Interpersonal Relationship of The Employees

“A STUDY ON INTERPERSONAL RELATIONSHIP AT
WORKPLACE
AT AIRPORT AUTHORITY OF INDIA, CHENNAI”
SUBMITTED BY
ARCHANA DAMODARAN [Reg.
No. 8W0059]
K. MITOO
[Reg. No. 8W0061]
M. SUGANTHA
[Reg. No. 8W0050]
A PROJECT REPORT
Submitted to the
FACULTY OF MANAGEMENT STUDIES
In partial fulfillment of the requirements for the
award of the degree
OF
BACHELOR OF BUSINESS
ADMINISTRATION
SHRIMATHI DEVKUNVAR NANALAL

BHATT
VAISHNAV COLLEGE FOR WOMEN
(Autonomous), Accredited with ‘A’ Grade by
NAAC
Chromepet, Chennai-600044.
December 2009
CERTIFICATE
This is to certify that Ms. Archana Damodaran [Reg.No.

8W0059], Ms. K. Mitoo [Reg.No. 8W0061] and Ms. M.
Sugantha [Reg. No. 8W0050] Bachelor of Business
Administration, students of Shrimathi Devkunvar Nanalal
Bhatt Vaishnav College For Women, Chromepet, Chennai,
have undergone an internship program and have
submitted a report on the topic “A STUDY ON THE
INTERPERSONAL RELATIONSHIP AT WORKPLACE”
conducted at Airport Authority of India, Chennai, for a
period of one month from 23.11.2009 to 24.12.2009.
PLACE: CHENNAI
DATE: Signature
DECLARATION
We -Ms. Archana Damodaran [Reg.No. 8W0059], Ms. K.

Mitoo [8W0061] and Ms. M. Sugantha [Reg. No. 8W0050]
are bonafied students of Shrimathi Devkunvar Nanalal
Bahatt Vaishnav College For Women, Chromepet,
Chennai. We would like to declare that the project
entitled “INTERPERSONAL RELATIONSHIP AT WORK
PLACE” conducted at Airport Authority of India, Chennai,
is submitted by us in partial fulfillment of the requirement
for the award of degree of Bachelor of Business
Administration (BBA) is our original work.
PLACE: CHENNAI
DATE: Signature
ABSTRACT
The project work entitled Interpersonal Relationship with special

reference to the Airport Authority of India, Chennai emphasis on the
various factors that are concerned towards the Interpersonal relationship of
the employees.
The first skill for managers to understand and practice is interpersonal
communications or enhanced interpersonal relationship, because it is the
foundation for all actions in the workplace and it allows the supervisor or
manager an opportunity to build relationships with the overall workgroup
without alienating anyone in the work environment. Working with diverse
groups of people requires a tremendous amount of interaction. If these
interactions are positive, they can help create the right workplace climate,
attitudes, beliefs and behaviors. This makes the foundation for the need of
this study.
The analysis has been made mainly based on Primary data that is the
employee opinion survey method using questionnaires and personal
interview. We have taken a sample size of 50 and used the sampling
method to select the samples from the total population. We have used
various diagrams and charts to make the explanation clear and easily
understandable.
The study gives the opinion of the employee towards interpersonal
relationship condition, existing at Airport Authority of India, Chennai, while
also getting an opinion about their satisfaction towards their organization.
A mystique still exists around the concept of interpersonal relationship.
Methodology proposed in the report used both qualitative and quantitative
methods determining the existing interpersonal relationship prevailing in the
company, at some moment in time requires the understanding of the
company values, practices, and artifacts, and of the core task defined by
them, by clarifying these elements and attempt is made to clarify the
underlying assumption prevailing in the company.
ACKNOWLEDGEMENT
We use this opportunity to extend our cheerful thanks to the people behind
the success of the project.
We deem it a great pleasure to thank our beloved Principle Dr. [Tmt] T.
Sumitra, M.Com, M. Phil, Ph.D., for having permitted us to undertake this
project work and for giving us necessary facilities and timely help in carrying
out this successfully.
We express deep and whole hearted gratitude and sincere thanks to our
Head of Department Mrs. D. Lalitha, M.Com, M. Phil, for her invaluable
guidance and effort taken to bring out the project successfully.
Firstly we would like to thank Management of Airport Authority of India,
Chennai for providing us an opportunity to do our Internship Project.
We express our gratitude and heartiest thanks to Mr. R. Prabhu, DGM [Pers],
Mr. K. Jebakumar, Sr. Manager [Pers] and Mrs. S. Chitralekha, Manager [Pers]
of AAI, Chennai who have helped us in finalizing this internship training.
Our special thanks to Mrs. G. