A

PROJECT REPORT

STUDY ON OPERATION MANAGEMENT

At

HCL INFOSYSTEMS LTD.

Submitted towards partial fulfillment of the

Requirements for the award of the

MBA Programme

Approved by AICTELogoSubmitted to :- Submitted by:-Table of Contents

4Acknowledgment

5Executive summary

61.INTRODUCTION

6HCL an overview

11HCL DNA:

12Employer spotlight:

13HCL in India:

14About HCL

15Strong SAP Capabilities:

15VISION STATEMENT

15MISSION STATEMENT

15QUALITY POLICY STATEMENT

16OUR MANAGEMENT OBJECTIVE

16OUR PEOPLE OBJECTIVE

16CORE VALUES

17A SNAPSHOT OF HCL Infosystems Ltd.

19Literature Review

19An Introduction of Operation Management

19What is Operation management?

19Why is it important?

20Critical factors for success

20Who is involved?

20Principles

21Managing for results

21Levels of Operation management

23Measures and metrics

23Business processes can be distinguished by:

24Processes

28Objectives of a Operation Management System

29Basic Steps

33Planning

33Monitoring

34Developing Employees

34Rating

35Rewarding

42PROJECT

42Preparation and Planning for Operation management

42Operation Management and Development

43Operation Assessment and Development Plan In HCL INFOSYSTEMS LTD.

43Prior to filling the form please read carefully Instructions to the Appraiser

44RESEARCH METHODOLOGY

44Research Design

45Data Collection Method

46Analysis of PMS Processes & Components

46Planning

50Effectiveness

52RECOMMENDATIONS

52Recommendations

53CONCLUSION

53BIBLIOGRAPHY

Acknowledgment

The project of this nature is arduous task stretching over a period of time, completing a project like this one takes the effort and cooperation of many people.

Although this project report is being brought in my name, it bears an imprint of guidance and cooperation of many individuals. Several persons with whom I integrated have contributed significantly to the successful completion of the project study. In the successful & trouble free completion of my final term project titled OPERATION MANAGEMENT, I am graceful to Institute of Management and Technology, Ghaziabad for helping us towards the completion of the project.

I extend my deepest and sincere thanks to my project guide, Mr. Ram Krishn and other HR Executives HCL Infosystems Ltd. for the unflinching support and guidance through out the project

I would also like to thank all the executives who shared their precious time and experience with me.

Last but not the least, I extend my sincere thanks to all the staff members of HCL Info systems Ltd. for their cooperation.

Executive summaryOperations managementis an area ofmanagementconcerned with overseeing, designing, and controlling the process ofproductionand redesigningbusiness operationsin the production ofgoodsorservices. It involves the responsibility of ensuring thatbusinessoperations areefficientin terms of using as few resources as needed, andeffectivein terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms ofraw materials,labor, andenergy) into outputs (in the form of goods and/or services).The relationship of operations management tosenior managementin commercial contexts can be compared to the relationship ofofficers to highest-level senior officers inmilitary science. The highest-level officers shape thestrategyand revise it over time, while the line officers maketacticaldecisions in support of carrying out the strategy. In business as in military affairs, the boundaries between levels are not always distinct; tactical information dynamically informs strategy, and individual people often move between roles over time.Operation management is the process of bringing people in to the organization making very sure that new entrants have the potential and willingness to contribute to organizational success. In todays scenario without effective Operation management the organization will meet the considerable resistance when introducing change. Without organizational change and development survival become very uncertain so in order to make the industry survive it is very important to adopt the different Operation management practices in all organizations so as to understand the employees or workers need and satisfy them. There should be effective people utilization in every industry. All these practices in an organization will make the organization to grow at a faster speed. The study will be empirical and primary research will be done by using the questionnaire which will administer to sales, service and support function employee. The date will be collected and assimilated by using statistical tool like median and date will be analyzed by using Bar Chart. The analysis will be to find the effectiveness of current PMS.

1. INTRODUCTIONHCL an overview

Born in 1976, HCL has a 3-decade rich history of inventions and innovations. In 1978, HCL developed the first indigenous microcomputer at the same time as Apple and 3 years before IBM's PC. During this period, India was a black box to the world and the world was a black box to India. This microcomputer virtually gave birth to the Indian computer industry. The 80's saw HCL developing know-how in many other technologies. HCL's in-depth knowledge of Unix led to the development of a fine grained multi-processor Unix in 1988, three years ahead of Sun and HP.

HCL's R&D was spun off as HCL Technologies in 1997 to mark their advent into the software services arena. During the last eight years, HCL has strengthened its processes and applied its know-how, developed over 30 years into multiple practices - semi-conductor, operating systems, automobile, avionics, bio-medical engine HCL's R&D was spun off as HCL Technologies in 1997 to mark their advent into the software services arena. During the last eight years, HCL has strengthened its processes and applied its know-how, developed over 30 years into multiple practices - semi-conductor, operating systems, automobile, avionics, bio-medical engineering, wireless, telecom technologies, and many more.

Today, HCL sells more PCs in India than any other brand, runs Northern Ireland's largest BPO operation, and manages the network for Asia's largest stock exchange network apart from designing zero visibility landing systems to land the world's most popular airplane.

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1976Hindustan Computers Limited (HCL) born.

1977Distribution alliance formed with Toshiba for copiers.

1978HCL successfully ships in-house designed microcomputer at the same time as Apple. The Indian computer industry is born.

1980HCL introduces bit sliced, 16-bit processor based microcomputer.

1983Indigenously develops an RDBMS, a Networking OS a Client Server architecture, at the same time as global IT peers.

1986 HCL becomes the largest IT company in India.

1988HCL introduces fine-grained multi-processor Unix-3 years ahead of Sun and HP.

1990Data Quest marks HCL No.1 amongst top ten computer giants.

1991HCL Ltd. and Hewlett Packard, USA, partner to form HCL-Hewlett Packard Ltd.JV develops multi-processor Unix for HP-heralds HCLs entry into contract

1994Distribution alliances formed with Ericsson Switches and Nokia Cell phones.

