netrashetty
Netra Shetty
The Albemarle Paper Manufacturing Company opened in 1887 with the production of kraft paper, also known as Kraft, and blotting paper.
In 1921, a team of chemists performing research for General Motors discovered tetraethyl lead (TEL) had antiknock properties as a gasoline additive. As a result, the Ethyl Gasoline Corporation in Richmond, Virginia began production of tetraethyl lead in 1937. TEL remained the primary product of the Ethyl Gasoline Corporation through the next four decades. When the Ethyl Gasoline Corporation expanded its product line (particularly to include MMT), its name was changed to the Ethyl Corporation.
The Albemarle Paper Manufacturing Company borrowed $200 million in 1962 and purchased Ethyl Corporation, a company more than thirteen times its size.
Throughout the next few decades, The Ethyl Corporation, under the direction of the Albemarle Paper Manufacturing Company, further expanded their product line to include bromine (in 1969 in Magnolia, Arkansas), lubricant additives (in 1975), and aluminum alkyls (in 1976 in Feluy, Belgium). Further expansion of The Ethyl Corporation included the purchases of Dow Chemical's bromine division, Russ Pharmaceuticals, Inc., and Potasse et Produits Chimiques (PPC).
SELECTION & RECURITMENT
SOURCES OF RECRUITMENT
*External
External sources
*Management consultant
*Advertisement
*Management institute
*Recomendentaion
*Deputation personnel
Selection process:-
*Job analysis
*Initial screening
*Application bank
*Test
*Interview
*Reference check
*Medical final and job offer
MOTIVATION:-
The job of a manager in the workplace is to get things done through employees. To do this
the manager should be able to motivate employees. But that's easier said than done!
Motivation practice and theory are difficult subjects, touching on several disciplines.
In spite of enormous research, basic as well as applied, the subject of motivation is not
clearly understood and more often than not poorly practiced. To understand motivation one
must understand human nature itself. And there lies the problem!
InB. S. N. L as we all know that it’s a government organization so they not give such
motivational package which an employee get in private organization .But without motivation
package no employee give their maximum to the organization .some motivational package
which B.S.N.L give there employee is:-
•
Free telephone facility
•
Promotion
•
Transfer
•
Time to time revision of pay scale
•
Central government facility
•
Quarter for leaving
•
Good working environment
Employee Training
Employee training is the planned effort of an organization to help employees learn the job
related behaviours and skills they will need to do their job properly. It is a set of planned
activities that the organization will have their employees complete in order to increase their job
knowledge and skills and to have them get accustomed to the attitudes and social atmosphere
of the company. It will help the employee to be familiar with the goals of the organization and
the job requirements.
There are typical steps that go into a training program. These are outlined below.
1) Conduct Needs Assessment:
A need is described as a "gap" between what is currently known and what will be needed now
and in the future. These gaps in knowledge could be between what an organization expects to
happen and what actually does, how employees are performing on the job and how the
organization desires them to perform, and existing skills and desired skill level.
In order to conduct an assessment there are some analyses that must be done.
* An organizational analyses determines the effectiveness of an organization, where training is
needed and under what conditions the training will be conducted.
* A task analysis is used to provide data about a job or group of jobs, and the knowledge, skills,
attitudes and abilities that are needed to achieve optimum performance. This information can
come rom job descriptions, task analyses, employee questionnaires and interviews,
performance evaluation, and observation of the workplace.
* Finally - person analysis analyses how well an individual employee is doing their job and
determines which specific employees need training and what kind of training. The methods of
this kind of analysis include employee questionnaires and interviews, performance evaluation,
skill and knowledge testing and the observation of behaviour and results.
2) Implement Training Methods:
Now that the analysis has been done, the training method needs to be chosen. The two most
frequently used training methods include:
*Lect ure: Lecture involves one-way communication, from instructor to learner - the learner is
passive in the process.
*O n- t he- j ob- t rai ni ng: This method involves such methods as apprenticeship and mentoring,
where the employee is actively engaged in the type of work they will later be doing on their own.
* Programmed instruction: This is a form of instruction that is pre-programmed and then
delivered methodologically to an individual. This form of instruction is self-paced - the employee
determines how fast they will learn and complete the steps and it is often completed more
quickly than group training. It can be delivered via a computer and can be costly to prepare.
*Si mul at i ons: This sort of training involves an employee being placed into a simulated situation
of what may occur in real on-the-job situations. Techniques include: Case studies where
trainees analyze a problem outlined in a report and offer solutions; role playing where simulated
roles are acted out; and behavioural modelling where trainees observe proper work behaviour
and then role play it.Part of the implementation of the training is making sure that the training is
actually teaching the employees the skills they will need - this is known as the Transfer of
Training. A more technical definition is: the extent to which the knowledge, skills or attitudes
learned in the training will be used or applied on the job. There are ways to increase the
probability of what employees are being trained will really relate to their actual job behaviour. To
do this, one can maximize the similarity between the training situation and the job situation,
provide a variety of examples when teaching skills and reward trained behaviours and ideas on
the job.
3) Training Evaluation:
Training evaluation is used to evaluate the reactions of the learners, measure the learning that
occurred, assess on-the-job behaviours, identify business results that are due to the training
and calculate if the investment in training has had any return in the gains of the company.
Business results can be measured in "hard" data and "soft" data. Hard data are measures of
productivity, quality, material costs, absenteeism and turnover and customer satisfaction. Soft
data is items such as job satisfaction, teamwork, and organizational commitment on the part of
the employees.
