INTRODUCTION

DEFINITION OF TIME MANAGEMENT: Time management is the act or process of exercising conscious control over the amount of time spent on specific activities, especially to increase efficiency or productivity. Time management may be aided by a range of skills, tools, and techniques used to manage time when accomplishing specific tasks, projects and goals. This set encompasses a wide scope of activities, and these include planning, allocating, setting, delegation, analysis of time spent, monitoring, organizing, scheduling, and prioritizing. Initially, time management referred to just business or work activities, but eventually the term broadened to include personal activities as well. A time management system is a designed combination of processes, tools, techniques, and methods. Usually time management is a necessity in any project development as it determines the project completion time and scope. Time management and related concepts Time management has been considered as subsets of different concepts such as:

Project management. Time Management can be considered as a project management

subset and is more commonly known as project planning and project scheduling. Time Management has also been identified as one of the core functions identified in project management.

Attention

management:

Attention

Management

relates

to

the

management

of cognitive resources, and in particular the time that humans allocate their mind (and organizations the minds of their employees) to conduct some activities.

Personal knowledge management: see below (Personal time management). Conceptual effect on labor

Professor Stephen Smith, of BYUI, is among recent sociologists that have shown that the way workers view time is connected to social issues such as the institution of family, gender roles, and the amount of labor by the individual.

Personal Time Management Time management strategies are often associated with the recommendation to set personal goals. These goals are recorded and may be broken down into a project, an action plan, or a simple task list. For individual tasks or for goals, an importance rating may be established, deadlines may be set, and priorities assigned. This process results in a plan with a task list or a schedule or calendar of activities. Authors may recommend a daily, weekly, monthly or other planning periods associated with different scope of planning or review. This is done in various ways, as follows. Time management also covers how to eliminate tasks that don't provide the individual or organization value. Task list A task list is a list of tasks to be completed, such as chores or steps toward completing a project. It is an inventory tool which serves as an alternative or supplement to memory. Task lists are used in self-management, grocery lists, business management, project

management, and software development. It may involve more than one list. When one of the items on a task list is accomplished, the task is checked or crossed off. The traditional method is to write these on a piece of paper with a pen or pencil, usually on a note pad or clip-board. Writer Julie Morgenstern suggests "do's and don'ts" of time management that include:

Map out everything that is important, by making a task list Create "an oasis of time" for one to control Say "No" Set priorities Don't drop everything Don't think a critical task will get done in spare time.

Numerous digital equivalents are now available, including PIM (Personal information management) applications and most PDAs. There are also several web-based task list applications, many of which are free.
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Task list organization Task lists are often tiered. The simplest tiered system includes a general to-do list (or taskholding file) to record all the tasks the person needs to accomplish, and a daily to-do list which is created each day by transferring tasks from the general to-do list.

Task lists are often prioritized: An early advocate of "ABC" prioritization was Alan Liken. In her system "A" items

were the most important ("A-1" the most important within that group), "B" next most important, "C" least important.

A particular method of applying the ABC method assigns "A" to tasks to be done To prioritize a daily task list, one either records the tasks in the order of

within a day, "B" a week, and "C" a month.

highest priority, or assigns them a number after they are listed ("1" for highest priority, "2" for second highest priority, etc.) which indicates in which order to execute the tasks. The latter method is generally faster, allowing the tasks to be recorded more quickly.

Another way of prioritizing compulsory tasks (group A) is to put the most unpleasant

one first. When its done, the rest of the list feels easier. Groups B and C can benefit from the same idea, but instead of doing the first task (which is the most unpleasant) right away, it gives motivation to do other tasks from the list to avoid the first one.

A completely different approach which argues against prioritizing altogether was put

forward by British author Mark Forster in her book "Do It Tomorrow and Other Secrets of Time Management". This is based on the idea of operating "closed" to-do lists, instead of the traditional "open" to-do list. He argues that the traditional never-ending to-do lists virtually guarantees that some of your work will be left undone. This approach advocates getting all your work done, every day, and if you are unable to achieve it helps you diagnose where you are going wrong and what needs to change. Software applications Modern task list applications may have built-in task hierarchy (tasks are composed of subtasks which again may contain subtasks), may support multiple methods of filtering and ordering the list of tasks, and may allow one to associate arbitrarily long notes for each task.

In contrast to the concept of allowing the person to use multiple filtering methods, at least one new software product additionally contains a mode where the software will attempt to dynamically determine the best tasks for any given moment. Many of the software products for time management support multiple users. It allows the person to give tasks to other users and use the software for communication In law firms, law practice management software may also assist in time management. Task list applications may be thought of as lightweight personal information

manager or project management software. Attention Deficit Hyperactivity Disorder / Attention Deficit Disorder Excessive and chronic inability to manage time effectively may be a result of Attention Deficit Hyperactivity Disorder (ADHD) or Attention Deficit Disorder (ADD). Diagnostic criteria include: A sense of underachievement, difficulty getting organized, trouble getting started, many projects going simultaneously and trouble with follow-through.

Prefrontal cortex: The prefrontal cortex is the most recently evolved part of the brain.

It controls the functions of attention span, impulse control, organization, learning from experience and self-monitoring, among others. Some authors argue that changing the way the prefrontal cortex works is possible and offers a solution. Caveats Dwelling on the lists

According to Sandberg, task lists "aren't the key to productivity [that] they're cracked

up to be". He reports an estimated "30% of liters spend more time managing their lists than [they do] completing what's on them".

This could be caused by procrastination by prolonging the planning activity. This is

akin to analysis paralysis. As with any activity, there's a point of diminishing returns.

Rigid adherence

Hendrickson asserts that rigid adherence to task lists can create a "tyranny of the to-do

list" that forces one to "waste time on unimportant activities".

Again, the point of diminishing returns applies here too, but toward the size of the

task. Some level of detail must be taken for granted for a task system to work. Rather than put "clean the kitchen", "clean the bedroom", and "clean the bathroom", it is more efficient to put "housekeeping" and save time spent writing and reduce the system's administrative load (each task entered into the system generates a cost in time and effort to manage it, aside from the execution of the task). The risk of consolidating tasks, however, is that "housekeeping" in this example may prove overwhelming or nebulously defined, which will either increase the risk of procrastination, or a mismanaged project.[citation needed]

Listing routine tasks wastes time. If you are in the habit of brushing your teeth every

day, then there is no reason to put it down on the task list. The same goes for getting out of bed, fixing meals, etc. If you need to track routine tasks, then a standard list or chart may be useful, to avoid the procedure of manually listing these items over and over.[citation needed]

To remain flexible, a task system must allow for disaster. A company must be ready

for a disaster. Even if it is a small disaster, if no one made time for this situation, it can metastasize, potentially causing damage to the company .

To avoid getting stuck in a wasteful pattern, the task system should also include

regular (monthly, semi-annual, and annual) planning and system-evaluation sessions, to weed out inefficiencies and ensure the user is headed in the direction he or she truly desires.

If some time is not regularly spent on achieving long-range goals, the individual may

get stuck in a perpetual holding pattern on short-term plans, like staying at a particular job much longer than originally planned. Techniques for setting priorities

There are several ways to set priorities.

ABC analysis A technique that has been used in business management for a long time is the categorization of large data into groups. These groups are often marked A, B, and Chence the name. Activities are ranked upon these general criteria:

A Tasks that are perceived as being urgent and important, B Tasks that are important but not urgent, C Tasks that are neither urgent nor important.

Each group is then rank-ordered in priority. To further refine priority, some individuals choose to then force-rank all "B" items as either "A" or "C". ABC analysis can incorporate more than three groups. ABC analysis is frequently combined with Pareto analysis. Pareto analysis This is the idea that 80% of tasks can be completed in 20% of the disposable time. The remaining 20% of tasks will take up 80% of the time. This principle is used to sort tasks into two parts. According to this form of Pareto analysis it is recommended that tasks that fall into the first category be assigned a higher priority. The 80-20-rule can also be applied to increase productivity: it is assumed that 80% of the productivity can be achieved by doing 20% of the tasks. Similarly, 80% of results can be attributed to 20% of activity. If productivity is the aim of time management, then these tasks should be prioritized higher. It depends on the method adopted to complete the task. There is always a simpler and easy way to complete the task. If one uses a complex way, it will be time consuming. So, one should always try to find out the alternate ways to complete each task.

The Eisenhower Method

A basic "Eisenhower box" to help evaluate urgency and importance. Items may be placed at more precise points within each quadrant. All tasks are evaluated using the criteria important/unimportant and urgent/not urgent and put in according quadrants. Tasks in unimportant/not urgent are dropped, tasks in important/urgent are done immediately and personally, tasks in unimportant/urgent are delegated and tasks in important/not urgent get an end date and are done personally. This method is said to have been used by U.S. President Dwight D. Eisenhower, and is outlined in a quote attributed to him: What is important is seldom urgent and what is urgent is seldom important. POSEC method POSEC is an acronym for Prioritize by Organizing, Streamlining, Economizing and Contributing. The method dictates a template which emphasizes an average individual's immediate sense of emotional and monetary security. It suggests that by attending to one's personal responsibilities first, an individual is better positioned to shoulder collective responsibilities.

Maslows Hierarcy 1. 2. Prioritize - Your time and define your life by goals. Organizing - Things you have to accomplish regularly to be successful.

(Family and Finances) 3. 4. Streamlining - Things you may not like to do, but must do. (Work and Chores) Economizing - Things you should do or may even like to do, but they're not

pressingly urgent. (Pastimes and Socializing) 5. Contributing - By paying attention to the few remaining things that make a

difference. (Social Obligations).

Time Management It is based on principles and is a variety of techniques that facilitate the best use of time. Time Management is the development of process and tools that increase a business time efficiency. Time Management is commonly defined as the management of time in order to make the most use of it. Work Smarter. Take control of your Workload

A Start

Personal time Management skills are essential skills for effective people. People who use this technique routinely are the highest achievers in all walks of life, from business to sport to public service. Setting priorities and managing time effectively is basic to managing individual and organizational performance. The pressure to find innovative ways to achieve goals, pay attention to the competition, respond quickly to customer needs and enjoy life outside of is even more intense in todays structured, information- driven workplace. Meeting the daily challenge of managing professional and personal responsibilities requires a learning strategy designed to meet individual needs. Time Management training uses unique
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learning tools and enjoys an engaging format that will provide learners with a complete assessment of their current time management effectiveness. Time is not adaptable, so time management is really about self management. Managing time appropriately means adapting our self to its passage in a more satisfying manner. Time Management training is full of new techniques and effective time management strategies to help participants do just those.

The 80:20 Rule

This is neatly summed up in the Pareto Principle or the 80:20 rule. This says that typically 80% of the unfocused effort generates only 20% result. This means that the remaining 80% of results are achieved with only 20% of effort, while the ratio is not only 80:20. By applying the Time Management Tips we can optimize our effort. Time Management Training is the ultimate solution to help the organization develop and nurture true time masters. Objectives Of Time Management Learn to identify time strengths and challenges areas. Learn how to rate tasks by priority. Discover methods to improve productivity by controlling interruptions selling priorities and managing time effectively is basic to managing individual and organizational performance. Meeting the daily challenge of managing professionals and personal responsibilities requires a learning strategy designed to meet individual needs. Time Management uses a unique learning tool to provide the employees with a complete assessment of their current time management effectiveness. With the help of effective Time Management employees will develop a framework to develop customized strategies for skills improvement in key areas of Time Management.

Time Management Helps in Areas Such As: Attitude Goals Priorities Planning Scheduling Meetings Team Time Delegation Analyzing Written Communication

4 Ds of Time Management This is just a short post about a general way to deal with mail that many Time Management Philosophies espouse: If it is not important If it can be done in 2 minutes or less, do it. If it is not for you or if you can, delegate it. If you need to do it, but it takes longer than 2 minutes, defer it.

Whole Time Management systems are built around answering these two questions. In outlook 12, we introduced date based flagging to help customers easily defer dealing with mail. The rest of the outlook 12 task management is designed to answer the second question, which is really: how do I manage all of these tasks that I have deferred ? At the heart of Time Management is an important shift in focus : Concentrate on result, not on being busy. Many People spend their days in a frenzy of activity but achieve very little, because they are not concentrating their effort on the things that matter the most.

