their complaints and problems.

• Building morale- Morale denotes willing co-operation of the employees towards

their work and getting them into confidence and winning their trust. A leader can be a
morale booster by achieving full co-operation so that they perform with best of their
abilities as they work to achieve goals.

• Builds work environment- Management is getting things done from people. An

efficient work environment helps in sound and stable growth. Therefore, human
relations should be kept into mind by a leader. He should have personal contacts with
employees and should listen to their problems and solve them. He should treat
employees on humanitarian terms.

• Co-ordination- Co-ordination can be achieved through reconciling personal interests

with organizational goals. This synchronization can be achieved through proper and
effective co-ordination which should be primary motive of a leader

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LEADERSHIP STYLES:
A leadership style is a leader's method of providing direction, implementing plans, and
motivating people. Various authors have proposed identifying many different leadership
styles as exhibited by leaders in the political, business or other fields. Studies on leadership
style are conducted in the military field, expressing an approach that stresses a holistic view
of leadership, including how a leader's physical presence determines how others perceive that
leader. The factors of physical presence in this context include military bearing, physical
fitness, confidence, and resilience. The leader's intellectual capacity helps to conceptualize
solutions and to acquire knowledge to do the job.

Leadership style is the manner and approach of providing direction, implementing plans, and
motivating people. Kurt Levin (1939) led a group of researchers to identify different styles of
leadership. This early study has been very influential and established three major leadership
styles. The three major styles of leadership are (U.S. Army Handbook, 1973):

• Authoritarian or autocratic

• Participative or democratic

• Delegated or Free Reign

Although good leaders use all three styles, with one of them normally dominant, bad leaders
tend to stick with one style.

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31
Authoritarian (autocratic)

I want both of you to. . .

This style is used when leaders tell their employees what they want done and how they want
it accomplished, without getting the advice of their followers. Some of the appropriate
conditions to use it is when you have all the information to solve the problem, you are short
on time, and your employees are well motivated.

Some people tend to think of this style as a vehicle for yelling, using demeaning language,
and leading by threats and abusing their power. This is not the authoritarian style, rather it is
an abusive, unprofessional style called “bossing people around.” It has no place in a leader's
repertoire.

The authoritarian style should normally only be used on rare occasions. If you have the time
and want to gain more commitment and motivation from your employees, then you should
use the participative style.

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32
Participative (democratic)

Let's work together to solve this. . .

This style involves the leader including one or more employees in the decision making
process (determining what to do and how to do it). However, the leader maintains the final
decision making authority. Using this style is not a sign of weakness, rather it is a sign of
strength that your employees will respect.

This is normally used when you have part of the information, and your employees have other
parts. Note that a leader is not expected to know everything — this is why you employ
knowledgeable and skilful employees. Using this style is of mutual benefit — it allows them
to become part of the team and allows you to make better decisions.

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33
Delegated (free reign)

You two take care of the problem while I go. . .

In this style, the leader allows the employees to make the decisions. However, the leader is
still responsible for the decisions that are made. This is used when employees are able to
analyse the situation and determine what needs to be done and how to do it. You cannot do
everything! You must set priorities and delegate certain tasks.

This is not a style to use so that you can blame others when things go wrong, rather this is a
style to be used when you fully trust and confidence in the people below you. Do not be
afraid to use it, however, use it wisely!

NOTE: This is also known as laissez faire (or lesser faire), which is the non-interference in
the affairs of others.

Positive and Negative Approaches

There is a difference in ways leaders approach their employee. Positive leaders use rewards,
such as education, independence, etc. to motivate employees. While negative employers
emphasize penalties. While the negative approach has a place in a leader's repertoire of tools,
it must be used carefully due to its high cost on the human spirit.

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34
Negative leaders act domineering and superior with people. They believe the only way to get
things done is through penalties, such as loss of job, days off without pay, reprimanding
employees in front of others, etc.

They believe their authority is increased by frightening everyone into higher levels of
productivity. Yet what always happens when this approach is used wrongly is that morale
falls; which of course leads to lower productivity.

Also note that most leaders do not strictly use one or another, but are somewhere on a
continuum ranging from extremely positive to extremely negative.