In 1921, a team of chemists performing research for General Motors discovered tetraethyl lead (TEL) had antiknock properties as a gasoline additive. As a result, the Ethyl Gasoline Corporation in Richmond, Virginia began production of tetraethyl lead in 1937. TEL remained the primary product of the Ethyl Gasoline Corporation through the next four decades. When the Ethyl Gasoline Corporation expanded its product line (particularly to include MMT), its name was changed to the Ethyl Corporation.
The Albemarle Paper Manufacturing Company borrowed $200 million in 1962 and purchased Ethyl Corporation, a company more than thirteen times its size.
Throughout the next few decades, The Ethyl Corporation, under the direction of the Albemarle Paper Manufacturing Company, further expanded their product line to include bromine (in 1969 in Magnolia, Arkansas), lubricant additives (in 1975), and aluminum alkyls (in 1976 in Feluy, Belgium). Further expansion of The Ethyl Corporation included the purchases of Dow Chemical's bromine division, Russ Pharmaceuticals, Inc., and Potasse et Produits Chimiques (PPC).
SELECTION & RECURITMENT
SOURCES OF RECRUITMENT
*External
External sources
*Management consultant
*Advertisement
*Management institute
*Recomendentaion
*Deputation personnel
Selection process:-
*Job analysis
*Initial screening
*Application bank
*Test
*Interview
*Reference check
*Medical final and job offer
MOTIVATION:-
The job of a manager in the workplace is to get things done through employees. To do this
the manager should be able to motivate employees. But that's easier said than done!
Motivation practice and theory are difficult subjects, touching on several disciplines.
In spite of enormous research, basic as well as applied, the subject of motivation is not
clearly understood and more often than not poorly practiced. To understand motivation one
must understand human nature itself. And there lies the problem!
InB. S. N. L as we all know that it’s a government organization so they not give such
motivational package which an employee get in private organization .But without motivation
package no employee give their maximum to the organization .some motivational package
which B.S.N.L give there employee is:-
•
Free telephone facility
•
Promotion
•
Transfer
•
Time to time revision of pay scale
•
Central government facility
•
Quarter for leaving
•
Good working environment
Employee Training
Employee training is the planned effort of an organization to help employees learn the job
related behaviours and skills they will need to do their job properly. It is a set of planned
activities that the organization will have their employees complete in order to increase their job
knowledge and skills and to have them get accustomed to the attitudes and social atmosphere
of the company. It will help the employee to be familiar with the goals of the organization and
the job requirements.
There are typical steps that go into a training program. These are outlined below.
1) Conduct Needs Assessment:
A need is described as a "gap" between what is currently known and what will be needed now
and in the future. These gaps in knowledge could be between what an organization expects to
happen and what actually does, how employees are performing on the job and how the
organization desires them to perform, and existing skills and desired skill level.
In order to conduct an assessment there are some analyses that must be done.
* An organizational analyses determines the effectiveness of an organization, where training is
needed and under what conditions the training will be conducted.
* A task analysis is used to provide data about a job or group of jobs, and the knowledge, skills,
attitudes and abilities that are needed to achieve optimum performance. This information can
come rom job descriptions, task analyses, employee questionnaires and interviews,
performance evaluation, and observation of the workplace.
* Finally - person analysis analyses how well an individual employee is doing their job and
determines which specific employees need training and what kind of training. The methods of
this kind of analysis include employee questionnaires and interviews, performance evaluation,
skill and knowledge testing and the observation of behaviour and results.
2) Implement Training Methods:
Now that the analysis has been done, the training method needs to be chosen. The two most
frequently used training methods include:
*Lect ure: Lecture involves one-way communication, from instructor to learner - the learner is
passive in the process.
*O n- t he- j ob- t rai ni ng: This method involves such methods as apprenticeship and mentoring,
where the employee is actively engaged in the type of work they will later be doing on their own.
* Programmed instruction: This is a form of instruction that is pre-programmed and then
delivered methodologically to an individual. This form of instruction is self-paced - the employee
determines how fast they will learn and complete the steps and it is often completed more
quickly than group training. It can be delivered via a computer and can be costly to prepare.
*Si mul at i ons: This sort of training involves an employee being placed into a simulated situation
of what may occur in real on-the-job situations. Techniques include: Case studies where
trainees analyze a problem outlined in a report and offer solutions; role playing where simulated
roles are acted out; and behavioural modelling where trainees observe proper work behaviour
and then role play it.Part of the implementation of the training is making sure that the training is
actually teaching the employees the skills they will need - this is known as the Transfer of
Training. A more technical definition is: the extent to which the knowledge, skills or attitudes
learned in the training will be used or applied on the job. There are ways to increase the
probability of what employees are being trained will really relate to their actual job behaviour. To
do this, one can maximize the similarity between the training situation and the job situation,
provide a variety of examples when teaching skills and reward trained behaviours and ideas on
the job.
3) Training Evaluation:
Training evaluation is used to evaluate the reactions of the learners, measure the learning that
occurred, assess on-the-job behaviours, identify business results that are due to the training
and calculate if the investment in training has had any return in the gains of the company.
Business results can be measured in "hard" data and "soft" data. Hard data are measures of
productivity, quality, material costs, absenteeism and turnover and customer satisfaction. Soft
data is items such as job satisfaction, teamwork, and organizational commitment on the part of
the employees.
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