CHAPTER-1

 INTRODUCTION
 NEED OF THE
STUDY
 OBJECTIVES OF THE
STUDY
 METHODOLOGY
 LIMITATIONS OF THE
STUDY

0
 INTRODUCTION
Leadership is a describable quality , so it comes as no surprise that much study has been
done in attempts to identify the key elements of an effective leader ,much of that study has
focused on the specific character ,personality ,or behavioral traits that most effective
leaders have in common. The evidence is mixed on whether traits or personality can predict
leadership potential. In the following section we will examine some of the commonly
identified leadership traits along with some of the leadership traits along with some of the
leadership style individual’s display

As people have pursued an understanding of what makes an effective leader, their attention
has often moved to the key personal traits those leaders exhibit .the idea is that identifying
those common traits will help business identify effective leaders and help individuals
known how to become better leaders. What are some of those common traits.

Research on traits has many critics. One example that follows will illustrate that someone
perceived as a leader may not be the most effective leader in the long run. Nevertheless
some companies will use traits or personality in making hiring or promotion decision.

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Drive:
Leaders tend to be highly motivated individuals. This inner drive is reflected in a number of
common ways. They reflect a greater effort level in general. They strive for achievement.
They have greater ambition. They work with greater energy. They are often tenacious , and
they are more likely to take the initiative rather than wait for the someone else to do so.
Desire to Leads:
Effective leaders also tend to have a strong desire toword leadership roles and functions.
Although others are happier to allow others to take the leads, leaders want to do so
themselves.
Honesty/integrity:
The moral aspect of leadership is highly significant. Effective leaders must demonstrate
high level of honesty and integrity. This is essential to inspiring confidence and trust from
employees and other followers, without which a leader is not like to be effective.
Dishonesty may not always be revealed at first , but it usually is with time. There are many
stories of business leaders who are successful for a period of time but later find themselves
in serious trouble due to dishonest and un ethical practices.
Self- Esteem/Self–Confidence:
These two elements self esteem and self confidence , are closely related and tend to be
promotion in leaders. Perhaps it is the best to view these traits in terms of the negative
perspective, a lack of self esteem and self confidences very problematic for a leader. When
these traits are lacking doubts arise and insecurities plague a leaders activities. The leaders
tends to be confident that his beliefs plans. And actions are correct. This confidence is
important in that it enable the leader to persist steadfastly in the right course even when
there are obstacles and doubts from others.
Open- mindedness:
At the same time effective leaders also tend to be open minded to new ideas and
experiences. They recognize that innovation is often valuable and they also tend to conflict
the spirit of open mindedness. When they do, the result is general harmfull.
Intelligence:
One obvious trait that many people look for in leaders is intelligence. Studies have shown
that this is indeed an important qualification. It has been suggested. However, that pure
cognitive ability is a “threshold” qualification. That is , it is important for the entrance into
leadership roles. However , once with the leadership circle. Most individual has relatively
high intelligence levels. So more cognitive ability is not enough to distinguishe a leader
from other leaders.
Extra version:
Another unsurprising personality traits that is commonly associated with leadership is being
extravert. Leaders tend to be outgoing and social in their personalities. Which helps them
take the lead and act with initiative it also helps them with the important aspect of
connecting to and inspiring others through relationships.

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Though many leaders are extraverts . there are certain examples of successful leaders who
are not , sometimes other strengths are sufficient to compensate for not being an extravert.
Knowledge of the business:
Another key ingredient in the leadership traits mix is knowledge of the business. Even if an
individual has all the natural personality traits desired of leaders , a lack of knowledge and
experience is usually impossible to overcome. A leader must be competent in his field. And
the most effective leaders are usually experts with deep insight.

Style of leadership:
though a trait based analysis of a leader is a common approach. Another way to evaluate
leader is to analyze their behavioral leadership styles.
Task centered and Employee centered:
Most behavioral leadership styles fall within two broad categories task centered styles
employee centered styles.
Task centered styles of leadership focus on giving instructions to directions to group
members to reach achievement and accomplishment goals more efficiently and
effectively. The focus is on the objective analysis of what needs done and the specific
course of actions that should be taken to meet those needs. Employees are seen as resources
to be used to accomplish the goals.
Employee centered styles of leadership focus less on objective action or plans and more
on building the relationships between themselves and their followers. By encouraging and
supporting them, the leader hopes to make them more qualified, confident, and productive.
His focus is on developing employees and inspiring them to follow the vision he has
provided. Employee centered styles also referred to as people centered or relationship
centered.

Autocratic, democratic or laissez-faire:

A leader’s style can be identified by the manner in which he makes decision, especially the
degree to which he involves his employees. This aspects of leadership is often divided into
a spectrum with three broad categories autocratic, democratic, or laissez faire
An autocratic leader makes decision without significant employee involvement in the
process . he works from an authoritarian perspective. this approach is often corresponds to
a task centered style. This approach can be faster and more efficient then more discursive
approaches.
A Democratic approaches strongly involves the employee learn In the decision making
process. This can take a variety of forms. For examples the employees may discuss the
issue together as a group, followed by the leader making the final decision. Alternatively
the leader might to allow the employees a final vote in the matter. In any case, employees
have a significant role to play in the process.
A laissez faire approach is a very hands-off approach to leadership. Instead employees
make decisions on their own. This approach generally leads to lower productivity. But it
may be the best where employees are experts or where creativity is needed,

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 NEED FOR THE STUDY:

Leadership is interpersonal influence exercised in a situation and directed

through communication process, towards the attainment of a specified goal or goals. Team

building activities for both kinds of groups, aim at diagnosing barriers to effective team

performance, improving relationship between team members. Therefore, study on the

leadership patterns and effectiveness of the team building is needed:

 To understand the concept of leadership to make people work enthusiastically.

 To understand various theories so as to identify how leaders emerge.

 To understand various leadership styles so managers can adopt suitable style.

 To understand the ingredients and process of leadership development.

 To set the goals or priorities to analyze / allocate the way work is performed.

 To examine the way group is working and its process.

 To examine the relationship among people.

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 OBJECTIVES OF THE STUDY:

The study of leadership patterns and effectiveness of team building

in Dock Labour Board was carried out with the following objectives:

 To know the human resource practices in Dock Labour Board.

 To observe the leadership pattern followed in Dock Labour Board.

 To understand the effectiveness of team building.

 To know the patterns of the relationship among the people at Dock Labour Board.

 To be familiar with the process of the motivating, creating confidence, boosting

morale among team members.

 To understand the role of a leader in a team.

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 RESEARCH METHODOLOGY

Methodology is the procedure applied to gather the relevant information

to subject matter under the study. The method used mainly depends on the nature, purpose

and scope of the availability of resources and time.

The data have been collected in two forms, which are as follows:

DATA
COLLECTON

PRIMARY DATA SECONDARY DATA

1) Personal interview with various 1) Information from various

officials and Employees of the publication and journals.
Organization.
2) Personal reports of Dock
2) About 100 employees will be Labour Board Visakhapatnam
interviewed through a
a) Primary data:
questionnaire 3) News magazines

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Questionnaire: A structure of questionnaire was prepared and distributed among the

employees.

Interaction: Personal interviews and interaction with the employees

Observation: By observing the working environment.

b) Secondary data:

Sources of secondary data can be categorized into 2 board categories named

published and unpublished statistics.

Various sources are available namely central and state government

publications, foreign government publications, technical trade journals, books, magazines

etc. and also collected from various files, records and Visakhapatnam Dock Labour Board

profile.

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 Limitations of the study

The limitations are:

1. The respondents might have been biased while answering the questions.

2. The short span of the study was a major constraint.

3. Information regarding organization from website may not be up to date.

4. The study is only confined to leadership pattern and effectiveness of team building.

5. The study cannot be oriented to all HRM practices followed by Visakhapatnam

Dock Labour Board. Owing to paucity of the time.

6. It is very difficult to document the entire information on HRM practices.

7. The information collected may not be factual.

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 CHAPTER-2

 Industry Profile.

 Company Profile

 Organization
structure .

9
 INDUSTRY PROFILE

Introduction about Indian Ports:

Ports are commonly known as places of safe shelter with necessary infrastructure

for purpose of trade. In that view there are airports, seaports. Seaports are gateways to the

world. Seaport is the essential link, in the international maritime transport chain. Seaports

play a very important part in one countries growth. At present over 80% of all international

trade goes up by sea. In the case of developing country like our’s percentage of

international trade would be in the range 70% - 80%. So there is imperative need, for all the

seaports in our country to expand very rapidly, to have economic growth and for well being

of our country in all its various factor.

Technically speaking Port is one which handles not less than one million tones of

cargo annually and which posses Harbour & other facilities to receive ships of 4000 DWT

or more.

Ex. Visakhapatnam, Mumbai.

In case of developing countries like our, there is imperative need for growth of

foreign track for certain important machinery & equipment. This International trade is the

principal generator of economic growth. Growth occurs, where trade increased while

growth itself creates more trade.

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 Ports are meant to provide sea borne vessels, some basic services such as dock,

harbour or as berth facilities for the ships & landing facilities for the passenger’s cargo.

Apart from this, ports provide cranes, warehouses, labour for cargo handling transport.

Ports are classified as major, minor & intermediary. Our country having a coastal

line of about 6,000kms and the major ports and the minor ports are situated along the

coastal line and at sea islands.

The 12 major ports are:

1. Deen dayal port trust

2. Mumbai port trust

3. Jawaharlal Nehru port trust

4. Marmugoa port trust

5. New Mangalore port trust

6.Cochin port trust

The above six ports are situated in West coast.

1. Kolkata port trust

2. Paradeep port trust

3. Visakhapatnam port trust

4. Chennai port trust

5. V.Chidamvaram port trust

6. Ennore port trust

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 The above six ports are situated in East coast.

Intermediary port is one which handles not less than 1,500 tonnes of cargo annually

and is important from the view point of passengers traffic, defence and customers.

Ex. Kakinada

A port handling less than 1,500 tonnes of cargo is termed as minor port.

Ex. Machilipatnam, Bheemunipatnam etc.

The major ports are governed by the Major Port Trust Act, 1963 and the Indian

Ports Act, 1908 and the rules and regulations framed there under. Each major port has a

board of trustees representing various interests connected with the port operations and the

shipping industry. The Chairman of each port trust is appointed by the central government.

Besides, Chairman, there are representatives of customers, Railways, Defence, State owner

shippers etc.

All members of the Board other than the Chairman and Deputy Chairman are part

time members. The Central Government provides resources for the modernization and

development of major ports. Ports mainly derive their revenues from cargo handled in their

port areas charges on the ships visiting their areas and other related charges. The main

sources of revenue from cargo traffic are

1. Wharfage/handling fees, cargo related charges.

2. Crane hire charges

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3. Rental from warehouses

4. Demurrage charges

5. Charges for providing rail and other transport, for the cargo Government and providing

water facilities for the visiting ships. Similarly the main sources of revenue from ship

traffic are:

 Port Dues

 Pilot age

 Berth hire

 Survey and measuring fees

 Ship Repairs in dock areas, charges for water supply.

The main activities of Port are:

1. Maintenance of port approaches, navigable channels and along side berths,

Dredging, conservancy, hydrographic surveys.

2. Pilot age, towage, berthing of visiting ships.

3. Handling, warehousing and transportation of goods in Port area.

4. Civil, mechanical and electrical engineering and maintenance of harbor

Crafts and plants

5. Fire fighting

6. Stores

7. Medical, Welfare, housing etc

8. Management of port properties and estates.

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 To carryout various activities, each port engages different types of labour.

The workers employed by the Port authorities and generally known as ‘Port Workers’ and

they work on shore. For work on board the ship, workers registered with labour board

known, as Dock Labour Board will be engaged.

Thus in all major ports there will be large number of work force, besides

equipment etc. giving a color of complex organization requiring high degree of skill, co-

ordination, cordial relation etc.

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 COMPANY PROFILE

VISAKHAPATNAM PORT TRUST

Introduction:

Visakhapatnam was an ancient port city, which had trade relations with Middle East
and Rome. Ships were anchored at open roads and loaded with cargo from Visakhapatnam
shore by means of small boats.

Visakhapatnam Port is one of the major ports on the eastern seaboard of Bay of
Bengal at an altitude 17° 41’ N & longitude 83° 18’ E. It is situated in between Kolkata &
Chennai Ports. It has acted as a catalyst in the process of industrialization of its hinterland
along with other ancillary industries. The port plays a dynamic role in fostering accelerated
development in the region and contributed significantly to the National development.