1997HCL Info systems are formed. HCL's R&D spun-off as HCL Technologies- marks advent into software services. JV with Perot Systems, stake divested in 2003.

1999Initial Public Offering made by HCL Technologies Ltd.Formation of Global Board of Directors.

2000Large contracts won from Bankers Trust, KLA Tenor, Cisco, GTech, NEC among others.

2001JV with Deutsche Bank- DSL software formed. HCL BPO Incorporated. Acquired British Telecom Apollos contact center in Belfast, Northern Ireland. HCL Info systems become largest hardware company.

2002Strong pursuit of nonlinear strategy to widen services portfolio; several JVs and alliances formed. Strategic alliance forged with Jones Apparel Group, Inc. a fortune 500 company. Infrastructure services division launched to address emerging global needs.Software businesses of HCL Info systems and HCL Technologies merged.

2003Largest BPO order ever outsourced to an Indian BPO firm, won from British Telecom. Landmark deals signed with Airbus and AMD. HCL manpower crosses the 20,000 mark..

2004 Accorded leader status by Meta Group in Offshore Outsourcing. HCL is Indias No.1 PC 4th year in a row

2005

HCL signs Software Development Agreement with Boeing for the 787 Dream liner program.

JV with NEC, Japan

HCL sets up first Power PC architecture design center outside of IBM.

Completes buy-out of JVs with Deutsche Bank and British Telecom Apollo Contact Center.

HCL integrates all group employees under HCL in domain.

Sets up a dedicated Offshore Design Center for leading Tier-1 Aerospace supplier, Hamilton Sundstrand.

HCL Info systems launches sub Rs.10, 000 PC. Joins hands with AMD, Microsoft to bridge the digital divide.

2006

75,000+ machines produced in a single month.

HCL Info systems in partnership with Toshiba expand its retail presence in India by unveiling 'shop Toshiba'.

HCL Info systems & Nokia announce a long-term distribution strategy.

HCL the leader in Desktops PCs unveils India's first segment specific range of notebooks brand - 'HCL Laptops'.

HCL Info systems showcase Computer Solutions for the Rural Markets in India.

HCL Support wins the DQ Channels-2006 GOLD Award for Best After Sales Service on a nationwide customer satisfaction survey conducted by IDC.

HCL AND ZEE - Dish TV team up to take DTH TV to its next level of growth in India

HCL Info systems First in India to Launch the New Generation of High Operation Server Platforms Powered by Intel Dual - Core Xenon 5000 Processor.

HCL Forms a Strategic Partnership with APPLE to provide Sales & Service Support for iPods in India.

HCL is one of the leading global Technology and IT enterprises with annual revenues of US$ 4 billion. The HCL Enterprise comprises two companies listed in India, HCL Technologies (http://www.hcltech.com/) and HCL Info systems

(http://www.hclinfosystems.in/)

The 30 year old enterprise, founded in 1976, is one of India's original IT garage start ups. Its range of offerings span R&D and Technology Services, Enterprise and Applications Consulting, Remote Infrastructure Management, BPO services, IT Hardware, Systems Integration and Distribution of Technology and Telecom products in India. The HCL team comprises 45,000 professionals of diverse nationalities, operating across 17 countries including 360 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including several IT and Technology major.

HCL DNA:

Fueled by the entrepreneurial zeal of its founders, HCL developed the first indigenous microcomputer in 1978, at the same time as Apple. Since then, HCL has had a 3-decade rich history of inventions and innovations. Entrepreneur is the term that best describes the HCL employees. The TIME magazine has referred to HCL as an "intellectual clean room where its employees could imagine endless possibilities."

Ever since HCL entered into an alliance in 1970s, partnerships and HCL have been inseparable. Bonds have been forged with partners to co-create value. Strong inorganic growth is a testimony to the spirit of partnerships.

This entrepreneurial and win-win relationship driven culture continues to guide HCL in all its endeavors.

Employer spotlight:

HCL is one of Indias leading global IT Services companies, providing software-led IT solutions, remote infrastructure management services and BPO. Having made a foray into the global IT landscape in 1999 after its IPO, focuses on Transformational Outsourcing, working with clients in areas that impact and re-define the core of their business. The company leverages an extensive global offshore infrastructure and its global network of offices in 16 countries to deliver solutions across select verticals including Financial Services, Retail & Consumer, Life Sciences Aerospace, Automotive, Semiconductors, Telecom and MPE (Media Publishing & Entertainment)HCL in India:HCL has evolved from a dream of eight youngsters in 1977 to the country's top IT group today. Our well-balanced portfolio of turnkey solutions across equipments, software and services make our offerings end-to-end for all IT needs of the Indian customers. Our recognitions speak of our dominant position in India. V&D100 2005, No. 1 Security service provider in India by DQ Annual 2004, No.1 Infra service provider by CMP 2005, and No.1 PC Brand recognize us as No.1 Network Management service provider in India for the last 5 years in India.HCL is known to be the harbinger of technology in the country. Our partnerships with technology leaders like JDA, Oracle, SAP, KANA, Intel, Microsoft go back to the time when India was being recognized as a growing and strategic market. Along with global capability, HCL has leveraged such relationships to create value for Indian customers - the comprehensive integrated market surveillance solution for SEBI being one such example.

Our services are backed by an extensive direct support infrastructure spread across 170 locations nationwide, which offer 24-x7 support offering for critical sites. With more than 70 SAP implementations till date, HCL has been rendering service to key Indian players in Banking, Retail and Government.