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Time Management skills are essential for many people; these are the practical techniques which have helped the leading people in business. Sports and Public service reaches the pinnacles of their careers. Time Management includes tools or techniques for Planning and Scheduling the time, usually with the aim to increase the effectiveness and/or efficiency personal and corporate time use. They are embodied in a number of books, seminars, and courses, which may offer conflicting advice. The common denominators of these strategies are a to-do-list, setting priorities and goal management. Some of the best known examples of Time Management Strategies are tied to specific lines of Time Management Products. Time Management for personal use is a type of self management. In a corporate setting, Time Management software can satisfy the need to control employees, make it easier to coordinate work and increase accountability of individual employee. Planning time and writing to-do-lists also consumes time and needs to be scheduled. This is one of the major criticisms of Time Management. In my project, titled, Time Office Management In Unicom Time Solution Pvt. Ltd., I have to bring out the importance of Time to be managed in Unicom Time Solution Pvt. Ltd. Hours Of Work work. Long Hours not only cause physical exertion but also keep a worker away from home for a long time, and he can not reasonably look after his house hold affairs and his family members and devote some time for his physical and mental recreation and social welfare. The Indian employers often complain that the Indian worker is incapable of steady and continues work. Men are often found absent from their machines, an spare hands have to be employed to attend the machines of the idlers. A normal period of working hours, with rest interval, would enable the workers to perform their duties efficiently and happily. The climatic condition of the country and healthy working conditions also point out the necessity of lower hours of work in India.
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Importance Of Regulating Hours Of Work

The health and efficiency of workers depend mostly on the number of hours they have to

Hence the question of reduction in the hours of work as always been an important question for industrial worker in India. time. The first Factories Act of 1881, only fix the hours of work for children, between 7 & 12 years, at 9 per day, with 1 hour daily rest and four holidays in a month. No relief was afforded for the Adults. Some rules made by the Delhi Govt. under Factories Act are : The total numbers of hours of work in any day shall not exceed Ten The spread over, inclusive of intervals for rest, shall not exceed Twelve Hours in any one day The total numbers of hours of work in a week, including overtime, shall not exceed sixty The total numbers of hours of overtime shall not exceed Fifty for anyone quarter Rules made under this section shall remain in force for not more than Five years. Hours Of Work As Fixed By Factories Act The hours of work have been fixed in the country by the various Factories Acts from time to

The Factories Act was amended in 1954, primarily to effect to the I.L.O. convention regarding employment of persons an women in Factories during night, which had been ratified by India. The amending act permits Chief inspectors of Factories to grant exemptions to factories from the limit relating to daily hours of work to facilitate the change of shifts, any factories may be allowed, for any special reason, to grant rest interval to its employees after 6 hours of continues work instead of half an hours interval after 5 hours of work. The amending act also places further restriction on the employment of children and adolescent below the age of 17 during night. Night has been defined as a period of at least 12 consecutive hours which must include an interval of at least 7 consecutive hours following between 10 pm and 6 am, in the case of children and 10 pm and 7 am, in the case of adolescents.

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Hours of work to correspond with Notice under Section 61 and register under section 62 :

No Adult worker shall be required or allowed to work in any factory otherwise than in accordance with the Notice of periods of work for adults displayed in the factory and the entries made beforehand against her name in the register of adult workers of the factory. Hours of work to correspond with Notice under section 72 and register under section 73 : No child shall be employed in any factory otherwise than in accordance with the Notice of periods of work for children displayed in the factory and the entries made beforehand against her name in the register of child workers of the factory. Hours Of Work In Mines As regard mines, hours of work where first regulates by, The Indian Mines Act of 1923, at 60 per week for above ground, and 54 for those working under ground. The Indian Mines Act, passed in Feb. 1952, consolidates the existing law relating to employment and condition of work in the mining industry and brings it in the line with the provisions with the Factory Act of 1948. The Act reduces the working hours of all adult workers, both surface and underground, 248 per week and provides that no worker will be allowed to work for more than 9 hours a day above ground, and 8 hours a day below ground. The Maximum spread over has been fixed at 12 hours for surface workers and 8 hours for underground workers. For certain a category of underground workers of 54 hours week has been prescribed with 9 hours daily work. The surface adult workers are to get half an hour interval after 5 hours of work. No body is to work for more than 10 hours a day even with overtime. Hour Of Work In Railways In Railways, the hours of work are fixed by the Indian Railways Act of 1930, which laid down the hours of employment regulations and the hours were fixed at 60 per week for employees with continues work, and 84 per week for employees with intermittent work. A weekly holiday was made compulsory, except in emergency cases. At present, workers in all major railways come under the scope of this hour of employment regulations.

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It may be noted that this does not apply to workers in the railway workshop which are subject to the Indian Factories Act. The main provisions of the Amending Act of 1956 deal with: Classification of railway system Hours of work Periods of rest workers are classified in Four categories ; i,e; Intensive Continuous Essentially intermittent Excluded The maximum hours of work have been fixed as 45 hours a week for intensive workers, 54 hours a week for continuous workers and 75 hours a week for essential workers. Periods of rest have laid down for all types of workers. Hours Of Work In Plantations Hours of work in the plantations, for a long time were not regulated by law. In the plantations of North India, laborers usually worked from 8 am to 2-3 pm. In the South India tea and coffee estates, the hours were usually longer, from 8 am to 5-6 pm, with a rest interval of one hour, which was often encroached upon. Sunday has been usually a holiday in tea coffee estate, except in the busy season. Some garden in Assam granted two or three holidays a year, but the large majority of the garden granted no paid holidays. A Critical Estimate Of Hours Of Work Thus, we find that statutory provision exist in India to quite a large extent for limiting the hours of work, and the only need is to extent them to unregulated factories, agricultural laborers and domestic servant. The 48 per week, a fixed by the Factories Act of 1948, is the quite sufficient at the present time, and the hours of work can not be considered as very long, specially in view of the psychology of worker in India. However that does not mean that hours of work should not be lowered, without affecting production in the factories. What we mean to say is that, hours of work can further be reduced
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by introducing labor-saving machines and by improving the efficiency of the worker, and enforcing the greater discipline among them. Labor- saving devices must be viewed from the point of view of labor and should benefit them by reductions of theirs hours of work, while securing the same or even more output. It may be mentioned that, in June 1961, I.L.O. has suggested a 40 hour week without any reduction in wages but the recommendation could not finally be adopted by the International Labor Conference due to lack of majority support. Absenteeism Employees presence at work place during the scheduled time is highly essential for the smooth running of the production process in particular and organization in general. Despite the significance of their presence, employs sometime fail to report at work place during the scheduled time, which is known as, Absenteeism. Labor bureau, Smile, define the term Absenteeism as the failure of a worker to report for work when he is scheduled to work. Types Of Absenteeism : Authorized Absenteeism Unauthorized Absenteeism Willful Absenteeism Caused by circumstances beyond ones control Authorized Absenteeism It is of four types:

If an employee absents himself from word by taking permission from her superior and applying for leave. Such Absenteeism is Authorized absenteeism Unauthorized Absenteeism If an employee absents from work without informing or taking permission and without applying for leave. It is Unauthorized Absenteeism. Willful Absenteeism If an employee absents himself duty willfully. It is Willful Absenteeism.

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LITERTURE REVIEW
During the last two decades, there has been a growing recognition of the importance of time in the organizational literature. According to orlikowsky and Yates (2002), the temporal dimension of work has become more important because of expanding global competition and increased demands for immediate availability of products and services. Grammar (2002) has pointed at the increased pace of life shown in doing things faster (acceleration), contracting time expenditure (e.g. eat faster, sleep less), and compressing actions (making a phone call while having lunch). other studies have examined the perception of time in organizational contexts (e.g. palmer and schoolman, 1999) and the experience of time pressure among employees (e.g. Jackson and martin, 1996; major et al., 2002; Tuchman et al., 1999). The increasing salience of time is rejected in theoretical as well as practical publications. A number of authors discussed the need for better incorporating time in theoretical models and research designs (e.g. Ancon et al., 2001; George and Jones, 2000; Wright, 2002). Others focused on the ways in which people in organizations manage their time, and on ways in which these efforts can be improved (e.g. Macon, 1994). In this article we will address time from the second perspective, and review the empirical studies on time management. More specically, we will review denitions of time management, discuss methods for studying time management, summarize empirical endings on time management and the use and effectiveness of time management methods, identify gaps in the current research literature, and give suggestions for future research. The interest in time management is by no means new. The problem of how to manage time was already discussed in the 1950s and 1960s, and several authors proposed methods on how to handle time issues on the job (e.g. Ducker, 1967; Liken, 1973; Mackenzie, 1972; McKay, 1959). They suggested simple remedies such as writing work plans down on paper (so-called to-do lists) in order to increase job performance. At the same time, some authors (e.g.
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Ducker, 1967) recognized that planning tasks and activities does not always lead to the completion of planned work, especially when time pressure is high. McKay (1959) developed a concept for a time-management training program, which is still being used. Critical elements are: giving insight into time-consuming activities, changing time expenditure, and increasing workday efficiency by teaching people how to make a daily planning, how to priorities tasks, and how to handle unexpected tasks. Many books and articles were written to convey these and similar ideas to managers, promising them a greater effectiveness while using less time (e.g. Blanchard and Johnson, 1982). Over the years the focus of time management publications and training courses has shifted from managers as the major target group to a broad audience of working people. The term time management is actually misleading. Strictly speaking, time cannot be managed, because it is an inaccessible factor. Only the way a person deals with time can be inuenced. Time management can be viewed as a way of monitoring and controlling time (e.g. Elam and Aaron, 2003). In this regard, it would be more appropriate to speak about self-management with regard to the performance of multiple tasks within a certain time period. But in the literature, the term selfmanagement has a different meaning. It refers to monitoring and regulating oneself, but without any septic reference to techniques for monitoring time use. Therefore, we will stick to the use of the term time management in the present paper. In spite of all popular attention to managing time, relatively little research has been conducted on the processes involved in using ones time effectively (e.g. by using prime time to carry out important tasks) and completing work within deadlines. In 1987, a review was published that addressed the increasing popularity of time management (Richards, 1987). It discussed the principles mentioned by authors like McKay (1959) and concluded that, for instance, setting life goals and keeping time logs were important techniques for effectively managing ones time. Although this article was helpful in understanding the ideas behind the notion of time management, it was not a review of empirical time management studies. In fact, to our knowledge, no reviews of empirical research of time management have been published since the article by Richards (1987). Therefore, the rst aim of the present study is to review past empirical studies on time management and to determine the state-of-the-art in this area of research. We will review the way in which researchers have incorporated time management
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concepts and methods in their research and critically discuss the research designs they used. Questions to be addressed are: What is time management behavior? What are its antecedents? What is its impact on outcome variables, such as health and job performance? Our second aim is to determine in which areas more research is needed to extend the present knowledge of time management and the processes involved. DEFINITIONS OF TIME MANAGEMENT There is no agreement on the denition of time management in past studies. Although many authors referred to Liken (1973), who suggested that time management involves the process of determining needs, setting goals to achieve these needs, prioritizing and planning tasks required to achieve these goals, several other denitions were suggested. Thus, time management has been referred to as: techniques for managing time (Jed and Lacquer, 1999; Davis, 2000; Macon, 1994, 1996; Macon et al., 1990; Mud rack, 1997); a technique for effective time use, especially having enough time to accomplish the many tasks required (Orpen, 1994; Sliven and Totter dell, 1993; Wool folk and Wool folk, 1986); planning and allocating time (Burt and Kemp, 1994; Francis-Scythe and Robertson, 1999a); the degree to which individuals perceive their use of time to be structured and purposive (Bond and Feather, 1988; Strongman and Burt, 2000; Sabelis, 2001; Vodanovich and Seib, 1997); a way of getting insight into time use (Koolhaas et al., 1992); a technique to increase the time available to pursue activities (King et al., 1986); practices intended to maximize intellectual productivity (Britton and Teaser, 1991); an application of self-regulation processes in the temporal domain (Griffiths, 2003); coping behavior in at-risk populations (King et al., 1986); self-regulation strategies aimed at discussing plans, and their efficiency (Elam and Aaron, 2003); the use of procedures that are designed to help the individual to achieve his or her desired goals (Hall and Hirsch, 1982); ways to assess the relative importance of activities through the development of a prioritization plan (Kaufman-Scarborough and Lindquist, 1999); clusters of behavior that are deemed to facilitate productivity and alleviate stress (Lay and Schulenburg, 1993). Some authors gave no denition at all (Baring et al., 1996; Simons and Galati, 1992; True man and Hartley, 1996).

