Beruflich Dokumente
Kultur Dokumente
Submitted By:-
Isha Kohli
M.B.A-HR
3rd Semester
I further declare that the information presented in this project is true and
original to the best of my knowledge.
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AMITY UNIVERSITY UTTAR PRADESH
AMITY BUSINESS SCHOOL
CERTIFICATE
FACULTY GUIDE
Department of HR
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ACKNOWLEDGEMENT
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CONTENTS
Declaration
Acknowledgement
3 Research Methodology
4 Data Collection
7 Limitations
8 Conclusions
References
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COMPANY PROFILE
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HISTORY OF ‘ONGC’
1947-1960
In 1955, Government of India decided to develop the oil and natural gas
resources in the various regions of the country as part of the Public Sector
development. With this objective, an Oil and Natural Gas Directorate was set
up towards the end of 1955, as a subordinate office under the then Ministry
of Natural Resources and Scientific Research. The department was
constituted with a nucleus of geoscientists from the Geological survey of
India.
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professionals for exploring potential oil and gas reserves. Foreign experts
from USA, West Germany, Romania and erstwhile U.S.S.R visited India and
helped the government with their expertise. Finally, the visiting Soviet
experts drew up a detailed plan for geological and geophysical surveys and
drilling operations to be carried out in the 2nd Five Year Plan (1956-57 to
1960-61).
Soon, after the formation of the Oil and Natural Gas Directorate, it became
apparent that it would not be possible for the Directorate with its limited
financial and administrative powers as subordinate office of the
Government, to function efficiently. So in August, 1956, the Directorate was
raised to the status of a commission with enhanced powers, although it
continued to be under the government. In October 1959, the Commission
was converted into a statutory body by an act of the Indian Parliament,
which enhanced powers of the commission further. The main functions of
the Oil and Natural Gas Commission subject to the provisions of the Act,
were "to plan, promote, organize and implement programmes for
development of Petroleum Resources and the production and sale of
petroleum and petroleum products produced by it, and to perform such other
functions as the Central Government may, from time to time, assign to it ".
The act further outlined the activities and steps to be taken by ONGC in
fulfilling its mandate.
1961-1990
AFTER 1990
After the conversion of business of the erstwhile Oil & Natural Gas
Commission to that of Oil & Natural Gas Corporation Limited in 1993, the
Government disinvested 2 per cent of its shares through competitive bidding.
Subsequently, ONGC expanded its equity by another 2 per cent by offering
shares to its employees.
In the year 2002-03, after taking over MRPL from the A V Birla Group,
ONGC diversified into the downstream sector. ONGC will soon be entering
into the retailing business. ONGC has also entered the global field through
its subsidiary, ONGC Videsh Ltd. (OVL). ONGC has made major
investments in Vietnam, Sakhalin and Sudan and earned its first hydrocarbon
revenue from its investment in Vietnam.
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ONGC – Leading National Oil Company of India
• Asia’s best Oil & Gas Company, as per a recent survey conducted by
US-based magazine ‘Global Finance’.
• Rank as the 2nd biggest E&P company (and 1st in terms of profits), as
per the Platts Energy Business Technology (EBT) Survey 2004.
• Is placed at the top of all Indian Corporate listed in Forbs 400 Global
Corporate (rank 133rd) and Financial Times Global 500 (rank 326th),
by Market Capitalization.
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• Is targeting to have all its installations (offshore and onshore)
accredited (certified) by March 2005. This will make ONGC the
only company in the world in this regard.
• Its 10 per cent equity sale (India’s highest-ever equity offer) received
unprecedented Global investor recognition. This was a landmark in
Indian equity market, establishing beyond doubt, the respect ONGC’s
professional management commands among the global investor
community. According to a report published in ‘THE Asian Wall
Street Journal (Hong Kong),’ ONGC’s Public Issue brought in 20
Foreign Institutional Investors (FIIs) to India, as (it was reported),
‘they could not ignore the company representing India’s energy
security’.
• ONGC has come a long way from the day (a few years back) when
India and ONGC did not figure on the global oil and gas map. Today,
ONGC Group has 14 properties in 10 foreign countries. Going by the
investment (committed: USD 2,708 billon, and Actual: USD 1.919
billion), ONGC is the biggest Indian Multinational Corporation
(MNC).
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INDIA’S MOST VALUABLE COMPANY
• As per 5th business today Stern-Stewart study, ONGC was the biggest
Wealth Creator during 1998-2003 (rs 226.30 billion). It was again the
highest wealth creator during 1999-2004, as per Motilal Oswal
securities.
