INDUSTRY PROFILE

One cannot simply think of economic development without the

growth of the Cement Industry. Cement one of the basic elements for
setting up storage and health infrastructure plays a crucial role in
economic development of a country.
Having more then a hundred and fifty years of history it had
been used extensively construction of anything from of building to
projects. As such cement consumption may be considered as one of
the yardsticks in scaling economy. It is core sector industry and a rise
in the price of cement is bound to have inflationary effects on other
industries with in the economy.

India is the second largest cement producing country after china.

The industry is characterized by a high degree of fragmentation that
has creator intense competitive pressure on price realizations. Spread
across length and breath of the country there are 120 large plants
belonging to 56 companies of around 135 Million Tones (MT) as March
2002.
The industry was totally decontrolled in March 1989 and deli
censed in July 1991 leading to a rapid increase in installed capacity
from 61.55 Million Tones per annum in 1989-90 to 105.25 Million Tones
per annum in 1996-97. Today cement ranks among the to five
industries in terms of their contribution to the union excise duty.

Cement manufacturing involves hating a mixture of limestone

and clay. Partial fusion occurs and lumps called clinkers are formed.
The clinker is mixed with little amount of gypsum to give Ordinary
Portland Portland_Cement (OPC), mixing this with blast furnace slag or
husk yields Portland Slag Cement (PSC) and Portland Pozzolonna

1
Cement (PPC). The producing capacities of are, PPC and PBFSC are 70,
18 and 11 percent respectively. The manufacturing process has also
changed from the inefficient wet process to the more efficient dry
process 87% of the total capacity is of dry process and 13% is not.

Cement consumption growth is highly correlated to the GDP

growth and serves ad a leading Indicator. More industrial activities and
greater purchasing power means more asset formation and thus more
consumption of cement.

INSUSTRY STRUCRURE:
The total world production of cement if to be around 1400 MT.
Asia is the largest consumer followed by Europe & the America. India’s
installed capacity and production for 1996-97 was 105.25 Million Tones
Per annum &76.22 including mini and white sector. With 3.8 MT more
already becoming operational this year and another 3 MT to be added,
there will be 57 large cement companies with 114 plants and an
installed capacity of 109 Million Tones per annum.

Before 1991 the Government uses to be the biggest consumer of

cement accounting for almost 40%-45%. Since then its share has been
coming down and now stands at about 30%. About 37% is estimated
taken up by the retail segment.

The cement sector is relatively insulated from International

Trade. Being a very bulky item, International Trade is very limited and
only between neighboring states. Although India has been consistently
exporting cement in the volume of exports took a beating after the
southern Asian crises. From a peak of 2.68MT 1998-98 cement exports
from India have slid down to 2.06 MT in 1998-99.

2
 With the expected huge demand in the Asian countries the future
India being a convenient country for the export oriented activities and
with the cheaper labour there are many cement Companies entering
India.

Cement is preferred as building material in India. It is used

extensively in house hold and industrial construction. Earlier
government sector used to consume 50% of the cement sold in India,
but in the last decade it share has come down to 35% rural areas
consume less 23% of the total cement. Availability of cheaper building
material for the nonpermanent structure affects the rural demand.
The budget gave substantial incentives to private sector
construction companies. Ongoing liberalization will lead to an increase
in industrial activities and infrastructure development so it is hoped
that Indian cement industry shall boom again in near future. The
National highway Act to allow private toll collection and identified
projects, bridge, expressways for private construction.

MARKETING:

Cement being a commodity item has low margins and its bulky
nature ensures that the supply is determined by the economical
transportation distance, this led to the formation of regional markets,
Western, Northern, Southern and eastern. And the concentration of
limestone deposits in a few states has a led to the concentration of
limestone the formation of cement plant clusters at seven locations.
Having surpassed the period of shortage and achieving high growth
arte in capacity, implying springing up many plants, the industry is
getting competitive. Hence the necessary and need for coordinated
marketing efforts.

3
 The surplus cement that emerged towards end of the 1980’s
necessitated the Indian cement industry to develop marketing
strategies and look for new areas of cement usage. On such are
identified was the coast of concrete roads.

Since 1988 the cement manufacturers association has

propagated the idea of concrete roads through a series of seminars,
workshops and deliberations at decision-making levels at both state
and central governments discussions with metropolitan authorities and
other involved in road building activities. As a result the Delhi-Matura
road is under construction. The city of Bombay has already completed
construction of one-third of its 350 km arterial roads with concrete.
More concrete roads and likely to be built in India both in the private
and government sectors including toll roads and express highways.
The government has recently asked for private participation including
foreign investment for the construction of toll roads, some which are
likely to be concrete.