We are committed to the Indian Market and will continue to invest more to further enrich our end-to end IT offerings for this market. Our flexible engagement models, rich heritage of technology solutions and over 29 years of leadership across service areas give us a strategic advantage to meet the nation's IT needs.About HCLHCL Enterprise is a leading Global Technology and IT enterprise that comprises two companies listed in India - HCL Technologies & HCL Info systems. The 3-decade-old enterprise, founded in 1976, is one of Indias original IT garage start-ups. Its range of offerings span Product Engineering, Technology and Application Services, BPO, Infrastructure Services, IT Hardware, Systems Integration, and distribution of ICT products. The HCL team comprises approximately 42,000 professionals of diverse nationalities, who operate from 16 countries including 300 points of presence in India. HCL has global partnerships with several leading Fortune 1000 firms, including leading IT and Technology firms. HCL Technologies is one of Indias leading global IT Services companies, providing software-led IT solutions, remote infrastructure management services and BPO. Having made a foray into the global IT landscape in 1999 after its IPO, HCL Technologies focuses on Transformational Outsourcing, working with clients in areas that impact and re-define the core of their business. The company leverages an extensive global offshore infrastructure and its global network of offices in 16 countries to deliver solutions across select verticals including Financial Services, Retail & Consumer, Life Sciences Aerospace, Automotive, Semiconductors, Telecom and MPE (Media Publishing & Entertainment). For the quarter ending 31st December 2006, HCL Technologies, along with its subsidiaries had revenue (TTM) of US $ 1.155 billion (Rs.

5220 crore) and employed 38,317 professionals.

Strong SAP Capabilities:HCL Technologies is one of the largest global SAP service providers in India, providing a spectrum of SAP services. HCL Technologies has developed strong capabilities on the SAP Net Weaver platform and drives market demand in the SAP world through unique market propositions and upgrade offerings to my SAP ERP. HCL is a value added reseller and services partner across multiple geographies. With a track record of successful engagement in this space, HCL has received prestigious awards from SAP - distinguished partner award 2005, best my SAP HCM implementation award 2005, Saps "outstanding partner award for implementation/upgrade project 2004, and more. Forrester has lauded HCL Technologies is one of a number of firms in this space and is a viable candidate for multinational firms that are contemplating global outsourcing and are interested in SAP implementation and maintenance services. VISION STATEMENT Together we create enterprises of tomorrow.MISSION STATEMENT To provide world class information technology solution and services to enable our customers to serve their customer better.QUALITY POLICY STATEMENT We will deliver defect-free products, service and solutions to meet the requirements of our external and internal customers the fist time, every time.OUR MANAGEMENT OBJECTIVE

To fuel initiative and foster active by allowing individuals freedom of action and innovation in attaining defined objectives.

OUR PEOPLE OBJECTIVE

To help HCL Info system people share in the companys success, which they make possible to provide job security based on their Operation; to recognize their individual achievements and to help them gain a sense of satisfaction and accomplishment from their work.

CORE VALUES

We shall uphold the dignity of individual

We shall honor all commitments.

We shall be committed to Quality. Innovation and growth in every endeavor.

We shall be responsible Corporate Citizens.

A SNAPSHOT OF HCL Infosystems Ltd.

Indias leading IT company

HCL In say is Indias largest information technology (IT), transnational conglomerate. With its-depth expertise in developing solution spanning diverse technologies.

HCL Insys aims to propel its course on to the high growth Path total Technology Integration. Towards capturing two Ends of market spectrum - enterprise solution and PCs.

HCL Insys has made significant strategic infrastructure investments in the professional services Organization (PSO), the Support Services Organization (SSO) and its manufacturing plant at Pondicherry. Thus it is the manufacturer of general purpose computer and provides services in the areas of IT Consultancy, system integration, Software Development and Training.

It makes true technology integration possible across multiple platforms, this was possible because of the in-depth expertise in developing state-of-the-art indigenous hardware solution; thorough understanding of networking technology.

As a part of this plan to market more and more technology integration services world-wide, HCL in sys has already taken a step in the direction of export by localizing its service comprising software, hardware design and development, value added support service networking abs repair services and overseas integration projects to meet the demands of the global clients.

Companys continuous and consistent anticipation of the requirement of the IT Industry has led it to undertake the acquisition of the business of HCL Info solutions limited (now known as Frontline Division), HCL Peripherals Limited (now known the acquisition of Customer Support Organization (CSO) activities of HCL Office Automation Limited (now know as office Automation Division)

FRONTLINE DIVISION

Frontline Division, formerly HCL Info solution Ltd. (HCL Insol) started with the aim of increasing market penetration by handing segments not covered by HCL Insys and creating new niches. Today it specializes.Literature ReviewAn Introduction of Operation Management

What is Operation management?Operation management is the activity of tracking Operation against targets and identifying opportunities for improvement - but not just looking back at past Operation. The focus of Operation management is the future - what do you need to be able to do and how can you do things better? Managing Operation is about managing for results. Operation-based management at any level in the organization should demonstrate that

You know what you are aiming for

You know what you have to do to meet your objectives

You know how to measure progress towards your objectives

You can detect Operation problems and remedy them

Why is it important?

The Modernizing Government agenda sets challenging new Operation objectives for organizations, from the delivery of high quality services that meet the needs of their customers and stakeholders, to doing more within the constraints of available resources, through to continuous improvement in how the organization itself operates. Operation management underpins the operations and processes within a strategic change program framework. Sound practices and targets, which are both flexible and reactive to change, are needed to achieve Operation improvement.

The effective Operation of your organization depends on the contributions of activities at all levels - from top management policy development through to efficiently run operations.

In response to the pressures and opportunities for improving organizational Operation, you need to understand how to define and measure Operation as part of a concerted strategy for relevant, successful and cost-effective operations.

Critical factors for success

Focusing on outcomes that meet business objectives, rather than outputs

Managing Operation by cascading down from the top and building bottom-up

Defining and using measures that evolve over time

Using a mix of short and long term measures, and selecting measures that link cause and effect

Measuring effectiveness (doing the right things) and efficiency (doing things right) in parallel

Relating individuals' reward and remuneration with achievement of outcomes.

Who is involved?

Business managers are responsible for setting targets and managing Operation against those targets; contract managers monitor service Operation from the customer viewpoint; service providers supply Operation information.