People who continuously work out of the negative are bosses while those who primarily
work out of the positive are considered real leaders.

Use of Consideration and Structure

Two other approaches that leaders use are:

Consideration (employee orientation) — leaders are concerned about the human needs of
their employees. They build teamwork, help employees with their problems, and provide
psychological support.

Structure (task orientation) — leaders believe that they get results by consistently keeping
people busy and urging them to produce.

There is evidence that leaders who are considerate in their leadership style are higher
performers and are more satisfied with their job (Schriesheim, 1982).

Also notice that consideration and structure are independent of each other, thus they should
not be viewed on opposite ends of a continuum. For example, a leader who becomes more
considerate does not necessarily mean that she has become less structured.

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35
Paternalism
Paternalism has at times been equated with leadership styles. Yet most definitions of
leadership normally state or imply that one of the actions within leadership is that of
influencing.

For example, the Army uses the following definition:

Leadership is influencing people — by providing purpose, direction, and motivation — while

operating to accomplish the mission and improving the organization.

The Army further goes on by defining “influence” as:

a means of getting people to do what you want them to do. It is the means or method to
achieve two ends: operating and improving. But there is more to influencing than simply
passing along orders.

The example you set is just as important as the words you speak. And you set an example —
good or bad — with every action you take and word you utter, on or off duty. Through your
words and example, you must communicate purpose, direction, and motivation.

While “paternalism” is defined as (Webster):

a system under which an authority undertakes to supply needs or regulate conduct of those
under its control in matters affecting them as individuals as well as in their relationships to
authority and to each other.

Thus paternalism supplies needs for those under its protection or control, while leadership
gets things done. The first is directed inwards, while the latter is directed outwards.

Greet Hoisted (1977) studied culture within organizations. Part of his study was on the
dependence relationship or Power Difference — the extent to which the less powerful
members of an organization expect and accept that power is distributed unequally. Hoisted
gave this story to illustrate this Power Difference:

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36
CHAPTER-3

REVIEW
OF
LITERATURE

Page
37
REVIEW OF LITERATURE

ABOUT LEADERSHIP
Leadership has been described as the “process of social influence in which one person can
enlist the aid and support of others in the accomplishment of a common task”. Definitions
inclusive of nature of leadership have also emerged.

Alan Keith of Genentech states that, "Leadership is ultimately about creating a way for
people to contribute to making something extraordinary happen." According to Ken "SKC"
Ogbonna, "effective leadership is the ability to successfully integrate and maximize available
resources within the internal and external environment for the attainment of organizational or
societal goals.

Definition of Leadership

The meaning of a message is the change which it produces in the image. — Kenneth Building
in the Image: Knowledge in Life and Society

Before we get started, let’s define leadership. Leadership is a process by which a person
influences others to accomplish an objective and directs the organization in a way that makes
it more cohesive and coherent.

— Leadership is a process whereby an individual influences a group of individuals to

achieve a common goal.

----Leadership is the essence of an organization. Without proper leadership the employees

can never work in the right direction.

Leadership is a process by which a person influences others to accomplish an objective.

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38
Leaders carry out this process by applying their leadership knowledge and skills. This is
called Process Leadership (Jogo, 1982). However, we know that we have traits that can
influence our actions. This is called Trait Leadership (Jogo, 1982), in that it was once
common to believe that leaders were born rather than made. These two leadership types are
shown in the chart below (Nor house, 2007, p5):

While leadership is learned, the skills and knowledge processed by the leader can be
influenced by his or hers attributes or traits, such as beliefs, values, ethics, and character.
Knowledge and skills contribute directly to the process of leadership, while the other
attributes give the leader certain characteristics that make him or her unique.

FACTORS OF LEADERSHIP

The four major factors of leadership are:-

• THE FOLLOWER: Different people require different styles of leadership. For

example, a new hire requires more supervision than an experienced employee. A
person with a different attitude requires a different approach than one with a high
degree of motivation. You must know your people! The fundamental starting point is
having a good understanding of human nature: needs, emotions, and motivation. You
must know your employees' be, know and do attributes.