The incentives offered to private builders include a guarantee of

minimum reasonable rate of return on their investments, increase debt
equity ratio up to 100% foreign equity participation development of
service and rest areas along the road. Expressways between Bombay-
Nasik, Bombay-Pune, Bangalore –Mysore and Bombay-Vadodara are
some of the roads identified.

4
 Cement Production in India for the Period 1995-2004
Year Production Growth in
(In MT) production
1995-96 64.53 6.18
1996-97 69.98 5.45
1997-98 81.65 4.91
1998-99 85.35 3.70
1999-00 88.42 3.07
2000-01 88.42 3.07
2001-02 89.42 1.20
2002-03 90.70 1.08
2003-04 91.02 0.32
Source: Survey of Indian Industry.

PLANTS UNDER THE GROUP

The pig iron plant and Lanco Cement Plant are two plants,
which are presently under the name of M/s. Lanco Industries Ltd.,
and Lanco constructions Limited are the sister of concern of it.

ADMINISTRATION
The general administration of the company is carried out by
the Chairman, Managing Director, the Vice-President and General
Managers of Finance, Commercial operations and Administration.
They were assisted by Manager Immunization and some other
Managers.
The Chairman and Managing Director are holding overall
control on administration in all aspects, with the help of Vice-
President and other General Managers. The board consists of 5
members Directors, Vice-Chairman, a Managing Director and a
Company Secretary.

5
Plant layout

Gate
Entrance

Security

Administrati
on Block

Physical /
Chemical Temple
Lab

Cement
Production Power
Production

Pig Iron

COMPANY PROFILE
6
ESTABLISHMENT:
Lanco group is a fast growing and leading Indian industrial group,
which has blazed a trial of success in Civil Engineering, Pig Iron,
cement, surface Transport, Shipping Services and other areas of
industrial activity. S.V. Contractors Seaways Shipping Services limited.
Kalahasti Castings Limited and Lanco Steels limited. Are all frontline
companies in their respective field of activity.

M/S Lanco Ferro Limited, producing Pig Iron, was established in

the year 1993 on June 9th at Rachagunneri (Vill), Srikalahasti (mandal),
Chittoor (district), A.P. It was renamed as M/s Lanco Industries Limited.
On the 1 September 1994, when the Management started the
production of cement. The Cement unit with state of the art vertical
shaft kiln well qualified personnel producing Portland Slag Cement. The
annual capacity of the cement plant is 90.000 tones.
Lanco Industries limited is presently at internal assessment
stage of ISO 9002 certification for its manufacturing process.

LOCATION OF THE PLANT:

Lanco Industries limited is located in between Tirupati and
Srikalahasti with 30km and 10km distance respectively.
Location of the plant at this place i.e., at Rachagunneri Village of
Chittoor District, A.P. having the following advantages.
• Cheap availability of required land.
• There are abundant water resources.
• The distance between the harbor and present work site is
relatively less.
• Proximity of raw materials.
• Availability of financial subsidy.

7
 • Nearer to the railway siding.
• Well connected with rail and road transport.
• Availability of labor.

CURRENT OPERATIONS:-
Presently company is manufacturing 53 grades, Ordinary
Portland PortlandCement (OPC) with brand “LANCO”. The different
varieties of cement that are being manufactured at the factory are:
1. Ordinary Portland Cement (OPC)
2. Portland Slag Cement (PSC)
3. Portland Pozzolonna Cement (PPC)
At present company is manufacturing Lanco Cement 53 grade.
At present about 8000 tones of various grades of cement is
having daily manufactured at the factory.

SAILENT FEATURES OF LANCO CEMENT:-

1. High Strength &High Quality and great durability.
2. A very perceptible saving in cost (20%-25%) due to low
setting time.
3. Superior quality of the cement resulting in a better overall
finish.
4. Stronger bonding with aggregates.
5. Full strength had given to any construction (Pig iron)

LANCO CONSTRUCTIONS LIMITED

This group company was established in the year 1993 and
has executed most demanding and difficult projects in the field of
civil construction engineering on schedule essaying repute as a
world class construction company in a very short time span. The
company is mainly executing prestigious work in the fields of

8
irrigation, pipeline projects highways, housing and industrial
construction project an successfully compared several housing
complexes roads, irrigation canals, bridges and industrial
complexes at Lanco diverse dimensions of growth is achieved
through converging rays of vision rays of vision creating
dimensions.

KALAHASTI CASINGS LIMITED

Establish in 1997 and strategically located in alone
proximity to the mini blast furnace of the pig iron plants it has a
clear economics mileage over other castings sites .The molten
metal from the blast cone is directly loosed as basic raw material
to produce graded castings .Cast iron span pipes and iron spun
gradually expanded further to meet the scaring demand of the
products. The UPS to the pipe plant will be met through 10MW
capture power plant.