Principles

Operation management should be an integrated part of a business lifecycle helping an organization to mature through evolving and changing Operation measures, from their definition through to monitoring and review in addition, by including the IS/IT component throughout this lifecycle, rather than just considering it as a 'downstream' cost of provision, there should be enhanced benefits from an increased and more effective contribution from any investment made in IS/IT.

You will need to ensure that you have adopted sound practices in commissioning and acquiring IS/IT services to achieve Operation improvement. Operation management identifies opportunities for maximizing improvements in managing service delivery in the future. Operation management helps you to make decisions about investment routes, affordability and setting investment priorities in the face of competing demands for resources.

Managing for results

Managing for results requires the organization to focus on the outputs of the processes and activities undertaken by the organization at varying levels. Together these outputs will contribute to the achievement of the outcomes desired by the organization and those of the government as a whole.

Levels of Operation management

1. The effective Operation of your organization depends on the contribution of activities at all levels - from top management policy development through to efficiently run operations. There are three or four levels of Operation management in the model framework below, some organizations may combine the strategic level with the organizations priorities level.

2. Organizations priorities: at the highest level Operation management is rooted in the organizations long term business strategy. Measures at this level are of impact, resource utilization and public service improvement.

3. Strategic level Operation management: at this level the management concern is from an "outside in" as well as an internal perspective. Measures are of outcome, such as volume and value of service take-up, upward trends for inclusion, staff and users' satisfaction.

4. Program level Operation management: Operation management at this level is focused on the desired results of programs of change, to demonstrate what has been accomplished. The measures used would include those stated in individual business cases. Benefits management would help to determine if these are achieved.

5. Tactical or operational service level Operation management: here the management focus is concerned with service delivery and outputs, using conventional service level agreement approaches and related measures of aspects such as volumes and quality.

Although Operation measures and indicators may be different at each level, they will need to be.

Directional - to confirm that you are on track to reach the goals.

Quantitative - to show what has been achieved and how much more is to be done.

Worthwhile - adding more value to the business than they cost to collect and use.

Value for money

You must be able to demonstrate that you have achieved value for money in your operations. Value for money is taken to cover three measures of Operation:

Economy - Minimizing the cost of resources used for an activity, having regard to appropriate quality

Efficiency - the relationship between outputs, in terms of goods, services or other results and the resources used to produce them

Effectiveness - the extent to which objectives have been achieved, and the relationship between the intended impacts and actual impacts of an activity.

Measures and metrics

You should use these evaluation criteria for measures and metrics:

Are you measuring the right thing?

Do you have the right measures?

Are the measures used in the right ways?

Do you determine the quality of a particular Operation metric using the SMART test (Specific, Measurable, Attainable, Relevant, Timely)?

The procedures and measures used in Operation management will depend, among other factors, on the type of business process which is being measured. A business process is assumed to be made up of a number of activities which transform inputs into outputs and contribute to the realisation of outcomes. The customers for a process may be external (for example, members of the public) or internal, within the same organisation or elsewhere in the public sector.

Business processes can be distinguished by:

The extent to which the activities involved are people-oriented as opposed to automated

Whether the activities are primarily 'front-office' or 'back-office' - that is, the amount of direct contact which the staff have with the customers or recipients of the process

Whether the process itself is the important feature of the activity - for example, in delivering consultancy - or whether the activities are concerned primarily with the generation of defined outputs

The extent to which the activity is customized or tailored to the needs of each customer, as opposed to being routine and procedural

The amount of discretion which needs to be exercised in the activities

The duration of the contact with the customer.

Processes

You will need to review the effectiveness of your procedures for:

Setting Operation targets

Designing measures of Operation relevant to the targets

Systematically and accurately measuring outcomes

Assessing the Operation of external service providers

Using results for informed decision-making

Improving Operation.

Research shows that most organizations have the components of Operation management in place, but they are not always used to overall advantage. A possible five-step approach that could help organizations in improving the Operation management of the IS/IT contribution is outlined below, with suggested techniques.

Step 1: Identify your level of maturity in Operation management

Look at how the organization is performing in all its aspects of Operation management - from direction setting through to review and measurable improvement.

Do an assessment; this will help to identify your organizations maturity and the strengths and weaknesses.

Establish where you are now as a series of baselines, looking at Operation management at strategic program, tactical and operational levels.

Bottom-up measures of economy and efficiency are likely to be reasonably strong and have good management. This may not be so well developed for effectiveness measures

Innovation, process improvement, customer satisfaction, and contribution to policy objectives. Most organizations have a good understanding of financial measure; this level of understanding needs to be developed for other measures.

Techniques: Assessment; baseline

Step 2: Identify where Operation management is important to your organization

Is it in setting direction or ensuring the delivery of required benefits or improving the alignment, Operation and contribution of the internal and external resources used by the organization?

Identify the values for your organization.

Key values for safety critical operational services are speed and integrity of information. A different organization might place high value on information flows or on single points of access to information at a contact/call centre.

Techniques: Value chain analysis; benchmarking with other organizations (which may identify things you had not thought of)

Step 3: Resolve any mismatch between steps 1 and 2

Review Operation management at each of the four levels - (organization, strategic, program and tactical). Are there weaknesses in areas that are important to your organization?

Techniques: to become more outward looking and customer-focused, use the well established balanced scorecard and EFQM techniques.

To answer questions about where IT makes a contribution, use Goals, Questions and Metrics (GQM) to identify and define measures.

Step 4: Establish where you want to be and begin to build Operation management into business processes and into the culture

The aim is to have target, measurement and review processes for those things that the business considers important such as product, process, service and staff.

You will have lots of measures which need to be prioritised against your particular perspective on effectiveness, efficiency and economy and against your values.

establish benefits management as a norm

Use databases to collect Techniques Operation information and analyse trends

Include Operation management in the business, programme and project lifecycle

Step 5 : Feed information back into Operation improvement

Monitor and take action on:

We achieve what we set out to do?

Where are the opportunities to improve?

