1. 1.
RATIONALE
OF THE
STUDY
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2. The title of my project is “Manager Effectiveness Program”. The project is concerned
with the training of the leads who will in turn become managers in terms of future perspective.
Also the recruitment of managers for middle level management whenever the requirement is not
satisfied with the people in the organization ((IJP (Internal Job Posting).
Providing the would-be managers with the additional attributes that they would need so
that they become a successful manager is the major aim of this program. This is done by
analyzing their ability and the various attributes that the need to work upon. This will be of
immense importance as this will help me to analyze and implement all the major functions of HR
as it will start from checking the performance appraisal that they have gone through, making a
project plan which will help the facilitator to help them mould the session accordingly and
arranging the feedback analysis are the main characteristics that has exited me to do this project.
During my stay at the company we had to create a master training calendar and plan
which is having the name of Manager Effectiveness Program, under the name of which all the
training program in the organization would be conducted which gave me immense knowledge
about the working of the company. How things are being formalized, how to get the
conformations done from the various departments and what are the major steps that are required
to make a plan implement.
The other aspect that can be of great exposure was to take care of the external recruitment
with a team of experts for the job places that was not able to be fulfilled by internal recruitment.
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3. 2.
OBJECTIVE
OF THE
STUDY
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4. a) Title of the project:
Manager Effectiveness Program at IBM, Daksh
b) Objectives:
 To design project plan for Manager Effectiveness Program at IBM, Daksh.
 To analyze the effectiveness of the training sessions conducted for enhancing the
managerial competencies of the lower level management.
c) Scope of the study
The scope of the study lies in lower level management (in this case referred as First Line
Managers and Up line or People’s Manager) who will be in charge of managing the executives
who can be considered as the revenue generators for IBM Daksh which covered .
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5. 3.
PROFILE OF
THE
COMPANY
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6. About IBM Daksh
IBM Daksh is a merger of IBM Corporation and Daksh e-Services. Formed in
April 2004, IBM acquired Daksh to serve their global clients to manage business
processes across the world. The company now has 25 service contact centers in India and
the Philippines. IBM Daksh is a part of IBM’s BPO / BTO delivery network.
The company employs more than 30,000 people and has won several major awards for
employee satisfaction such as “Frost & Sullivan Contact Center Outsourcing Vendor of
the Year 2008” and the “Most Respected BPO Company in India” by Businessworld.
International Business Machines (IBM)
IBM is a multinational computer, technology and IT consulting corporation headquartered in
Armonk North Castle, New York, United States. IBM is the world's fourth largest technology
company and the second most valuable by global brand (after Coca-Cola). IBM is one of the few
information technology companies with a continuous history dating back to the 19th century.
IBM manufactures and sells computer hardware and software (with a focus on the latter), and
offers infrastructure services, hosting services, and consulting services in areas ranging from
mainframe computers to nanotechnology. At the end of May 2010, IBM bought the Sterling
Commerce Unit from AT&T for about $1.4 billion. This is the second largest acquisition by IBM
IBM has been well known through most of its recent history as the world's largest computer
company and systems integrator. With almost 400,000 employees worldwide, IBM is second
largest (by market capitalization and the second most profitable information technology and
services employer in the world according to the Forbes 2000 list with sales of greater than 100
billion US dollars. IBM holds more patents than any other U.S. based technology company and
has eight research laboratories worldwide. The company has scientists, engineers, consultants,
and sales professionals in over 200 countries. IBM employees have earned five Nobel Prizes,
four Turing Awards, nine National Medals of Technology, and five National Medals of Science
As a chip maker, IBM has been among the Worldwide Top 20 Semiconductor Sales Leaders in
past years.
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7. IBM India is the Indian subsidiary of IBM. It has facilities in Bangalore, Delhi, Chennai, Pune,
Gurgaon, Noida and Hyderabad.
IBM, in an analyst meeting held at Bangalore on June 6, 2006 stated that IBM's India plans are
for the long term & committed to invest $6 billion in the next three years in India, triple the
amount invested in the three years preceding the meeting.