LANCO PIG-IRON DIVISION

It is located at Rachagunneri. The pig iron is commissioned
in a record time of eleven months, drawing on the group's
expertise in Civil Engineering and Industrial construction.
Highlights:
 State of art mini blast furnace
 Strategic location with easy access
 One of the few plants with its own railway siding
 High quality is from the neighboring Donimalai deposits
 Access to best grade coke from China
 90,00 tpa capacity

9
  Proximity to end-users
 Manufacturing all grades of Pig iron with the highest rating
quality

CEMENT DIVISION
The slag from pig-iron plant is used for producing 90,000
tpa cement, reflecting an approach that transforms the by-
product into productive inputs, in value added finish product.
 High quality port land slag cement in various grades of
universal application
 Quality consistent composition, competitive pricing

10
 ORGANIZATIONAL HIERARCHY LANCO INDUSTRIES
LIMITED

Managing Director

Vice President

General Manager

Finance Cement Personal & Commercial

Pig Iron Division Division Administration

Marketing Chief Deputy Manager General Senior Manager

Executive B.F - CD Manager

Assistant
Manager

Prod- Mech-
Ele- Instr-
Mechanical Electrical
Quality
uction anical
ctrical ument PP Control Production

Sr Adm Sr Dy Mgr Sr
Mgr Mgr Mgr Mgr Chemist

Sr Dy Mgr Sr Sr
Mgr Engr Chemist

LITERATURE REVIEW
CD PID

11
 Although the superior-subordinate relationship is complex, it is filled with many
opportunities for both to make the relationship meaningful and productive. Superiors'
examination of their beliefs about subordinates as well as subordinates' determination of
the bases of their assumptions about superiors address fundamental aspects of the
relationship. Both the superior's and the subordinate's understanding of the complexity of
authority lays the groundwork for reflective inquiry by superiors and risk taking by
subordinates. In this competitive environment, without both good superiors and good
subordinates organizations will suffer immensely. Acknowledging that the relationship
requires careful management is the first step in making it mutually successful.

who's in charge

"In a superior-subordinate relationship, the person with the most authority is not
necessarily the person in command. Personality factors often carry more weight than
official positions. Understanding how various personality types interact with one
another will help you assess your own situation"

Many managers believe that the power to direct others is conferred by a person's
official position in an organization. In reality, a strong personality will often prevail
over assigned authority. Determining who is really in charge in a specific situation or
how effective a particular superior-subordinate relationship will be requires an analysis of
the types of personalities involved.

Types of Personalities

The power-related behavior of every manager and subordinate can be

characterized as passive, assertive, or aggressive. How a superior and subordinate match
up on this passive-aggressive continuum provides a useful index for predicting how a
superior-subordinate pair will behave toward each other -- whether they will have a
successful working relationship or one that is marked by conflict and dissension.

Passiveness is displayed by someone who is typically withdrawn, tries to be a nice

guy, wants to be liked, doesn't like to compete, and feels inadequate when responding to

12
power challenges. Charlie Brown of cartoon fame is a good example of this type of
person.

Assertiveness can be defined as standing up for oneself. The assertive person

usually gets what he wants without either running roughshod over others or waiting for
permission to pursue his rightful objectives. Assertiveness is a competitive attitude.
Assertive people like to win, and they know that the main ingredient in an organizational
environment is power, whether it involves implementing a change or gaining acceptance
of a new idea.

Aggressiveness refers to the chronic use and abuse of others for one's own ends,
with little or no concern for the harm inflicted on their careers or lives. It is a no-holds-
barred attitude that is usually less a case of competition than of destructiveness. The
aggressive person isn't so much interested in winning as he is in seeing his adversary
lose.

Patterns of Power

In using the passive-aggressive scale, it should be understood that no one is purely

passive, assertive, or aggressive; everyone is a mixture of all three. However, one of
these personality tendencies almost always dominates. Determining the dominant
personality tendencies of the people involved in a specific organizational situation is the
key of assessing the relationship of power that exists between them.

The three basic personality types yield nine patterns of power in superior
subordinate relationships.

Passive superior and passive subordinate: This pair might well be characterized as the
losers in the world of organizations. In an environment where competition is the rule,
these people - if they have a friendly relationship will usually complain about the
inconsiderate and blatant "political" behavior of those who are more assertive and
aggressive than they. In their feeling of powerlessness, they are apt to have many
excuses for efforts that don't pan out. Most of their ideas and suggestions are never

13
implemented because of their inability to transcend organizational constraints and to take
charge of situations where power-oriented actions are called for. Ignoring or bypassing
difficult problems is much easier for them than tackling them head-on. This defeatist
posture protects their limited interpersonal capacities from the confusion that would be
created by failing to succeed in matters with which they are not equipped to cope.