Vision and Mission:

Vision - “To be the most preferred port in South Asia offering services of global
standards.”

Mission – “To be a major partner in meeting the logistics requirements of the importers and
exporters of the region.”

Natural Harbor:

Visakhapatnam is one of the best natural ports in India and its location provides
protection from cyclones, which strike the east coast during May/November. The ‘Dolphin
Nose’ hill which is to the south of the entrance channel, rose and ‘Durra hill’ which are to
the north of the entrance channel are land forms which provide tranquil waters for the outer
harbor.

History:

The origin of Visakhapatnam goes back as far as the 6th Century, when it formed a
port of the famous kingdom of kalinga I 6th century A.D. kalinga was conquered by the
chalkiest of Bandai and in the 7th century by eastern chalkiest, which led to the
establishment of the Avenge kingdom under Vishnu Verdant-1 (615-633 A.D.).

Vaisakhapatnam, the anglicized form of Visakhapatnam is an ancient town.

According to the district manual writers, in the early years of 14th Century Kullotunga chola
of the Andhra Dynasty visited the presented site of Visakhapatnam and was pleased with
the place that he built a temple dedicated to Vaisakhi. The sea has engulfed this temple.

In 1858 a survey partly stressed the need for a major port between Madras and
Calcutta. A detailed report called “Visage the port of central provinces” in 1877 made out a
strong case of the advent of the First World War.

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 It is only in 1914, that the Bengal Nagpur Railway initiated a proposal for a harbor
in Visakhapatnam. Colonel Cart Wrought Reid of the British Admiralty initiated a proposal
for the construction of a harbor at the mouth of river Meghadrigedda for B.N. Railway,
which was finally adopted in 1922. The construction started in 1927 and the port was open
to ocean going vessels in 1933 with the arrival of passenger ship S.S. Jala durga. The
Bengal Nagpur Railway was responsible in constructing the port, as it needed a sea outlet
for manganese mined in the central provinces. (M.P.) The port was formally inaugurated by
his Excellency Lord Wellington, the then Viceroy and Governor General of India on 19 th
December, 1933. The island breakwater formation was constructed by scatting two old
ships “Janis” and “Willesden” which acted as a skeleton around which a rubble mound was
formed. Mr. W.C. Ash & M.B. rattans Burry was the engineer who played a prominent role
in constructing this beautiful harbor. The port was constructed at a cost of Rs. 378 lakhs
and when it was opened it consist of three berths and handled 1.3 lakh tones of traffic.

Port Administered by:

a) 1935-35 :- Railway Board

b) 1935-37 :- Commerce Deptt.

c) 1937-42 :- Communication

d) 1942-44 :- Water Transport Deptt.

e) 1946-56 :- Bengal Nagpur Railway

f) 1956-64 :- Ministry of Transport

g) 1964-Feb Trust Under Major Port Trust Act 1963.

Previously, Visakhapatnam was a minor port. Ships were anchored in the open of
shore area and the cargo transported in small muscular boats. It gained the status of a major
port in 1963 and it was in February 1964 that the Visakhapatnam port was constituted.

In the first-five year plan, four alongside berths were constructed and cargo-
handling facilities strengthened. During second five year plan two oil berths were
commissioned for the benefit of oil refinery. During third and forth five year plan,
mechanized ore handling plant for export
of iron ore commissioned in 1965 further two more quay berths to handle
bulk cargoes and specialized fertilizers berth to handle raw material for the use of
chemistry factory were commissioned.

During 1976 for the export of large quantity of Iron ore to Japan, an outer harbor
was constructed to accommodate large vessels such as 1,50,000 D.W.T. at a cost of Rs. 110
crores for carrying iron ore at a rate of 8000 T/Hr.

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 Oil Mooring was developed to accommodate large crude carriers and off shore
tanker terminal for accommodating crude carriers of 1,50,000 D.W.T. with direct discharge
facility at a very high rate per hour from the ship to refinery was commissioned. A general-
cum-bulk cargo berth was also commissioned in 1958. The port started with 3 berths in
1933, now having 20 berths, inner harbor and outer harbor to accommodate 22 vessels. Port
provided immense employment opportunities for the citizens in and around the city. In
annual plans improvement of Port Railway system, construction of additional floors in
transit shed, construction of storage shed was made.

In 6th five year plan construction of multi purpose cargo berth procurement of higher
capacity tugs, procurement of 10 tones wharf cranes construction of warehouse of 1,50,000
tone capacity near GCB, construction of oil terminal in the outer harbor have been
provided.

In the 7th five-year plan procurement of higher capacity tugs, electronic cranes,
mobile cranes, locus development of stacking area and railway lines have been taken up.

In 8th five-year plan construction and commissioning of a quay berth,

commissioning of multi purpose berth in the inner harbor, construction of all exclusive jetty
for LPG discharge (under progress), construction of a multi purpose berth in the outer
harbor (tendering stage) and augmentation of cargo handling equipment was under
progress.

Perspective plan for Visakhapatnam Port 1996-2020:

The Port desires to move ahead and peep into the future to enable it to formulate
appropriate developmental, operational and management strategies to fulfill to avowed
policy of providing a high standard & efficient port services to its customers clientele.

Accordingly, the research and planning department of port trust was entrusted with
the task of preparing the “ perspective plan” in consultation with the other developments of
the port and concerned authorities associated with the port industry. The study divided into
4 parts.
a) Technology Perspective.

b) Cargo Perspective.

c) Developmental Perspective.

d) Organization Perspective.

The main aim of this perspective plan is to provide qualitative services, a service no
way second to that of services provided by the other port in the world to its customers,

17
through adequate and efficient port facilities that meet and fulfill the demand from the
increasing cargo through out from the port to year.

Hinterland:

The growth of Visakhapatnam City and Port depends to a large extent on the
regional potentialities. Hinterland is a German word, which means ‘back waters’ and is
referred to the territory beyond the coastal district over which the colonial power claimed
jurisdiction. Subsequently geographers adopted the word. The growth and the change of
maritime transport, port activity and road transport have altered the traditional concept of
port hinterland. The pattern and
volume of traffic of any port and its capacity to grow depends to a large extend upon the
nature and extent of economic activity in the hinterland. Hence the size of the economic
hinterland is determined by its physical geography set pattern of trade, location of industry
and transport facility for improvement of raw material.

Port serves hinterland of A.P., Orissa, M.P., Bihar, Maharashtra and U.P. playing
vital role in festering the cornels foreign trade and rapid industrialization of the hinterland.

Environmental Improvement Measures:

Port gives importance to the environmental protection. Plantation (1,40,000 plants)

to provide green belt and mitigate dust pollution. proposed in 1998-99, spent so far is Rs.
8.5 crore.

Environmental Protection:

Visakhapatnam Port is the first Indian major Port and one of the very few ports of
South East Asian Countries to receive the prestigious ISO 14001 certificate. It is
understood that even those South East Asian ports, which received the award, have been
accredited only for one or two terminals but not for the entire gamut of operations.
Visakhapatnam Port has been certified as conforming to Environmental Management
System in all the facilities and related support services.

A massive tree plantation programmed in all targeted areas was taken up and about
3.16 lakhs shaping of various species with 95% survival rate have been planted in and
around the port area. In recognition of the outstanding contribution, made by the port, the
Andhra Pradesh Pollution Control Board presented a certificate for “Best Green Belt
Development” to Visakhapatnam Port on 5-6-2002 on the World Environment Day.

Objectives of Port:

The main objective of working of the port is to import and export cargo on sea
through ships. By this, the very benefit that occurs to the nation follows:

a) Securing the required goods for the country.

b) Exporting the surplus cargo from the country.

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 c) Maintaining the economic balance within the country.

d) Earning foreign exchange to the countryTable showing the Imports and Exports
in VPT:

IMPORTS EXPORTS

1. Urea 1. Iron ore

2. Marinate of Sculpture 2. Potash and Manganese ore
3. Rock Phosphate 3. Charge Chrome
4. Food Grains 4. Other ores
5. Crude Oils 5. Steel Rails
6. Petroleum Products 6. Steel Coils
7. Cooking Coal 7. Other materials
8. Zinc concentrates 8. Thermal Coal
9. Iron Scrap 9. Alumina Powder
10. Metallurgical Coal 10. Wheat, Shrimp, Sugar
11. Iron and Steel
12. Machinery
13. Cement
14. Sugar and Edible oil
15. Timber logs
16. Liquid Ammonia
17. Iron Pallets
18. Lead concentrates
19. Phosphoric acid

19
SET UP OF THE ORGANIZATION

Each major port has a Board of Trustee’s representing various interest connected
with the port operations and the shipping industry. The chairman of each major port trust is
appointed by Central Government. Besides Chairman, the port trust board comprises of a
Deputy Chairman, representative of Customers, railways, Defense, State Government, ship
owners, shippers, etc. All members other than the Chairman and Deputy Chairman are port
time members.

There are 10 departments in Visakhapatnam Port Trust and those departments are
categorized under 2 heads:

a) Non-Operational Departments b) Operational Departments

NON-OPERATIONAL DEPARTMENTS OPERATIONAL DEPARTMENTS

1.GeneralAdministrativeDepartment
1. Civil engineering Department
2. Finance Department
2. mechanical enginer Department
3. Medical Department
3. Traffic Department
4. Research & Planning Dept.
4. Marine Department
5. vigilance department

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FUNCTION OF DIFFERENT DEPARTMENT:

1. General Administrative Department:

The Secretary heads it. The functions of this department are like Administrative
policy execution, board matters, legal matters and co-ordination of all departments. The
matters related to personnel policies and the recruitment of employees, sanctioning of
posts, their welfare, needs, training on personnel matters and Industrial relations, etc. It is
responsible for creating and conducting harmonized relations in the organization, so as to
achieve maximum productivity and better facilities in the work.

2. Finance Department:
Financial adviser and Chief Accounts Officer heel this Department. The functions of this
department are managing finance matters, preparation and computation of budgets, internal
audit and revenue realization,etc.

3. Medical Department:

Chief medical officer heads this department. It provides health, sanitary and medical
facilities to the employees of all departments of Port Trust.

4. Marine Department:
This is under the control of deputy conservator. It is responsible for safe navigation of
vessels and berthing, Pilotage, maintenance of dredging a port and fire services are other
functions of this department.

5. Traffic Department:
Traffic Manager heads this Department. The activities of this Department are responsible
for smooth flow of traffic by allotting berths to the ships visiting the port and collects
berthing charges. It also regulates rail traffic operations and compiling information, port
statistics, project capital budgets, forecasting trade, traffic analysis trade promotion and
data processing of wage bills, etc.

6. Mechanical and Electrical Engineering Department:

This Department is under control of Chief Mechanical Engineer. It

maintains all electrical and mechanical equipment and executes project works regarding
purchase and installation of big electrical or mechanical equipment and Chief materials
manager heads this department. The function of this department is procurement of
materials, management of stores and supply to all departments as per requirements and
norms.

7. Engineering Department:

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 Chief Engineer heads this Department. The functions of this department are
execution of project works and maintenance of civil works like building quarters and
berths, etc.

8. Vigilance Department:

This department carefully watches all activities of port and reduce the corruption
activities in port, and it works under the secretary and assistant secretary of port.

NOTABLE EVENTS:

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 Emerged as “Top Ranking Port” of the country for the second year in
succession with highest throughout among major ports (44.343
million tones).

Highest throughout of 74.04 lakh tones through ore handling complex

- 1st time since inception of the plan in 1965.

Zero demurrage on port account to the iron ore ships launched at the
port – an event unheard in the history of port.

Savings to the exchange to the tune of about Rs. 76 crores through improved
performance of ore handling complex.

Lowest ever pre-berthing detention of 57 hours and lowest ever

turn round time of 3.51 days.

Highest ever Avg. berth day output of 10,772 tones surpassing the
provided best throughout of 9,799 tones by 10%.

Highest ever container throughput of 21,517 Toe’s.

Highest ever gang shift output of 689 tones.

Rest. 60,00,000 direct saving to the port through reduction in hire

charged for iron ore wagons.

Saving of 2,200 tippling hours by twin and third wagon they’re

through improved performance.

Highest productivity in respect of 28 cores out of 40 predominant

carried handled through the port.

High operating surplus of Rest. 171.15 cores in the history of the Port.

One of the finest operating ratios of 56.6%.

Highest earning of Rs.14.85 crores by port railway system.