IBM worldwide expects its revenues to be around $120 billion by 2010, of Year Employees
which nearly $86 billion (68%) would come from IBM Global Services alone, 2002 4
with an estimate of about 200,000 employees. IBM India would account for
2003 9,000
90,000 of these. Roughly translated, IBM's Indian employees would generate
2004 23,010
$35 billion of IBM's revenues in 2010.
2005 38,500
IBM Global Services (now split to Business Services & Technical Services) 2006 53,000
was called the "jewel in the IBM crown" by the Aberdeen group in 2003. For 2007 74,000
worldwide IBM, this is the group that contributes to more than half its global
2008 94,000
revenues ($54 billion in 2005) presently and growing at a healthy rate (8% in
2005). With half of global service employees to be located in India, IBM India's importance for
the global corporation can be easily fathomed.
IBM's re-organization in 2005, Ginni Rometty took over the leadership at the Enterprise
Business Services unit of IBM worldwide and heralded changes that would have long running
implications and would lead to the explosive growth of IBM in India.
In an investor meet in 2006, she identified five areas that would transform IBM and bring
'profitable growth'. In order of importance, they are Business Transformation Outsourcing,
Application Management Services, Business Solutions, Small & Medium Business &
Innovation. In each one of these areas, IBM India figures prominently and employee numbers
have grown multi-fold in the last two years.
IBM in India is not just a global delivery organization intending to tap into the vastly skilled &
low cost manpower availability; it is also a big player in the domestic IT market. IBM India's
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8. domestic revenues grew at 60% in 2005-06 making it one of the highest growth areas in the
entire IBM portfolio of geographies & businesses. IBM India is also the biggest domestic IT
player in the country, replacing HCL Technologies. It's worthwhile to mention that Bharti Airtel,
India's largest private telecom company chose IBM as its strategic partner for outsourcing its
entire network & IT backbone – a deal worth about $750 million initially, and currently worth
over $2 billion.
History
Logos
The striped logo was
first used in 1967, and
fully replaced the solid
The logo that was used The logo that was used logo by 1972. The
The logo that was used from 1947 to 1956. The from 1956 to 1972. horizontal stripes
from 1924 to 1946. The familiar "globe" was IBM said that the suggesting "speed and
logo is in a form replaced with the simple letters took on a more dynamism."
intended to suggest a letters "IBM" in a solid, grounded and
globe, girdled by the typeface called "Beton balanced This logo (in two versions,
8-bar and 13-bar), as well as
word Bold."[55] appearance.[56]
the previous one, were
"International".[54] designed by graphic designer
Paul Rand.
IBM's current "8-bar" logo was designed in 1972 by graphic designer Paul Rand.
Logos designed in the 1970s tended to be sensitive to the technical limitations of photocopiers,
which were then being widely deployed. A logo with large solid areas tended to be poorly copied
by copiers in the 1970s, so companies preferred logos that avoided large solid areas. The 1972
8|Page

9. IBM logos are an example of this tendency. With the advent of digital copiers in the mid-1980s
this technical restriction had largely disappeared; at roughly the same time, the 13-bar logo was
abandoned for almost the opposite reason – it was difficult to render accurately on the low-
resolution digital printers (240 dots per inch) of the time.
The company which became IBM was founded in 1896 as the Tabulating Machine Company by
Herman Hollerith, in Broome County, New York (Endicott, New York or Binghamton, New
York), where it still maintains very limited operations. It was incorporated as Computing
Tabulating Recording Corporation on June 16, 1911, and was listed on the New York Stock
Exchange in 1916 by George Winthrop Fairchild. CTR's Canadian and later South American
subsidiary was named International Business Machines in 1917, and the whole company took
this name in 1924 when Thomas J. Watson took control of it. IBM's first U.S. trademark was for
the name "THINK" filed as a U.S. trademark on June 6, 1935. "THINK" was the IBM
philosophy Watson summarized with a motto consisting of one word. The name was attributed to
a monthly magazine called Think, that was distributed to the employees of IBM in the 1930s. A
U.S. trademark for "IBM" was not filed until approximately 14 years later, on May 24, 1949.