What can we do to improve? You are seeking answers to:

What is achievable?

What is important for our organization?

What was achieved?

Techniques: Process assessment; your own targets, looking at benchmarks from the outside world.

The process of Operation management

Objectives of a Operation Management SystemOperation management is an integral part of a comprehensive human resource management strategy. Its objective is to maximize individuals' Operation and potential with a view to attaining organizational goals and enhancing overall effectiveness and productivity.

A staff Operation management system aims at: -

To help achieve departmental objectives through staff

Departments formulate strategies and objectives to support their vision, mission and values. To achieve these broad objectives, departments have to turn them into specific objectives and targets for the divisions, sections, units and subsequently individual job objectives and targets for implementation. As individual job objectives are linked to those of departments', the Operation of individual officers contributes to the delivery of departmental objectives.

To evaluate Operation and improve communication between managers and staff on managing OperationThe staff Operation management system provides a mechanism to monitor and evaluate staff Operation. Operation objectives are set at the beginning of the Operation management cycle through open discussion between the supervisors and the appraisees. Progress is monitored regularly and feedback from staff and supervisors is collated to help clarify objectives and output expectation; and to enhance Operation.

To provide opportunities for development

The staff Operation management system serves as a multi-purpose management tool. It provides valuable information to help identify individual training needs so as to enhance Operation and to develop the potential of the staff for further advancement.

The following figure provides an illustration of how Operation management links with other human resource functions.

Overall Goal and Focus of Operation ManagementThe overall goal of Operation management is to ensure that the organization and all of its subsystems (processes, departments, teams, employees, etc.) are working together in an optimum fashion to achieve the results desired by the organization.

Operation Improvement of the Organization or a Subsystem is an Integrated ProcessNote that because Operation management strives to optimize results and alignment of all subsystems to achieve the overall results of the organization, any focus of Operation management within the organization (whether on department, process, employees, etc.) should ultimately affect overall organizational Operation management as well.

Ongoing Activities of Operation ManagementAchieving the overall goal requires several ongoing activities, including identification and prioritization of desired results, establishing means to measure progress toward those results, setting standards for assessing how well results were achieved, tracking and measuring progress toward results, exchanging ongoing feedback among those participants working to achieve results, periodically reviewing progress, reinforcing activities that achieve results and intervening to improve progress where needed. Note that results themselves are also measures.

Note: these general activities are somewhat similar to several other major approaches in organizations, e.g., strategic planning, management by objectives, Total Quality Management, etc. Operation management brings focus on overall results, measuring results, focused and ongoing feedback about results, and development plans to improve results. The results measurements themselves are not the ultimate priority as much as ongoing feedback and adjustments to meet results.

The steps in Operation management are also similar to those in a well-designed training process, when the process can be integrated with the overall goals of the organi zation. Trainers are focusing much more on results for Operation. Many trainers with this priority now call themselves Operation consultants.

Basic StepsVarious authors propose various steps for Operation management. The typical Operation management process includes some or all of the following steps, whether in Operation management of organizations, subsystems, processes, etc. Note that how the steps are carried out can vary widely, depending on the focus of the Operation efforts and who is in charge of carrying it out. For example, an economist might identify financial results, such as return on investment, profit rate, etc. An industrial psychologist might identify more human-based results, such as employee productivity.

The following steps are described more fully in the topics Operation Plan, Operation Appraisal and Development Plan, including through use of an example application. The steps are generally followed in sequence, but rarely followed in exact sequence. Results from one step can be used to immediately update or modify earlier steps. For example, the Operation plan itself may be updated as a result of lessons learned during the ongoing observation, measurement and feedback step.

NOTE: The following steps occur in a wide context of many activities geared towards Operation improvement in an organization, for example, activities such as management development, planning, organizing and coordinating activities.

1. Review organizational goals to associate preferred organizational results in terms of units of Operation, that is, quantity, quality, cost or timeliness (note that the result itself is therefore a measure)

2. Specify desired results for the domain -- as guidance, focus on results needed by other domains (e.g., products or services need by internal or external customers)

3. Ensure the domain's desired results directly contribute to the organization's results

4. Weight, or prioritize, the domain's desired results.

5. Identify first-level measures to evaluate if and how well the domain's desired results were achieved

6. Identify more specific measures for each first-level measure if necessary

7. Identify standards for evaluating how well the desired results were achieved (e.g., "below expectations", "meets expectations" and "exceeds expectations")

8. Document a Operation plan -- including desired results, measures and standards

9. Conduct ongoing observations and measurements to track Operation10. Exchange ongoing feedback about Operation11. Conduct a Operation appraisal (sometimes called Operation review)

12. If Operation meets the desired Operation standard, then reward for Operation (the nature of the reward depends on the domain)

13. If Operation does not meet the desired Operation standards, then develop or update a Operation development plan to address the Operation gap* (See Notes 1 and 2)

14. Repeat steps 9 to 13 until Operation is acceptable, standards are changed, the domain is replaced, management decides to do nothing, etc.

Note 1: Inadequate Operation does not always indicate a problem on the part of the domain. Operation standards may be unrealistic or the domain may have insufficient resources. Similarly, the overall strategies or the organization, or its means to achieving its top-level goals, may be unrealistic or without sufficient resources.

Note 2: When Operation management is applied to an employee or group of employees, a development plan can be initiated in a variety of situations E.g.

a. When a Operation appraisal indicates Operation improvement is needed, that is, that there is a "Operation gap"

b. To "benchmark" the status of improvement so far in a development effort

c. As part of a professional development for the employee or group of employees, in which case there is not a Operation gap as much as an "growth gap

d. As part of succession planning to help an employee be eligible for a planned change in role in the organization, in which case there also is not a Operation gap as much as an "opportunity gap"

e. To "pilot", or test, the operation of a new Operation management system.Operation management mainly include following things:

Operation management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission and goals.

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Planning work and setting expectations,

Continually monitoring Operation,

Developing the capacity to perform,

Periodically rating Operation in a summary fashion, and

Rewarding good Operation.