If they are less than friendly with each other, they are apt to complain to their
associates about the other's persistent inaction. Often the superior will make the passive
subordinate the scapegoat for his own limitations. Their relationship with each other is
often either alienated or hostile, or fearful and guilt-ridden. In essence, neither of these
two types will be in charge of his work situation: Thus someone else will determine their
goals and outcomes.

Passive superior and assertive subordinate: This relationship usually defined by the
subordinate who, if he is a loyal type of person, will cover up for the superior and
accomplish the things the superior should be doing on his own. For example, it is often
found that a loyal, assertive staff member will carry the load for a weak, passive manager,
and be able to prop him up for years by making many of his decisions for him in a subtle
way. If the subordinate is ambitious, he will look for away to get out of the situation and
find a new superior who is likely to do more for his career aspirations.

Passive superior and aggressive subordinate: This combination is usually disastrous

for the superior, irrespective of whether the subordinate tends to be overt or covert in his
aggressive behavior. If the subordinate has no qualms about expressing himself, he is
likely to show open disdain for his superior. He is apt to be angry, testy, and vocal in
complaining about a great many of the things the superior says or does. On the other
hand, he could be very sly, gossiping behind the superior's back and planting doubt about
his capabilities in the minds of others, thereby undermining what little authority the
superior may enjoy because of his position.

The power relationship between superior and subordinate plays a pivotal role in
determining how effective a manager can be. Once examined for their basic power

14
patterns, the various personality combinations can help to predict whether a superior-
subordinate relationship will be good or poor, as well as how competitive or cooperative
they will be toward each other.

When the relationship between superior and subordinate is best (for example, both
are assertive), the work progresses well and the results desired are achieved. When the
relationship is worst (for example, the superior is passive and the subordinate is
aggressive), difficulties will mount and results will be poor.

The ideal manager or subordinate is a flexible, almost chameleon-like individual

who can be passive, assertive, or aggressive, depending on the situation. This individual
knows when it is proper to back down, when it is propitious to move ahead with vigor
and determination, and when there is no other choice but to thoroughly trounce an
opponent. This type of manager is the one who is really in charge, and this type of
subordinate is, as a rule, the most effective and promotable.

Managing the superior/subordinate relationship.

Building on research and writing in the fields of career management and mentor
relationships, Baird and Kram analyze the superior-subordinate relationship as an
exchange to which each party brings different needs and resources. They point out that
this relationship can be productive and satisfying--both for the parties concerned and for
the organization--when the needs of one party match the resources of the other. The
article includes a checklist for analyzing how the superior-subordinate relationship
operates as an exchange and how the resources of the parties mesh or fail to mesh. They
do on to show how the superior-subordinate relationship and the needs of the parties
change as each moves through individual career and life cycles. What was once a
productive relationship may, in time, become unproductive, or vice versa. In any event,
its dynamic nature requires that it be managed. Baird and Kram suggest five steps for
managing the relationship as it moves through these changes:

(1) Recognizing that the relationship is an exchange;

15
(2) identifying clearly one's own as well as the other party's needs;

(3) understanding how the subordinate's and boss's needs fit together and

recognizing that the relationship is likely to change;

(4) understanding the constraints under which the boss operates;

(5) establishing a feedback and evaluation process for continuously assessing the

relationship.

NEED FOR THE STUDY

16
 Management is not only getting things done by others but also helping ordinary

people to produce extra ordinary results, productivity of men’s capacity is more

important than plant capacity. So for that the relationship between superior and

subordinate should be strong.

Effective relationship results in high employee productivity and job satisfaction.

So this study has been undertaken to know the communication among the employees.

OBJECTIVES OF THE STUDY

17
 1. To know the relationship among the peers, superiors and subordinates.

2. To know the problems in relationship and barriers in communication among

employees.

RESEARCH METHODOLOGY

Types of Sampling: Convenience Sampling

Sample Size : 84

18
Data Collection : Primary Data and Secondary Data

Primary Data : Through Questionnaire

Secondary Data : Through Company records and websites.

LIMITATIONS

19
 Though the study aims at achieving the objectives it may be hampered due to

certain limitations. They are

1. The sample size for survey is limited to 84.

2. Getting accurate responses from the employees is difficult due to their busy

schedule.

DATA ANALYSIS AND INTERPRETATION

20
 The focus of this study was to investigate the association of managerial

performance with the interactive effect of superior-subordinate relationship (SSR). The

participants in the study were 42 employees working in LANCO at rachaganneri.

Questionnaires were used to collect the data

This questionnaire contains 5 sessions. The first session contains relationship

among peers and the second session contains relationship between superiors and third

session contains relationship between departments and forth section contain relationship

between subordinates and the fifth section contains overall relationship in the

organisations.

I. RELATIONSHIP AMONG PEERS:

21
1. INTERPRETATION FOR COOPERATION BETWEENCOLLEAGUES:

Among 84 respondents 22 of them said that the cooperation with peers is very

good and 62 said it is good. The weighted average percentage is falls in 8.52. So through

the observation the relationship among the peers in the organisation is good.

S.NO Attributes No. of Weighted

Respondents average
1 Very good 22
2 Good 62
3 Average --
4 Low -- 8.52
5 Very low --

2. INTERPRETATION FOR COMMUNICATION WITH COLLEAGUES:

Among the 84 respondents 20 of them said that daily the communication with

their colleagues is very good and 64of them said that it is good. The weighted average

22
 percentage is falls in 8.46. So through the observation the relationship among the peers in

the organisation is good.

S.NO Attributes No. of Weighted

Respondents average
1 Very good 20
2 Good 64
3 Average --
4 Low -- 8.46
5 Very low --

3. INTERPRETATION FOR COMMUNICATION TYPE WITH

COLLEAGUES:

The below table shows that both formal and informal communication is very

good when comparing with formal and informal communication among peers so it is

good for the organisation.

23
 S.No Attributes No. of Percentage

Respondents
1 Formal 4 4.76
2 Informal 20 23.8
3 Both 60 71.8

Type of communication among

Colleagues

80 71.4
No. of.
60 Respondents

40 60
23.8 Percentage of
Respondents
20 4.76 20
4
0
Formal Informal Both

INTERPRETATION FOR NUMBER OF COLLEAGUES THAT THEY MOVE

24
 Among 84 respondents 24 of them said that they move very good numbers with

peers and 48 said it is good. 12 said that it is average the weighted average percentage is

falls in 4.14. So through the observation most of them move with good number.

4. INTERPRETATION FOR SHARING PERSONAL FEELINGS

The below table shows that most of them share their personal feelings with

some extent few of them say yes according to this the relationship is good among the

peers

S.No Attributes No.of Percentage

Respondents
1 Yes 16 19.04
2 No 0 0
3 Some Extent 68 80.45

25
 Sharing personal feelings with colleagues

100
80.95
80 no. of.
60 Respondents
68
40 percentage of
20
1619.04 respondents
0 0
0
som
yes no
extent

INTERPRETATION FOR SHARING PERSONAL FEELINGS

The above graph shows that most of them share their personal feelings with

some extent few of them say yes according to this the relationship is good among the

peers

26
II. RELATIONSHIP WITH SUPERIORS

5. INTERPRETATION FOR GETTING PERMISION FROM SUPERIORS

The below table 8.57% of them said that they can permission from superiors

easily and 71.42% said that in some extent only we can get permission easily.

S.No Attributes No.of Percentage

Respondents
1 Yes 24 28.57
2 No 0 0
3 Some Extent 60 71.42

27
 Getting permission from superiors
80 71.42
70
60
50 no. of.
40 Respondents
28.57 60
30 percentage of
20 24 respondents
10 0 0
0

yes no some
extent

INTERPRETATION FOR GETTING PERMISION FROM SUPERIORS

The above graph shows that 28.57% of them said that they can permission from

superiors easily and 71.42% said that in some extent only we can get permission easily.

28
6. INTERPRETATION FOR ENCOURAGE MENT FROM SUPERIORS

The below table shows that 23.8% of the respondents said that superiors

encourages them when they are in depression ,28.57% of the respondents said that they

do not encourage and 47.63% of them said that in some extent they encourage

S.No Attributes No.of Percentage

Respondents
1 Yes 20 23.8
2 No 24 28.57
3 Some Extent 40 47.63

29
 Encourages from superiors

60
47.63
50
no. of.
40 28.57 Respondents
30 23.8 40
20 24 percentage of
20
respondents
10
0

yes no some
extent

INTERPRETATION FOR ENCOURAGE MENT FROM SUPERIORS

The above graph shows that 23.8% of the respondents said that superiors

encourages them when they are in depression ,28.57% of the respondents said that they

do not encourage and 47.63% of them said that in some extent they encourage

30
7. INTERPRETATION FOR SHARING PERSONAL FEELINGS

The below table shows that 19.05% of them sharing their personal feelings with

supoerionrs,57.14% of them say no and 23.8% of them said in some extent we share the

personal feelings in free times .

S.No Attributes No.of Percentage

Respondents
1 Yes 16 19.05
2 No 48 57.14
3 Some Extent 20 23.8

31
 57.14
60
48
50
40 No.of
Respondents
30 23.8
20
20 1619.05 Percentage

10
0

Yes No Some
Extent

INTERPRETATION FOR SHARING PERSONAL FEELINGS

The above graph shows that 19.05% of them sharing their personal feelings

with supoerionrs,57.14% of them say no and 23.8% of them said in some extent we

share the personal feelings in free times .