32% reduction in over time despite handling of highest cargo with

highest productivity, 24% reduction in staff strengths and 40%
increase in the unit rate of O.T. allowance.

Savings to the tune of Rs. 140 crores through reduction in inventory.

Saving to the tune of Rs. 68 lakhs owing to the reduction of

23
 maintenance dredging.

Savings to the tune of 5 crores or 10% required and maintenance expenditure of

mobile equipment.
40% reduction in inventory owing to better inventory management
practices.

22% reduction in water consumption, 15% reduction in power

consumption, 8% reduction in HSD oil consumption and 30%
reduction in petrol consumption owing to several administrative
reforms launched during the year.

Highest imports of 178.67 lakh tones in a year (Previous best 173 lakh
tones in 1999-2000).

Highest trans-shipment of crude & P.O.L. – 9.32 million tones.

Highest exports of aluminum - calcimined petroleum coke, wheat,

granite, illuminate sand, etc.

Visakhapatnam port trust is one of the major bulk cargos handling port in India. The port
has been adopting itself to the changing needs of the bulk traffic, keeping peace with the
technological revolution of ship building and transportation system.

Total port area = 4369 hectares

Total land area = 3882 hectares
Total water spread = 300 hectares
Inner harbor = 100 hectares
Outer harbor = 200 hectares
----------------------------
Total reclaimed area = 3537 hectares

The main activities of port are:

1. Maintenance of port approaches, navigable channels and along side berths,

dredging, conservation, hydrographic surveys.

2. Pilotage, towage, berthing and un-berthing of visiting ships.

3. Handling, warehousing and transportation of goods in the port area.

4. Civil, mechanical and electrical engineering and maintenance and fumigation.

5. Fire fighting and fumiga

MANAGEMENT OF PORT PROPERTIES AND ESTATES:

24
 To carry out various activities each port engages different types of labour, the workers
employed by the port authorities are generally known as ‘port workers’ and they work on
shore. For work on board a ship, workers registered with dock labour board known as ‘dock
labour’ are engaged. There will be large number of workforce besides equipment etc.
Organization requires high degree of skill, coordination, cordial relations, etc. for the
successful operation of port.

The Berthing Facilities in VPT:

INNER HARBOR OUTER HARBOR

Multipurpose -------------------- 13 LPG Terminal ---------------- 01

Oil Tankers ----------------------- 02 ORE ---------------------------- 02

Mooring --------------------------- 01 GCB ---------------------------- 01

Fertilizer berths ----------------- 01 OSIT ---------------------------- 01

Multipurpose ---------------- 02

New Oil Mooring ----------- 01

____________________________ __________________________

Total -------------------------------- 17 Total ---------------------------- 08

TRANSPORTATION SYSTEM

Meaning:

The word transport has been derived from the Latin word ‘Trans-portage’. Trans
means across or the other side and portage means to carry. Transportation thus means to
carry goods from one side to other side or from one place to another. Transport, as such is a
service that helps goods and persons to be carried from one place to another.

The transport industries which undertake movement of persons and things from one
place to another have constituted one of the most important activities of men in every stage
of advanced civilization by various ways such as land, water, air, etc. and means such as

25
motor, car, trucks, railways, ships, steamers and airplanes, men and materials care carried
from the place of abundance to the place where they are in demand.

Modern means of transport have broken the distance frontiers and united the whole
world into one thread. Raw materials are carried to the factories over long distances for
processing; finished goods are distributed for consumption in national and international
within no time; perishable commodities are safely and rapidly distributed over far and
distant places. The introduction of transport system in the area opens new vistas of
economic activity, gives a fore step to dormant potential and inspires hope and life among
the people in that area.

CLASSIFICATION OF TRANSPORT:

Transport can be classified from various angles such as surface or track used vehicles
and aviations transports, water transport, pipelines, etc. These transport classes can further
be sub-divided into various transport systems.

SURFACE TRANSPORT:

1. Road Transport: Road include human porter, all types of animal carts, mechanized
and power driven vehicles such as motor buses, trucks, scooters, bicycles, carts etc.
All these means use road as their tracks.

2. Railways: Railways are considered the life a nation. They occupy the most premier
place among all the means of transport. Railway starts in Europe after the industrial
revolution and today they constitute the most important system of transport in most
of the countries. Railways are most suited to carry bulky and heavy goods like raw
materials, food grains, minerals and factory goods. Their high speed and great
carrying capacity has met the formidable challenge posed by rapidly growing
traffic.

WATER TRANSPORT:

1. Inland Water Transport: Inland water comprises of rivers, canals and lakes.
Water transport is cheaper because the ways are generally gifts of nature involving
no investment. Moreover, Water offer low resistance to ships and boats, usually
about one-fifth of average resistance met by trains on railways. This low resistance
accounts for lesser fuel cost, lower risk of damage to cargo and lower insurance
cost.

2. Ocean Transport: It can be divided into coastal (Home Trade) and international
(Foreign Trade). In coastal ocean transport, goods and passengers are carried from
one port to another of some country, while in international ocean transport cargo
and person are moved from one country to another. Ships and steamers are used as
ocean vehicles. Ocean way is also a gift of nature and therefore no money has to be
spent on its construction and maintenance. Shipping occupies a unique position in

26
 international trade. More than 75% of the world’s international trade is done
through shipping.

AIR TRANSPORT:

This is the latest means of transport. Air transport using sky as its way and airplane as
vehicle, is of recent growth and origin, it developed particularly after the First World War.
While it has got the advantages of rapidity, unbroken journey, aerial photography, survey
and forest protection, defense, etc., it suffers from being very expensive for travel, low
weight carrying, binding of international laws, high frequency of accidents etc., it suits high
class goods and public. Still it enjoys unique importance due to its speed.

PIPELINES:

Pipelines are comparatively new in the field of transport. Besides water, they are
now being utilized for transport of petroleum products, liquids and gases from distant
places of their production to the centers of their consumption. The initial investment of
spreading pipelines is high, but they involve very normal operating expenses, as they
require no vehicles, operators or motive power.

27
 ORGANISATIONAL STRUCTURE

An organization is the structural relationship between the various factors in an

enterprise. Organizational structures are designed to overcome the limitation of people and
to create an environment in which namely energies will be recluse to concentrate on the
work at hand. Moreover, organization is concerned with building, developing and
maintaining a structure of working relationship in order to accomplish the objectives of the
enterprise. Organization at the same time denotes both structure and a process. As a
structure, organization is the structural relationship among various related department in an
enterprise. Organization is the process of harmony, co-ordination and combination of
individual efforts for the accomplishment of a set of predetermined goals.

The major ports are under the direct administrative control of Central Government.
The ports are administered by 17 Board of Trustees under the Major Ports Act, 1963,
assisted in day-to-day administration. Previously, the port trustees were17, but in 1984 the
number was reduced to 13 with the amendment of Major Ports Act, 1963.

The Ministry of Surface Transport, Government of India constituted the following

trustees:

1. Chairman
2. Deputy Chairman
3. One trustee representing the State Government
4. One trustee representing the Central Government
5. One trustees representing the Defence
6. Two trustees representing Labor
7. One trustee representing the Trusteeship owners association
8. One trustee representing the AP Chamber of Commerce
9. One trustee representing the Vizag Chamber of Commerce
10. One trustee representing the HPCL

28
 ORGANISATION SET-UP OF VPT:

Board of Trustees

Chairman

Deputy Chairman

Head of the Department

Deputy Head of the Departments

Deputy Head of the Departments

Section Officers

Departments:-

Chairman

Deputy Chairman

Non – Operational Operational

General Administration Department Civil engineering Department

Accounts Department Mechanical Department

Medical Department Traffic Department

Research and Planning Department Marine Department

29
 CHAPTER-3

 Theory behind
the study

30
Definition:

“Leadership is essentially a continuous process of influence behavior a leader

breathes life into the motivation towards goals. The Luke warm for achievement of are
transformed into a burning passion for accomplishment.”

-George . R.Terry

“Leadership is interpersonal influence exercised in a situation and directed through

communication process towards the attainment off a specified goal or goals.”

-Robert tannenbaum.

Concept:

Leadership is the process of influencing the behavior of others to work willing

and enthusiastically for achieving pre determined goals the certain characteristic of
leadership are:

 Leadership is a continuous process of behavior, its not one sort activity.

 Leadership may be seen in terms of relationship between a leader and his
followers, which arise out of their functioning for common goals.
 By exercising his leadership, the leader tries to influence the behavior of the
individuals or group around him to achieved common goals.
 The followers work willingly and enthusiastically to achieved those goals.
 Leadership gives the experience of help to followers to attain common goals.

Importance of Leadership:

Leadership is an important factor for making any type of organization successful

through out history it has been recognized as the difference between success and failure

31
weather in war ,a political movement, a business, or a team game can be attributed largely
to leadership.
The importance of good leadership can be discussed as follows:

Motivating employees:

By the study it is clear that motivation is necessary for good work performance.
Higher the motivation better would be the performance a good leader by exercising his
leadership motivates the employees for high performance; good leadership in the
organization itself is a motivating factor for the individuals.

Creating confidence:

A good leader may create confidence in his followers by directing them, giving
them advice, and getting through the good results once a individual with the help of a
leader puts high efficiency he tries to maintain it as he acquires certain levels of confidence
towards it capacity.

Building morale:

Morale is expressed as attitudes of employees towards organization,

management, and voluntary cooperation to offer their abilities to the organization. High
morale leads to high productivity and organizational stability.

Leadership theories:

Many of the research stories particularly by behavioral scientists have been carried
on the answer of the question:
“What makes a leader effective? Is his success due to personality or due his
behavior other type of his followers? Is the situation in which he works? Are the
combination of all these?

32
 These researches have resulted in various theories or approaches to leadership and
some of them are:

CHARISHMATIC LEADERSHIP THEORY:

Charismatic leadership theory also called great man theory by some can be
traced to ancient times. Plato’s republic and Confucius analects dealt with leadership that
provide some insight of leadership. Subsequent studies based on these insight have
suggested that a leader is born and not made. A leader has some charisma which acts as
influencing charisma is a Greek word meaning gift thus charisma is a god gifted attribute in
a person which makes him a leader irrespective of situation in which he works. Charismatic
leaders are those who inspire followers and have a major impact on their organization
through their personal vision and energy.
According to Robert the charismatic leader has extremely high levels of self
confidence and dominance and a strong conviction in the normal righteousness of his
beliefs at least the ability to convince the followers that he possesses such confidence and
convictions.

Implication of the theory:

Charismatic leadership theory has basically three reasons;

First many large companies in U.S.A have embarked on organizational
transformation programs of extensive charges that must be accomplished in short period of
time . Second many fell that by concentrating on traits, behaviors and situation, leadership
theories have lost sight of the leaders. A transactional leader determines what subordinates
need to do to achieve these objectives, classifies those requirements and helps subordinates
become confident that they can reach their objectives a transformational leader inspires his
follower through and energy, Trait, behavioral and situational and situation. Leadership
theories fail to explain the reason behind the deeds great.

33
 His success due to his personality, or his behavior, or the types of followers he
has, or the situation in which he works, or combination of all these? These researches,
however, could not give a satisfactory answer of the question. Instead , their researches
have resulted in various theories or approaches on leadership, the prominent among these
being trait theory, behavioral theory, and situational theory. Besides, age-old theory of
leadership known as great man theory or charismatic leadership theory theory, which was
discarded long back by behavioral scientists, has started attracting attention recently.
Dhirubhai Ambani, who created vast industrial empires because of their vision, energy,
entrepreneurship, Charismatic leadership theory, does that.

TRAIT THEORY:

The weaknesses of charismatic leadership theory gave way to a more

realistic approach to leadership. Under the influence of the behaviorist psychological
thought, researches accepted the fact that leadership and experience. Trait is defined as
relatively enduring quality of an individual. The trait approach seeks to determine what
makes a successful leader from the leaders own personal characteristics. From the very
beginning people have emphasized that a particular individual was a successful leader
because of his certain qualities or characteristics. Trait approach leadership studies were
quite popular between 1930 and 1950. The method of study was to select leaders of
eminence and their character tics were studied. It was the hypothesis that the persons
having certain traits could become successful leaders.