Page
39
 • LEADER: You must have an honest understanding of who you are, what you know,
and what you can do. Also, note that it is the followers, not the leader who determines
if a leader is successful. If a follower does not trust or lacks confidence in his or her
leader, then she will be uninspired. To be successful you have to convince your
followers, not yourself or your supervisors, that you are worthy of being followed.

 COMMUNICATION: You lead through two way communication. Much of it is non-

verbal. For instance, when you "set the example," that
communicates to your people that you would not ask them to perform anything that
you would not be willing to do. What and how you communicate either builds or
harms the relationship between you and your employees.

• ATTRIBUTES

If you are a leader that can be trusted, then the people around you will learn to respect you. to
be a good leader, there are things that u must be, know, and do. these fall under the leadership
framework:

IMPORTANCE OF LEADERSHIP
Leadership is an important function of management which helps to maximize efficiency and
to achieve organizational goals. The following points justify the importance of leadership in a
concern.

• Initiates action- Leader is a person who starts the work by communicating the
policies and plans to the subordinates from where the work actually starts.

• Motivation- A leader proves to be playing an incentive role in the concern’s working.

He motivates the employees with economic and non-economic rewards and thereby
gets the work from the subordinates.

• Providing guidance- A leader has to not only supervise but also play a guiding role
for the subordinates. Guidance here means instructing the subordinates the way they
have to perform their work effectively and efficiently.

• Creating confidence- Confidence is an important factor which can be achieved

through expressing the work efforts to the subordinates, explaining them clearly their
role and giving them guidelines to achieve the goals effectively. It is also important to
hear the employees with regards to their complaints and problems.

Page
40
• Building morale- Morale denotes willing co-operation of the employees towards
their work and getting them into confidence and winning their trust. A leader can be a
morale booster by achieving full co-operation so that they perform with best of their
abilities as they work to achieve goals.

• Builds work environment- Management is getting things done from people. An

efficient work environment helps in sound and stable growth. Therefore, human
relations should be kept into mind by a leader. He should have personal contacts with
employees and should listen to their problems and solve them. He should treat
employees on humanitarian terms.

• Co-ordination- Co-ordination can be achieved through reconciling personal interests

with organizational goals. This synchronization can be achieved through proper and
effective co-ordination which should be primary motive of a leader.

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41
 CHAPTER-4

RESEARCH

METHODOLOGY

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42
RESEARCH METHODOLOGY

This study focuses on the Leadership Styles at Videocon Ltd. as a matter of interest. It was
ensured that there was a good mix of respondents- males, females; employees of various
designation; and temporary and permanent employees. It is the specification method &
procedure for collection the needed information. Research is the organized and systematic
way of FINDING ANSWERS TO QUESTIONS.
I conducted survey on the subject, “How the company is involved in Leadership”
I designed questionnaires of very specific nature to ascertain answers that might be valuable
for our analysis and moreover in addition we could study viewpoints from dual-ranging
perspective of the trainees and their respective supervisors.
After being fully aware of the objective of the study and the research problem, it was found
out that it was a descriptive research.

Kinds of Research: -
1. QUALITATIVE RESEARCH: -This type of research goes by names: ethnography,
cognitive anthropology, etc. A good way to understand qualitative research is to
examine it in terms of the research parameters.
2. DESCRIPTIVE RESEARCH: -This type of research is also a grouping that
includes many particular research methodologies and procedures such as
observations, surveys, self- reports and tests.
3. EXPERIMENTAL RESEARCH: -There are many different types of
“experiments”. Most are quite different from the common stereotype. All
experimental research, however it has several elements in common.

Sources of Data:-
For conducting the survey the data was collected from the employees of Videocon Ltd.
To make the research complete, it is very important to have the necessary & useful data.
Sometimes data can be available readying one form or the other & sometimes data has to be
collected.
A researcher can tap sources to heads:-
Internal sources
External sources

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43
 a) Internal sources:-
It is the companies own record registered document etc. a researcher can use these to collect
internal information. To get this information about the company, the company profile,
industry profile can be used.
b) External source:-
All the other source of information is external source of data.
The external source is classified into two parts which are as follows:
Secondary data
Primary data