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Besides time management, other terms, such as time structure (Bond and Feather, 1988), were used interchangeably with essentially the same meaning. Because a commonly accepted denition of the concept was lacking, we found it difficult to determine the exact content of time management in past research, to describe the current state of affairs, and to identify which parts are responsible for what results. Based on the literature, we suggest a denition of time management as behaviors that aim at achieving an effective use of time while performing certain goal-directed activities. This denition highlights that the use of time is not an aim in itself and cannot be pursued in isolation. The focus is on some goal-directed activity, such as performing a work task or an academic duty, which is carried out in a way that implies an effective use of time. These behaviors comprise: .Time assessment behaviors, which aim at awareness of here and now or past, present, and future (Kaufman et al., 1991) and self-awareness of ones time use (attitudes, cognitions, e.g. Watcher and Jones, 1988), which help to accept tasks and responsibilities that t within the limit of ones capabilities. . Planning behaviors, such as setting goals, planning tasks, prioritising, making to-do lists, grouping tasks (e.g. Britton and Teaser, 1991; Macon, 1994, 1996) which aim at an effective use of time. Monitoring behaviors, which aim at observing ones use of time while performing activities, generating a feedback loop that allows a limit to the inuence of interruptions by others (e.g. Fox and Dwyer, 1996; Zijlstra et al., 1999). Measurement instruments used Past studies have mainly used self-report questionnaires. There were only a few diary studies and experiments. In total, ten different types of self-report questionnaires were used to measure time management behaviors, three types of which were used more often. These questionnaires are:

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(1) the time management behavior scale (TMBS, Macon et al., 1990); (2) the time structure questionnaire (TSQ, Bond and Feather, 1988); and (3) the time management questionnaire (TMQ, Britton and Teaser, 1991). The TMBS was constructed by Macon et al. (1990), and was based on a list of popularized concepts of time management behaviors examined by factor analysis. The subscales were: setting goals and priorities, mechanics of time management (e.g. making to-do lists), preference for organization (e.g. having a preference for an orderly way of working), and perceived control of time. Reliability levels were moderate and differed greatly among different studies (see, for instance, Davis, 2000). In her study in 1994, Macon argued that perceived control of time was actually an outcome variable of time management behaviors, and should not be considered part of the TMBS. Adams and Jex (1997) tested the underlying factor structure of the TMBS using conrmatory factor analysis and found additional evidence for a three-factor solution, although they included only 28 of the 33 original items. Shamanic et al. (1993) investigated the convergent validity of the TMBS by examining the relationships with three other scales (including the TSQ). They found that the TMBS factors were signicantly correlated with the other scales and concluded that the TMBS had convergent validity. They stated that the TMBS is the most elaborately validated scale to measure time management behaviors. The studies that included the TMBS did not present all information on the internal consistency of the scales (e.g. Adams and Jex, 1997). Those who did present coefficient alphas found that they ranged from 0.50 to 0.90 (Adams and Jex, 1999; Davis, 2000; Francis-Smythe and Robertson, 1999a; Macan et al., 1990; Macan, 1994; Mudrack, 1997; Shahani et al., 1993). The lowest coefcients alphas were found for the preference for organization-scale (0.50, 0.60, 0.68, 0.70, and 0.83, respectively). The TSQ was constructed by Bond and Feather (1988) and consists of items referring to the extent to which time is used in a structured and purposeful way. Factor analysis on the items of the TSQ revealed six factors, but only ve could be named, i.e. sense of purpose, structured routine, present orientation, effective organization, and persistence. Bond and Feather (1988) claimed that the TSQ meets the usual psychometric criteria for further use as a research
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instrument, and concluded that the scale had face validity. Although the internal consistency of the total TSQ score in the three samples amounted to 0.88, 0.92, and 0.91 respectively, the internal consistency for the subscales ranged from 0.55 to 0.75. A total of eight other studies included the TSQ and found internal consistencies ranging from 0 0.66 to 0.75. Mud rack (1997) compared the TMBS and the TSQ psychometrically and suggested to use shortened versions of both scales. His goal was to establish whether the factor structures of the TSQ en TMBS could be accurately replicated and whether a shorter scale would be acceptable. The coefficient alpha of both the TSQ and TMBS scales equaled or exceeded 0.70, with small differences between the original and shortened form. Based upon these endings, Mud rack (1997) recommended using a 20-item version (versus 26 original items) of the TSQ and a 26-item version (versus 46 original items) of the TMBS. The TMQ was constructed by Britton and Teaser (1991) and included items on attitudes towards time management (e.g. do you feel you are in charge of your own time, by and large?) and planning the allocation of time. The scale consisted of three factors, namely short-range planning, long-range planning, and time attitudes, which together accounted for 36 percent of the variance. Williams et al. (1995) included all three scales in a study but did not present internal consistency values or other psychometric information about the TMQ. Baring et al. (1996) used shortened forms of two scales, short-range and long-range planning, and conducted a conrmatory factor analysis. They found that a two-factor solution attend their data reasonably well, producing coefficients alpha of 0.85 and 0.73, respectively. True man and Hartley (1996) used 14 items of the original 18-item TMQ and identied two subscales, namely daily planning and condense in long-term planning, with coefficient alpha 0.85 and 0.71, respectively. A common feature of the time management measures is that each includes items that refer to planning behavior. The TMBS subscale setting goals and priorities, the TSQ factor structured routine, the TMQ subscales short-range planning and long-range planning all refer to planning tasks and activities. Other time management measures covered by this review also included planning behavior items relating, for instance, to yearly and daily
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planning reports (Elam and Aaron, 2003), using an activity log (Hall and Hirsch, 1982), and setting goals, following priorities, scheduling, organizing and planning (Lang, 1992). As for reliability and construct validity, the existing time management measures can clearly be improved. So far, most support was found for the TMBS (Macon, 1994) as a psychometrically reasonably sound measure for studying time management behavior. However, it is not an ideal measure because of the variability of internal consistency values and inconsistencies in endings with respect to the relations between the subscales and outcomes measures, which will be discussed next. Time management theory Not only a denition, but also a theory on time management is lacking. The question how does time management work and why? is still unanswered. Only Macon (1994) presented a model of time management that comprised antecedent, mediating, and outcome variables with respect to time management behaviors. Macon (1994) stated that time management training programs lead to three types of time management behaviors: (1) setting goals and priorities; (2) mechanics of time management; and (3) preference for organization. She hypothesized that these behaviors would result in perceived control of time, or the feeling of having control over ones time. Furthermore, perceived control of time was hypothesized to mediate between the time management behaviors and job-induced and somatic tension, job satisfaction, and job performance. Results showed that time management training was positively related to only one scale of the time management behaviors, goal setting and priorities. Setting goals and priorities and the mechanics of time management were positively related to perceived control of time, whereas preference for organization was not. Job-induced and somatic tension was negatively related, and job satisfaction was positively related to time management behavior and mediated by perceived control of time. Perceived control of time was not signicantly related to job performance. These results imply that by implementing time management techniques, one is able to experience control over what can be done within workday time. This feeling in turn has a positive effect on job satisfaction, and
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job-induced and somatic tensions. Three replication studies (Adams and Jex, 1999; Davis, 2000; Jex and Elacqua, 1999) provided only partial support to Macons (1994) model. Jex and Lacquer (1999) found that perceived control of time partially mediated the relations between goal setting and prioritizing, and preference for organization on the one hand, and strain on the other hand. Adams and Jex (1999) found that perceived control of time mediated between setting goals and priorities, mechanics of time management, and preference for organization on the one hand, and health and job satisfaction on the other hand. Setting goals and priorities and preference for organization were positively related to perceived control, whereas mechanics of time management were negatively related to perceived control of time. Davis (2000) found that perceived control of time only acted as a mediator in the relation between preference for organization and the outcome variables job related tension, somatic tension, and job satisfaction. Classes et al. (2004) used a different time management scale to test the mediation model over time. A planning scale was used instead. This study also revealed partial mediation of control of time. In conclusion, these studies found some support for Macons (1994) process model that hypothesized perceived control of time to fully mediate between time management behaviors and job- and person-related outcomes. As for the relationship between particular time management behaviors and outcomes, it was found that planning showed most signicant results. Bond and Feather (1988) for instance, found that the TSQ factor sense of purpose accounted for most of the variance in the total TSQ score and was therefore identied as the most important factor of the TSQ. Macon (1994) found that the subscale goal setting and prioritizing was signicantly related to outcomes such as perceived control of time and job satisfaction. Britton and Teaser (1991) found a positive relation between short-range planning and grade point average of students, whereas long-range planning was unrelated. They stated that short-range planning was a more effective time management technique than long-range planning because plans could be adjusted to fast changes or unpredictable situations, which allowed for exibility.
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Antecedents of time management Only a few studies have investigated antecedents of time management behavior. Yet, it is quite likely that certain personality traits act as antecedents of time management. Also, as is suggested by Macons (1994) model, time management training is a likely antecedent of time management behavior. To our knowledge, six studies focused on possible dispositional antecedents of time management, whereas eight studies investigated the effects of time management training. Dispositional characteristics. The study of Bond and Feather (1988) included many possible antecedent variables, such as neuroticism and extraversion, related to time structure or time management. Bond and Feather (1988) found that time structure (total TSQ score) was positively related to sense of purpose in life, self-esteem, and type A behavior, and negatively to neuroticism and anomie (i.e. the individuals generalized sense of self-to-others alienation (Bond and Feather, 1988, p. 323)). Francis-Smyth and Robertson (1999b) introduced a ve-factor scale of time personality (time personality indicator, TPI), four of which are work-related: Punctuality, Planning, Polychronicity, and Impatience. Planning for instance, was operationalised as an attitude towards planning and structuring tasks in advance. This study was conducted to examine the dimensions of time personality, rather than examine the relation between with behavior and outcomes. However, the authors suggested that people who obtain high scores on punctuality, planning, and polychronicity might have a higher need for controlling the situation and use these attitudes to achieve control. Lay and Schulenburg (1993) studied the relation between trait procrastination, i.e. the habitual tendency to avoid the start and completion of tasks, and time management. They found that people high on trait procrastination exhibited a greater likelihood of being behind schedule on their personal projects, studying fewer hours than intended for an examination, and having low scores on feeling in control of time, setting goals and priorities. They also used fewer time
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management techniques. Shaman et al. (1993) examined the relation between time management behaviors and sense of coherence, a construct that is assumed to reduce vulnerability to stress. They also studied the stability of time management behaviors under varying levels of academic stress. If time management is based on a personality trait, as they asserted, the reported use of time management behaviors should be unchanged under varying levels of stress. Their data provided some support for this idea. Kaufman-Scarborough and Lindquist (1999) studied the relation between time management and two styles of dealing with multiple tasks over time, i.e. the polychronic style (preference to perform two or more tasks simultaneously), and the monochromic style (preference to perform tasks sequentially). They found that people with a monochromic style more often engaged in detailed planning than those with a polychromic style. Yet, they found it hard to enact the planning, probably because they wanted to focus on one thing at the time. Polychromic perceived that they reached their planned goals more often than and were better able to manage work interruptions and activity switches than monochromic. Williams et al. (1995) investigated the relationship between the Myers Briggs Type Indicator (MBTI) and time management practices. They found that all TMQ-factors (Britton and Teaser, 1991), i.e. short-range planning, long-range planning, and time attitudes, were signicantly related to the J-P (judgment-perception) index of the MBTI. A high score on this scale indicates ... having a preference for a planned, orderly, and controlled way of living (Williams et al., 1995, p. 37). In conclusion, some support for a dispositional foundation of time management behavior was found because TSQ factors (Bond and Feather, 1988), TMQ factors PR 36,2 266(Britton and Teaser, 1991), and TMBS factors (Macon et al., 1990) appeared to be related to several personality variables, but this needs further exploration in future research. Within the five factor model of personality, time management appears to be most closely related to Conscientiousness, whereas Neuroticism may be a second relevant factor.
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Time management training programs. The effect of time management training programs on time management and on outcomes such as job performance was investigated in eight studies included in this review. The results with respect to the effectiveness of time management training were mixed. Five studies (Green and Skinner, 2005; King et al., 1986; Macon, 1994; Sliven and Totter dell, 1993; Van Eared, 2003) found support, as participants indicated that they did engage in time management behavior more frequently after a time management training program; one study (Macon, 1996) did not. A positive relation between time management training and performance (e.g. time spent on working on high-priority tasks) was found in three studies (Hall and Hirsch, 1982; King et al., 1986; Or pen, 1994), whereas in two other studies (Macon, 1996; Sliven and Totter dell, 1993) this relation was not found. Or pen (1994), for instance, conducted a eld experiment in which a self-developed time management scale was used. The participants of the training group rated their time management skills higher than the control group. A diary study showed that participants made more effective use of their time than the control group did, as rated by managers who examined their activity diaries. Although Macons (1996) study time management behaviors did not increase after the training program compared to a control group the participants did report more feeling of control of time after they had participated in a time management program. Van Eerde (2003) found that time management training signicantly increased participants time management behaviors and decreased worrying and trait procrastination in relation to a control group. Green and Skinner (2005) did not compare the results to a control group, but obtained posttraining scores and follow-up scores after several months. Companies from different sectors were included. Generally, the results were positive over a range of behaviors linked to the course book. In conclusion, past studies have demonstrated that time management training programs generally increased participants self-reported time management skills. Supervisor rating was positive in one study (Or pen, 1994), and some conurbation from supervisors or peers with the self-reports was obtained in three studies (Green and Skinner, 2005; Macon, 1994; Van Eared, 2003).
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Effects of time management Time management activity has been studied in relation to several other outcome variables. A rst group of studies have looked into effects on proximal variables, such as accurately estimated time duration (Burt and Kemp, 1994; Francis-Smyth and Robertson, 1999a); spending time on high-priority tasks (Hall and Hirsch, 1982); the ability to readjust plans to improve progress rate (Elam and Aaron, 2003). Other studies have examined effects on performance in work and academic settings, such as sales performance (Baring et al., 1996); job performance (Davis, 2000; Macon, 1994); college grades (Britton and Tenser, 1991; True man and Hartley, 1996); academic performance (Burt and Kemp, 1994); grade point average (Britton and Tenser, 1991); and total study habits score (Bond and Feather, 1988).