32
8. INTERPRETATION FOR COMMUNICATION WITH SUPERIORS IN

OUTSIDE OF THE ORGANIZATION

The below table shows that 9.52% of them said that there have communication

with their superiors , 52.38% said that no and 23.8% of them said that in some extent they

have out side of the organization

S.No Attributes No.of Percentage

Respondents
1 Yes 8 9.52
2 No 44 52.38
3 Some Extent 20 23.6

33
 Communication with superiors in
outside of the organization

60 52.38
44
40 Series1
20 23.6
20 8 9.52 Series2

0
Yes No Some Extent

INTERPRETATION FOR COMMUNICATION WITH SUPERIORS IN

OUTSIDE OF THE ORGANIZATION

The above graph shows that 9.52% of them said that there have communication

with their superiors , 52.38% said that no and 23.8% of them said that in some extent they

have out side of the organization

34
9. INTERPRETATION FOR TELECOMMUNICATION WITH SUPERIORS

The below table shows that 57.14% of them said that they have phone calls from

superiors, 9.52% of them said that they do not have no phone calls and 33.33% of them

said that in some extent they have phone calls from superiors.

S.No Attributes No.of Percentage

Respondents
1 Yes 48 57.14
2 No 8 9.52
3 Some Extent 48 33.33

35
 Telecommunication with superiors
57.14
60
48 48
50
40 33.33
Series1
30
Series2
20 8 9.52
10
0
Yes No Some Extent

INTERPRETATION FOR TELECOMMUNICATION WITH SUPERIORS

The above graph shows that 57.14% of them said that they have phone calls from

superiors, 9.52% of them said that they do not have no phone calls and 33.33% of them

said that in some extent they have phone calls from superiors.

36
10. INTERPRETATION FOR EXPECTATIONS OF SUBARDINATES ON

SUPERIOR’S COORDINATION

The below table shows that 28.57% of them said that they expect that their

superiors are move with them, 19.05% of them said that they did not expected and

52.38%of them said that in some extent they expect that their superiors are move with

them.

S.No Attributes No.of Percentage

Respondents
1 Yes 24 28.57
2 No 26 19.05
3 Some Extent 44 52.38

37
 Expectation of subordinates on
superior coordination

60 52.38
44
40
24 28.57 26 Series1
19.05
20 Series2

0
Yes No Some Extent

INTERPRETATION FOR EXPECTATIONS OF SUBARDINATES ON

SUPERIOR’S COORDINATION

The above graph shows that 28.57% of them said that they expect that their

superiors are move with them, 19.05% of them said that they did not expected and

52.38%of them said that in some extent they expect that their superiors are move with

them.

38
III. RELATIONSHIP WITH DEPARTMENTS

11. INTERPRETATION FOR RELATION SHIP WITH DEPARTMENTS

The below table shows that 26.19% of the respondent said that relation ship

between departments is good and 73.81% of them said that is average.

S.No Attributes No.of Percentage

Respondents
1 Very good 0 0
2 Good 22 26.19
3 Average 62 73.81
4 Low 0 0
5. Very Low 0 0

39
 Relationship with departments
73.81
80 62
60
Series1
40 26.19
22 Series2
20
0 0 0 0 0 0
0
Very Good Average Low Very
good Low

INTERPRETATION FOR RELATION SHIP WITH DEPARTMENTS

The above graph shows that 26.19% of the respondent said that relation ship

between departments is good and 73.81% of them said that is average

40
12. .INTERPRETATION FOR COMMUNICATION WITH DEPARTMENTS

The below table shows that 19.05% of them said that other departments can share

their feeling with them, 57.14% of them said that no and 23.08% of them said that in

some extent only , they can share their feelings with them

S.No Attributes No.of Percentage

Respondents
1 Yes 16 19.05
2 No 48 57.14
3 Some Extent 20 23.08

41
 Communication with departments
57.14
60 48
50 No.of
40 Respondents
30 1619.05 2023.08
20 Percentage
10
0
Yes No Some
Extent

INTERPRETATION FOR COMMUNICATION WITH DEPARTMENTS

The above graph shows that 19.05% of them said that other departments can

share their feeling with them, 57.14% of them said that no and 23.08% of them said that

in some extent only , they can share their feelings with them

42
IV REALTIONSHIP WITH SUBORDINATES

13. INTERPRETATION FOR SHARING PERSONAL FEELINGS

The below table shows that most of them share their personal feelings with

some extent few of them say yes according to this the relationship is good among the

peers

S.No Attributes No.of.Respondents Percentage

1 Very good 8 9.52
2 Good 40 47.62
3 Average 36 42.86
4 Low 0 0
5 Very low 0 0

43
 Realtionshipwithsubordinates

60
47.62
50 42.86
40
40 36
Series1
30
Series2
20
89.52
10
0 0 0 0
0
Very Good Average Low Very
good low

INTERPRETATION FOR SHARING PERSONAL FEELINGS

The above graph shows that most of them share their personal feelings with

some extent few of them say yes according to this the relationship is good among the

peers

44
14. INTERPRETATION FOR COMMUNICATION AT THE OF LUNCH

The below table shows that 9.52%of them said that there is communication at the

time of lunch,57.14%of them said that no and 33.33%of them said that in some extent

only there is communication at the time of lunch..