• ONGC’s mega public offer (India’s biggest –ever equity offer worth
more than rs 100 billion was over subscribed 5.88 times
• ONGC is the only Indian company to have earned a Net Profit of over
Rs. 10,000 crores (2002-03).
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ORGANISATION CHART
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CHAIRMAN & MANAGING DIRECTOR
R S Sharma
Chairman & Managing
Director
FUNCTIONAL DIRECTORS
U N Bose
D K Sarraf Sudhir Vasudeva
Director (Technology &
Director (Finance) Director (Offshore)
Field Services)
L M Vas
Sudhir Bhargava
R S Butola Addl. Secy. DEA
Additional Secretary,
Managing Director, OVL Ministry of Finance,
MoP&NG
Govt. of India
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VISION & MISSION
World class
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HR Vision, Mission & Objectives
HR VISION
"To build and nurture a world class Human capital for leadership in energy
business".
HR MISSION
HR OBJECTIVE
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Strategic vision: 2001-2020
LEVERAGING TECHNOLOGY
To attain the strategic objective of improving the Recovery Factor from 28
per cent to 40 per cent, ONGC has focused on prudent reservoir management
as well as effective implementation of technologies for incremental recovery
to maximize production over the entire life cycle of existing fields. Improved
oil recovery (IOR) and Enhanced Oil Recovery (EOR) schemes are being
implemented:
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Stakes and subsidiaries
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business of oil & gas E&p, it is also looking at the future and promoting an
applied R&D in alternate fuels (which basically to exploit the core
competency of the organization- knowledge of hydrocarbons, gained over
the five decades.
New Business
ONGC has also ventured into coal methane (cbm) and underground coal
gasification (ucg);CBM production would commence in 2006-07 and UCG
in 2008-09.ONGC is also looking at Gas Hydrates, as it is one possible
source that could make India self-sufficient in energy , on a sustained basis.
Competitive strength
All crude’s are sweet and most (76%) are light, with sulphur
percentage ranging from 0.02-0.10, API gravity ranging from
26-46 and hence attracts a premium in the market.
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ONGC owns and operates more than 11000 kilometers of
pipelines in India, including nearly 3200 kilometers of sub-sea
pipelines. No other company in India operates even 50 percent
of this route length
ONGC’S ACHIEVEMENTS
Prime minister hands over the ‘public sector of the year’ award to
ONGC for the year 2005.
Strength
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Weaknesses
The purchase procedure of ONGC does not lead to feasible and past
purchase decisions.
It is highly regulated by the government therefore the functioning of
the organization, as a commercial organization is restricted or
constraint.
Behavior of the certain reservoirs in Mumbai has not been in the line
with expectation, which would enroll investment in future.
There has been no major discovery in the past.
Opportunities
Oil exploration and development has been open to the private sector,
hence ONGC can overcome resource crunch by setting up joint
venture with foreign companies.
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Threats
International crude oil price are highly volatile and any sharp down
turn would affect the profitability of the organization.
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INTRODUCTION TO THE TOPIC
“MENTORING”
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RESEARCH OBJECTIVE
Mentoring is a dynamic and reciprocal relationship in a work environment
between an advanced career incumbent (Mentor) and a beginner (Mentee)
aimed at promoting the career development of both.
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Mentoring
The word “Mentor” comes from an ancient Greek mythology where
Odysseus, king of Ithaca, asks Mentor to act as his son’s guardian while he
is away at the battle of Troy. Mentor acted as model, teacher, adviser,
counselor and guide for the son and prepared him for his leadership roles in
the future.
The concept of mentoring has undergoes rapid changes from a classical view
to modern view.
• Knowledge transfer
• Wise counsel
• Practical know-how
• Intellectual capital
• Advice
• Guidance
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Definition
Mentoring comes from the Greek word meaning “enduring”-is defined as a
sustained relationship between a youth and an adult.
David Clutterbuck
-Vickie L.Nadolski
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On analytical study of the above definitions, we may conclude
that:
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Characteristics of Mentoring
• Mentoring requires a high degree of mutual trust between the mentor
and the mentee.
908
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Matching of Mentors and Mentees Involves:
Mentee
Mentor Manager
Relationship between Manager, Mentor and Mentee
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Principles of Mentoring
Reciprocal Exchange
Mutually Beneficial
Dynamic in Nature
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Parties Involved in Mentoring
There are two parties involved in the mentoring process.
• The Mentor
• The Mentee or Protégé.
The Mentor
Mentoring Programme
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Mentoring is a tool that organizations can use to nurture and grow their
people. It can be an informal practice or a formal program. Protégés observe,
question, and explore. Mentors demonstrate, explain and model. The
following assumptions form the foundation for a solid mentoring program.