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INDUSTRY PROFILE
INFOSYS was promoted by software professionals, Viz Mr. S. Gopalakrishnan, Mr. K. Dines, Nandan M Nilekani, Mr. S.D. Shibulal, Mr. N.R. Narayana Murthy & Mr. N S Raghavan. - The company is engaged in software development in the form of services, turnkey projects and products for the domestic and export market. The software development is targeted towards the distribution, banking, telecommunication and manufacturing sectors worldwide. 1992 - On April 21st the name changed to Infosys Technologies Private Limited, and the Registered office was moved to Bangalore. - On June 2nd the company was converted into a Public Limited Company under the name Infosys Technologies Ltd. - The company provides software maintenance, re-engineering and downsizing of software applications in these market segments. It also markets internationally, two well-known packages, one for the distribution industry (DMAP) and one for retail banking (Bancs 2000). - The company has a joint venture in USA with KSA (Kurt Salmon Associates). KSA is a $40 million management consultancy company operating in ten cities of the USA and also in eight different countries. The company also has an offshore software development centre for General Electric USA. Yenta Corporation is an wholly owned subsidiary of the Company. 1993 - The Company turned up with ISO 9000 certification.

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- 19,76,100 No. of equity shares of Rs 10 each issued, subscribed and paid-up (15,84,000 shares to directors, promoters; 2,68,100 shares to employees of the company and 1,24,000 shares at a prem., of Rs 70 per to shareholders on right basis). - 68,600 shares reserved for allotment in preferential basis to employees of the company and group company (only 10,3000 shares taken up). Balance 13,07,200 shares along with 58,500 shares not taken up by employees were issued to the public (all were taken up). - The Company is entering into an agreement with Analog Devices Inc., USA, under which ADI will sell GAMANA Vector Tutorial software package (GVT), GAMANA Motion Control Development System (GMCDS) boards, GAMANA chip-sets and related software. - During the period company undertook to expand its activities by setting up a software technology park on 100% EOU. For this purpose Co. acquired 5 acres of land at Electronic city near Bangalore. - To part finance the Company's project for setting up a Software Technology Park, Company made a public issue of 13,76,000 equity shares of Rs. 10 each at a premium of Rs. 85 per share in February. 1994 - During the year marketing offices were opened in San Francisco, Cincinnati, New York and Dallas. - During the year company proposed to make a preferential issue of 7,50,000 warrants convertible into shares to the Infosys Technologies Ltd. Employees Trust to form the basis of employee stock offer plan. - 33,52,100 bonus equity shares issued in proportion 1:1. 5,50,000 No. of equity shares of Rs 10 each allotted at a premium of Rs 440 per share to FIIS, Mutual Funds and other on preferential basis. Of these some shares were forfeited. 1995 - On 11th February, the new STP at Electronics City was officially inaugurated. This is the largest, single-location, software development center available in India. - During the year BANCS 2000 was installed in Kenya, opening up the export market for the banking product group.
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- Necessary permissions were received for selling up wholly owned subsidiaries in the USA, Europe & Asia-pacific. - During the year the company established Yenta Corporation, a wholly owned subsidiary in USA investing US $ 5,00,000 in the equity of the said subsidiary. 1996 - The company recorded six new installations of BANCS 2000 in Africa & Asia. A new strategic business unit (SBU)-5 was added to concentrate on Internet and Internet consultancy. 1997 - The Institute of Chartered Accountants of India awarded the Silver shield for the BestPresented-Accounts, amongst the entries received from the non-financial, private sector companies for the year 1995. - The readers of the well-known Asia Money magazine have voted the company as India's best-managed Company for the year 1996. Company also won several awards for export performance. - In December, the Company announced its plans for an ADR issue up to US$ 75 million. - The World Economic Forum selected Infosys as one of India's most remarkable and rapidly growing entrepreneurial companies in November. - 8008,600 bonus shares issued in propr. 1:1, 7,34,500 No. of equity shares at a prem. of Rs 90 per 1998 - During the year, the issued, subscribed and paid-up capital increased by Rs. 8,75,76,000 consequent to the issue of 7,49,000 shares of Rs. 10 each, fully paid, to employees of the Company and the Employees Welfare Trust under the ESOP, and a bonus issue of 80,08,600 shares in the ratio of 1:1 to the members, as of the record date. Of the total paid-up capital of Rs. 16,01,72,000, Rs. 12,92,69,000 (81% of the paid-up capital), has been issued as bonus shares. - During the year the company received several AWARDS. 1. For the second year in succession, the Company received the Silver Shield from the Institute of Chartered Accountants of India for the Best-Presented-Accounts, amongst the entries received from nonfinancial, private sector companies, for the year 1995-96. share allotted on conversion of warrants. 14,500 forfeited shares issued.

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- The readers of Asia Money magazine, once again, voted Infosys the best in Strategy and Management from among the listed companies in India, and among the best in Asia, for the year 1996-97. - BANCS 2000 received the CSI-WIPRO award for the Best-Packaged-Application, in December 1997, at the SEARCC '97 Conference in Delhi. - A Certificate of Merit, was received from the Ministry of Commerce, Government of India, for meritorious performance in the field of exports during 1995-96. - A special award for "Innovation of new products in computer software and related services during 1995-96" was given by the Electronics and Computer Software Export Promotion Council, Delhi (sponsored by the Ministry of Commerce, Government of India). - The Bangalore Stock Exchange rated the Company as the Best Regional Company for allround quality management, and as a company which gives top priority to shareholder interests. The Company is the first to receive this award. - Infosys Technologies Ltd has signed up with the US-based Copeland companies to set up a client services workstation (CSW) for providing retirement planning products and services to non-profit organizations (NPOs). - Infosys Technologies Ltd has entered into an agreement with the US-based CyberShop International Inc. Under the pact Infosys will develop a complete electronic commerce system for Cyber Shop which is a leading upscale online retailer, with more than 40,000 products from over 400 manufacturers of upscale merchandise. - The Economic Times Awards for Corporate Excellence was won by Bangalore-based software giant Infosys Technologies of the Year. - Infosys Technologies Ltd (Infosys) is evaluating the possibility of setting up a software development centre either in the Philippines or in China. It is also looking at setting up a centre each in Europe and the US in the next six months. 1999 - Alpha Data, a leading information services company in the UAE, has tied up with Infosys Technologies to market and support banking software products from Infosys in the UAE. - Infosys Technologies has taken the American Depositor Receipts (ADRs) route with the US public offering of 1,800,000 ADRs at $34 each. The ADRs will represent 9,00,000 equity
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shares and will go public on March 11. Infosys is the first ever India registered company to be listed in the Nada stock market in USA. - After becoming the first Indian company to get a US listing, Infosys Technologies has emerged as one of the most precious companies listed on Nada in terms of market capitalization in its category of software consulting and services companies. - Infosys Technologies Ltd, Bangalore-based Software consulting firm, announced a strategic alliance with Cyber Source Corporation USA, for providing E-commerce transaction processing services for tax calculation, risk management including fraud screening, fulfillment management and distribution control. - Infosys Technologies Ltd chairman N R Narayana Murthy has been awarded the first-ever Sir M Visvesvaraya Memorial Award, instituted by Federation of Karnataka Chambers of Commerce and Industry (FKCCI), to coincide with 138th Birthday of Sir M Visvesvaraya. - Infosys Technologies chairman and chief operating officer NR Narayana Murthy has been presented with the Electronics Man of the Year Award by the Electronic Component Industry Association (Elcina) for his outstanding contribution in elevating the Indian electronics industry in the global circuit. 2000 - Indian Information Technology giant Infosys Technologies has confirmed its plan of setting up a centre for exports in Mohall, twin city of Chandigarh. - During the year a new methodology and toolkit to port applications from OS/2 to WINDOWS NT was developed. - The Company it had tied-up with Japan's Toshiba Corporation to provide enterprise resource planning (ERP) software solutions for Toshiba's business processes. - Jammu and Kashmir Bank has tied up with Infosys Technologies to offer internet banking and for its e-commerce initiatives. - Website a suite of products for enabling internet-based electronic commerce using traditional on-line transaction processing (OLTP) application engines, was introduced. - Infosys Technologies has signed an agreement with Quintessential Communications Inc, by which the two will work together to develop and test selected applications that automate data exchange between telecom carriers.
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- The Company proposes to provide local support to banking product customers in Mauritius. - The Company had tied up with German e-commerce firm Preis24.com to develop solutions for business-to-business e-commerce. - The Company has launched Bank Away - It offers end-to-end mobile banking services to all customer segments including retail and corporate clients. - Infosys Technologies Ltd has tied up with Franklin Templeton Investments (FTI) for interactive information infrastructure. - Infosys Technologies Ltd has spun off the California-based Oscan Inc, incubated by it, as an independent entity. - The Company has entered into an e-commerce partnership agreement with National Bank of Abu Dhabi to provide e-commerce and Internet banking services to the bank's retail and corporate customers in the United Arab Emirates. - The Company has launched Finale an integrated, centralized, multi-currency and multilanguage-enabled and functionally rich banking solution to address retail and corporate banking requirements. - Infosys Technologies Ltd., has established a strategic partnership with Delphic Bank Limited (DBL), one of the leading commercial banks in Mauritius, to revamp the existing Information Technology infrastructure with software solutions from Infosys. - The Company has entered into a strategic alliance with Evolving Systems, a software, consulting and integration company. - The Company Global Development Centre is set up in London. - The Company has established a strategic technology partnership with First Atlantic Bank, the erstwhile Comet Merchant Bank of Nigeria. - The Company proposes to increase its software professional strength to 2,400 from the present 1,200. - The Company has re-emerged as India's second most valuable company, replacing the FMCG heavyweight, HLL. - The Company is expanding operations in Pane. The Company is doubling capacity at a cost of 60 core at its facility in the software technology park at Hinjewadi.