These are explained as follows:-

1. Secondary Data
Secondary data analysis is commonly known as second hand data analysis. It is simply the
analysis of pre-existing data in a different way or to answer a different question than
originally intended Secondary data analysis utilizes the data that was collected by someone
else in order to further a study that you are interested in completing.
Sources of secondary data classified into qualitative and quantitative. Examples of qualitative
sources are biographies, memoirs, newspapers, etc.
2. Primary Data
The Study is based on the primary data collected from the employees at Videocon Ltd
through the assistance of the questionnaire. However, the use of some secondary data were
taken help of to gain a better understanding of the Leadership process, the attrition and the
reasons why employee leave. For this purpose the web pages and the journals were sought.
There are many methods of collecting primary data and the main methods are as follows:
1. Questionnaires
2. Interviews
3. Focus group interviews
4. Observations
5. Case studies
6. Diaries
7. Critical incidents
8. Portfolios

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44
In this project mainly primary data from internal sources is used to make results authentic. It
is collected by personal administration of the questionnaire. Data was collected from
executives of the company, on the Leadership Process through questionnaire, analysis of the
collected information using relevant statistical analysis, and interpretation of the results.
Unit are the employees of the Videocon Ltd.

SAMPLING SIZE

In this research, sampling size are 50 employees, who answered the different questionnaires
that helped me in completing my research.

SCOPE OF THE STUDY

The present study is based on recruitment and selection in H.R department of Videocon
PVT LTD. COMPANY

1. The study was conducted through questionnaires and interaction with the
investors.
2. The questionnaires were filled by different investors who were the existing
clients of Videocon from different part of the city.
3. The interaction was done with the existing customer of Videocon.

OBJECTIVES OF THE STUDY: -

The study was designed to achieve the following objectives:

1. To compare the Leadership Behaviour of executives of the company.

2. To compare the job satisfaction of employees of the company.

3. To ascertain the relationship between Leadership Behaviour of department heads with job
satisfaction of employees of the company.

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45
LIMITATIONS OF THE STUDY: -

a) The behaviour of the customer while approaching them to fill the questionnaire was
unpredictable.
b) The shortage of time was another constrain for the study.
c) There may be error due to bias of respondents.
d) Lack of customer’s cooperation was a major constraint.
e) Majority of the customer were too aggressive in nature.
f) The sample was restricted to 50 Employees, which may restrict the scope and
completion of study.

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46
 CHAPTER-5

DATA ANALYSIS
AND
INTERPRETATION

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47
Q1 DOES THE LEADER ACT AS A SPOKEPERSON OF THE GROUP?

SPOKEPERSON OF THE GROUP

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

40% 30% 0% 10% 20%

0%

never
20%
always
seldom 40%
10%
ocassionally
0%
frequently
30%

INTERPRETATION:

According to this survey, 40% say that leader always act as the spokesperson of the
group,30% say frequently, 0% say occasionally, 10% say that leader seldom act as the
spokesperson of the group and 20% say that leader never act as the spokesperson of the
group.

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48
Q2. DOES THE LEADER GIVE FREEDOM TO EMPLOYEE TO DO THERE WORK ?

COMPLETE FREEDOM IN THEIR WORK

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

50% 10% 20% 10% 10%

0% 0%
seldom
never
10%
10%

always
ocassionally
50%
20%

frequently
10%

INTERPRETATION:

According to this survey, 50% say that leader always gives freedom to employees to do their
work, 10% say frequently, 20% say that occasionally, 10% say seldom and 10% say never.

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Q3 DOES THE LEADER GIVE EMPLOYEE JUDGEMENT?

EMPLOYEES JUDGEMENT

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

40% 20% 10% 20% 10%

never
10%

seldom always
20% 40%

ocassionally frequently
10% 20%

INTERPRETATION:

According to this survey, 40% say that leader always gives employees judgement, 20% say
frequently, 10% say that occasionally, 20% say seldom and 10% say never.

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Q4 DOES THE LEADER REPREASENT THE GROUP?

REPRESENTATIVE OF THE GROUP

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

10% 20% 30% 20% 20%

0%

always
never
10%
20%

frequently
20%
seldom
20%
ocassionally
30%

INTERPRETATION:

According to this survey, 10% say that leader always represents the group, 20% say
frequently, 30% say that occasionally, 20% say seldom and 20% say never.