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Mentoring Techniques
Since the focus of mentoring is to develop the whole person, the techniques
are broad and require wisdom in order to be used appropriately.
2. Sowing: Mentors are often confronted with the difficulty of preparing the
learner before he or she is ready to change. Sowing is necessary when you
know that what you say may not be understood or even acceptable to
learners at first but will make sense and have value to the mentee when the
situation requires it.
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Types of Mentoring
• Natural Mentoring
• Supervisory Mentoring
• Situational Mentoring
• Informal Mentoring
• Formal Mentoring
1. Natural Mentoring
Natural Mentoring occurs all the time and always has been there. It
happens when one person (usually senior) reaches out to another, and a
career-helping relationship develops.
Research shows this type of mentoring most often occurs between people
Who have a lot in commom.This is because we are usually more
comfortable with ourselves those who are most like.
2. Supervisory Mentoring
In the work place this type of mentoring is very important. All supervisors
should mentor their subordinates. Supervisory mentors share valuable
information about the organization and provide meaningful work and
development learning opportunities.
.
3. Situational Mentoring
Situational Mentoring is the right help at the right time. It is those
connections that help to solve a problem or uncover hidden talent.
situational mentoring is usually short-lived and happens for a specific
purpose.
4. Informal Mentoring
Informal mentoring is a type of mentoring connection most employees
can built relate to and have previously experienced. It is an informal
mentoring relationship on mutual trust, respect and the sharing of ideas
and experiences.
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5. Formal Mentoring
Formal mentoring is comprehensive and includes a facilitated matching
process, formal training and clear goals for measuring success. Formal
facilitated mentoring programmes are structured programmes in which an
organization matches mentors with mentees.
Functions of Mentoring
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Phases of a Mentoring Relationship
The mentoring relationship typically has four distinct phases:
During the first three to six months, both the mentor and protégé are
getting to know each other, and building trust. At this time, both the
protégé and the mentor are developing expectations of each other. The
interaction which occurs at this stage will lay the foundation for a
strong and benificial relationship.
The middle phase is typically the most rewarding time for both mentor
and protégé. The mutual trust which has developed between the two
can give the protégé the confidence to challenge the ideas of the
mentor, just as the protégé's ideas will be challenged by the mentor.
Similarities:
However, there are three key differences, which influence choosing the most
appropriate intervention.
Differences
2. Focus
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Coaching intends to improve and develop work-related skills and
knowledge, which are often performance related. It concentrates on specific
issues (goals) with clear outcomes. It is the coaches’ role to enable the
individuals to find answers within themselves and is dependent upon each
individual's motivation to succeed.The focus of a mentoring relationship is
more on developing individual and work-related capability and talent. It
often forms part of management or career development programmes. It has a
structure but less ‘defined’ outcomes than specified for coaching. The
mentor supports and guides the individual as part of a development path,
which ‘opens doors, shares experiences and widens networking systems’.
3. Timing
Coaching is usually a ‘time bound’ relationship with a defined duration to
meet the specific goal identified. Individuals will often use the same coach to
support them with different issues.Mentoring relationships can go on for a
long time, seeing progress through many stages and often survive through
numerous relocation and career changes.However, the success of either of
these interventions is dependent upon the skills of the provider, often left to
managers according the CIPD survey, who may not have the capacity or the
ability to deliver.
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MENTORING IN ONGC
BACKGROUND
This report gives the snapshot of the processes followed for this initiative,
details of mentors who are accredited and few suggestions for improving the
efficacy of the initiative.
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BRIEF ON MENTORING
1. What Is Mentoring?
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2.What are the expectations from ONGC Accredited Mentors:
d) Mentors will increase mentees’ morale and motivation and will help
the organization in discovering mentees’ talents thus building a
continuous learning organization.
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SECTION 3: MENTORING JOURNEY AT ONGC IN 2009-2010
5. The mentors were briefed on the ONGC mentoring process and the
accredition process. At the end of the workshop, the mentors were
asked to select 3 mentees each from their locations of work. It was
adviced that the mentee should ideally be from their discipline, but
should be working under them. The mentors, who were unable to
select mentees on their own, were assigned mentees by the HR
Initiatives Group. It has been observed that the mentoring process
started very fast and also the effectiveness of mentoring was very
high, when the mentors selected the mentees on their own after
discussion with their peers and reporting officers.
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mentoring as well as create an appreciation on impact of mentoring
culture in ONGC.