Various research studies have given intelligence, attitudes, personality and

biological factors as ingredients for effective leaders. A review of various research studies
has been presented by stag dill…

The current research on leadership traits suggests that some factors do help
differentiate leaders from non-leaders. The most important traits are a high level of
personal drive, desire to lead, personal integrity, and self confidence, Cognitive (analytical)
ability, business knowledge, charisma, creativity, flexibility, and personal warmth’s are
also frequently desired. Anderson consulting (a management consultancy firm) conducted a

34
study of 90 global chief executives to find out the qualities required for an ideal chief
executive in present era of globalizes economy. The study highlighted 14 qualities.
Accordingly, a chief executive thinks globally, anticipates opportunity, creates a shared
vision, develops and empowers people, appreciates cultural diversity, builds teamwork and
partnership, embraces change, shows technological savvy, encourages constructive
challenge, ensures customer satisfaction, achieves a competitive advantage, demonstrates
personal mastery, shares leadership, and lives the values. The various studies show wide
variations in leadership traits .The various traits can be classified into innate and acquirable
traits, on the basis of their sources.
Innate qualities are those which are possessed by various individuals since their
birth. These qualities are natural and often known as Good-gifted. On the basis of such
qualities, it is said that leaders are born and not made.

Implications of theory:

This theory has two very important implications. First, the theory
emphasizes that a leader requires some traits and qualities to be effective. Second many of
these qualities may be development programs. However, the theory suffers from two sets of
limitations generation of traits and applicability of traits.
Generalization of Traits: There are problems in identification of traits which may relevant
for a leader to be effective in all situations. For example, Jennings has concluded that, “fifty
years of study has failed to produce a one personality traits or set of qualities that can be
used to discriminate leaders and non-leaders”. A similar comment comes from House and
Baetz when they have concluded that the various studies on traits have failed to uncover
any traits that clearly and consistently distinguish leaders and followers. Many other
behavioral scientists hold similar views. From this point of view, the theory suffers from
the following limitations.

 There cannot be generalization of traits for successful leaders. This was evident
by various researches conducted on leadership traits.
 No evidence has been given about the degree of the various traits because
people have various traits with different degrees.

35
  There is a problem of measuring the traits. Through there are various tests to
measure the personality traits, however, no benefit conclusion can be drawn.

Applicability of traits: Another set of problems that hinders the full application of

trait theory in practice, is that leadership as a process of influence reflects in leader’s

behavior and not in his traits. There have been many persons with traits specified for a

leader, but actually they could not become effective leaders. The reason for this

phenomenon is that there is no direct cause-effect relationship between a traits of a person

and his behavior. The traits may be only one of the factors shaping behavior, the other

factors, sometimes even more important, are situational variables. These situational

variables are not incorporated in traits theory.

36
Behavioural Theory:

Behavioural theory of leadership emphases that strong leadership is the result

of effective role behaviour. Leadership is shows by a person’s acts more than by traits.
Researchers exploring leadership role have come to the conclusion that to operate
effectively, groups need someone to perform two major functions; task related functions
and group man tenant functions. Task related functions, or problem solving functions,
related to providing solution to the problems faced by the groups, in performing jobs and
activities. Group maintenance functions, or social functions, relate to actions of mediating
disputes and ensuring that individuals feel valued by the group. An individual who is able
to perform both roles successfully would be an effective leader. These two roles may
require two different sets of behavior from the leader, known as leadership styles.

Implications of the Theory:

Behavioural theory of leadership has some important implications for

managers. They can shape their behaviour which appears to be functional and discard the
behavior which appears to be dysfunctional. Researchers who have taken behavioral theory
for analyzing leadership behavior (known as leadership style) have prescribed various
leadership styles which may be applied in managing the people in organizations. We shall
discuss these styles in the next section.
This theory suffers from two limitations. First, a particular behavior may be
functional at a point of time but it may be dysfunctional at another point of time. Thus, the
time element will be a decider of the effectiveness of the behavior and not the behavior
itself. Second effectiveness of leadership behavior depends on various factors which are not
in the leader but external to him like nature of followers (subordinates) and the situations

37
under which the leader’s behavior takes place. These factors have not been given adequate
consideration. To that extent, the theory does not explain leadership phenomenon fully.

Situational Theory:

Situational leadership approach was applied, for the first time in

1920 in the armed forces of Germany with the objective to get good generals under
different situation. In the business organizations, much emphasis on the leadership
researches was placed on the situation that surrounded the exercise of the leadership since
early 1950s.

The Prime attention in situational theory of leadership (also known as

contingency theory) is given to the situation in which leadership is exercised. Therefore,
effectiveness of leadership will be affected by the factors associated with the leader and
factors associated with the situation.

The various factors affecting leadership effectiveness may broadly be

classified into two major categories; leader’s behavior and situational factors. The
combination of both these factors determines leadership effectiveness. Let us discuss these
factors and their impact on leadership effectiveness.

38
 Leader’s characteristics Leader’s hierarchical position

Leader’s behavior
Leadership effectiveness Group performance

Situational factors

Subordinate Leaders Group Organizationa

Characteristics Situation factors l factors

Factors effecting leadership effectiveness

Leader’s Behaviour:

Leader’s behavior is affected by two variables leader’s characteristics and his

hierarchical position in the organization.

 Leader’s Characteristics An individual’s behavior is influenced by intelligence

and ability, his characteristic like his personality characteristics, attitudes, interest,
motivation, and physical characteristics such as age, sex and physical features.
Thus, the behavior of the leaders is also influenced by all these factors. All these
factors are internal to the leader.

39
  Leader’s Hierarchical Position Leader’s hierarchical position in the organization
is important because persons at different kind of problems which affect the degree
of participating between the superior and his subordinates in arriving at decisions to
solve the problems. Managers at lower levels are more concerned with short-run
problems involving the daily operations which may not require high level of
participation affects the leader’s behavior.
 Subordinate Characteristic Various factors which affect an individual’s
behavior, as discussed in the case of the leader or relevant for the subordinate too.
 Leader’s Situation The leader’s situation in respect to his subordinate is an
important factor affecting leadership effectiveness. There are two variables which
determine the leader situation: Leader’s position power and leader – subordinate
relations. Leader’s position power helps or hinders in influencing others, while low
positions power makes the leader’s task more difficult. Another factor that is there
two way influences in a social relationship.
 Group Factors Various group factors like task design, group compositions, group
norms, group cohesiveness, and peer group relationship affect leadership
effectiveness and performance. If these factors are favorable the leaders will be
effective.
 Organizational Factors Organizational factors like organizational climate and
organizational culture affect leadership effectiveness. If these are conductive, the
leaders will be effective.

Implications of the theory

Situational theory has wide implications for managers in the sense that is offers
clues why a manager who is successful in one situation, fails when there is change in the
situations. Therefore, the managers may do better by adopting management practice
including leadership which match with the situational variables. In fact, the systems and
contingency approach has become the way of thinking in management and leadership is no
exception.
This theory however, should not be taken as a final work in leadership. The theory
appears to be good on the surface but becomes quite complex in practice because of the
presence of numerous contingent factors.

40
Leadership styles
Leadership styles or the patterns of behaviour which a leader adopts in influencing
the behaviors of his followers (subordinates in the organizational context). These patterns
emerge in the leaders as he begins to respond in the same fashion under similar conditions;
he develops habits of actions that become some what predictable to those who work with
him. Various researches have proposed different leadership styles. These styles are either
based on behavioral approach or situational approach of leadership. Some of the important
theories/ models prescribing leadership styles are given below.

Based on behavioural approach :

 Power orientation
 Leadership as a continuum
 Employee production orientation
 Likert’s managements systems
 Managerial grid
 Tri-dimensional grid

Based on situational approach

 Fiedler’s contingency model
 Hursey & Blachard’s situational model
 Path-goal model

Such a classification does not necessarily mean that a particular theory/ model grouped
under one particular approach of leadership do not consider the tenets of the approach;

41
 it may consider. However, such a consideration is secondary and the theory has not
been built on such a consideration.

Power orientation
Power orientation approach of leadership styles is based on the degree of
authority which a leader uses influencing the behaviors of his subordinates. Based on the
degree of use of power, there are three leadership styles.
 Autocratic leadership
 Participative leadership
 Free-rein leadership

Autocratic leadership

Autocratic leadership is also known as authoritarian, directive or monotonic styles.

In autocratic leadership style, a manager centralizes decision-making power in himself . He
structures the complete situation of his employees and they do what they are told. Here the
leadership may be negative because followers are uniform, in secure and afraid of the
leader’s authority.

Advantages
1. There are many subordinates in the organization who prefer to work under
centralized authority structure and strut discipline. They get satisfaction
from this style.
2. It provides strong motivation and reward to a manager exercising this style
3. It permits very quick decisions as most of the decisions are taken by a single
persons
Disadvantages

42
 1. People in the organization dislike its specially when it is strict and the motivational
style in negative.
2. Employees lack motivation, fluctuation, low morals and conflicts develop in the
organization jeopardizing the organizational efficiency
3. There is more dependence and less individuality in the organization. As such, future
leaders in the organization jeopardizing the organizational efficiency

Participative leadership

This style is also called democratic, consultative or ideographic. A participation is

defined as mental and emotional involvement of a person in a group situation which
encourages him to contribute to group goals and share responsibility in them. A
participative manager decentralizes his decision-making process. Instead of taking
unilateral decisions, he emphasis on consultation ad participation of his subordinates.
Subordinates are broadly informed about the conditions affecting them and their jobs. This
process emerges from the suggestions and ideas on which decisions are based .
The participations either real or pseudo. In the case of former, a superior gives
credit to subordinates suggestions and idea in taking the decisions while in the case of
latter, the superior preaches participation in theory, but really he does not prefer it in
practice.

Free-rein :

Free-rein or laisees- fair technique means giving complete freedom to subordinates.

In this style, manager once determines policy, programmer and limitations for action and
the entire process is left to subordinates. Group members perform every thing and the
manager usually maintains contact with outside persons to bring the information and
materials which the group needs.
This type of style is suitable to certain situations where the manager can leave a
choice to his group. This helps subordinates to develop independent personality. However,
the contribution of the manager is almost nil. It tends to permit different unit of an

43
organization to proceed at cross-purpose and can regenerate in to chaos. Hence, this style is
used very rarely in business organization.

There are in fact a variety of leadership behavior between too extremes of autocratic and
free-rein. A broad range of styles on a continuum moving from autocratic leadership
behaviour at one end to free-rein behavior at the other end.

Autocratic Free rein

(Boss centered leadership) (Subordinates centered leadership)

Use of the authority by the

Manager

Area of freedom for

Subordinates

Manager Manager
Manager takes present ideas Presents Manager permits
Decision and And invites problems Subordinates on
announces Suggestions Get suggestion function within
limits defined by
Manager sells Manager presents And makes Manager depends
superior
Decisions Tentative decision Decisions Limits and asks
Subject to change Group to make
Decisions

Continuum of leadership behavior

Each type of action represents the degree of freedom which a subordinate enjoys in relation
to his superior the left side shows a style while control is maintained by a manager and
right shows the release of control.

Likert’s Management System:

44
 REnsis Likert and his associates of University of Michigan, USA, have
studied the patterns and style of managers for three decades and have developed certain
concepts and approaches important to understanding leadership behavior. He has given a
continuum of four systems Likert has taken seven variables of different management
systems. These variables include leadership, motivation, communication, interaction
influence, decision – making process, goal-setting and control process.

Likert’s four systems of management in terms of leadership styles may be

referred to as exploitative autocratic (system 1), benevolent autocratic (system 2),
participative system (system 3) and democratic (system 4). Likert on the basis of intensive
research has shows that high producing departments in this mainly to the extent of
participation in management and the extent to leadership and other processes of supportive
relationship is maintained. He states that each member in the light of his background,
values, desires and expectation, will view the experience as supportive and one which
builds and maintains the sense of his personal worth and importance.

Employee – Production Orientation:

In the studies of the Survey Research Centre at the University of Michigan,

USA, an attempt was made to study the leadership behavior by locating clutters of the
characteristic that seemed to be related to each and various indicators of effectiveness. The
studies identified two concepts which were called employee-orientation and production-
orientation. The employee-orientation stresses the relationship aspects of employee’s jobs.
It emphasizes that individual is important and takes interest in every one, accepting their
individuality and personal needs. This is parallel to democratic concept of leadership
behavior. Production – orientation emphases production and technical aspects of jobs and
employees are taken as tools for accomplishing the jobs. This is parallel to the authoritarian
concept of leadership behavior.
Almost at the same time, the leadership studies initiated by the Bureau of
research at Ohio State University attempted to identify two dimensions of leader behavior.
Such studies identified two dimensions initiating structure and consideration. Initiating

45
structure refers to the leader’s behavior in delineating the relationship between himself and
members of the work group and in endeavoring to establish well defined patterns of
organization, channels of communications, and methods and procedures. Consideration
refers to behavior indicative of friendship, mutual trust, respect and warmth in the
relationship between the leader and the members of his staff.
The four quadrants show various combinations of initiating structure and
consideration. In each quadrant, there is a relative mixture of initiation structure and
consideration and a manager can adopt any one style.