9|Page

10. MANAGER EFFETCIVENESS PROGRAM @ IBM,Daksh
Out of the major issues that HR is able to tackle, the ever standing requirement of Training and
Development is a major function. Training in lay man terms refers to the impartment of skills
which will be able to enhance fresher and make him corporate ready and is specific for a certain
job only which is not for a long time. This usually happens when an employee is new to the
system (generally low level). Whereas Development refers to the additional attributes that we
impart in the employees who are mainly been into the system for a long time and after a certain
phase of time they need to enhance their skills and would be ready for the next level. Ex. A new
employee would be trained for a specific tool which he needs to currently use whereas the
additional inputs that would be required for a Manager to become a General Manager would
come under development which he will utilize in the long run.
IBM Daksh is known for its world standard training and numerous training programs that it
conducts for employees which can belong to the lowest level of Customer Care Executive to the
highest level which can be of General Manager, also for Vice Presidents and Presidents. All
training and development activities are taken care by a team which is called as Learning and
Development over there.
Nearly at the time of my entry at IBM, Daksh, a new program was launched at IBM which would
be considered as an umbrella who would be able to accommodate all the training and
development that takes place at IBM. This program was called as MANAGERIAL
EFFECTIVENESS PROGRAM (MEP).
Whenever there is a promotion from one level to another there arises a need of development of
that employee to make him suitable for that job. Ex. A Manager would be having better skills as
compared to a Deputy Manager. So whenever a promotion takes place we need to make sure that
the employee is capable enough for the same. To make sure about the capabilities we can follow
the proactive approach which deals in training the employees even before they acquire any
position so that they can be capable enough to face the challenges that he/she needs to face at a
certain level.
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11. Similar is the approach of this program which deals in all the training and development for all
the levels of managers. We identify the best talent at the lower level who in the near future will
become as managers and so on so we train the person beforehand so as to make him capable for
the future. This approach is having numerous benefits.
1) Proactive in approach and conduct the development activity before the need arises.
2) Time saving as work load is not much at the same time when the participant will be able
to continue with his work as well as go ahead with his training.
This program is to be implemented in two phases: first is for the lower level managers which are
called as First Line Managers (who are the first time managers) who are the one who will be
becoming managers at the level where the managerial functions will be most required. The next
level for the implementation of MEP is for the managers who will be taking care of the first line
managers who are called as People’s Manager (who are having experience of being managers
for some time). First Line Managers reports to the People’s Manager and so the level of training
will be different for him/her.
MEP is broadly divided in 3 phases and will be spread over a span of 18 months.
1) VALIDATING COMPETENCIES AND PROFICIENCY LEVELS
This phase analysis and identifies what are the various attributes that in general are
expected out of a manager at a certain level which is associated to both the types of
managers. This phase will help the trainers to make the plan for training as per the
requirements.
2) DEVELOPMENT CENTER
It is not a place but it is the training session that is being conducted to analyze the various
attributes which the candidates lag and they need to pay more attention on. Over here the
trainer provides certain tests which can be
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12. a) Situational Tests/ Scenario Test: This would describe how the candidates react when
under a certain situation or scenarios. By the help of this we will be able to
discriminate the employees on the basis of the way they will react to situation whose
output would be available for reference.
b) Psychometric Tests: To find out what all are the strengths and weakness of the
employees so that they can come to know about the same and pay more emphasis
upon the areas of improvement. This is mainly one-on-one session for the analyzer
who would be generally not belonging to the company.
c) Behavior Based Structured Interview (BBSI): It is a structured type interview which
will be having a specific questions which will be deciding the behavior traits of the
interviewee and would help the interviewer to figure out how suitable he is making to
a certain position in the organization.
3) FEEDBACK
This is a phase which is the longest of the three as in this phase we ask the participants to
work upon the areas of improvement which are being judged when they go through the
Development Center. The tests that they go through the analyze them on various aspects
such as Team Management, Team building, Leading Skills and many more such skills
which they need to possess for that position. The will be checked upon on timely basis
whether they have improved the weekend aspects with the various exercises that will be
taught to them in the Development Center session and how they are performing after that.
Also their feedback will be shared with their superiors for better confirmation.
My assistance in the current project was in the following functions:
1) To construct a Project Plan for the all the phases of MEP from the initial to the final
phase of the same which would include the rough sketch of the what the program would
look like when it comes into the real world state.