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- The Company expand its presence in the overseas market by setting up an offshore development centre in the UK by November. - The Company has entered the hot markets of the Asia-Pacific region by setting up shop in Hong Kong for tapping the burgeoning e-commerce business. - Infosys has signed an Mau with the Sarah Airport International Free Zone Authority to have a base there. - Microsoft Corporation and Infosys Technologies are joining hands to form an alliance, marking the coming together of a global software giant and a wannabe global information technology major. - Goldman Sachs has rated Infosys Technologies and HCL Technologies as market outperformers and amongst the best quality names in the industry. - The Company issued on September 30, 667 No. of equity shares pursuant to the exercise of stock options by certain employees. - Infosys Technologies Ltd., the Bangalore-based global IT company, entered into a strategic partnership with the US-based YadaYada Inc., the first integrated wireless service provider and personalized mobile web portal, to launch the first business and consumer mobile web portal for personal device assistants worldwide. - The World's leading automotive systems major, Delphi Automotive Systems has entered into a tie-up with InfoTech leaders Infosys, TCS and CG Smith for embedded software development for its worldwide operations. - Nortel Networks is joining hands with the company to set up a Wireless centre of Excellence in Bangalore. - The Company has signed a strategic partnership with Standard Trust Bank, Nigeria ot deploy its Finance core banking e-platform along with the Bank Away e-commerce platform. - The Company has allotted 460 No. of equity shares of par value of Rs 5 per share to the Bankers Trust Company, New York. - Infosys Technologies has signed a pact with Oceanic Bank of Nigeria allowing the latter to use its Fianc a web-enabled core banking solution. - The Company has allotted an aggregate 500 equity shares of Rs 5 each to individual optionees pursuant to the exercise of the employees under the 1999 option plan, on receipt of payment of the subscription monies in respect of the said shares aggregating Rs 20,32,525 .

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2001 - Infosys Technologies has signed a Mau with the Andhra Pradesh Government for establishing a software development campus at Hyderabad. - The Company is setting up its biggest software development centre in Bangalore. - The Company has been awarded silver shield for the best presented accounts competition for the sixth consecutive year by the Institute of Chartered Accountants of India. - The Company has allotted 100 equity shares of par value of 5 per share to the Bankers Trust Company, New York, the depository to the company's ADS issue as underlying shares in respect of 200 ADR's to be issued and allocated to the purchasers. - Infosys Technologies is to set up its second software centre at Pane in Hinjewadi. - Infosys Technologies board has allocated 67,050 No. of equity shares at a par value of Rs 5 par to employees of the company. - Infosys Technologies Ltd. has entered the Canadian market with the inauguration of its Toronto Global Development Center. - The Board of Directors allocated an aggregate of 41,050 stock options exercisable for equity shares of par value Rs 5 per share to employees of the company, pursuant to the company's 1999 option plan. - Infosys Technologies Ltd has appointed of Dr G K Jay ram as director of the Infosys Leadership Institute. - The Company has informed the BSE that the Company has received a disclosure from Emerging Markets Growth Fund Inc stating that they hold 34,04,880 No. of equity shares representing 5.15 per cent of the paid-up capital of the company. - Infosys Technologies setting up of four fellowship schemes in association with the Institute of Chartered Accountants of India Accounting Research Fund (ICAI-ARF) to encourage research in accounting, auditing, finance, fiscal and corporate laws, capital markets and information technology. - Infosys and TCS have emerged as the leading Indian software exporters during 2000-01 clocking exports worth Rs 2,870.26 corer and Rs 1,852.94 core, respectively. - Infosys Technologies, the provider of Information Technology (IT) consulting and services,
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and Burlington Northern and Santa Fe Railway Company (BNSF), the second-largest rail network in North America, announced a strategic relationship designed to improve operations and customer service. - The first and biggest employees stock option plan (ESOPs) by an Indian software company has matured with the lock-in of Infosys Technologies 1994 ESOPs ending last week giving eligible employees the option to convert it into hard currency. - Intel president Craig Barrett on August 3 inaugurated a research and development laboratory set up jointly with India's Infosys Technologies in Bangalore. 2002 - Receives Motile Oswald Award for Wealth Creation for 1996-2001 - Mr. Nandan Nilekani becomes the new CEO of the company. Mr. Narayanmurthy assumes the role of Chairman & Chief Mentor - Announces a strategic technology partnership with First Bank of Nigeria Plc. (FBN), the largest Bank in West Africa, to deploy Infosys Enterprise Banking e-Platform suite of solutions - Partners with Citation, the leading provider of online solutions for collaboration on the design, construction and operation of large, complex capital projects, to Develop Citadel CW - Enters into self-governing software-testing services - Tops among IT exporters with exports of Rs 1900 core in the period April-December 2001 - Airbus Industries hires Infosys for wing design - Acquires 12 per cent stake in On mobile, a software services company based in USA - Adjudged best Indian employer in a study conducted by Hewitt Associates and Business Today - Signs Joint Venture Agreement with Punjab National Bank for the implementation of Centralized Banking Solution - Ties up with Northwestern Mutual to build up and begin an online funds transfer choice for Northwestern Mutual's variable life and annuity policy holders - Ties up with Nordstrom to install and launch an Oracle Financial system that increases flexibility and back-office efficiencies

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- Ties up with Citigroup for formation of a new company, Progeny, for Business Process Management (BPM) - Eastman Chemical Company, a leading International chemical supplier headquartered in Kingsport, Tenn., chooses to expand its work with Infosys in order to take greater advantage of the consulting and IT service provider's global delivery model - Records 35 per cent increase in the value of its brand to Rs 7,257 core as of March 31, 2002 - Company tops the survey by financial magazine, "Finance Asia", as the best managed company - National Commercial Bank, Jamaica enters into technology partnership with Infosys' Banking Business Unit - Progeny, the BPM arm of the company, bags $30m order from Green Point Mortgage - Infosys Tech bags prestigious Corporate University Exchange Excellence Award for 2002 - Nada selects Infosys as the best value reporter - Infosys abandons China offshore centre plan - Aeronautical Development Agency (ADA) signs contract with Infosys for transfer of Autolay Software - Acquires Trade IQ Product Division of IQ Financial Systems Inc., USA - Partners with Concourse Group, a boutique strategy consulting firm - Becomes the first company to achieve CMMI Level 5 for offshore & onsite operations - RBI permits 100% FII purchase in Infosys - Ties up with Avaya Inc., a leading global provider of voice and data networks to businesses, for integrated CRM solutions - Ties up with IBM for knowledge sharing arrangement - Sales chief, Phonies Murthy, resigns to pursue a lawsuit filed against him and the company alleging wrongful termination and sexual harassment - Develops a process engine to demonstrate Business Process Modeling Language (BPML) technology - Assessed at Level 5 on the PCMM model by KPMG Consulting, becoming the first company in the world to be assessed at the Optimizing level on the updated version 2.0 of the model - Infosys, Phonies agree for off-court resolution of sexual harassment suit
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- The banking division consolidates all its products under one brand and phases out one product - Starts a new practice in life sciences - Announces Global Development Centre in Melbourne - N R Narayana Murthy receives the Ernst & Young Entrepreneur of the Year award for 2002 - Company declares that it has won Most Admired Knowledge Enterprises (MAKE) award in the Asia region for 2002 - Implements Balanced Score Card (BSC), a unique concept which entails establishment of strategic objectives and a measurement system which not only targets on financial measures but also non-financial measures - Enters into alliance with Kawaka Discount House, Nigeria, a discount house formed by a consortium of key banks in Nigeria - Builds a new intra day comparison system for equities for the American Stock Exchange (Amex) - Bank of Bahrain and Kuwait B S C (BBK), one of the premier banks of Bahrain, selects Fianc Core Banking, the new generation core banking solution from Infosys, for its operations in India - Mr. Achaia Baraga appointed as CEO & MD of Progeny Ltd., the Business Process Management subsidiary of Infosys Technologies - Infosys and Sun introduce new revenue generating opportunities with retail banking reference architecture - Progeny issues 4,375,000 shares to Citicorp - Signs Mau with Union Territory of Chandigarh to acquire land for expansion - Infosys and BNSF selected by Aberdeen Group to exemplify best practices in Offshore Software Outsourcing Emerges as the countrys most valuable company in market capitalization - Enters Thailand through Partnership with Local Companies

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2003 - Floats development center in Hid - Fortune names Narayana Murthy, Nandan Nilekani as `Asia's Businessmen' of the year 2003 making them the first Indians to win the award - Wins Pane regional round of the ING Vysya Brand Equity Quiz - Hosts Banking CXO summit in Bangkok - ICRA, the credit rating agency, gives "CGR1" rating for the company's corporate governance practices, making it the first company in the country to get the highest rating for corporate governance - Infosys Technologies felicitated by SUN Microsystems with Strategic Partner Award - Wins order from US telecom service provider Sprint - Launches ethics code to check financial frauds - Infosys Technologies certified for TL 9000 for telecom services by BVQI (Bureau Veritas Quality International) - Infosys' brand valued at Rs 7,488 cr - Bags $60-mn order from US telecom company SBC Communications - N.R. Narayana Murthy, Chairman and Chief Mentor, bags the prestigious Ernst & Young World Entrepreneur Of The Year award - Wins Electronics & Computer Software Export Promotion Council (ESC) award for Computer software and services sector - Appoints Mr. Deepak Satwalekar, the Independent Director, as the Lead Independent Director of the company - Business Week ranks the company in the 74th place among the world's top 100 best performing InfoTech companies making it the only Indian company in the list. - National Commercial Bank, Saudi Arabia, selects FinacleTM suite of banking solutions for its delivery channels initiative - Infosys Technologies offers ADR, prices at $49 each - Acquires 100 acres of land at Pune InfoTech Park, Hinjewadi, in addition to the 25 acres already acquired - Deploys Fianc at Jammu & Kashmir Bank
39

- Post Bank Uganda (PBU) becomes the first bank in East Africa to go live with Fianc Core Banking - Expands operations in Chennai by adding 129 acres of land in Mahindra City for its second campus - Gets order of $50-m from Australian telecom firm Telstra Corporation - Finacle emerges as the world's most scalable open systems based core-banking solution - Infosys & Oracle join hands to provide Pre-integrated solutions for Banks in Asia Pacific - Infosys Technologies has been alloted the highest governance and value creation(GVC) rating of `CRISIL GVC Level 1. -Banque Saudi Fransi (BSF) chooses Finacle eCorporate, the web-based cash management and corporate e-banking solution from the Finacle suite, on Microsoft .NET software, for its strategic e-banking initiative -Infosys' Banking Business Unit and Sun Microsystems, Inc. December 10, 2003, revealed a new performance and scalability test result achieved in core banking transaction-processing tests -Infosys Technologies Ltd has announced that NMB Bank Ltd, a leading Bank from Zimbabwe, has selected its Finacle suite of enterprise banking solutions -Signs an agreement to acquire 100% equity of Expert Information Services Pty Ltd, Australia for A$ 31.0 million (US$ 22.9 million) -The Board of Directors at its meeting held on December 20, 2003 have allotted 22,439 equity shares of par value of Rs 5/- to the optionees, pursuant to the exercise of the options granted to the employees under the Company's 1999 Stock Option Plan. 2004 -Infosys Technologies has announced an upward revision in guidance for both revenues and per share earnings for 2003-04 -Software major Infosys Technologies said on January 09, 2004, it had incorporated a whollyowned subsidiary in China, at Shanghai, with a capital outlay of five million US dollar. -Infosys eyes high growth for software testing unit -Infosys greets Karnataka Bank for deploying Finacle -Nandan Nilekani ranks 35th in the world business leaders
40