Managerial Grid:
No of the most widely know approaches of leadership style are the managerial grid
developed by Blake and Mouton. Hey emphasis that leadership style consist of factors of
both task-oriented and relation-oriented behavior in varying degrees.

Heir concern for phrase has been used to convey how managers are concerned for
people or production, rather than how much production getting out of group. Thus, it does
not represent real production or the extent to which human relationship needs are being
satisfied. Concern for production means the attitudes of superiors towards a variety of
things, such as, quality of decisions, procedures and processes, creativeness of research,
quality of decisions, procedures and processes, creativeness of research, quality of tuff
services, work efficiency, and volume of output. Concern for people includes degree of
personal commitment toward goal achievement, maintaining the self-esteem of workers,
responsibility based on trust, and satisfying inter-personal relations. He managerial grid
identified five leadership style based upon these two factors found in organizations. Blake
and Mouton have described the five styles as follows:

1.1 Exertion of minimum effort is required to get work done and sustain organizational
morale;
1.9. Thoughtful attention to needs of people leads to a friendly and comfortable
organizational atmosphere and work tempo;
9.1. Efficiency results from arranging work in such a way that human elements have little
effect;

46
 5.5. Adequate performance through balance of work requirements and maintaining
satisfactory more;

High
9
(Country club) (Team)
1,9 9,9

5 (Middle road)
(5, 5)

1,1 9,1
(Impoverished) (Task)
1
Low
Low 1 2 3 4 5 6 7 8 9 High

Concern for production

Work accomplished is from committed people with interdependence through a common

stake in organizational purpose and with trust and respect.
Each style points, out the relative contents of concern for production or people and
implies that the most desirable leader’s behavior is 9, 9 (maximum concern for production
and people). In fact, Blake and Mouton have developed training programmers that attempt
to change managers towards 9, 9 management style. Managerial grid very much similar to

47
production people orientation style as given by Ohio State University. However, there is
one basic difference between the two. In managerial grid concern for is predisposition
about something or an attitudinal model that measures the predisposition of a manager,
while Ohio State frame work tends to be a behavioral model that examines how leader’s
actions are perceived by others.
Managerial grid is a useful device to a manger for identifying and classifying
managerial styles. It helps him understand why he gets the reaction that he does from his
subordinates. It can also suggest some alternative styles that may be available to him.
However, it does not tell why a manager falls in one part or the other of the grid. What a of
manager’s style is will be influenced by many factors, including the superior, the kind of
subordinate he supervises, and the situation in which he finds himself. In managerial grid,
although the four corners and the mid-point of grid are emphasized, these words, a manager
would more likely have a style of 8, 2 or 4, 6 or some such thing. Nevertheless, managerial
grid is widely used throughout the would as a means of managerial training and identifying
various combinations of leadership style.

TRIDIMENSIONAL GRID:

Redding conceptualized a three-dimensional grid; also know as 3-D, management,

borrowing some of the ideas from managerial grid. Three dimensional axes represent task-
orientation, relationship-orientation, and effectiveness. By adding effectiveness dimension
to the task-orientated and relationship-oriented behavior dimensions Redding has integrated
the concept of leadership style with the situational demand of a specific environment.

Task orientation (TO) be defined as the extent to which a manager directs his
subordinate’s effort towards goal attainment. It is characterized by planning, organism and
controlling. Relationship orientation (RO) is defined as the extent to which a manager has
personal relationships. It is characterized by mutual trust, respect for subordinates ideas and
suggestions, and their feelings. Effectiveness is defined as the extent to which manager is
successful in his position, When the style is inappropriate to a given situation, it is termed
as ineffective. Thus, the difference between effective and ineffective styles of often not the
actual behavior to the environment in which it is used.

48
 Either degree of TO or RO, or combination of both, is used by leaders, On this basis,
basically there are four styles.
Here four styles represent four basic types of behavior. The separated
manager is concerned with correcting deviations. He writes rules and policies and enforces
them. The related manager accepts others as he finds them, does not worry about time, see
the organization as a social system, like to work with other and obtains cooperation of
others by setting examples. Dedicated manager is domineering, interested only in
production, and does not identify with subordinates, He cannot work without power. The
integrated manager gets himself and his people involved with the organization. There is
free two-way communication and strong identification and emphasis on team work.

More effective style

Executive
Developer
Less effective

Bureaucrat Benevolent
Autocratic
Basic style

Related Integrated

Ro
Separated Dedicated

Less effective style

To More effective

Missionary Compromiser

Deserter Autocrat

49
 Three-dimensional grid

1. Deserter He has both low task and low people orientation and is completely
alienated from organizational life; avoid involvement; does not want to take
responsibility and has low commitment; and believes in minimum output and work
to rule.
2. Missionary He shows only interest in harmony, believes in easy life; avoids
conflict; and does not take initiative. His objective is to keep his colleagues,
subordinates, and superiors happy.
3. Autocrat He is concerned with only the immediate jobs and has no concern for
others; his decisions are unilateral and centralized; believes in suppressing and
demands obedience’s of authority; relies more on negative motivation.
4. Compromiser He uses a high task and relationship orientation in a situation that
may not require a high concentration in either is a poor decision maker and avoids
decision; is weak and yielding, allows various pressures in the situation to influence
him too much.

The four corresponding styles as follows:

1. Bureaucrat He has orientation towards organizational rules and regulations; is
impersonal and less task and relationship orientated, produces only few ideas and
does not take initiative.
2. Developer He tends to display implicit trust in people; relies on high relationship
orientation and less task orientation be live in commitment to work, openness,
freedom to act, self expression and development of subordinates.

50
3. Benevolent Autocrat He is a directive manager who knows what he wants and
often gets it without creating resentment; is high task and less people oriented;
adopts positive economic motivation for getting things does and follows feudalistic
approach in managing the organization.
4. Executive He has a high task and high relationship orientation in a situation where
such behavior is appropriate, emphasizes team management; task is regarding as
interdependent and integrated. The style acts as a powerful motivation instrument in
the organization. This is democratic leadership style.

The three dimensional model recognizes that a manager may use more than
one style, and no single style is suggested to be appropriate in all situations. This gives
a clear picture of the managerial world. It is a assumed that number of managers in a
sufficiently diverse number of situations are tested, an equal number of each style
would be obtained.

Fielder’s Contingency Model:

Fielder’s contingency model of leadership has the basic contention that the
appropriateness of leadership style depends on their matching with situational
requirement. Taking clues from the situational approach that leadership effectiveness is
situational. Fielders along with his associates made an attempt to identify the situational
variables and their relationship with appropriateness of leadership styles. Fielder’s
model consists of three elements, leadership styles, situational variables, and their
interrelationship.

Leadership Style:

Fielder has identified leadership on two dimensions; task directed and

human relations oriented. Task directed style is primarily concerned out of the task
performance. Human relations style is concerned with achieving good interpersonal
relations and achieving of task performance. The leader derives satisfaction out of the
task performance. Human relations style is concerned with achieving good

51
interpersonal relations and achieving a position of personal prominence. Fielder used
two types of scores to measures the style adopted by a leader scores on least preferred
co-worker (LPCP and scores on assumed similarity (AS) between opposites. Rating on
least preferred co-workers was based on an individuals liking or disliking of working
with other individuals in the group and measured on sixteen items such as pleas
unpleasant, friendly unfriendly, accepting-rejecting, and so on. Rating on assumed
similarity was based on the degree to which leaders perceived group members to be like
them selves. The scores on two rating had very high positive correlation.

Situational Variables:
Through there may be many situational factors affecting leadership
effectiveness (discussed in the previous section), Fielder has identified three critical
dimensions of situation which affect a leader’s most effective style. These are leader’s
position power, task structure and leader-member relations.

Leader’s Position Power:

This is determined by the degree to which a leader derives power from the
position held by him in the organization which enables him to influence the behavior of
others. In the case of a manager, it is authority delegated to him. As Fiedler points out, a
leader with a clear and considerable position power can more easily obtain follower
ship than one without such power?

Task Structure:
Task structure refers to the degree to which the task requirements are clearly
defined in terms of task objectives processes, and relationship with other tasks. When
the tasks are clear, the quality of performance can be more easily controlled, and group
member can be held responsible for performance than tasks are unclear.

Leader – Member Relations:

52
 It refers the degree to which followers have confidence, trust, and respect in the
leader, fielder has considered this dimension as the most important for the leader as his
position, power and task structure are subject to control by the organization and these
can be prescribed. However, the leader has to build his relations with the group the
leader, leadership would be more effect.

Hersey-Blanchard’s Situational Model:

Hersey-Bernhard’s situational leadership model takes a different perspective of

situational variables as compared to Fiedler’s model. Hursey and Blanchard feel (the
model is not based on empirical studies) that the leader has to match his leadership style
according to the needs to maturity of subordinates which moves in stage and has a
cycle. Therefore, this theory is also known as life-cycle theory of leadership. There are
two basic considerations in their models: leadership styles and maturity of subordinates.

Leadership Styles:

Leadership styles may be classified into four categories based on the

combination of two considerations: relationship behavior and task behavior.
Relationship behavior is determined by socio-emotional support provided by the leader.
Task behavior is seen in terms of the amount of guidance and direction provided by the
leader. Combination of these two dimensions results into four leadership styles.

Task behavior

53
 R
e
l
a
t
High relationship and low task High relationship high task i
High
o
n
s
h
i
p
b
Low
Low relationship and low task low relationship and high task e
h
a
v
i
o
r
Low High

Leadership behavior (styles)

Path – Goal Model of Leadership:

Robert House and others have developed a path – goal model of leadership
initially presented by Evans. Through the concept of path-goal was present in 1957, it
could not catch much attention. Path-goal model of leadership is basically a
combination of situational leadership and Room’s expectancy theory of motivation.
Like other situational theories, path – goal model of leadership is basically a
combination of situational leadership and Room’s expectancy theory of motivation.
Like other situational theories, path-goal model attempt to predict leadership
effectiveness in different situations. According to this model, the main function of a
leader is to clarify and set goals with subordinates, to help them to find the best path
for achieving the goals, and to remove the obstacles to their performance and need
satisfaction.
In providing this path-goal process, the leader adopts different leadership
styles based on the situations. Thus the combination of these two leadership style and
situations help the employees to achieve goals.

Leadership Styles:

54
 Leader identifiers Appropriate goals Leader connect
Reward with goals
Subordinate needs Are established

Leader provides Employee becomes Effective Both employee and

assistance on satisfied Performance organization are
employee path And accepts Occurs better able to reach
towards goal The leader the goals

Path – goal leadership process

The leader may adopt one of the four styles depending on the situation.
These are directive or instrumental, supportive, participative and achievement oriented.

1. Directive: The leader gives subordinates specific orders and makes it clear what is
expected of them; his focus is on planning, organizing, coordinating and controlling the
activities of the subordinates.
2. Supportive: The leader shows friendly behavior to the employees; he shows his
concern for their needs and welfare creates pleasant organizational climate.
3. Participative: The leader makes the decisions with active participation of the
employees, shares information with them and seeks suggestions from them.
4. Achievement – Oriented: The leader sets challenging goals, seeks improvement of
performance by displaying confidence in the abilities of the subordinates.

Leadership Styles in Indian Organizations:

55
 In the first instance, Indian management is generally believed to be
autocratic with subordinates closely supervised by their superiors and only a limited
degree of participation is allowed to the subordinates. However, the real situation in this
context can be appreciated only when a detailed account of various practices is taken
for consideration. Fortunately support the traditionally support the traditional view
rather they present a mixed note.

The review of various studies fails to give a generalized result. The findings
are too diverse, sometimes even contradictory. It indicates the absence of a clear-cut
direction in the managerial behavior there by reflecting a lack of managerial conviction
and values. Since, managerial styles are determined by a host of factors uniform
leadership style. Indian work organizations, from this point of view, can be classified
into three parts which have some distinctive features and consequently the different
leadership styles. Such classification may be (1) family managed traditional
organizational (ii) professionally managed Indian organizations and foreign owned
organizations, and (iii) public sector organization.