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13. 2) To assist in finalizing the dates in form of the calendar for all the sessions that would be
conducted from July 2010 to December 2010.
3) To drop in the mailers for initial teaser, major information about the program, invitation
from the superior managers and also following up on them for the confirmation.
4) To assist the logistics department for all the possible help that can be provided for the
sessions that would be conducted in Gurgaon in the month of July and August.
5) To collect the feedback from the candidates who will be a part of the session and
analyzing the same for further enrichment of the sessions for future batches.
6) To have an exposure for the recruitment for the Learning and Development Team.
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14. 4.
REVIEW OF
THE
LITERATURE
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15. The topic of Manager Effectiveness Program is not of recent occurrence. It has been in the
system for a long time though it may carry some different name. A lot of study is being done
over the topic. Some of the studies are being mentioned below.
There has been a lot of study being done on this topic. One of such studies done by Reddin,
Willaim J which is published by McGraw-Hill Book Company states that a conceptual
framework (3-D theory of managerial effectiveness) which relates the effectiveness of
managerial style to specific situations. This states that the managers need to react to different
situations in a different manner all together. If a manager is not effective enough he will fail to
do so and would not be doing any good for the company. So the effectiveness of managers would
not just come from one direction but it should be an overall development of the managers from
all the aspect for a better performance standards.
Another such study Competencies and Managerial Effectiveness: Putting Competencies to
work done by Les Pickett talks about the competencies. We all have competencies. These are
the sum of our experiences and the knowledge, skills, values and attitudes we have acquired
during our lifetime. The current and future success of an enterprise is a reflection of the
effectiveness of the senior management team, their vision and leadership, and the combined
knowledge and skills of the organization's workforce. This means that the identification of
critical management and specialist competencies that will enable enterprises (and countries) to
meet the demands of the future has assumed an even more important place as a key responsibility
of senior business executives, human resource practitioners, educationalists, public
administrators and government leaders.
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16. Similar to this we have a study which is being done under the title Twenty Years of research
on Role Motivation theory of Managerial Effectiveness by John B. Miner of Georgia State
University research related to the various hypotheses of managerial role-motivation theory is
reviewed. In general this research supports the theory, although there are numerous areas that
require further investigation. Managerial Effectiveness would be helping the managers to
enhance functionality of managers when a manager would be able to generate motivation among
employees. This will help the employees to make the most out of their job.
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17. 5.
Research
Methodology
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18. Research Methodology is a way to systematically solve the research problem. It is necessary for
the researcher to know not only the research methods/techniques but also the methodology.
Review of Literature
Research Concepts
and Theories
Define Design Research
Formulate
Research (Including
Review previous Hypothesis
Problem sample design)
research findings
FF
Analyze data
(Test
Interpret hypothesis if Collect Data
and report any)
FF: Feedback
RESEARCH PROCESS IN FLOW CHART
So we can say that there are following steps which are involved in the research methodology
which are being explained below with each steps in relation to the project as well.
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19. STEPS IN RESEARCH METHODOLOGY
1) Collection of data
2) Organization of data
3) Presentation of data
4) Analysis of data
5) Interpretation of data
1) COLLECTION OF DATA
Both the primary and secondary data has been collected from the market and company. The
company provided the secondary data and primary data is collected through the medium of
face-to-face interaction and interview from various persons who go ahead with the training in
form of questionnaire.
2) ORGANIZATION OF DATA
Data once collected the further processing is done, the data collected by me are carefully
done so as to get the clear view of the data that was collected during the collection phase and
can be properly used to draw some conclusions and should not be having any ambiguity.
3) PRESENTATION OF DATA
Collected data can find its only use when it can be projected in some manner which can be
easily understood by a third person as well and allows displaying the most vital parts of the
data collected. Thus after the proper organization of the data we need to display our data in
such a format so as to show case whole details.
4) ANALYSIS OF DATA
With proper presentation of data we can expect that we can draw a correct result for the
purpose we had conducted the survey. The result should display all the pros. and cons. of the
project so as to confirm about the feasibility of the purpose for which the data is being
collected.