B: HAND HOLDING
1. Each mentor was given a Mentor Diary and three Mentee Diaries on
the final day of the Mentoring Skill Workshop to record the details of
the mentoring sessions. The copies of the diaries have been submitted
separately. During the mentoring journey, mentees were in contact
with HMIL regularly to get guidance, share their experiences,
clarifying the process and also requesting additional resources.
Accordingly, HMIL provided them articles and videos as well as
queries were resolved through phone calls and emails.
o Ask where else she could apply this success factor. Are
there other projects or situations in her life where she
might experience the kinds of success she has just
experienced?
o Are there people she works with who could benefit from
this skill so that the team could better work together?
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C: ACCREDITATION OF MENTORS
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REVIEW OF LITERATURE
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Measuring the Effectiveness of Faculty Mentoring Relationships
Ronald A. Berk, PhD, Janet Berg, MS, RN, Rosemary Mortimer, MS,
MSEd, RN, Benita Walton-Moss, DNS, RN, and Theresa P. Yeo, MSN,
MPH, RN
“Mentor” is a term widely used in academic medicine but for which there is
no consensus on an operational definition. Further, criteria are rarely
reported for evaluating the effectiveness of mentoring.This article presents
the work of an Ad Hoc Faculty Mentoring Committee whose tasks were to
define “mentorship,” specify concrete characteristics and responsibilities of
mentors that are measurable, and develop new tools to evaluate the
effectiveness of the mentoring relationship. The committee developed
two tools: the Mentorship Profile Questionnaire, which describes the
characteristics and outcome measures of the mentoring relationship from the
perspective of the mentee, and the Mentorship Effectiveness Scale, a 12-item
six-point agree–disagree-format Likert-type rating scale, which evaluates 12
behavioral characteristics of the mentor. These instruments
are explained and copies are provided. Psychometric issues, including
the importance of content-related validity evidence, response bias due to
acquiescence and halo effects, and limitations on collecting reliability
evidence, are examined in the context of the mentor–mentee relationship.
Directions for future research are suggested.
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Mentoring programmes for academic staff at the
Polytechnic of Namibia
Sylvia N. Naris and Wilfred I. Ukpere*
Faculty of Business, Cape Peninsula University of Technology (CPUT),
Room 22, Commerce Building, P. O. Box 1906,
Bellville, Cape Town, South Africa.
Accepted 29 December, 2009
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Mentoring programs a must in today's businesses
By: Hessing, Shawn G.. Fort Worth Business Press, 6/5/2006,
Vol. 19 Issue 23, p16-16, 1/2p; (AN 21372739)
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Mentoring and career development.
S. Gayle Baugh ,Sherry E. Sullivan
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RESEARCH METHODOLOGY
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PRIMARY RESEARCH OBJECTIVE
SECONDARY OBJECTIVES
1. Awareness
2. Career Development
3. Flexibility
4. Counselling
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3. FLEXIBILITY: The malleability of the boundary between two or more
role/domains-its ability to expand or contract-to
accommodate the demands of one domain or another".
Here flexibility relates to flexibility in the Mentoring
Program according to the need of employees. The
following hypothesis was set in order to measure this
parameter. The question under this is Q13.
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RESEARCH:
According to Clifford Woody :
Research may be define as, “ Defining and redefining problems ;
formulating hypothesis or suggested solutions ; collecting , organising and
evaluating data ; making deductions and reaching conclusions ; and at last,
carefully testing the conclusions to determine whether they fit the
formulating hypothesis.
RESEARCH DESIGN
Research Design is a framework or blueprint for conducting any research
project. It specifies the details of the procedures necessary for obtaining the
information needed to structure and / or solve research problems.
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DATA COLLECTION
Research methodology will be based on both primary and secondary data.
Primary Data
Secondary Data
Has been collected through:
Published data in and outside the organisation.
Internet downloads.
Various journals, etc.
Subject related articles in Newspaper and Magazines.
SAMPLE :
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DATA ANALYSIS
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
agree Disagree
It can be seen that out of 51 respondents 25 have strongly agreed that they
are aware of the mentoring programme, 25 have agreed of the awareness
about the programme and only 1 is selected the third option i.e neutral.
35
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
64
(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
35
30
25
20
15 Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
65
(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 22 have strongly agreed that their mentor was easily
approachable and accessible, 28 have agreed to it and only 1 is of neutral
opinion.
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(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 25 have strongly agreed that their mentor was
supportive and encouraging, 24 have agreed to it and 2 are of neutral
opinion.
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(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
35
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 11 have strongly agreed that their mentor provided
constructive and useful critiques of their work, 33 have agreed and 7 are of
neutral opinion.