-Infosys gets ICAI award for the year '03 -Infosys, Microsoft and Intel join hands to provide Next Generation eBanking solutions to banks in Philippines -Infosys inks pact with British Telecom -Mauritius Post and Cooperative Bank (MPCB) signs up for Finacle, its universal banking solution -Export-Import Bank of Thailand (EXIM Bank) and Yip In Tsoi & Co Ltd, Thailand sign up for using Finacle, the universal banking solution from Infosys -FMR Corp. and its direct and indirect subsidiaries and Fidelity International Limited (FIL) and its direct and indirect subsidiaries acquire 1,44,221 shares (0.22%). Their shareholding after the said acquisition is 33,58,318 shares (5.05%) -Infosys completes five yrs on Nasdaq -Suspends Esop scheme -Infy joins billion dollar club -Infosys becomes first Indian listed IT firm to net Rs 1000 cr -Indian Merchants Chambers (IMC) has announced that Infosys Technologies chairman NR Narayana Murthy, is the winner of the IMC's prestigious Diamond Jubliee Award for 'eminent businessman of the year.' -Infosys Technologies Ltd join hands with Arab National Bank, one of the ten commercial banks in Saudi Arabia -Infosys Chief Narayana Murthy joins NDTV Board -Infosys Technologies Ltd announced the availability of Item Data Integrity (IDI), a new solution, that enables retail companies and their partners to reduce time to market associated with the introduction of new products and promotions -Infosys receives ISO 14001 Certification for Environmental Management System -Infosys Technologies Ltd today (June 2, 2004) announced that its universal banking solution, Finacle has won the prestigious 'The Banker Technology Awards 2004' -Oriental Bank of Commerce (OBC) has roped in Infosys and Wipro for implementing its Rs 300 crore nationwide IT upgradation project -Comes out with a bonus issue in the ratio of 3:1

41

-The American Society for Training and Development (ASTD) has rated Infosys Technologies Ltd has the world's best in employee training and development - The founder of Infosys Mr N R Narayana Murthy is among Time magazine's 10 global leaders helping shape the future of communications. Mr Murthy is listed ninth among the 10 Global Tech Influentials in the latest issue of the magazine. -Infosys gets first place in Asian corporate governance score list -Infy ties up with Australian company in R&D projects on November 02, 2004 -OATSystems Inc, a Boston, US-based radio frequency identification (RFID) company ties up with Infosys Technologies 2005 - Aspis Bank, one of the leading medium size retail and commercial banks operating in Greece, signs up for Finacle universal banking solution to power its core banking and treasury operations across 66 branches. - The Shop Floor Control System developed by the Company and Arrow Electronics, a global provider of electronic components and computer products and services, has won the 2004 InfoWorld 100 award for being one of the top 100 best IT projects of the year. - On May 03, 2005 voluntarily furnished eXtensible Business Reporting Language (XBRL) data to the United States Securities and Exchange Commission (SEC) electronically in a 6-K exhibit. -Infosys Technologies and B-Source on June 29, 2005, announces partnership to provide `payas-you-transact' services, known as Business Service Provisioning, to European banks in the private and asset management sectors. -Infosys Technologies and Microsoft Corp unveiled the Catalytic IT concept centre at the Infosys campus in Bangalore on Nov 29. 2006 - Infosys & Microsoft Share Vision for Effective Enterprise Information Management - Infosys Implements PeopleSoft Enterprise Applications at Nissan North America

42

2007 - Infosys to Open Development Center in Mexico, its First in Latin America - Infosys Receives the Highest Score in Strategy in Independent Research Firm's Report on the Applications Outsourcing Market 2008 -Infosys & Nihon Unisys sign MoU for Strategic Business Deployment & Joint Development for Sales & Solution Service - DSB Bank Partners with Finacle from Infosys for Core Banking-led Transformation - Infosys crosses revenues of US$ $ 4.18 billion - Annual net profits cross US$ 1 billion 2009 - Infosys Technologies has bagged a five-year outsourcing and support agreement from BP where Infosys will manage and operate a large portion of business systems for BP under the terms of the agreement. - The company has announced successful implementation its first IT enabled end-to-end business transformation program for Thermax. - Infosys opens its first development center in Brazil and second Latin American development center in Monterrey, Mexico - Infosys selected as a member of The Global Dow - Employee strength grows to over 100,000 2010 - Infosys crosses the US$ 5 billion revenue mark - Human resources consultancy Hay Group has named Infosys among the world's 20 best companies for leadership, obvious from its constant focus on employee development even during the global crisis. - Infosys launched its first rural Business Process Outsourcing (BPO) unit in Andhra Pradesh. - Infosys Launches Finacle Treasury-In-A-Box - Infosys became the India's 3rd private sector to get government protection by a special unit of 48 commandos of Central Industrial Security Force (CISF).
43

- Infosys stated that it has inked an agreement with Microsoft in order to manage internal IT services of the company globally. - Infosys BPO launches enhanced offering in sales support - Infosys celebrates 29 successful yrs by issuing minimum allocation of equity shares to the employees who meet certain criteria. - Infosys Technologies has awarded a turnkey automatic meter reading contract worth Rs 32 crore to Easun Reyrolle Ltd (ERL). 2011 - Finacle from Infosys Wins Leaders in Innovation Award 2010 - Infosys Technologies Expands Operations in Thiruvananthapuram; Inaugurates first Software Development Block (I) at Technopark Campus II (SEZ) with a Total Investment of Rs. 180 crore". - The IT giant, Infosys has completed its three big transformational deals, within a price range of $50 million and $200 million, which would be extended over the span of 4-5 years. Infosys is expecting that the transformational deals would reach around 15 by the end of the year. - KV Kamath appointed new chairman of Infosys, Shibulal new CEO. - India's software major, Infosys's Australia and New Zealand unit has acquired News Zealand & Gen-i as part of a partnership with the technology arm of Telecom Corp. of New Zealand to offer outsourcing services for their Australian clients. - The Company has received approval from the Registrar of Companies, Karnataka, Ministry of Corporate Affairs, Government of India to change the name of the Company from "Infosys Technologies Ltd." to "INFOSYS LTD" with effect from June 16, 2011. - Infosys BPO Signs Definitive Agreement to Acquire Portland Group Pty Ltd in Australia. - N. R. Narayana Murthy hands over chairmanship to K V Klamath - Infosys crosses US$ 6 billion revenue mark, employee strength grows to over 130,000 2012 - Listed on the NYSE market - Infosys acquires Lodestone Holding AG, a leading management consultancy based in Switzerland - Forbes ranks Infosys among the world's most innovative companies - Infosys among top 25 performers in Caring for Climate Initiative - Infosys crosses the US$ 7 billion revenue mark - Infosys announced leadership transition across Financial Services and Manufacturing. - InfosysTechnology - Bharti Airtel selects Infosys as its technology partner
44

for 'airtel money'. - Infosys enters into partnership with GlaxoSmithKline to create nexgen Digital Marketing Platform - Infosys signed strategic partnership with Ratnakar Bank to provide Finacle platform - Infosys - Infosys Won 2012 IT Partner of the Year Award from Analog Devices - Infosys - Infosys Awarded Pegasystems Partner Excellence Award - Infosys signed MoU with The State of Israel for Industrial Research and Development. - Infosys Finacle from Infosys Won 'Core Banking Technology Provider of the Year - Infosys - Infosys Commits to End Child Diarrheal Deaths in India - Infosys Signs Multi-Year Agreement for Business Transformation Project With Ministry of Corporate Affairs - Infosys - Infosys Launched India In a Box for Japanese Companies - Infosys -Worldwide Oracle Implementation Ecosystem named Infosys as Leader in IDC MarketScape - Infosys - Infosys BPO Wins 2012 Optimas Award for Managing Change - Infosys enters into partnership with United Kingdom's Anglian Water.

45

COMPANY PROFILE

Infosys

Limited (formerly Infosys of business

Technologies consulting,

Limited) technology,

is

an and

Indian multinational provider

engineering,

outsourcing services. It is headquartered in Bangalore, Karnataka.[2]Infosys is the third-largest India-based IT services company by 2012 revenues. Of this revenue, the majority comes from international business. In 2009, Infosys collected 1.2% of its income from the domestic Indian market. Infosys was co-founded in 1981 by N. R. Narayana Murthy,Nandan Nilekani, N. S. Raghavan, S. Gopalakrishnan, S. D. Shibulal, K. Dinesh and Ashok Arora after they resigned from Patni Computer Systems. The company was incorporated as "Infosys Consultants Pvt Ltd." in Model Colony, Pune as the registered office and signed up its first client, Data Basics Corporation, in New York. In 1983, Infosys corporate headquarters was relocated to Bangalore. In 1999, Infosys achieved Capability Maturity Model level 5 certification In recent years, Infosys has begun shifting operations to the United States and other countries outside of India. In 2012, Infosys announced a new office in Milwaukee, Wisconsin to service Harley-Davidson, being the 18th international office in the United States.[5][6] Infosys hired 1,200 United States employees in 2011, and expanded the workforce by an additional 2,000 employees in 2012.[6] Globally, Infosys has 67 offices between the US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland,Netherlands, Poland, Canada Infosys Pvt. Ltd. is India's leading Automatic Identification and Data Collection (AIDC) solutions provider. Offering consulting services, design, software, hardware, personalization and full implementation, UTSPL works with its customers around the world to deliver comprehensive, integrated and tailor-made AIDC based systems. UTSPL product range includes Barcode Scanners, Barcode Printers, Barcode Decoders, Smart Card Readers, Data Collection Terminals, and Portable Transaction Computers, Radio Frequency (RF) Time &

46

Attendance Recorder and Access Control Systems. also provides PVC I.D. Cards, Magnetic Cards, Smart Cards and Contact less/Proximity Cards to its clients across in India. The Indian software industry has grown from a mere US $ 150 million in 1991-92 to a staggering US $ 5.7 billion (including over $4 billion worth of software exports) in 19992000. No other Indian industry has performed so well against the global competition. The annual growth rate of Indias software exports has been consistently over 50 percent since 1991. As per the projections made by the National Association of Software and Services Companies (NASSCOM) for 2000-2001 (April 1, 2000 - March 31, 2001), Indias software exports would be around $ 6.3 billion, in addition to $ 2.5 billion in domestic sale. Indian Software Industry 1995-2000 (US $ million) 1995-96 1996-97 1997-98 1998-99 1999-2000 2000-01* Domestic software Market 490 670 1085 920 1750 1250 2650 1700 4000 2450 6300

Software Exports 734 Indian Industry Software 1224

1755

2670

3900

5700

8750

(* Source: NASSCOM Report) Today, India exports software and services to nearly 95 countries around the world. The share of North America (U.S. & Canada) in Indias software exports is about 61 per cent. In 19992000, more than a third of Fortune 500 companies outsourced their software requirements to India. NASSCOMs survey during 1999-2000 indicates a reversal in the mode of services offered by India. In 1991-92, offshore services accounted 5 per cent and on-site services 95 % of the total exports. However, during 1999-2000 offshore services contributed over 40 percent of the total exports.

47

The NASSCOM - McKinsey report on India's IT industry According to a NASSCOM-McKinsey report, annual revenue projections for Indias IT industry in 2008 are US $ 87 billion and market openings are emerging across four broad sectors, IT services, software products, IT enabled services, and e-businesses thus creating a number of opportunities for Indian companies. In addition to the export market, all of these segments have a domestic market component as well. Other key findings of this report are:

Software & Services will contribute over 7.5 % of the overall GDP growth of India IT Exports will account for 35% of the total exports from India Potential for 2.2 million jobs in IT by 2008 IT industry will attract Foreign Direct Investment (FDI) of U.S. $ 4-5 billion Market capitalization of IT shares will be around U.S. $ 225 billion

Projected Revenues 2008 ($ US billion) India IT Services Software Products IT-enabled Service E-business Total India Sub total Domestic Total (International) 30 8.5 38.5 10 17 5 62 9.5** 2 5 25 19.5 19 10 87 1998 2.1 0.6 0.4 0.2 3.3

Based Centric 23 7* 8 15 4 50 2 2 1 12

Exports of $50 billion in 2008 * Legacy/client server, ERP and package work and Internet all have different proportions of work outside India where revenues are not export revenues. ** Resale of imported products included. Promotion of IT - governmental incentives:
48

With the formation of a new ministry for IT, Government of India (GOI) has taken a major step towards promoting the domestic industry and achieving the full potential of the Indian IT entrepreneurs. Constraints have been comprehensively identified and steps taken to overcome them and also to provide incentives. Thus for example, venture capital has been the main source of finance for software industry around the world. However, majority of the software units in India is in the small and medium enterprise sector and there is a critical shortage of venture capital kind of support. In order to alleviate this situation and to promote Indian IT industry, the Government of India has set up a National Task Force on IT and Software Development to examine the feasibility of strengthening the industry. The Task Force has already submitted its recommendations, which are under active consideration. Norms for the operations of venture capital funds have also been liberalized to boost the industry. The Government of India is also actively providing fiscal incentives and liberalizing norms for FDI and raising capital abroad. Recently, an IT committee was set up by the Ministry of Information Technology, Government of India, comprising Non Resident Indian (NRI) professionals from the United States to seek expertise and advice and also to step up U.S. investments in India's IT sector. The committee is chaired by Minister of Information Technology, Government of India, and the members include Secretary, Ministry of Information Technology and a large number of important Indian American IT entrepreneurs. The group will:

Monitor global IT developments and refine Indian IT policy to meet global requirements. Specifically, this will help angel investors, venture creators and incubation;

Promote the growth of human resource development in the IT sector with the aim of creating quality-based education;

Promote R&D in the sector by identifying thrust areas and drawing up a blueprint for action.