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20. 5) INTERPRETATION OF DATA
After carefully analyzed the data, it has been aptly interpreted in order to give concrete
conclusion and proper recommendation.
This can be representated in the form of a diagram a follows:
Data Collected from Assembling the data Preparing the
sources like company in form of tables so
charts for the data
data base and from as to make it
and for the
comfortable for
employees on whom analysis.
analysis of the data
the session is being
conducted.
Interpret the data and
Analysis being done
figure out what are the as per feedback of
amendments that are to the employees
be made for future
session
CHART FOR THE DATA FOR RESEARCH
METHODLOGY FOR THIS PROJECT
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21. The following are the data which have been collected from both the sources.
Primary Data:
Questionnaire were filled by the participants who took the training provided by IBM Daksh after
the completion of the session.
Secondary Data
They are the data which I used in contacting the candidates for the training program from the list
of candidates who had listed themselves for the program.
METHODS OF DATA COLLECTION
The method of data collection is as essential as the source of data collection. The methods of data
collection establish a pattern, the application in which we can provide a well fledged data. A
method which is appropriate method for collection of data can bring out data which will be
accurate, reliable and cheap which will require the minimum effort and produce the best output
for the benefit of the company.
In carrying out of the project, use of the following methods was done for data collection:
PERSONAL QUESTIONNAIRE
After the session got conducted we at IBM need to know how good our efforts were and what are
the area of improvement. For the same we have designed a questionnaire and that was to be filled
at the end of each session. By the help of these feedback forms we will be able to analyze the
scope where we can enhance our training and what all can be included in the session for the
betterment of the participants.
SAMPLE SIZE: 32(16 people in each session)
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22. 6.
DATA ANALYSIS
&
INTERPRETATION
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23. DATA ANALYSIS
As we know that Data Analysis is a very important aspect for studying a scenario as it will help
us to properly display the major pros. and cons. of the object that we are working upon. Over
here I would like to display you the results of the feedback form of the session that was
conducted to know the areas where we need to pay emphasis upon.
Here are mentioned the questions which were asked to the participants and various feedback that
we got about the session and where we need to enhance our scope. The questions that are not
being displayed in the analysis means that they were subjective one.
The questionnaire is divided into 4 sections and is comprising of overall 15 questions. The first
section is about the facilitator who will be going to conduct the session for three days. They can
be internal as well as external facilitators who not just impart their skills but would also share
their experiences with the candidates. Second part of the questionnaire is about the Content
Design which includes how the session and its course outline can be of benefit to the candidates
and whether the motives of the session were met or not. Program Effectiveness was the third
part of the feedback questionnaire which indulged in getting the feeling of candidate before and
after the session. Lastly the part came about the Program Administration.
DATA INTERPRETATION
If we were are not able to interpret the data in a proper manner so as to extract the best
conclusion from our data collection then we can say that the data is of no use. So ultimately we
need to interpret the data in the best manner and find out the pros. and cons. of the activity that
we are performing or are we able to accomplish the tasks as per the requirement.
For the purpose of data analysis we had opted for the medium of Graphs which can display vital
data with a much better manner of diagrammatic view. Also by the means of such methods we
can interpret the conclusions of our analysis in a much easier manner. I would like in now show
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24. the interpreted data as per the questions in the sections and would also show the subjective
feedbacks that were provided by the participants.
Section 1: Related to the Facilitataor(Trainer)
Section 2: Related to the Content Design
Section 3: Related to the Program Effectiveness
Section 4: Related to the Program Administration
Facilitator
Ques 1 The Facilitator was able to facilitate and guide my learning by providing relevant inputs.
20
18
16
14
5
12
10 4
8 3
6 2
4
2
0
INTREPRETATION
The majority people felt that the facilitator was able to facilitate in a good manner. The participants felt
that the facilitator was able to provide with proper inputs and was able to elaborate their skills also. Out
of overall 32 participants’ majority of 19 people which make nearly 60 percent of the total employees
who participated were satisfied with the same.
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25. Ques 2 The Facilitator was able to draw active participation in the class.