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Q5) DOES THE LEADER ALLOWS STRESS OF BEING AHEAD OF COMPETITING
GROUP?

STRESS BEING AHEAD OF COMPETING GROUP

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

15% 30% 30% 15% 10%

0%

never
always
10%
15%
seldom
15%

frequently
ocassionally 30%
30%

INTERPRETATION:

According to this survey, 15% say that leader always allows the stress of ‘being ahead of
competing groups’, 30% say frequently, 30% say that occasionally, 15% say seldom and 10%
says never.

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Q6) DOES THE LEADER HELP IN STRESSBUSTING?

LEADER HELPS IN STRESSBUSTING

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

15% 30% 30% 15% 10%

0%

never
always
10%
15%
seldom
15%

frequently
ocassionally 30%
30%

INTERPRETATION:

According to this survey, 15% say that leader always helps in stressbusting30% say
frequently, 30% say that occasionally,15% say seldom and 10% say never .

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Q7) DOES THE LEADER ASK IDEA FROM THE EMPLOYEE?

EMPLOYEES IDEAS IN THE GROUP

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

10% 20% 15% 15% 40%

0%

always
10%
never
40% frequently
20%

ocasionally
15%
seldom
15%

INTERPRETATION:

According to this survey, 10% say that leader always asks for employees ideas 20% say
frequently, 15% say that occasionally,15% say seldom and 40% say never .

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Q8) DOES THE LEADER PROVIDE AUTHORITY TO THEIR MEMBER?

MEMBERS HAVE AUTHORITY

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

20% 30% 10% 5% 35%

0%

always
never 20%
35%

frequently
30%
seldom
5%
ocassionally
10%

INTERPRETATION:

According to this survey, 20% say that leader always provides authorities to members,30%
say frequently, 10% say that occasionally,5% say seldom and 35% say never.

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Q9) DOES THE LEADER PUSH HIS MEMBER FOR THE BETTER PRODUCTION?

PUSH FOR INCREASED PRODUCTION

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

10% 40% 00% 20% 30%

0%

always
never 10%
30%

frequently
40%
seldom
20%

ocasionally
0%

INTERPRETATION:

According to this survey, 10% say that leader always push his employees for better
production, 40% say frequently, 0% say that occasionally, 20% say seldom and 30% say
never .

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Q10) DOES THE LEADER ALLOW FREEDOM OF ACTION?

FREEDOM OF ACTION

ALWAYS FREQUENTLY OCCASIONALLY SELDOM NEVER

40% 15% 5% 30% 10%

0%

always
never 20%
35%

frequently
30%
seldom
5%
ocassionally
10%

INTERPRETATION:

According to this survey, 40% say that leader always allows freedom of action,15% say
frequently, 5% say that occasionally,30% say seldom and 10% say never.

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CHAPTER-6

CONCLUSION
AND
SUGGESTION

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 SUGGESTION:

1. Ask people what they do and how they do it. People love to tell the boss something he or
she doesn't already know. If you are very familiar with the task, process, etc, engage them in
a meaningful discussion but never try to make them think you know more than they do.

2. Get to know your subordinates. These are the people who will help you succeed. For your
immediate subordinate leaders, your "reports", you should be able to give a 5-minute talk on
each one stating their likes, dislikes, history, aspirations, family status, and spouse's name.

3. Know what you want to accomplish. There are two aspects to this. First, make sure you
know what your boss expects. Know the organization's strategic plan. Be able to
communicate that plan to your subordinates and tell them where they fit. Second, have your
own plan. Your boss knows what he or she needs your organization to accomplish but a good
leader also has an idea of things the organization should do to excel.

4. Take care of yourself. Don't let your new job destroy you. This happens as leaders get
deeper and deeper in their responsibilities. They stop taking time for themselves and their
families and eventually burn out.

5. Don't lose sight of your values. Sometimes leaders begin to enjoy their positions too much
and revel in whatever power comes with that position. Over time they start to feel a sense of
entitlement to the trappings of that power and in some cases, lose track of their personal value
set. They allow their values to change and become self-centred. In some cases, the word for
these leaders is failure. In extreme cases they are called criminals.