The revisions made in 1995 to the Government wide Operation appraisal and awards regulations support sound management principles. Great care was taken to ensure that the requirements those regulations establish would complement and not conflict with the kinds of activities and actions practiced in effective organizations as m after of course.

Additional background information on Operation management can be found in the following

Planning

In an effective organization, work is planned out in advance. Planning means setting Operation expectations and goals for groups and individuals to channel their efforts towards achieving the organizational objectives. Getting employees involved in the planning process will help them understand the goals of the organization, what needs to be done, why it needs to be done, and how well it should be done.

The regulatory requirements for planning employees' Operation include establishing the elements and standards of their Operation appraisal plans. Operation elements and standards should be measurable, understandable, verifiable, equitable, and achievable. Through critical elements, employees are held accountable as individuals for work assignments or responsibilities. Employee Operation plans should be flexible so that they can be adjusted for changing program objectives and work requirements. When used effectively, these plans can be beneficial working documents that are discussed often, and not merely paperwork that is filed in a drawer and seen only when ratings of record are requirementMonitoring

In an effective organization, assignments and projects are monitored continually. Monitoring well means consistently measuring Operation and providing ongoing feedback to employees and work groups on their progress toward reaching their goals.

Regulatory requirements for monitoring Operation include conducting progress reviews with employees where their Operation is compared against their elements and standards. Ongoing monitoring provides the opportunity to check how well employees are meeting predetermined standards and to make changes to unrealistic or problematic standards. And by monitoring continually, unacceptable Operation can be identified at any time during the appraisal period and assistance provided to address such Operation rather than wait until the end of the period when summary rating levels are assigned.

Developing EmployeesIn an effective organization, employee developmental needs are evaluated and addressed. Developing in this instance means increasing the capacity to perform through training, giving assignments that introduce new skills or higher levels of responsibility, improving work processes, or other methods. Providing employees with training and developmental opportunities encourages good Operation, strengthens job-related skills and competencies, and helps employees keep up with changes in the workplace, such as the introduction of new technology.

Carrying out the processes of Operation management provides an excellent opportunity to identify developmental needs. During planning and monitoring of work, deficiencies in Operation become evident and can be addressed. Areas for improving good Operation also stand out, and action can be taken to help successful employees improve even further.

Rating

From time to time, organizations find it useful to summarize employee Operation. This can be helpful for looking at and comparing Operation over time or among various employees. Organizations need to know who their best performers are.

Within the context of formal Operation appraisal requirements, rating means evaluating employee or group Operation against the elements and standards in an employee's Operation plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization's appraisal program. It is based on work performed during an entire appraisal period. The rating of record has a bearing on various other personnel actions; such as granting within-grade pay increases and determining additional retention service credit in a reduction in force.

Note: Although group Operation may have an impact on an employee's summary rating, a rating of record is assigned only to an individual, not to a group.

Rewarding

In an effective organization, rewards are used well. Rewarding means recognizing employees, individually and as members of groups, for their Operation and acknowledging their contributions to the agency's mission. A basic principle of effective management is that all behavior is controlled by its consequences. Those consequences can and should be both formal and informal and both positive and negative.

Good Operation is recognized without waiting for nominations for formal awards to be solicited. Recognition is an ongoing, natural part of day-to-day experience. A lot of the actions that reward good Operation like saying "Thank you" don't require a specific regulatory authority. Nonetheless, awards regulations provide a broad range of forms that more formal rewards can take, such as cash, time off, and many no monetary items. The regulations also cover a variety of contributions that can be rewarded, from suggestions to group accomplishments.

Managing Operation Effectively

In effective organizations, managers and employees have been practicing good Operation management naturally all their lives, executing each key component process well. Goals are set and work is planned routinely. Progress toward those goals is measured and employees get feedback. High standards are set, but care is also taken to develop the skills needed to reach them. Formal and informal rewards are used to recognize the behavior and results that accomplish the mission. All five-component processes working together and supporting each other achieve natural, effective Operation management.

Features of a Good Operation Management System

A good staff Operation management system normally consists of the following features:

Fair and open Objective -The system designed should aim to facilitate objective and fair assessment by the management and encourage frank and constructive feedback of appraises. These can be achieved through:

Setting clear targets and standards;

Providing opportunities for supervisors to inform appraises of their Operation regularly, to be accompanied by timely coaching and counseling;

Permitting the appraise to have access to the entire report and to review the appraisal before the appraisal interview; and

Where necessary an assessment panel should be formed to ensure fairness in Operation rating.

Adopting such an open system for staff Operation also supports the spirit of the Personal Data (Privacy) Ordinance. Competency-Based

Competency refers to the knowledge, attributes, attitude and skills required to perform a job effectively. There are two broad categories of competencies: core competencies and functional competencies. Core competencies are the generic competencies associated with effective Operation required by a group of job holders in a department across different divisions/sections. An example is managerial competencies required for staff in managerial positions. Functional competencies are the competencies specific to certain job functions, such as computer programming skills for programmers in the Computer Section and classroom skills for trainers in the Training Division of a department.

Competencies are reflected in a set of desirable behavior patterns which are observable, measurable and can be tracked and monitored.

Developing and using a competency-based approach enables departments to use a common language and structured way to define and describe appropriate job behaviors at different ranks as officers progress through the grade. The approach help to assess staff's potential and promo ability to the next higher rank and identify development needs of the staff. It also enhances the objectivity and transparency of Operation assessment.

When core competency-based approach is adopted, departments need to ensure that the competencies are developed properly by :

Aligning individual Operation objectives with departmental ones,

Securing senior management's commitment, and

Involving staff in the process.

Furthermore there should be a clear differentiation in competency descriptions among different ranks in the same grade. An unduly long list of competencies may adversely affect the effectiveness of the system.

For competencies to effectively serve the needs of a department, they should be department-specific and reflect the missions, values and culture of the department. Any list of competencies cannot be exhaustive. It only provides the common language and understanding of the key dimensions and descriptions that warrant attention.