In family managed traditional organizations, the most prevalent style is

autocratic. Sons and grandsons of the entrepreneurs are automatically. Thus there is
management by inheritance or management by chromosomes with the result that these
organizations are highly centralized in their organizational structure and are
authoritarian in their approach. In many such organizations, a certain amount of the
paternalistic attitude prevails. The proprietary character of business and large-scale
participation of family member in it have made the attitude of the head of the business,
which is also the head of the family, highly paternalistic. The same paternalistic attitude
extends to the employees and has developed a set of values in an employer vis-à-vis his
employees. At the initials stage authoritarian style is more suitable which these
organizations have followed. However, such style has been inherited by successors
without any appreciable change or modification. On the other hand, there are many
organizations in the private sector owned by Indian or by multinationals that have
appreciable degree of participation or democratic leadership. The reason is that
multinationals do not bring only their technology but also the work culture which is

56
more permissive and conductive towards the application of modem approach of
management. As such, the degree of participation is greater in such organizations. The
third category of organization is in public sector. Here, bureaucratic style is more
prevalent owing to the work culture inherited by public sector managers. Initially,
public sector organizations were manned by civil servants who brought a lot of
bureaucratic culture with them. The net result is that the entire organizational processes
are governed by bureaucratic model. Its implication is status differentials, class
distinctions, and impersonal relationships which work against participative style.

The Right Style:

What is a right leadership style for Indian managers is a difficult question to be

answered. One often comes across a futile search for a style appropriate for Indian
managers. There what may appear to be an effective leadership style for a manager may
not be equally appropriate to others. The important variables in this context are
superiors, subordinates, and the situation under which a particular style is followed. The
analysis of these variables may throw some light upon adoption of appropriate style.
1. Indian society: Indian society is generally considered to be a traditional one. In such
a society, power and authority is considered an important characteristic. There are 3
important aspects of Indian society, via, joint family cast systems and ritualism. The
values inherent in the joint are responsible for generating authoritarian attitudes.
Respect for power and authority is instilled by the family systems beginning in
childhood, with the head of the family exercising absolute authority over other
members of the family. It is be lived that this respect of authority spreads through every
type of social systems including work organizations. The authority of superiors at work
place was specially exaggerated during the British colonial period. When British
superiors exhibited high degree of authority in the behavior towards Indian

57
subordinates. Similarly cast systems is emphasized so much that is creates conflicts
between two different castes. Besides there are many rituals in the Indian society. The
reduce anxiety, like other given base of doing system or an organization, and reduce
anxiety and tensions relating to new situations they also prevent the development of the
exercise of discretion and the power of decision making in situations of uncertainty .
The above discussion does not mean that traditionalism is a only finding force in
our society. The industrialization has entitled many changes in the social and culture
life of the people. The ritual that society has developed to deal with the problems of
growth and to cope with the anxiety and tensions are no longer appropriate in situation
with technological change. In Industrial society, the rate of change is very high its
implications for managers is living in a environment which under participation on the
part of managers. Thus, the changing situation is more suitable for participative style.

2. Indian managers: There is no uniformity in the attitude, personality and

educational background of Indian managers. We find the just literate top managers
along with fully qualified professional managers. Naturally leadership style may present
two extreme ends. The former groups of manager receive themselves, self development
and self contained. As such, the present very little scope of interdependence and apply
more integrated approach. Hence, they are likely to follow and expect of others more
democratic approach. The satisfaction such managerial class seems to depend on the
degree of responsibility, trust etc. They are prepared to delegate, train, and the
employee oriented but find organizational climate inhibiting such orientation.

Considering these variables, the appropriate style may be near participative

leadership. A manager should not necessarily adopt his style for the present situation
only, but he ought to look in to future too. Many restraining forces for participation may
be subsided by the facilitating forces. There are certain perceptible changes – changes
that require greater participation. Unionism at work place, professionalisation of
management, rapid industrial growth and technological changes demand for more
autonomy and inter disciplinary approach by new generation and democratic way of
living demands more participation. Therefore, a move towards participative style has
already begun in enlightened companies in India. There are various originations in

58
public sector and private sector in India following such styles. Situation prone to
authoritarian may be only to the tune of 20%. Abnormal situation may exist only to the
tune of 10%. So a manager should go for 80-90 percent cases. However, it should not
be taken for granted that this style may be suitable in all circumstances. A particular
style requires work culture. Looking into the future, work culture may be changed to
suit participative style because authoritarian work culture is unlikely to succeed in the
future. While the above discussions presents the view of the leadership styles followed
by Indian managers, leadership style of some of the top industrialists and professional
managers at the highest level to show what styles they have adopted to achieve
success.

Team Building :
Team building is a method of organization effectiveness at the team level by
diagnosing barriers to team performance and improving inter term relationships and
task accomplishment. A team building analysis the activities resources allocations and
relationship or a group or team existing are permanent team comprising of a manager
and his subordinates often called a family group and a new group made through a
merger or other structural changes in the organization or found to solve a specific
problem called a special group.
Team work needs collaboration among its members. It is said that one plus one may
be three in a team work. Moreover, the synergetic effect is evident in team work. Each
team is a linking pinto another team and to total organization. Team does not wonder
they make the impossible things to possible.
Diagnostic meeting may involve the total group and several subgroups and require
only a brief time in order to identify strength and problem areas and to conduct a
general critique of the performance of the group. Virtually team building requires a
subsequent longer meeting ideally held away from the work place. The purpose of this
meeting is to improve the team’s effectiveness through better management task
demands, relationship demands and group processes. The role analysis technique is
designed to be clarifying the goal role expectations and obligations of the team

59
members to improve team effectiveness. Role negotiations intervene directly in the
relationship of power, authority and influence within the group.

Essential conditions of team building :

The essential conditions of team building include;
o Every member must have clearly assigned role
o The team must take collective responsibility for the action of each of its
members
o Team must speak with one voice
o No appeal with one member to other
o Good team is small number
o No inordinate difference in salary of members
o Each member should be able to handle responsibilities of members
Major ingredients in team building : The major ingredients in team building
is
o Get the right people together
o Have a major block of uninterrupted time
o Deal with high priority problems/ opportunities
o Work on all identified problems
o Structure in all ways to enhance to likelihood of success
o Develop realistic solutions and action plan
o Implement the solutions enthusiastically follow up to assess actual is
expected

Diagnostic meeting

Team building focused on

Family group Task accomplishment including problem solving, decision

(Intact work team) Making, role clarification, goal setting etc.

Building and marinating effective inter personal

Relationship and peer relationships

Under standing and managing group process

and Culture

60 Role analysis and technique for role clarification

Definition .

Role negotiation technique

Team building
Activities

Diagnostic meetings

Team building focused on:

Task accomplishment especially special problems,

Role and goal clarification, resource utilization etc.
Special group Process especially communication, decision
(Start up teams Making and task allocation.
Special project
Team) Role analysis and technique for role clarification
And definition.

Role negotiation.
Varieties of team building interventions

Psychological contract:

No organization can exit unless its members give consent to authority system
which is upholding the psychological contract between the organization and the members
of the organization the nature of authority, the possibilities of influencing the system the
pattern of motivation and exceptions of employees and manager, the incentive system and
the management patterns creating loyalty and commitment towards the organization.
Authority is a relationship between superior and sub ordinationates. The
superiority and sub ordinary lies not in the individual characters but in the organizational
hierarchy. Without power there is no organization, no order no discipline and no system
power stands behind every association and sustains its structure power is based on there
relationship among jobs or position the power structure in an organization is based on the
values of its managers cultural set up and organizational climate.

Balancing process:

61
 The concept of balancing involves a series of complex ideas it is an equilibrating
mechanism, where by the various element of organizational system are maintained in a
harmoniously structured relationship to each other the research has shown that three fourth
of the total of the effective managers had a strong need for the power than a need to be
liked. The effective managers power motivation is not oriented towards the institutional
personal need but towards organizational needs. Individuals high in power and in control
are more institution mined and tend to become the member of many offices to control and
influence their activities. The institutional managers are most successful in creating an
effective work climate. These type of managers produce the greatest sense of organizational
clarity and team sprit such managers can be easily replaced bye other managers because the
subordinates have been encouraged to be loyal to the institution rather than to the
institutional manager.

The winning team:

Winners will often be working for the team whose function is critical to the
company’s success winning team has strong, visible leadership a department that is doing
its job well and making no demands on top management may be taken for granted a less
efficient department which is good at selling itself to top management may get both kudos
and a bigger budget. If it is also coming up with good creative ideas it may deserve its
privileges.
Success may lie with the department that it is on the up rather than the one at
the top which is about to speak, a declining department may offer better opportunities it has
potentially important contribution to make to the business an effective leader may be able
to build it up to become a winner.
Above all, its department leaders who set the style the best leaders marshal the
function expertise with out loosing sight of the corporate mission they make winners of all
they lead to win you need to be good leader or to work for one.

62
CHAPTER = 4

63
  ANALYSIS

DATA SUMMARY SHEET

Name of the organization: Visakhapatnam Port Trust

Duration of the study : 45 Days

Size of the sample : 96(Ninety six)

Type of sampling : Random sampling

Statistical methods used : Simple Percentage

64
zBoss guides the team to meet Customer's expectation

The boss of the organization should knows and have an idea about the
customers expectations and co-ordinate the team members so as satisfy the customers
needs.
Table 4:1

My boss knows well about the

customer’s expectations and
co-ordinate the team
S.NO members NO OF RESPONDENTS IN %
1 STRONGLY DISAGREE 4 4.17
2 DISGREE 8 8.33
3 NEUTRAL 22 22.92
4 AGREE 42 43.75
5 STRONGLY AGREE 20 20.83
  TOTAL 96 100.00

Figure 4:1

65
 Boss guides the team to meet Customer's expectation

STRONGLY
STRONGLY DISAGREE
AGREE 4% DISGREE
21% 8%

NEUTRAL
23%

AGREE
44%

STRONGLY DISAGREE DISGREE NEUTRAL AGREE STRONGLY AGREE

From the figure 4:1, it is observed that maximum of the 44% of the respondents do
agree that their team leader helps and guide his team members for accomplishment of the
task and to meet the customers expectations and 21 % have strongly agreed for that. 23%
of the employees in neutral opinion but still there are around 12% of the respondents said
that the team leader does guide the team members and are unable to meet the customers
expectations.

Significant role in decision making

The boss of the organization should give an opportunity to every eligible

employee in decision making in their concerned work, which will increase the moral
in employees.
Table 4:2

Everyone on my
department has a
significant amount of
say or influence on
decisions that affect his
S.NO or her job. NO OF RESPONDENTS IN %
1 STRONGLY DISAGREE 2 2.08
2 DISGREE 4 4.17
3 NEUTRAL 9 9.38
4 AGREE 57 59.38
5 STRONGLY AGREE 24 25.00
  TOTAL 96 100.00

Figure 4:2

66
 Significant role in decession making
STRONGLY
DISAGREE DISGREE
2% 4%
STRONGLY
AGREE NEUTRAL
25% 9%

AGREE
60%
STRONGLY DISAGREE DISGREE NEUTRAL AGREE STRONGLY AGREE

From the figure 4:2, it is observed that maximum of the 60% of the respondents do
agree that their team leader is giving significance to them in decision making and 25 %
have strongly agreed for that. 9 % of the employees in neutral opinion but still there are
around 6 % of the respondents said that their team leader does not give significance in
decision making

Working together for the benefit of the organization

The main goal of the entire team is to work for the benefit of the organization
at which every member has an important role to accomplish.
Table 4:3

As a department, we work
together to set clear,
achievable, and appropriate
S.NO goals. NO OF RESPONDENTS IN %
1 STRONGLY DISAGREE 4 4.17
2 DISGREE 9 9.38
3 NEUTRAL 32 33.33
4 AGREE 41 42.71
5 STRONGLY AGREE 10 10.42
TOTAL 96 100.00

Figure 4:3

67
 Working together for the benefit of the organisation
STRONGLY
DISAGREE
STRONGLY 4% DISGREE
AGREE 9%
10%

AGREE
44%
NEUTRAL
33%

STRONGLY DISAGREE DISGREE NEUTRAL AGREE STRONGLY AGREE

From the figure 4:3, it is observed that maximum of the 44% of the respondents do
agree that they are working together for the benefit of the organization and 10 % have
strongly agreed for that. 33% of the employees in neutral opinion but still there are around
13 % of the respondents said that they are not performing their work as team for the benefit
of the organization.

Work together to solve destructive conflicts rather than ignoring

Conflicts.