49

Indias most prized resource in in todays knowledge economy is its readily available technical work force. India has the second largest English-speaking scientific professionals in the world, second only to the U.S. It is estimated that India has over 4 million technical workers, over 1,832 educational institutions and polytechnics, which train more than 67,785 computer software professionals every year. Government of India is stepping up the number and quality of training facilities in the country to capitalize on this extraordinary human resource. It is the knowledge industry that will help take the Indian economy to a sustained higher rate of growth and the policy makers are fully aware of this.

TIME OFFICE MANAGEMENT IN INFOSYS PVT. LTD

OFFICE TIMING OF INFOSYS PVT. LTD EMPLOYEES The office timing of INFOSYS is divided mainly into 3 shifts : Shift G (Covers all the State/Zonal Offices)
50

Timing Weekly off Timing Weekly off Timing Weekly off

: : : : : :

0930 hr. to 1800 hr. Every Saturday and Sunday 0930 hr. to 1700 hr. Every II & IV Saturday & all Sundays 0930 hr. to 1700 hr. Every Saturday Half day work and Sunday as Weekly off or depending Upon the local closed Holiday.

Shift A (Covers all the Area Offices)

Shift B (Covers all the FSCs)

INFOSYS PHARMACEUTICAL LTD. GRADE WISE PAY SCALE : GRADE F1 G0 G1 G2 H1 H2 I0 J0 J1 K0 L0 L1 M0 N0 BASIC PAY SCALE 16000-400-20800 14500-350-18700 13500-350-18050 10750-300-16750 9100-250-14600 8200-220-12380 7600-210-11590 7100-175-10425 6600-150-9450 6400-130-8870 6050-110-8360 5650-100-7750 5300-90-7190 4900-80-6580

ALLOWANCES
51

Dearness Allowance, House Rent, City Compensatory and other Allowances shall be decided by INFOSYS PHARMACEUTICAL LTD Board from time to time. HOUSE RENT ALLOWANCE : Payment of House Rent Allowance will be regulated as per the rates and the rule as notified from time to time. Where an employees spouse is employed with Government or Quasi-Government, Autonomous body, Public Sector Undertaking, cooperative society or other determinable sources and the spouse is provided with the residential accommodation by his/her employer to House Rent Allowance from INFOSYS PHARMA. Where both Husband and Wife are employed in INFOSYS PHARMA and one of them has been provided with residential accommodation or leased accommodation, the other spouse will not be entitled to House Rent Allowance. INFOSYS PHARMA employee will not be entitled to HRA, if he/she shares the INFOSYS PHARMA accommodation provided to another INFOSYS PHARMA employee. CITY COMPENSATORY ALLOWANCE : Payment of City Compensatory Allowance (CCA) will be regulated as per the rates and rules as notified from time to time.

DEARNESS ALLOWANCE : Payment of Dearness Allowance will be regulated as per the rates and rules notified from time to time. QUARTER

52

(2008) APRIL-JUNE JULY-SEPTEMBER OCTOBER-DECEMBER (2009) JANUARY-MARCH APRIL-JUNE JULY-SEPTEMBER Table 2 OTHER ALLOWANCES : These are the details of various other allowances which are given to the employees. S.No. 1 2 3 4 5 6 7 8 DETAILS NEWSPAPER/MAGAZINE WASHING ALLOWANCE EDUCATION ALLOWANCE FURNISHING ALLOWANCE CANTEEN ALLOWANCE TRANSPORT ALLOWANCE CONVEYANCE ALLOWANCE LTE/LTC Table 3 C1 to B 3% 3% 2% 15% 7% 20% H1 to D 3% 3% 2% 7% 3% 12% 20% H2 BELOW 4% 4% 2% 5% 5% 12% 18% and 78.60 79.50 84.40 70.10 71.00 75.90

FOR EXAMPLE : Basic Pay +DA +HRA +EDU Allow +TPT Allow +Cant Subsidy
53

***** ***** ***** ***** ***** *****

.. GROSS SALARY -PF -VPF -Income Tax -BENV Fund -MED Fund -KS Fund -EDU Cess # -LWP CASH ACTUALLY PAID .. ***** ***** ***** ***** ***** ***** ***** ***** . .

If any employee availed an unsanctioned leave, then it is treated as Leave Without Pay

(LWP) for the current month. However, if the said leave is sanctioned latter, it is given as a reimbursement in subsequent month.

HOURS OF WORK & ATTENDANCE Every employee shall comply with such instructions as are issued from time to time relating to attendance, arrival and departure, the period and hours of work for different classes of employees at different places. Every employee shall be at work at the time fixed and notified by the competent authority from time to time. ATTENDANCE RULES: Management may make rules for the marking of attendance. These rules may lay down different procedure for different categories of employees. 1. All employee shall follow instructions or rules or regulations or circulars/orders as may be issued by the Management from time to time in respect of time attendance etc. 2. Attendance shall be marked by employees daily according to the method, manner and place prescribed by the Management from time to time.
54

keeping, marking of

3. Immediately after marking their attendance all employees must report to work and be ready to start work at the place notified by the Management. 4. No employee shall leave his place of work or stop working until the end of his time and until the charge of work has been taken over the employee case may be and only thereafter he shall punch his working of the next shift, as the

attendance card or get his attendance

marked etc. Mere presence in INFOSYS PHARMA. premises will not be treated as attendance or presence by the employee unless the period required to gain full attendance is devoted to work, for which the employee is employed. 5. An employee who is found not present at his work place during his working time, without sufficiently justification, shall be treated as absent and is liable for punishment, besides being not entitled for wages/salary for the period of such absence. SAFETY AND SECURITY RULES: 1. All employees shall observe all the safety rules, instructions and regulations as are issued by the Management and in force from time to time. Breach of any safety rules shall constitute misconduct and the employee concerned shall be liable to disciplinary action. 2. All employees shall observe the Rules and Regulations in regard to the security and safety of the organizations property, estate, business and personnel in accordance with the instruction issued by the Management from time to time. LEAVE Leave cannot be claimed as a matter of right but may be sanctioned, refused, curtailed, revoked or postponed according to the exigencies of work. Casual Leave will be admissible to the extent of 14 days in a year. Casual Leave cannot be combined with any other form of leave and any unutilized balance will lapse at the end of the year. INFOSYS may, at its discretion, grant Special Casual Leave to its employees for the purpose of sterilization operation and for participation in International Sporting Events, and cultural activities of ALL India or Inter-State character. An employee will be eligible for Earned Leave on full pay to the extent of 33 working days in a year on pro-rata basis at the rate of one day leave for every 11 days of service.

55

 The Earned Leave entitlement can be carried forward and accumulated to the extent of 300 days. Any Earned Leave accruing beyond 300 days will automatically lapse. an employee may Encase Earned Leave twice in a calendar year to the extent of 60% of Earned Leave at his credit. A minimum balance of 15 days is to be maintained in Earned Leave account, whenever Earned Leave is encased. an employee will be eligible for Sick Leave up to either 20 days in a year on half pay or 10 days in a year on full pay for every completed year of service, on production of Certificate from an Authorized Medical Attendant. Sick Leave will not be granted if the period of sickness is less than three days at a time. Amount of Sick Leave shall be reduced on pro-rata basis of unauthorized absence or Leave without Pay. Sundays, holidays and off days falling before, during and after the leave shall not be counted as part of the Sick Leave. Accumulation of Sick Leave will be permitted without limit. The total duration of Earned Leave and commuted Sick Leave taken in conjunction shall not exceed 300 days, at a time. Any employee who has proceeded on leave on grounds of Sickness will be allowed to return to duty only on production of a certificate of fitness from an Authorized Medical Attendant. Employees, who are covered by any law regarding Maternity Leave, would be granted Maternity Leave as per provisions of such law. Those not covered by any law regarding maternity leave will be granted maternity leave as per clauses 7.6.2, 7.6.3 and 7.6.4. Maternity Leave may be granted to those women employees who are not covered by any law on maternity leave for periods which may extend up to 90 days without any restriction of any duration pre-natal and post-natal periods. Maternity Leave may be combined with leave of any other kind, except Casual Leave, but any leave applied for in continuation of Maternity Leave may be granted only if the application is supported by a Medical Certificate from an Authorized Medical Attendant. Maternity Leave for a period not exceeding 45 days may also be granted in cases of miscarriage of termination of pregnancy subject to the condition that the application for such leave is supported by a Medical Certificate from an Authorized Medical Attendant. LEAVE SALARY / ALLOWANCES:

56

 during the period of Earned Leave, Casual Leave, Sick Leave on full pay and Maternity Leave, an employee shall be entitled for pay and allowances at the rates at which he would have drawn the same if he had not proceeded on leave. For encashment of Earned Leave, an employee shall be paid Basic Pay, Dearness Allowance, City Compensatory Allowance and Personnel Allowance (if any), drawn by the employee on the day immediately preceding the date when encashment is claimed. During Leave without Pay, an employee shall not pay any pay or allowance except House Rent Allowance and Compensatory Allowance. INFOSYS may, at its discretion and on an employees request, grant Leave without Pay in those cases in which it is not feasible, for any reason, to sanction leave of any other kind. For the purpose of this Rule, Authorized Medical Attendant means any Registered Medical Practitioner, nominated, or approved or recognized by INFOSYS Entitlement of Sick Leave and /or Maternity Leave will be withdrawn on introduction of E S I S, or any other Health or Sickness Insurance Scheme and also in cases where an employee may become entitled to such type of leave under any other Law. An employee proceeding on Earned Leave will not be allowed to convert it into Sick Leave for the period of Earned Leave originally sanctioned or subsequently extended. HOLIDAYS: The list of Festivals/ Closed Holidays not exceeding 14 days in a calendar year shall be notified by the Management in the beginning of the year or at any time thereafter, if necessary.

LEAVE SANCTIONING AUTHORITY Sanctioning of Leave to the Credit of employee under control as per the power of officers or Leave rules: For GM and above Leave Sanctioning Authority is MD only. For C grade and above the Sanctioning Authority is MD. For E grade and below the Sanctioning Authority is DIRECTOR. MASK MAKING PROCEDURE
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SALARY CONSTRUCTION In the beginning of the year all the gazette holidays are deeded in the Master (HRMS) the office timing of INFOSYS is divided mainly into 3 shifts: Shift G (Covers all the State/Zonal Offices) Timing Weekly off Timing Weekly off Timing Weekly off : : : : : : 0930 hr. to 1800 hr. Every Saturday and Sunday 0930 hr. to 1700 hr. Every II & IV Saturday & all Sundays 0930 hr. to 1700 hr. Every Saturday Half day work and Sunday as weekly off or depending Upon the local closed Holiday. If any employee takes leave so his attendance will be counted according to the shifts. The (A.O.) Area Office collects attendance record of Area Office employees and all the FSCs (under the respective A.O.) by 20th and send it to the (S.O.) State Office. The State Office collects the attendance record of State Office employees and all Area Office employees & FSCs under the respective State Office by 22nd and feel this information in the HRMS. After the detail is fed into the HRMS, it is mailed electronically to their respective (Z.O.) Zonal Offices, where the attendance of Z.O.s employees has already been fed into the HRMS. This implies that, by the 22nd of each month all detail collected of all employees of FSCs, A.O., S.O., and Z.O. is ready for salary computation electronically at the ZOs account department. The account Office calculates the salary payable to the each employee in accordance with the salary & leave rules of Infosys Parma.