Upon implementation, there should be proper and adequate training for the staff on the implementation of the Operation management system

Operation planning starts with a session between the appraising officer and the appraisee to agree on the list of objectives/responsibilities for the coming appraisal period. The agreed list will include the objectives of the section/unit and the broad areas of responsibilities of the appraises, that is key result areas (KRAs).

A Continuous Process

Staff Operation management cycle is a continuous process which involves :

Operation planning

Continuous coaching and development

Interim review

Operation appraisalOperation planning

Operation planning starts with a session between the appraising officer and the appraisee to agree on the list of objectives/responsibilities for the coming appraisal period. The agreed list will include the objectives of the section/unit and the broad areas of responsibilities of the appraisees, that is key result areas (KRAs).Examples of KRAs are:

Timely completion of caseloads

Customer satisfaction and relations

Staff development

Resource management

Project management

Specific, measurable, achievable and time bound targets will then be set on the basis of the KRAs. The appraising officer should ensure that these targets are in alignment with the overall departmental objectives and that they are clearly understood by the appraisee.

Depending on the nature of the job, appraising officers may alternatively agree with appraises a list of key responsibilities with specific Operation results. This list provides the appraisees and the appraising officers with the yardstick to objectively discuss, monitor and assess Operation. The list should be kept under frequent review and be revised whenever there are changes in the job. Continuous coaching and development

The Operation management system is a on-going process. After work targets and standards have been decided and Operation objectives agreed upon, the appraising officer should start the coaching and development process which threads through Operation planning, regular feedback and guidance, interim reviews and Operation appraisal. Coaching is about providing regular feedback to staff on their Operation. It aims at:

Giving recognition to encourage and reinforce good Operation; and

Providing advice and counseling to help improve Operation, and where appropriate, take corrective action.

Through the coaching sessions, training needs should also be identified and followed.

Interim review

An interim review is a scheduled, formal discussion between the appraising officer and the appraisee to review the latter's progress in meeting the agreed objectives/responsibilities. This usually takes place in the middle of the appraisal period.

An interim review should take the form of a structured session to provide an opportunity for additional coaching, for problem solving, and for updating objectives/responsibilities.

An interim review aims to:

Identify Operation results that are below, on or above target and determine appropriate responses on corrective measures. Supervisors should use this occasion to recognize and encourage good Operation. On the other hand, Operation below targets is to be pointed out and guidance for improvement to be given;

Assess and follow up development or training need of staff to assist them in achieving their objectives/responsibilities;

Ascertain whether there are potential problems that may affect the appraisers Operation in the latter half of the reporting cycle and put in place preventive measures; and

Review whether adjustments to the agreed objectives/responsibilities are required.

Operation appraisal

Operation appraisal is the formal assessment on the appraisees Operation for the appraisal period. It covers the following aspects:

How effectively the agreed objectives/responsibilities have been carried out and targets met;

Whether the effectiveness has been adversely affected by any constraints or obstacles;

The strengths and weaknesses of the appraisee which affected or will affect the officer's further development;

And what sort of personal/career development and training actions should be taken.

To maintain an open system

The appraisee should be shown the assessment by the appraising and countersigning officers before the appraisal interview.

Countersigning officers are encouraged to complete the appraisal form before the appraisal interview is conducted; and

An interview record has to be prepared and signed by both parties.

For training and career development proposals put forward in the appraisal, the grade management must take the initiative to ensure any necessary follow up actions are taken in a timely and appropriate manner. These proposals will also provide useful reference for the supervisors to develop the staff's competencies. Common themes on training and development identified should be consolidated for incorporation into the training and development plans of the department and the grade.

To ensure consistency in assessment standards and fairness in Operation rating in staff appraisals, heads of departments/grades may consider if an assessment panel should be set up. An assessment panel is a management tool to help departments cross moderate appraisal ratings.

An assessment panel is usually chaired by the head of branch/division or head of grade with members drawn from section/unit heads. At the start of a reporting cycle, the assessment panel will meet to discuss the marking criteria and standard. Staff will be informed of these criteria and standard and clear guidelines will be issued to appraising officers.

The assessment panel will review the completed reports on the basis of panel members' knowledge about the Operation of the appraisees. If the assessment panel disagrees with the assessment of a report, the reviewing officer and the appraising/countersigning officer, where necessary, may be requested to explain before the panel. Amendments may be made to the appraisal reports to ensure parity of assessment, if necessary.

PROJECTPreparation and Planning for Operation management

Much work is invested, on the front end, to improve a traditional employee appreciate process, Infect managers can feel as if the new process is too time consuming ones the function of developmental goal is in place however time to an administrator the system decreases. Each of these steps to taken with the participation and cooperation of the employee for best results.

Operation Management and Development

Define the purpose of the job, job duties.

Define the Operation goals with measurable outcomes.

Define the each job responsibilities a goal.

Define the Operation standards for key components of the job,

Hold interim discussions and provide feedback abuts employee Operation.

Maintain a record of Operation through critical incident reports.

Provide opportunity for broaden feedback. Use 360` Operation feedback system.

Develop administer a coaching and implement plan if the employee is not meeting expectation

Operation Assessment and Development Plan In HCL INFOSYSTEMS LTD.

Prior to filling the form please read carefully Instructions to the Appraiser

Appraise the employee in related to the positions held during the period under appraisal.

Be objective, Avoid any personal prejudice.

Do not evaluate on the basis of isolated incidents, but base your judgment on the entire period under review.

Consider each independently, uninfluenced by the rating given for other factors.

This from will not be treated as complete and processed further until all selections are filled up.

Operation appraisal guidelines

Appraisal procedure

Operation appraisal encompasses the on-going work-related discussions, which take place between appraisals and appraisees throughout the year. The formal Operation appraisal meeting is normally attended by the employee and manager only; but when relevant, another manager will also participate (e.g. functional head / HR person).

The Form And Its Contents

The guide for the Operation / achievement rating is as follows.