6. Over time they start to feel a sense of entitlement to the trappings of that power and in
some cases, lose track of their personal value set. They allow their values to change and
become self-centred. In some cases, the word for these leaders is failure.

These tips should get you off to a good start. Most importantly, remember that you are a
leader and leadership is your job. You must uphold the standards of the organization but you
also must always take care of the people you lead. Study leadership, observe others, and
constantly evaluate your own performance.

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 CONCLUSION:

1. This review has summarized a broad range of empirical research and related
literature.
2. Our purpose was to summarize the starting points for a major new effort to better
understand the links between leadership and student learning.
3. There seems little doubt that both district and school leadership provides a critical
bridge between most educational reform initiatives and their consequences for
students.
4. All the factors that contribute to what students learn at school, present evidence led us
to the conclusion that leadership is second in strength only to classroom instruction.
5. Furthermore, effective leadership has the greatest impact in those circumstances (e.g.,
schools “in trouble”) in which it is most needed.
6. This evidence supports the present widespread interest in improving leadership as a
key to effective leadership has the greatest impact in those circumstances (e.g.,
schools “in trouble”) in which it is most needed for successful implementation of
large-scale reforms.
7. Educational leadership, our review also makes clear, comes from many sources, not
just the “usual suspects” – superintendents and principle, But the usual suspects are
likely still the most influential.
8. Efforts to improve their recruitment, training, evaluation and on-going development
should be considered highly cost-effective approaches to successful school
improvement.
9. These efforts will be increasingly productive as research provides us with more robust
understandings of how successful leaders make sense of and productively respond to
both external policy initiatives and local needs and priorities
10. Those practices seep into the fabric of the education system, improving its overall
quality and substantially adding value to our students’ learning.

These evidences support the present widespread interest in improving leadership as a

key to the successful implementation of large-scale reforms.

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 CHAPTER-7

ANNEXURE-

BIBLIOGRAPHY
QUESTIONNAIRE

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HR BOOKS

 C.B Gupta, 1996, Principles and Practice of Management, National, New

Delhi.
 Robbins, 2002, Human Resource Management, Himalaya Publication House,
Gurgaon.
 Sharma, M.C.1992, Question Bank in Business Studies, Sultan Chand &Sons, New
Delhi.
 Mishra M.M, Human Resource Management, 2006-07, Anurag Jain Publication,
New Delhi.
 Chandan T.S.2001, Organization Behavior, Vikas Publication, New Delhi.

WEBSITES

 www.hrworld.com
 www.hr.com
 www.google.com

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Instructions

 The questionnaire has been designed to assure full anonymity.

 Please don’t write your name anywhere in the questionnaire

 Respond to all statements.

 Please tick the box, which is most suitable to your belief and experience.

 There is no right and wrong answer the study will have its full benefit only if your
responses are straight forward and your own.

 Your responses to each of these statements will be as to whether you.

SD -If you are ‘STRONGLY DISAGREE’ with the statement

D -If you ‘DISAGREE’ with the statement

NAND -If you ‘NEITHER AGREE NOR DISAGREE’

A -If you ‘AGREE’ with the statement

SA -If you ‘STRONGLY AGREE’ with the statement

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QUESTIONS:

1. I am satisfied with the spoken of the group by the top management.

2. Communications with the top management are encouraged extra work

With the rest of the organization.

3. I have right level of autonomy and encourage the use of uniform procedure.

4. The Leadership has successfully maintained performance in their work

In the organization.

5. I believe that Videocon is professionally employee judgement.

6. I am satisfied with the way the performance appraisal is conducted.

7. I am satisfied with the stress being ahead of competing for employees in the
organization

8. Videocon succeeds to Leaders helps in stress growth.

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9. The Employees ides in group has been properly controlled.

10. Members have authority to maintained by the Videocon are encouraging

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As an employee I would like to do the following to make Vayam a world-class organization.

NB: Please use additional sheets if needed and staple them to your questionnaire.

PLEASE NOTE:

SD= Strongly Disagree; D= Disagree; A=Agree; SA=Strongly Agree;

NAND=neither Agree nor Disagree

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