25
20
5
15
4
10 3
2
5
0
INTREPRETATION
There should be always being interaction and participation of all the present in a group to make
people stay alert and understand things in a better manner. Out of a batch of 32 employees
nearly 65 % employees felt that the facilitator was able to make the class stay in the a mood of
study and not making them bored.
Ques 3. The Facilitator listened to and responded to my concerns and queries.
25
20
5
15
4
3
10
2
5
0
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26. INTREPRETATION
The facilitator was able to solve the queries and was able to give response of the same so which
will satisfy the person who had asked question. Again nearly 65% percent people were satisfied
with the facilitator who was able to solve their queries.
Ques 4. The Facilitator was well prepared and organized.
25
20
5
15
4
3
10
2
5
0
INTREPRETATION
A well prepared facilitator would impart skills which will make the employees perform in a
much better manner whereas a facilitator who is not at all prepared would make the session not
so good and results in the failure of the session. 78% percent people believed that the facilitator
was prepared for the session with ample mount case studies and activities which will be of a
good use for the participants and will help them understand the various concepts in a better
manner.
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27. Ques 5.The Facilitator demonstrated knowledge of the topic.
18
16
14
12 5
10 4
8 3
6 2
4
2
0
INTREPRETATION
The facilitator was having knowledge about the subject and would be of such a type that would
capable enough to enhance the knowledge of the subject as well. Around 56% participants felt
that the facilitator was demonstrated knowledge of the topic and new the topic well and was also
able to impart the same in the participants as well
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28. Content Design
Ques 6 The program met its stated objectives.
20
18
16
14 5
12
4
10
3
8
2
6
4
2
0
INTREPRETATION
The program MEP was set up with certain objectives and if they itself have not being met then
the session would be a disaster. To verify that we can say that 64% people who attended the
session felt that the session was able to give justice to the objectives on which this session is
being set upon. Thus concluding that the session was a good session as people were satisfied
with the outcome of the session in terms of the objectives.
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29. Ques 7 The objectives set for the program were relevant to me and my role.
18
16
14
12 5
10 4
8 3
6 2
4
2
0
INTREPRETATION
The objectives were set as per the participant and the role that they are expected to perform. For
the same nearly 53 percent people were having a feeling that the objectives were as per them and
the role that they will be performing in the company.
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30. Ques 8 The program had adequate activities (like case studies, exercises, discussions etc.) to
enable learning.
25
20
5
15
4
3
10
2
5
0
INTREPRETATION
Case studies and various other activities which will be able to make the course related to the real
world scenarios. 21 out of a batch of 32 felt that this mode of teaching would help the course
seekers to make the most out this course.
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31. Ques 9 The structure and flow of the program were logical.
18
16
14
12 5
10 4
8 3
6 2
4
2
0
INTREPRETATION
The course was structured in a good manner that the employees were able to make the logical
outcome of the same. They were satisfied of being taught in a manner which looked really
systematic and structured. Nearly 68% participants felt that the session was having a structured
format.
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32. Ques 10 The program motivates me to implement the learning at my work place or life.
16
14
12
5
10
4
8
3
6 2
4
2
0
INTREPRETATION
Motivation is an integral part of an HR which he/she should be able to impart in the employees.
Nearly 50% of the employees felt that they were motivated as compared what they were before.
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33. Program Effectiveness
Ques 11 To what extent did you understand the content taught in the learning program BEFORE
completing it?
16
14
12
5
10
4
8
3
6 2
4
2
0
INTREPRETATION
On the scale of 5, 13 people felt that the session was
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34. Ques 12 To what extent did you understand the content taught in the learning program AFTER
completing it?
16
14
12
5
10
4
8
3
6 2
4
2
0
Ques 13 Will you recommend this program to others?
18
16
14
12 5
10 4
8 3
6 2
4
2
0
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35. Ques 14 Was the venue / delivery media used conducive to learning?
12
10
8 5
4
6
3
4 2
2
0
Ques 15 Was the program schedule adhered to (start and end time, breaks etc.)?
12
10
8 5
4
6
3
4 2
2
0
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36. NEGATIVES OF THE SESSION:
With feedback we can collect the data not just to praise ourselves but to know the areas of
improvement and then only we can say that the session can be of a better standards. Following
are the areas that IBM needs to focus upon for a better performance.