Shift A (Covers all the Area Offices)

Shift B (Covers all the FSCs)

58

STATEMENT OF THE PROBLEM

The world-class Project Manager would not express this imperative in the same terms. The prime focus for the Project Manager should not be to deliver the agreed scope on time and on budget, but to optimise the benefit that is generated by the project. Watch out for the use of "scope change" as a defensive behaviour. In many cases, people will discuss scope changes in the context that a scope change is not the project's fault and must therefore be the business's
59

fault. Some contractors under-bid the cost of the work to gain the contract, in the belief that they will be able to make their profit out of scope changes.

This research focuses on the Time management system of INFOSYS PVT. LTD Greater Noida. By using a questionnaire on the INFOSYS PVT. LTD employee, data was gathered to find information whether there is a relationship between employee and ownership. This research also tried to determine which dimension of Time management system of INFOSYS PVT. LTD, Greater Noida

OBJECTIVE OF THE STUDY

To find out the awareness of Time management of Infosys. To study all those factor which attract to Infosys. To study the current Time Management in the organization. To find out the impact of Time Management on the profitability of the organization. To study the factors affecting the Time Management.
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To study the role of information technology of Time Management.

RESEARCH METHODOLOGY

Definition of Research
The term research is also used to describe an entire collection of information about a

particular subject. Research is defined as human activity based on intellectual application in the investigation of matter. The primary purpose for applied research is discovering, interpreting, and the development of methods and systems for the advancement of human
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knowledge on a wide variety of scientific matters of our world and the universe. Research can use the scientific method, but need not do so. Scientific research relies on the application of the scientific method, a harnessing of curiosity. This research provides scientific information and theories for the explanation of the nature and the properties of the world around us. It makes practical applications possible. Scientific research is funded by public authorities, by charitable organisations and by private groups, including many companies. Scientific research can be subdivided into different classifications according to their academic and application disciplines. Historical research is embodied in the historical method.

Research Objectives

To find out the awareness of Time management of Infosys. To study all those factor which attract to Infosys. To study the current Time Management in the organization. To find out the impact of Time Management on the profitability of the organization. To study the factors affecting the Time Management. To study the role of information technology of Time Management.

Research Design
Plan outlining how information is to be gathered for an assessment or evaluation that includes identifying the data gathering method(s), the instruments to be used/created, how the instruments will be administered, and how the information will be organized and analyzed.

Data Collection
Data collection is a term used to describe a process of preparing and collecting data for example as part of a process improvement or similar project. A method of data collection in which the situation of interest is watched and the relevant facts, actions and behaviors are recorded. 1. Primary Data

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In primary data collection, you collect the data yourself using methods such as interviews and questionnaires. The key point here is that the data you collect is unique to you and your research and, until you publish, no one else has access to it. 2. Secondary Data All methods of data collection can supply quantitative data (numbers, statistics or financial) or qualitative data (usually words or text). Quantitative data may often be presented in tabular or graphical form. Secondary data is data that has already been collected by someone else for a different purpose to yours. For example, this could mean using: DATA SOURCES DATA COLLECTION METHOD RESEARCH INSTRUMENT SAMPLE SIZE SAMPLING UNIT SAMPLE PROCEDURE SAMPLING METHOD : Primary & Secondary data. : Survey : Questionnaire : 100 : Respondent of Infosys Pvt. Ltd. Company User. : Simple Random Sampling : Personal Interview

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DATA ANALYSIS & INTERPRETATION

1. Undertake work as it appears, rather than in order of priority. OPTION YES NO Table: 1 PERCENTAGE 70 30

Fig. 1 INTERPRETATION: 70% respondents say Yes Undertake work as it appears, rather than in order of priority and 30% respondents say No. Undertake work as it appears, rather than in order of priority

2. Accept unimportant interruptions when working on an urgent task.

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OPTION YES NO Table: 2

PERCENTAGE 65 35

Fig. 2 INTERPRETATION: 65% respondents say Yes Accept unimportant interruptions when working on an urgent task and 35% respondents say No. Accept unimportant interruptions when working on an urgent task

3. Say yes to work requests even when unsuitable or unreasonable. OPTION

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PERCENTAGE

YES NO Table: 3

60 40

Fig. 3 INTERPRETATION: 60% respondents say Yes to work requests even when unsuitable or unreasonable and 40% respondents say No. to work requests even when unsuitable or unreasonable.

4. Put off tasks which are daunting or uninteresting. OPTION

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PERCENTAGE

YES NO Table: 4

60 40

Putoff taskswhich aredauntingor uninteresting

40%

YES NO 60%

Fig. 4 INTERPRETATION: 60% respondents say Yes Put off tasks which are daunting or uninteresting and 40% respondents say No. Put off tasks which are daunting or uninteresting.

5. Allow your work surroundings to become disorganised and messy. OPTION

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PERCENTAGE

YES NO Table: 5

55 45

Fig. 5 INTERPRETATION: 55% respondents say Yes Allow your work surroundings to become disorganised and messy and 45% respondents say No. Allow your work surroundings to become disorganised and messy.

6. Complete work yourself which should be delegated to subordinates. OPTION

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PERCENTAGE

YES NO Table: 6

70 30

Fig. 6 INTERPRETATION: 70% respondents say Yes Complete work yourself which should be delegated to subordinates and 30% respondents say No Complete work yourself which should be delegated to subordinates.

7. Accept work requests, which are really someone elses responsibility.

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OPTION YES NO Table: 7

PERCENTAGE 40 60

Fig. 7 INTERPRETATION: 40% respondents say Yes Accept work requests, which are really someone elses responsibility and 60% respondents say No. Accept work requests, which are really someone elses responsibility.

8. Rarely take proper breaks at work. OPTION YES

70

PERCENTAGE 65

NO Table: 8

35

Fig. 8 INTERPRETATION: 65% respondents say Yes Rarely take proper breaks at work and 35% respondents say No. Rarely take proper breaks at work.

9. Deal with the same material several times, when it should have been dealt with in one sitting. OPTION YES
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PERCENTAGE 65

NO Table: 9

35

Fig. 9 INTERPRETATION: 65% respondents say Yes Deal with the same material several times, when it should have been dealt with in one sitting and 35% respondents say No. Deal with the same material several times, when it should have been dealt with in one sitting.

10. Regularly take work home with you on evenings/weekends. OPTION YES NO
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PERCENTAGE 30 70

Table: 10

Fig. 10 INTERPRETATION: 30% respondents say Yes Regularly take work home with you on evenings/weekends and 70% respondents say No Regularly take work home with you on evenings/weekends.

11. Give subordinates very little feedback on their performance (positive as well as negative). OPTION YES NO
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PERCENTAGE 30 70

Table: 11

Fig. 11 INTERPRETATION: 30% respondents say Yes Give subordinates very little feedback on their performance (positive as well as negative) and 70% respondents say No Give subordinates very little feedback on their performance (positive as well as negative).

12. Not trust your subordinates with various tasks, in case they make mistakes. OPTION YES NO
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PERCENTAGE 70 30

Table: 12

Fig. 12 INTERPRETATION: 30% respondents say Yes Not trust your subordinates with various tasks, in case they make mistakes and 70% respondents say No Not trust your subordinates with various tasks, in case they make mistakes.

13. Maintain an inadequate filing system (can never find things). OPTION YES NO
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PERCENTAGE 65 35

Table: 13

Fig. 13 INTERPRETATION: 65% respondents say Yes Maintain an inadequate filing system (can never find things) and 35% respondents say No Maintain an inadequate filing system (can never find things).

FINDINGS
Most of the respondents said Yes Undertake work as it appears, rather than in order of priority.
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Most of the respondents are Accept unimportant interruptions when working on an urgent task. Most of the respondent said to work requests even when unsuitable or unreasonable. Most of the respondent Put off tasks which are daunting or uninteresting. Most of the respondents said No. Allow your work surroundings to become disorganised and messy. Most of the respondents said Yes Complete work yourself which should be delegated to subordinates. Most of the respondents are not Accept work requests, which are really someone elses responsibility. Most of the respondents said Yes Rarely take proper breaks at work. Most of the respondents said Yes Deal with the same material several times, when it should have been dealt with in one sitting. Most of the respondents said No Regularly take work home with you on evenings/weekends. Most of the respondents said No Give subordinates very little feedback on their performance (positive as well as negative). Most of the respondents are Not trust your subordinates with various tasks, in case they make mistakes. Most of the respondents said Yes Maintain an inadequate filing system (can never find things) Most of the respondents said Yes Waste considerable time on unimportant phone calls/literature Most of the respondents said Yes Often assign work to Pending category when it should be dealt with on the spot.

CONCLUSION

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We are pleased to introduce ourselves as one of the leading organization in the field of time management system, access control system, ID cards, cctv, library management, barcode solutions, barcode printer, and complete ERP solutions & software project. Infosys Pvt. Ltd. Is having a strong R&D base in all areas hardware design, system programming and product engineering to engineering a product from basic concept . We have been continuously adding value to our range of product without significantly adding cost. Our endeavor to get the best value for their money. In conclusion, we have seen that time management can be accomplished by planning, prioritizing, and organizing your activities. The list of people who can benefit from better time management is a long one, and includes students, teachers, factory workers, managers, business owners, artists, musicians, contractors, engineers, clergy, and countless others. The fact is, nearly everyone can benefit from learning the principles and techniques of how to be better stewards of time

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SUGGESTIONS

Understands all types of shift patterns e.g. weekly, tri-weekly, second or fourth Saturday etc Configurable system to suit your business needs Seamless multiplication system Employee applying for OT, Leave; seeing relevant reports through Employee Self Help HR managing master data and leave data Filter employees by departments, customized lists Weekly, monthly, daily reports

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LIMITATIONS

Employees were reluctant to respond. Matters were not provided on the ground of confidentiality. Timing problem was there because employees were busy with their work. No delegation of authority in H R department created problem. Employees were reluctant to respond. Matters were not provided on the ground of confidentiality. Timing problem was there because employees were busy with their work. No delegation of authority in HR department created problem.

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BIBLIOGRAPHY

BOOKS Aswathapa, K., Human Resource and Personal Management (Text & Cases), Second Edition, Tata McGraw- Hill Publishing New Delhi, 2000. Alvares, K.M. (1997), The Business of Human Resources, Human Resource Management, 36 (1), 9-16 Lectures given by the Superior Authority of Unicom Time Solution Pvt.Ltd. Saxena, R.C. Labour problems and Social Welfare, Eleventh Edition, K. Nath & Co. Publishing, Meerut, 1986. Unicom Time Solution Pvt.Ltd. Parma Boucher

Webliography http://www.timemanagement.com/ http://www.yellowpages.sulekha.com/.../unicom-time-solutions-pvt-ltd-yamuna-. http://www.unicomtimesolutions.com/

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QUESTIONNAIRE
Name:Date:. The following questionnaire is designed to help you identify some of your personal habits and traits in relation to time management. To get the best value from the questionnaire, be as honest as you can, and think of examples in your workplace to help you decide on the most appropriate answer. Please mark YES or NO in response to each of the following. (Mark YES when the answer is frequently or always yes, and NO when the answer is frequently or always no). There is a full explanation for each question and its answer on the following pages. Please do not refer to this until after you have finished scoring your answers. DO YOU: YES NO 1. Undertake work as it appears, rather than in order of priority? 2. Accept unimportant interruptions when working on an urgent task? 3. Say yes to work requests even when unsuitable or unreasonable? 4. Put off tasks which are daunting or uninteresting? 5. Allow your work surroundings to become disorganised and messy? 6. Complete work yourself which should be delegated to subordinates? 7. Accept work requests, which are really someone elses responsibility? 8. Rarely take proper breaks at work? 9. Deal with the same material several times, when it should have been dealt with in one sitting? 10. Regularly take work home with you on evenings/weekends? 11. Give subordinates very little feedback on their performance (positive as well as negative)? 12. Not trust your subordinates with various tasks, in case they make mistakes? 13. Maintain an inadequate filing system (can never find things)? 14. Waste considerable time on unimportant phone calls/literature? 15. Often assign work to Pending category when it should be dealt with on the spot?

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