Whenever any conflict arose while working together those have to be solved,
so that the same conflict may not be repeat in future. Ignoring them will continue the
conflicts forever under cover and affects on the output of the organization.
Table 4:4

As a department, we were
able to work together to solve
destructive conflicts rather
S.NO than ignoring conflicts. NO OF RESPONDENTS IN %
1 STRONGLY DISAGREE 3 3.13
2 DISGREE 10 10.42
3 NEUTRAL 11 11.46
4 AGREE 45 46.88
5 STRONGLY AGREE 27 28.13
TOTAL 96 100.00

68
Figure 4:3

Work together to solve destructive conflicts rather than ignoring

conflicts.
STRONGLY
DISAGREE
STRONGLY 5% DISGREE
AGREE 10%
28% NEUTRAL
11%

AGREE
46%

STRONGLY DISAGREE DISGREE NEUTRAL AGREE STRONGLY AGREE

From the figure 4:4, it is observed that maximum of the 46% of the respondents do
agree that they are working together to solve the destructive conflicts rather than ignoring
conflicts and 28 % have strongly agreed for that. 11% of the employees in neutral opinion
but still there are around 15% of the respondents said that they ignore the conflicts rather
than to solve them.

Taking initiative to find out the reason why the organization

failed to achieve goal.
When the organization has not achieved its goal somebody has to take initiative
to find out the reasons to avoid the occurrence of the same.
Table 4:5

If my department doesn’t
reach a goal, I’m more
interested in finding out why
we have failed to meet the
S.NO goal than blaming each other NO OF RESPONDENTS IN%
1 STRONGLY DISAGREE 14 14.58
2 DISGREE 27 28.13
3 NEUTRAL 25 26.04
4 AGREE 21 21.88
5 STRONGLY AGREE 9 9.38
TOTAL 96 100.00

69
Figure 4:5

Taking initiative to find out the reason why the organization

failed to achieve goal.
STRONGLY
STRONGLY
AGREE
DISAGREE
9%
15%
AGREE
22%
DISGREE
28%

NEUTRAL
26%

STRONGLY DISAGREE DISGREE NEUTRAL AGREE STRONGLY AGREE

From the figure 4:5, it is observed that only 22% of the respondents do agree that
they take initiative to find out the reason why the organization failed to achieve goal and 09
% have strongly agreed for that. 26% of the employees in neutral opinion but maximum
number of employees that are 43 % of the respondents said that they don’t take initiative
and moreover said that the department of strategic management will look after the job.

Staying late hours to complete their job.

Whenever the job of an individual is not completed by the day end, it will be
accumulated for the next day and the job stress will be increased to the particular
individual. Hence it is better to plan to finish the entrusted work by the day end even
staying late hours.
Table 4:6

As a department if
necessary, we would offer to
S.NO stay late to finish a job. NO OF RESPONDENTS IN%
1 STRONGLY DISAGREE 5 5.21
2 DISGREE 12 12.50
3 NEUTRAL 9 9.38
4 AGREE 44 45.83

70
 5 STRONGLY AGREE 26 27.08
TOTAL 96 100.00

Figure 4:6

Staying late hours to complete their job

STRONGLY
DISAGREE
5% DISGREE
STRONGLY 13%
AGREE
27%
NEUTRAL
9%

AGREE
46%

STRONGLY DISAGREE DISGREE NEUTRAL AGREE STRONGLY AGREE

From the figure 4:6, it is observed that maximum of the 46% of the respondents do
agree that they stays late hour to complete their work and 27 % have strongly agreed for
that. 09% of the employees in neutral opinion but still there are around 18 % of the
respondents said that they follow the departure time rather than concentrating on
completion on the entrusted job.

Match between capabilities and responsibilities to the

personnel of the organization.

There should be proper match between capabilities and responsibilities to be

personnel of the organization. If it is not so, the particular job allocated to an wrong
person can not be affective and the capability of the particular person in performing
the particular job may be goes in vain.
Table 4:7

There is a good match

between the capabilities and
responsibilities if each person
S.NO on the department. NO OF RESPONDENTS IN%
1 STRONGLY DISAGREE 4 4.17
2 DISGREE 8 8.33

71
 3 NEUTRAL 29 30.21
4 AGREE 46 47.92
5 STRONGLY AGREE 9 9.38
  TOTAL 96 100.00

Figure 4:7

Match between capabilities and responsibilities to the personnel

of the organization.

STRONGLY
STRONGLY DISAGREE
AGREE 4%
9% DISGREE
8%

NEUTRAL
AGREE
30%
49%

STRONGLY DISAGREE DISGREE NEUTRAL AGREE STRONGLY AGREE

From the figure 4:7, it is observed that maximum of the 49% of the respondents do
agree that there should be match between capabilities and responsibilities to be personnel
of the organization and 09 % have strongly agreed for that. 30% of the employees in
neutral opinion but still there are around 12% of the respondents said that they ignore the
conflicts rather than to solve them.

Boss always keeps every one update

The Boss of the organizations is responsible to keep every one updated and
should look after whether they completed their assigned job or not.

Table 4:8

The boss always keeps

S.NO everyone up-to-date. NO OF RESPONDENTS IN%
1 STRONGLY DISAGREE 22 22.92
2 DISGREE 24 25.00
3 NEUTRAL 36 37.50
4 AGREE 10 10.42
5 STRONGLY AGREE 4 4.17

72
 TOTAL 96 100.00

Figure 4:8

Boss always keeps every one update

STRONGLY
AGREE
4%
STRONGLY
AGREE
DISAGREE
10%
23%

NEUTRAL
38%

DISGREE
25%

STRONGLY DISAGREE DISGREE NEUTRAL AGREE STRONGLY AGREE

From the figure 4:8, it is observed that only of the 10% of the respondents do agree
that their boss keeps every one update and 04 % have strongly agreed for that and 38% of
the employees says neutral opinion, but maximum number of employees around 48%
respondents says no need and they ignore the conflicts rather than to solve them.

Employees feel security in their organization.

The employees of the organizations should first feel that they are secured in
the organizations. The feeling of the security will gives the effectiveness in the effort in
their job performance
Table 4:9

Most employees do not leave

this organization because it
S.NO provides a lot of security. NO OF RESPONDENTS IN%
1 ALMOST NEVER 10 10.42
2 RARELY 12 12.50
3 OCCASIONALLY 34 35.42
4 FREQUENTLY 21 21.88
5 ALMOST ALWAYS 19 19.79
TOTAL 96 100.00

73
Figure 4:9

Employees feels security in their organization

ALMOST NEVER
10%
ALMOST ALWAYS
20%
RARELY
13%

FREQUENTLY
22%
OCCASIONALLY
35%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:9, it is observed that maximum of 35% of the respondents said
that occasionally they feel security and 22 % have stated that frequently they feel security
and 20% stated that they feel almost always like that. But, 13 % of the employees felt that
they feel rarely secured and 10% of the respondents said that they felt never feel security in
the organization.

The manager displays real leadership trait and is respected by

the employees.
The people with whom the leader work is what inspires people to stay with a
leader. When the manager has the real leadership qualities there will be followers to
him otherwise he will be only manager but can not be a good leader.

Table 4:10

The managers display real

leadership qualities and are
S.NO respected by the employees NO OF RESPONDENTS IN%
1 ALMOST NEVER 4 4.17
2 RARELY 6 6.25
3 OCCASIONALLY 41 42.71
4 FREQUENTLY 26 27.08
5 ALMOST ALWAYS 19 19.79

74
 TOTAL 96 100.00

Figure 4:10

The manager displays real leadership trait and is respected by

the employees
ALMOST NEVER
4%
RARELY
ALMOST ALWAYS
6%
20%

OCCASIONALLY
FREQUENTLY 43%
27%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:10, it is observed that maximum of 43% of the respondents said
that occasionally their managers have the real leadership trait and is respected by his
employees and 27 % have stated that frequently their manager do and 20 % stated that they
feel almost always like that. But, 06% of the employees felt that they feel rarely and 04%
of the respondents said their managers never have leadership trait and they don’t respect
their leader.

Only management is allowed to make decisions.

In an organization the decisions should be taken by the employees and the

management together so as to ensure employee participation in decision making.
Table 4:11

Only Management is allowed

to make decisions but not
S.NO employees. NO OF RESPONDENTS IN%
1 ALMOST NEVER 0 0.00
2 RARELY 4 4.17
3 OCCASIONALLY 27 28.13
4 FREQUENTLY 29 30.21

75
 5 ALMOST ALWAYS 36 37.50
  TOTAL 96 100.00

Figure 4:11

Only management is allowed to make decisions.

ALMOST NEVER
0%
RARELY
4%

ALMOST ALWAYS OCCASIONALLY

38% 28%

FREQUENTLY
30%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:11, it is observed that maximum of 38% of the respondents said
that almost always their management will take the decisions and 30 % have stated that
frequently they feel and 28% stated that they feel occasionally like that. But, 04% of the
employees felt that rarely and no employee felt that he has participated in management
decisions.

Management give passive cooperation although the employees

are happy.
The employees of the organizations should be given active cooperation in
performing their jobs. Giving passive cooperation leads negatively and affects the
organization.
Table 4:12

Although the employees are

happy and contented, they
S.NO give only passive cooperation NO OF RESPONDENTS IN%
1 ALMOST NEVER 24 25.00
2 RARELY 36 37.50

76
 3 OCCASIONALLY 23 23.96
4 FREQUENTLY 8 8.33
5 ALMOST ALWAYS 5 5.21
TOTAL 96 100.00

Figure 4:12

Management give passive cooperation although the employees

are happy

ALMOST ALWAYS
5%
FREQUENTLY
8%
ALMOST NEVER
25%
OCCASIONALLY
24%
RARELY
38%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:12, it is observed that maximum of 38% of the respondents said
that their organization rarely gives passive cooperation and 25 % have stated that almost
never and 24% stated as occasionally. And 08% of the employees felt frequently and they
were giving passive cooperation and 05% of the respondents said almost always.

Both managers and employees want to create better job

performance

The team should contribute towards the better performance towards the
accomplishment of the target so as to increase the organization overall performance.
The leader should create an atmosphere to increase the capabilities each individual.
Table 4:13

Both managers’ employees

want to create better job
S.NO performance. NO OF RESPONDENTS IN%
1 ALMOST NEVER 8 8.33
2 RARELY 9 9.38

77
 3 OCCASIONALLY 22 22.92
4 FREQUENTLY 31 32.29
5 ALMOST ALWAYS 26 27.08
TOTAL 96 100.00

Figure 4:13

Both managers and employees want to create better job

performance

ALMOST NEVER
8%
RARELY
ALMOST ALWAYS 9%
27%

OCCASIONALLY
23%
FREQUENTLY
33%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:13, it is observed that maximum of 33 % of the respondents said
that frequently they want to create better job performance and 27 % have stated that
almost always they do and 23 % stated that they do occasionally. But, 09 % of the
employees felt that they do rarely and 08 % of the respondents said that they almost never.

Obey their leader but do not respect their leader

The leader should have the ability to influence on his followers to obey his
words and as well as respect him. While following the instructions of the leader the
followers should have respect in their mind on their leader. Then only there will be
effectiveness in the following the instructions.
Table 4:14

Although people obey their

leader, they do not respect
S.NO the leader. NO OF RESPONDENTS IN%
1 ALMOST NEVER 6 6.25
2 RARELY 10 10.42
3 OCCASIONALLY 20 20.83

78
 4 FREQUENTLY 24 25.00
5 ALMOST ALWAYS 36 37.50
TOTAL 96 100.00

Figure 4:14

Obey their leader but do not respect their leader

ALMOST NEVER
6%
RARELY
10%

ALMOST ALWAYS
38% OCCASIONALLY
21%

FREQUENTLY
25%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:14, it is observed that maximum of 38 % of the respondents said
that almost always they obey and respect their leader and 25 % have stated that frequently
they do and 21 % stated that they do occasionally. But, 10 % of the employees felt that
obey but respect rarely and 06 % of the respondents said that they almost never respect
their leader
Management main concern is to make money

Though every business is meant profit, the main concern should not be only to
make profits. The employee’s welfare, social responsibilities are also to be cared by
the every organization on par with the profits.
Table 4:15

Management’s main
S.NO concern is to make money. NO OF RESPONDENTS IN%
1 ALMOST NEVER 11 11.46
2 RARELY 27 28.13
3 OCCASIONALLY 27 28.13
4 FREQUENTLY 27 28.13
5 ALMOST ALWAYS 4 4.17
TOTAL 96 100.00

79
Figure 4:15

Management main concern is to make money

ALMOST ALWAYS
4%
ALMOST NEVER
11%
FREQUENTLY
28%

RARELY
29%
OCCASIONALLY
28%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:15, it is observed that the respondents have given the options as
frequently, almost always and rarely in the same percentage of 28 % respectively. And 12
% have stated that their organization’s concern was never to make profit. But 04 % of the
employees felt that their organization’s concern is only to make money.
It seems while observing the equal percentage of 28 in respect of all frequently,
almost always and rarely, the employees feeling that the Visakhapatnam Dock Labour
Board is equally giving preference to employee’s welfare also while doing business for
profits.