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(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
35
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents 16 have strongly agreed that their mentor motivated
them to improve their work product, 31 have agreed to it and 4 respondents
have neutral opinion.
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(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
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35
30
25
20
Number of Persons
15
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 8 have strongly agreed that their mentor provided
them direction and guidance, 38 have agreed to it, 3 are of neutral opinion
and 2 have disagreed to it.
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(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
35
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 18 have strongly agreed that their mentor answered
their questions satisfactorily, 31 have agreed and 2 have neutral opinion.
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(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 5 have strongly agreed that their mentor challenged
them to extend their capabilities, 26 have agreed, 17 have neutral opinion
and 3 have disagreed.
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(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
Agree disagree
35
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 4 have strongly agreed that their mentor suggested
them appropriate resources,29 have agreed, 12 are of neutral opinion and 6
have disagreed.
12. Has mentoring helped to increase your overall morale and motivation.
30
25
20
15
Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 17 have strongly agreed that mentoring has increased
their morale and motivation, 29 have agreed, 2 are of neutral opinion and 3
have disagreed.
74
25
20
15
10 Number of Persons
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 22 have strongly agreed that mentees should be given
a chance to change their mentor if they are not compatible, 22 have agreed, 6
are of neutral opinion and 1 disagrees.
75
35
30
25
20
15 Number of Persons
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 19 have strongly agreed that mentoring helps in
building a continous learning organization, 29 have agreed, 2 are of neutral
opinion and 1 disagrees.
15. Does your mentor listens to your suggestions i.e. is reverse mentoring
prevailing among you and your mentor?
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40
35
30
25
20
Number of Persons
15
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
Out of 51 respondents, 10 have strongly agreed that reverse mentoring
prevails between them and their mentor, 36 have agreed and 5 are of neutral
opinion.
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Out of 51 respondents,24 have strongly agreed that mentoring helps in
employees growth and development, 23 have agreed, 3 are of neutral opinion
and 1 disagrees.
AWARENESS
Descriptive Statistics
Valid N (listwise) 51
COUNSELLING
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Descriptive Statistics
Valid N (listwise) 51
AS the value of mean is 1.76 so this shows that most of the respondents have
opted for option (b) which was ‘agree’. So we conclude that mentoring has
helped in increasing the overall morale and motivation level of the
employees.
FLEXIBILITY
Descriptive Statistics
As the value of mean is 1.68, this shows that most of the respondents have
opted for option (b) which was ‘agree’. so we conclude that majority of
mentees are of the opinion that mentees shoul be allowed to change their
mentor if they are not compatible.
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Descriptive Statistics
Valid N (listwise) 51
It has been inferred from the questions that through an established mentoring
programme ONGC’s mentoring was effective in providing empathy and
support to the employees. As most of the respondents have agreed to the
above statements.
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CAREER DEVELOPMENT
Descriptive Statistics
Valid N (listwise) 51
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17. In what way(s) has being a Mentee been most helpful or beneficial to
You?
Ans: The following are the answers commonly given by the employees:
18. What aspect did you like most about the Mentoring Program?
Ans: The following are the answers commonly given by the employees:
19. What aspect did you like least about the Mentoring Program?
Ans: The following are the answers commonly given by the employees:
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20. What changes would you make to the Mentoring program?
Ans: The following are the answers commonly given by the employees:
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TOTAL PARAMETERS
Descriptive Statistics
Valid N (listwise) 51
85
86
FINDINGS
87
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RECOMMENDATIONS
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LIMITATIONS OF THE PROJECT REPORT
Sample size was 55 which can not be the true representative of the
company having more than 38,000 executives in office work.
Moreover I was working in the headquarters of the organization
and there were only 55 mentees.
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REFERENCES
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QUESTIONNAIRE
Dear Sir/Madam,
RESPONDENT PROFILE
NAME -
AGE -
QUALIFICATION -
LEVEL -
LENGTH OF -
SERVICE
(Please tick)
1. I am fully aware of the mentoring programme within ONGC.
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10. My mentor challenged me to extend my abilities(e.g., risk taking,
try a new professional activity, drafta section of an article).
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16. The mentoring programme really helps in employee’s growth and overall
development.
(a)strongly (b) agree (c) neutral (d) disagree (e) strongly
agree disagree
17. In what way(s) has being a Mentee been most helpful or beneficial to
you?
_______________________________________________________
_______________________________________________________
_______________________________________________________
18. What aspect did you like most about the Mentoring Program?
_______________________________________________________
_______________________________________________________
_______________________________________________________
19. What aspect did you like least about the Mentoring Program?
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
_______________________________________________________
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THANK YOU
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