Outstanding Consistently exceeds the requirement of job.

Exemplary Operation - Far exceeds the requirement of job. Growth potential unlimited.

Very good: - Handle assignments with thoroughness and perfection, effective discharge of responsibilities to the satisfaction of superiors completes assignment in time. With a little more initiative could have performed better.

Good: - Just meets the normal requirements of the job, needs substantial improvement in all areas of work to meet requirement of complete employee.

Not Up to the Expectation - Not likely to meet the requirements of complete employee.

RESEARCH METHODOLOGYResearch DesignIn general terms research methodology is the process of carrying out research in a formalized and scientific way. It is one manner in which one proceeds with his research design adopted. The research done is exploratory and analytical in nature. The major emphasis in studies was on discovery of new ideas and insights. Research is done as-

Firstly to understand the concept of Operation management.

What is the area of Operation management?

How it is being implemented in HCL?

What is the assessment process of Operation management?

Did questionnaire survey with the sample size of 30.It was conducted for three main departments-Sales, Support and Service?

Did analysis and prepared Column charts according to the questionnaire survey response?

The assessment is then done to bring out what is the process being followed in HCL Infosystems Ltd. regarding Operation management.

Data Collection Methoda. Secondary Data - It refers to the data that has already been collected, the secondary data, which has been used to carry out this study, are as follows:

* Operation assessment and development plan manual.

* Companys Internet site (www.hcl.in)

* Other relevant study materials and websites.

evidence, in the form of a hypothesis test, indicates otherwise that is, when researcher has a certain degree of confidence, usually 95% to 99%, that the data does not support the null hypothesis. It is possible for an experiment to fail to reject the null hypothesis.

H0 = the null hypothesis

Assumption: The Operation Management System in HCL Infosystems is not effective.

Analysis of PMS Processes & ComponentsPlanning In an effective organization, work is planned in advance. This includes setting Operation expectation and goals for individual in order to channel effort towards achieving the organizational objectives. Involvinng employee in planning process is essential to their understanding of the goals of the organization, what needs to be done, why it needs to be done, and expectation of accomplishing the goals.

The PMS in terms of planning in HCL fairs around average, where they need to put planning system in a very scientific way. They need to design the entire planning session taking into consideration the aspiration and need of the people whose Operation needs to be planned.

Monitoring

Designing effective feedback into a Operation management programme will improve individual and team Operation and will make your organization more effective. With effective feedback process, employees can see their progress and that motivates them to reach their Operation goals effectively.

The PMS of HCL stand in between for monitoring, where they need to develop a feedback channel into the system, which will capture the feedback in holistic way and must be part of organizational culture.

Developing Employees

Providing employees with training and development opportunities encourages the good Operation, strengthen job related skills and competencies , and help employee keep up with changes in the work place.

The Employee development in HCL is fairly better, where the feedback from PMS is implemented by the way of training and development. Where the organization equips people with the skill which will be required in future.

RatingWithin the context of formal appraisal Operation requirement, rating means evaluating the employee Operation against the element and standard in an employee Operation appraisal plan and assigning a rating of record.

The rating of Operation appraisal system in HCL is satisfactory , ratings are more objective for sales , which people in service and support dont view as more subjective.

Action Based Operation A Basic principle of effective management is that all behavior is controlled by its consequences. Those consequences should be both formal and informal and both positive and negative. Positive consequences include rewards and recognition.promotion.Negative consequences means may include counseling, reassigning, removing or downgrading.

The PMS in HCL fairs in terms of action based Operation. HCL administers positive and negative consequences with apt.

Analysis

If we look at the following graph, which measures the effectiveness of PMS in HCL, we find out that it is quite effective and are continually achieving the purpose of enhanced Operation.EffectivenessSign of a good system is that, it achieves what it has been designed to achieve. The principle of execution achieves the end with best means and delivers the best result.

The effectiveness score of HCL is fairly high where the employees seem to be happy with current PMS system .HCL need to work for sales, where they need to design the new PMS system.

The PMS of HCL is very effective on action based Operation and developing employees, which clearly shows that as an organization HCL is highly progressive organization which continually develop people and provides negative and positive feedback.

While, it need to work in the area of planning, monitoring and rating , where they have to get into more systematic and have a separate session on planning , mid year review , and need to teach appraiser how to provide rating objectively. They need to plan and devise KRA sessions for each employee by taking an objective of getting all the KRA in Month , which need to discussed jointly and must be agreed between the Appraiser and Appraisee

RECOMMENDATIONS

Recommendations

1. Though the employees are free in all respects, there should be more Employee Empowerment.

2. Employees should be encouraged to do work creatively and innovate to improve the growth rate of organizations.

3. While posting employee in different departments their personal choices should also be taken into consideration.

4. Executives must be given jobs where they are creative rather than following orders of the boss and obeying them willingly.

5. The career growth of employees should be planned on the long-term basis.

6. The (candidates) not considered for promotion, should be informed about their weaknesses so that they can work on it.

7. Separate session on planning the KRA should be taken up and must be discussed and signed jointly between the appraiser and the appraisee.

8. HCL should introduce mid year review into the system and must rate the employee and provide them with necessary training and development.CONCLUSIONHCL Infosystems Ltd. though seems to be an open organization but has a conservative approach towards its Operation management policies. There are many worker policies provided for them. Besides this, their policies are quiet rigid.

There is no proper formation of grievance cell. Only basic amenities are being provided to workers. Thus the strengths and weaknesses of the organization can be listed below.

Strengths High concern for excellence in Operation.

Continuous development of workforce.

No place for displacing personnel power.

A strong desire for making an impact on others for the well being of the organization.

A good teamwork.

A desire to change adverse situations.

Weaknesses

Under utilization of decision-making power.

Rigid hierarchy level.

BIBLIOGRAPHY

Web sites

www.google.com www.hrmguide.net www.managementscience.org www.londonexternal.ac.uk www.hr.com www.wikipedia.com

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