S.No Attributes No.of Respondents Percentage

1 Yes 8 9.52
2 No 48 57.14
3 Some Extent 28 33.33

45
 Communicationat thetimeof lunch

60 57.14

48
50

40
33.33
28 Series1
30
Series2
20
8 9.52
10

0
Yes No SomeExtent

INTERPRETATION FOR COMMUNICATION AT THE OF LUNCH

The above graph shows that 9.52%of them said that there is communication at

the time of lunch,57.14%of them said that no and 33.33%of them said that in some extent

only there is communication at the time of lunch..

46
 15. INTERPRETATION FOR PERSONAL RELATIONSHIP WITH

SUBORDINATES.

The below table shows that 9.52% of them said that there is personal relationship

with their subordinates, 61.9% of them said that no and 28.5% of them said that is some

extent only they have personal relationship with subordinates.

S.No Attributes No.of Percentage

Respondents
1 Yes 8 9.52
2 No 52 61.9
3 Some Extent 24 28.5

47
 Personal relationshipwithsubordinate

70
61.9
60
52
50

40 Series1
28.5
30 24 Series2

20
8 9.52
10

0
Yes No SomeExtent

INTERPRETATION FOR PERSONAL RELATIONSHIP WITH

SUBORDINATES.

The below table shows that 9.52% of them said that there is personal relationship

with their subordinates, 61.9% of them said that no and 28.5% of them said that is some

extent only they have personal relationship with subordinates.

48
16. INTERPRETATION FOR CO-OPERATION FROM HIGH LEVEL

MANAGEMENT

The below table shows that 73.81% of the respondents said that the co operation

from high level management is good 26.19%of them said that average co operation from

high level management.

S.No Attributes No.of.Respondents Percentage

1 Very good 8 9.52
2 Good 40 47.62
3 Average 36 42.86
4 Low 0 0
5 Very low 0 0

49
 co operation with high level
management

60
47.62
50 42.86
40
40 36
Series1
30
Series2
20
89.52
10
0 0 0 0
0
Very Good Average Low Very
good low

INTERPRETATION FOR CO-OPERATION FROM HIGH LEVEL MANAGEMENT

The below table shows that 73.81% of the respondents said that the co operation

from high level management is good 26.19%of them said that average co operation from

high level management.

50
17. INTERPRETATION FOR COMLMUNICATION FROM TOP LEVEL TO

BOTTOM LEVEL

The below table shows that 80.95% of them said that the communication from top

level to bottom level is good and remaining said that it is average.

S.No Attributes No.of.Respondents Percentage

1 Very good 0 0
2 Good 68 80.95
3 Average 16 19.05
4 Low 0 0
5 Very low 0 0

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 communiltionfromtoplevel tobottom
level

90 80.95
80 68
70
60
50 Series1
40 Series2
30 19.05
16
20
10 0 0 0 0 0 0
0
Very Good Average Low Very
good low

INTERPRETATION FOR COMLMUNICATION FROM TOP LEVEL TO

BOTTOM LEVEL

The above graph shows that 80.95% of them said that the communication from

top level to bottom level is good and remaining said that it is average.

52
18. INTERPRETATION FOR COMMUNICATION FROM BOTTOM LEVEL

TO TOP LEVEL

The below table shows that 71.34% of them said that the communication from

bottom level to top level is good level is good and remaining said that it is average.

S.No Attributes No.of.Respondents Percentage

1 Very good 0 0
2 Good 60 71.43
3 Average 24 28.57
4 Low 0 0
5 Very low 0 0

53
 personal relationshipwithsuperior

60 57.14
48
50

40
Series1
30 23.81
19.05 20 Series2
20 16

10
0 0 0 0
0
Very Good Average Low Very
good low

INTERPRETATION FOR PERSONAL RELATIONSHIP WITH SUPERIORS

The above graph shows that 19.05% of them said that the personal relationship

with their superiors is very good , 57.14% of them said that good and 23.81% of them

said that the personal relationship with superiors is average.

54
20. INTERPRETATION FOR CONFLICT BETWEEN SUPERIOR AND

SUBORDINATE

The below table shows that 11.91% of them said that the conflicts are high,

59.52% said that average and 28.57% of them said that conflicts are low.