Employees feel that they are part of the organization.

Every employee of the organizations should feel solely that they are the part of
the organization and should feel proud of their organization.
Table 4:16

The employees feel they are

S.NO part of the organization. NO OF RESPONDENTS IN%
1 ALMOST NEVER 0 0.00
2 RARELY 5 5.21
3 OCCASIONALLY 7 7.29
4 FREQUENTLY 11 11.46

80
 5 ALMOST ALWAYS 73 76.04
TOTAL 96 100.00

Figure 4:16

Employees feel that they are part of the organisation

ALMOST NEVER RARELY

0% 5%
OCCASIONALLY
7%
FREQUENTLY
11%

ALMOST ALWAYS
77%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:16 it is observed that maximum of 77 % of the respondents said
that almost always they feel that they are the part of their organization and 11 % have
stated that frequently they feel and 07 % stated that they feel occasionally. But, 05 % of the
employees felt that they rarely feel like that and no employee stated as almost never.

When things go wrong fix it, instead of blame.

When there is any thing goes wrong, it is better to fix it and to solve it instead
of blame on each other. This will be a good piece of leadership other wise there will be
waste if time with no out put.
Table 4:17

When things go wrong, the

main concern is to fix it, not
S.NO to lay blame NO OF RESPONDENTS IN%
1 ALMOST NEVER 9 9.38
2 RARELY 14 14.58
3 OCCASIONALLY 30 31.25
4 FREQUENTLY 32 33.33
5 ALMOST ALWAYS 11 11.46
TOTAL 96 100.00

81
Figure 4:17

When things go wrong fix it, instead of blame

ALMOST ALWAYS ALMOST NEVER

11% 9%

RARELY
15%
FREQUENTLY
34%

OCCASIONALLY
31%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:17, it is observed that maximum of 33 % of the respondents

said that frequently they feel do and 30 % have stated as occasionally and 12 % almost
always. But, 15 % of the employees felt that they blame each other rarely and 10 % of the
respondents said as almost never.
The maximum number of employees of Visakhapatnam Dock Labour Board
felt that they rarely blame each other but work constructively and fix it and solve the
problem if arises.

Employees feel recognition for their work.

The employees of the organizations should be recognized for their work.

The feeling of the recognition will boost the employee and turn him towards more
productive.
Table 4:18

The employees feel they are

S.NO recognized for their work. NO OF RESPONDENTS IN%
1 ALMOST NEVER 4 4.17
2 RARELY 8 8.33
3 OCCASIONALLY 21 21.88
4 FREQUENTLY 31 32.29
5 ALMOST ALWAYS 32 33.33
TOTAL 96 100.00

82
Figure 4:18

Employees feel recognition for their work

ALMOST NEVER
4%
RARELY
ALMOST ALWAYS 8%
34%

OCCASIONALLY
22%

FREQUENTLY
32%
ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:18, it is observed that maximum of 34 % of the respondents said
that almost always they are recognized in their organization and 32 % have stated that
frequently they recognized and 22 % stated that occasionally they feel. But, 08 % of the
employees felt that they feel rarely and 04 % of the respondents said that they felt that they
never recognized for the work by the organization.

Employees feel that their jobs hold high esteem and great
value.

The employees of the organizations should feel that their job holds high esteem
and great value. It is the responsibility of the leader to educate all employees as how
important the employee and his work for the organization. Because if every body
thinks that they are not important, it reflects on the entire organization.
Table 4:19

The employees feel their jobs

hold high esteem and are of
great value to the
S.NO organization. NO OF RESPONDENTS IN%
1 ALMOST NEVER 5 5.21

83
 2 RARELY 7 7.29
3 OCCASIONALLY 21 21.88
4 FREQUENTLY 27 28.13
5 ALMOST ALWAYS 36 37.50
TOTAL 96 100.00

Figure 4:19

Employees feel that their jobs hold high esteem and great value

ALMOST NEVER
5%
RARELY
ALMOST ALWAYS 7%
38%
OCCASIONALLY
22%

FREQUENTLY
28%
ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:19, it is observed that maximum of 38 % of the respondents said
that almost always they feel esteem of their job in their organization and 28 % have stated
that frequently they feel and 22 % stated that occasionally they feel. But, 07 % of the
employees felt rarely and 05 % of the respondents said that they felt that they never
recognized for the work by the organization.

Employees feel real responsibility to make things work.

Every employee of the organizations should feel responsibility of his own
work. That indicates the self discipline and leadership qualities of his self and can be
useful for the organization in future.

Table 4:20

The employees feel a real

responsibility to make things
S.NO work NO OF RESPONDENTS IN%
1 ALMOST NEVER 4 4.17
2 RARELY 12 12.50
3 OCCASIONALLY 26 27.08

84
 4 FREQUENTLY 29 30.21
5 ALMOST ALWAYS 25 26.04
TOTAL 96 100.00

Figure 4:20

Employees feel real responsibility to make things work

ALMOST NEVER
4%
RARELY
ALMOST ALWAYS 13%
26%

OCCASIONALLY
27%
FREQUENTLY
30%

ALMOST NEVER RARELY OCCASIONALLY FREQUENTLY ALMOST ALWAYS

From the figure 4:20, it is observed that maximum of 30 % of the respondents said
that frequently they feel responsibility of their own work and 26 % have stated that almost
always they feel responsibility and 27 % stated that occasionally they feel like that. But, 13
% of the employees felt that they feel rarely and 04 % of the respondents said that they
never felt responsibility of their own job.

85
 Chapter:5
 Summary

 Findings

 Suggestions

 Bibliography

 Annexure

Summary:

Leadership plays a central part in understandings group behavior, for it’s the leader

who usually provides direction towards goal attainment. Therefore, a more accurate

predictive capability should be valuable in improving group performance.

86
 Dock Labour Board is an Organisation which is attached with

Visakhapatnam port trust. Its main function is to supply manpower to employers of both the

schemes of registered and un-registered in cargo handling operations.

A study was carried out at Visakhapatnam Dock Labour Board to under

stand the patterns Leadership and it’s impact on the team building among the employees of

the organization. The information was collected with the help of questionnaire on the

random sample basis. The data collected might not be not sufficient to give factual

information due to the time constraints and the limited sample size.

The main objective of the study was to understand the concept of leadership,

impact of Leadership on functioning of a team, to know how leaders emerge, understand

various leadership style adopted by the managers and to know the degree of cohesiveness

among the members of the team.

From the questionnaire, it is concluded that the teams in organization are goal

oriented and the members of the team maintain the parity between authority and

responsibility for the accomplishment of the tasks. Their roles are clearly identified and

work together to face the conflicts rather than neglecting them. The organization to a large

extent follows supportive style of leadership. And the team leader guides the members of

the team and motivates them to upgrade their skills. Both the employees and management

87
participate together in taking the decisions. The leadership pattern and the team

effectiveness were found to be reason of the success of the organization to a large extent.

To conclude, the study was carried out for 45 days and with the help of

questionnaire data was collected, evaluated using random sampling method. After

evaluating the data, suggestions were also presented in the study to contribute mite towards

the betterment of the organization.

Findings :
From the data collected with the help of questionnaires on the random basis

it is to find that:

 The organization follows a supportive leadership pattern but still there are some

who follow custodial and collegial style of leadership

88
 The autocratic style of leader pattern was not seen anywhere in the organization.

 The management and the employee together involve themselves in decision

making for the organizational related matters.

 The team members are provided with all the necessary resources and support

from the management for the accomplishment for the jobs.

 The team members have role clarity and they are responsible towards the job.

 The team as a whole makes decisions and works together to attain the goals.

 There is a good match between the responsibilities and capabilities of the team

 The employees feel their job hold high esteem and are of great value to the

organization

Suggestions :
 Organization should alleviate all inherent flaws in decision making and

should give equal importance to employee involvement in all matters

 The team leader should take measures to encourage the team members to

share the information honestly and openly.

 The team members should obey as well respects the team leader.

89
 Management concern should not only be making money but also provide

service to the society and employee prospects.

 Some of the employees follow custodial and collegial leadership patterns

which may restrict the growth of the organization.

 The employee should be motivated to express their inherent skills.

 The leader should try to increase the capabilities and polish the skills of the

team members.

 The organization needs to increase the degree of cohesiveness among the

team members.

Bibliography

90
  Principles and practices of management

By: L.M.Prasad.

 Organizational behavior

By: Stephen P.Robbins & Tomothy A.Judge

 Essentials of human resource management.

By: P.Subba Rao

 Human resource management review.

Websites referred:

 www.google.com

 www.yahoosearch.com

91
 Annexure

A Study on the Leadership pattern and

the Effectiveness of team building

(w.r.t. Dock Labour Board Visakhapatnam)

92
Dear respondent,

I, Cecil S Fernando, MHRM student Andhra University have taken up project

work in Dock Labour Board Visakhapatnam. So kindly take some of your valuable time to

fill in the following questionnaire and help us in completing project.

This questionnaire is initiated in the partial fulfillment of MHRM program.

Any information provided will be strictly confidential and utilized purely for academic

purpose only.

Personal details:

Respondent name: ___________________

Department and Designation: _________

Educational Qualification: ________

Age: ______________ Gender: ______________

A. In the blanks below, mark the number corresponding to the options selected for
each question.

1. My boss knows well about the customer’s expectations and co-

ordinate the team members.
(a)Strongly Disagree (b) Disagree (c) Neutral (d) Agree (e) Strongly Agree

93
2. Everyone in my department has a significant amount of say or
influence on decisions that affect his or her job.
(a)Strongly Disagree (b) Disagree (c) Neutral (d) Agree (e) Strongly Agree

3. As a department, we work together to set clear, achievable, and

appropriate goals.
(a)Strongly Disagree (b) Disagree (c) Neutral (d) Agree (e) Strongly Agree

4. As a department, we are able to work together to solve destructive

conflicts rather than ignoring conflicts.
(a)Strongly Disagree (b) Disagree (c) Neutral (d) Agree (e) Strongly Agree

5. If my department doesn’t reach a goal, I’m more interested in finding

out why we have failed to meet the goal than blaming each other.
(a)Strongly Disagree (b) Disagree (c) Neutral (d) Agree (e) Strongly Agree

6. As a department, if necessary, we would offer to stay late to finish a

job.
(a)Strongly Disagree (b) Disagree (c) Neutral (d) Agree (e) Strongly Agree

7. There is a good match between the capabilities and responsibilities if

each person in the department.
(a)Strongly Disagree (b) Disagree (c) Neutral (d) Agree (e) Strongly Agree

8. The boss always keeps everyone up-to-date.

(a)Strongly Disagree (b) Disagree (c) Neutral (d) Agree (e) Strongly Agree

94
B. In the blanks below, mark the number corresponding to the options selected for each
question.

1. Most employees do not leave this organization because it provides a

lot of security.
(a) Almost never (b) Rarely (c) Occasionally (d) Frequently (e) Almost always

2. The managers display real leadership qualities and are respected by

the employees.
(a) Almost never (b) Rarely (c) Occasionally (d) Frequently (e) Almost always

3. Only Management is allowed to make decisions but not employees.

(a)Almost never (b) Rarely (c) Occasionally (d) Frequently (e) Almost always

4. Although the employees are happy and contented, they give only
passive co-operation.
(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

5. Both managers’ and employees want to create better job performance.

(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

6. Although people obey their leader, they do not respect the leader.
(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

7. Management’s main concern is to make money.

(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

8. The employees feel they are part of the organization.

(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

95
 9. When things go wrong, the main concern is to fix it, not to lay
blame.
(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

10. The employees feel they are recognized for their work.
(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

11. The employees feel their jobs hold high esteem and are of
great value to the organization.
(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

12. The employees feel a real responsibility to make things work

(a)Almost never (b) Rarely (c) occasionally (d) Frequently (e) Almost always

Thank you for spending your valuable time in filling the questionnaire.

96