 Since the candidates belonged to different domains so they wanted to have some extra
knowledge about the domain specific as well.
 Print outs of the PPTs that were used in the session would given to the candidates for
future reference.
 This will also be given for e-learning as well.
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37. 7.
FINDINGS
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38. From the whole study it was observed that the following are the various aspect that come
in the picture. By my study in the company found our various aspects about the program
they provide. Following are the main findings from my project:
 The trainers or the facilitator that are being asked to train the employees are
capable enough to examine the employees well and not just this they are able to
make the employees stay with the session and not make them understand the
various aspects.
 The material that has been provided can be of better standard and can be sent in
the form of PPTs as well for further learning even though the standards are of
utmost quality.
 The employees are performing in the initial phases after the program in a good
manner and are focusing upon the goal or areas of their improvement.
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39. 8.
Limitations
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40.  Sample size is very small.
 Respondents may not have given correct feedback.
 Program did not cover the higher level management as well as Executive Level.
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41. 9.
EXPECTED
CONTRIBUTION
FROM THE
STUDY
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42. After all the analysis I would like to make the following recommendations.
 We can come to know that the session needs to get more financial help from the finance
department as the number of sessions that are being conducted are less for satisfying the
company requirements.
 The company should be analyzing the feedback as and when the training is conducted.
This will help them to upgrade the session as a feedback form was able to confirm the E-
learning of the session.
 The company should be making changes in the training material as per the requirements
of the batch on the basis of performance of the people.
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44. Appendix
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45. Dear Respondent,
We are doing this survey to gain an understanding about how you have felt being at this seminar
and how can we make it better for the future batches. I request for 10-15 min of your valuable
time for your views about the seminar.
We assure you that the individual data provided by you will be kept strictly confidential and in
no case, be shared with anyone.
Thank you very much for your vital support and sparing time for the same.
IBM
Program Name :
Facilitator:
Date : Venue:
Please rate the following statements on the 5 Least Most
point scale: 1 being the LEAST and 5 the MOST
1 2 3 4 5
Facilitator
1 The Facilitator was able to facilitate and guide my
learning by providing relevant inputs.
2 The Facilitator was able to draw active
participation in the class.
3 The Facilitator listened to and responded to my
concerns and queries.
4 The Facilitator was well prepared and organized.
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46. 5 The Facilitator demonstrated knowledge of the
topic.
Overall Facilitator Effectiveness:
Content Design
6 The program met its stated objectives.
7 The objectives set for the program were
relevant to me and my role.
8 The program had adequate activities
(like case studies, exercises, discussions
etc.) to enable learning.
9 The structure and flow of the program
were logical.
10 The program motivates me to
implement the learning at my work
place or life.
Overall Content Effectiveness:
Program Effectiveness
11 To what extent did you understand the
content taught in the learning program
BEFORE completing it?
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47. 12 To what extent did you understand the
content taught in the learning program
AFTER completing it?
13 Will you recommend this program to
others?
Program Administration
14 Was the venue / delivery media used
conducive to learning?
15 Was the program schedule adhered to
(start and end time, breaks etc.)?
Additional Comments:
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48. Bibliography
BOOKS:
1. Rao Subba, Essential of Human Resource Management and International Relation
Edition 2006, Himalaya Publishing House, Mumbai.
2. C.K Kothari “Research Methodology”
MAGAZINE AND NEWSPAPER:
1. Human Resource Management Review, the ICFAI University Press.
2. Business World.
WEBSITE
Links for the Literature Review:
http://scholar.google.co.in/scholar?q=managerial+effectiveness+program&hl=en&as_sdt=0&as_
vis=1&oi=scholart
http://eric.ed.gov/ERICWebPortal/search/detailmini.jsp?_nfpb=true&_&ERICExtSearch_Search
Value_0=ED051449&ERICExtSearch_SearchType_0=no&accno=ED051449
http://www.questia.com/googleScholar.qst;jsessionid=MP5Yp3TFhGfhCL933kJjVchVmTXQW
flt04sC9BLpDvfvf1sMZQwj!-1130349071!1313601269?docId=5001338471
http://www.jstor.org/pss/256442
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