S.No Attributes No.of.Respondents Percentage

1 Very good 0 0
2 Good 10 11.91
3 Average 50 59.52
4 Low 24 28.57
5 Very low 0 0

55
 conflictbetweensuperior&
subordinate

70
59.52
60
50
50
40 Series1
28.57
30 24 Series2
20 11.91
10
10
0 0 0 0
0
Very Good Average Low Very
good low

INTERPRETATION FOR CONFLICT BETWEEN SUPERIOR AND

SUBORDINATE

The above graph shows that 11.91% of them said that the conflicts are high,

59.52% said that average and 28.57% of them said that conflicts are low.

56
21. INTERPRETATION FOR SUPRERIOR AND SUBORDINATE

RELATIONSHIP

The below table shows that 90.48% of them said that the relationship between

superior and subordinate is good and remaining said that it is average.

S.No Attributes No.of.Respondents Percentage

1 Very good 0 0
2 Good 76 90.48
3 Average 8 9.52
4 Low 0 0
5 Very low 0 0

57
 superiorandsubodinaterelationship

100 90.48
90
76
80
70
60 Series1
50
40 Series2
30
20 89.52
10 0 0 0 0 0 0
0
Very Good Average Low Very
good low

INTERPRETATION FOR SUPRERIOR AND SUBORDINATE RELATIONSHIP

The above graph shows that 90.48% of them said that the relationship between

superior and subordinate is good and remaining said that it is average.

58
 FINDINGS
1. RELATIONSHIP AMONG PEERS:

85% of the employees said that they share their feelings and they are very

cooperative and satisfied.

2. RELATIONSHIP WITH SUPERIORS:

42% of the employees have a good relation ship with their superiors.

3. RELATIONSHIP WITH DEPATMENTS

35% of the employees have a good relationship with their departments.

4. RELATIONSHIP WITH SUBORDINATES:

35% of the employees have a good relationship with the their subordinates.

5. 80% of the employees said that the cooperation from high-level management is

good.

6. 70% of the employees said that communication from top level to bottom level is

good.

7. 65% of the employees said they conflict between the superior and a subordinate is

average.

SUGGESTIONS
For increasing relationship among peers, superiors, subordinates and

departments conduct some activities like

59
 1. provide recreation facilities

Through this the communication due to informal relationship will develop among

the employees and as well as it is very much useful for reducing mental tensions

and provide good health.

2. Conduct management games.

3. Because of conducting management games the employees can mingle with each

other very easily.

4. Provide common lunchroom

Through common lunch room the employees can talk with each other and the

time will be utilized in better way.

5. Conduct HR workshops.

6. At least for a couple of months at once plan for a tour.

Through this the relationship between superiors and subordinates will develop.

7. Celebrate the functions in the organizations for occasions.

QUESTIONNAIRE
SUPERIOR & SUBORDINATE RELATIONSHIP IN LANCE

I. RELATIONSHIP AMONG PEERS.

1. Your colleagues are co-operative in what way?

a. Very good b. Good C. Low d. Very low.

2. Daily the communication with your colleagues is?

a. Very good b. Good C. Low d. Very low.

60
3. Which type of communication did you have your colleagues?

a. formal b. informal c. both

4. Do you share your personal feelings with your colleagues?

a. yes b. no c. Some extent.

II RELATIONSHIP WITH SUPERIORS

5. Are you able to permission from your superiors easily when you need?

a. yes b.no c. Some extent

6. Do you feel that your superiors are encourages you, when you are in depression?

a. yes b. no. c. some extent

7. Are you able to share your personal feelings with your superiors in free times?

a. yes b.no c. some extent.

8. When you are outside the organization. The communication that you have with your

superiors is?

a. yes b.no c. some extent

9. Did you have phone calls with your superiors?

a. yes b.no c. some extent

10. According to your expectations your supe4riors are move with you?

a.yes b. no c. some extent.

III RELATIONSHIP WITH DEPARTMENTS

11. In your organization the relation the relationship with the other department are?

a. yes b.no c. some extent

12. The other departments can share their views with you>

a. yes b.no c. some extent

61
IV. RELATIONSHIP WITH SUBORDINATES

13.what’s your opinion that the relationship with your subordinates?

a. very good b. good c. low d. very low

14. Did you take lunch with your subordinates?

a. yes b. no c. some extent

15. Is there any personal relationship with your subordinates?

a. yes b.no c. some extent

BIBLIOGRAPHY
1. Dr. C.B. Mamoria – Personnel Management – Himalaya publishing house,

2004.

2. P. Subbarao – essentials of human resource management & industrial relations –

Himalaya publishing house, 2003.

3. C.R. Kothari Viswa Prakasam – research methodology methodsd & techniques

– New Delhi, 1990.

4. S.P. Gupta – Business statistics, Sulthan Chand 7 sons, new Delhi, 1997.

Websites:

www.lancoindustries.com

swww.google.com

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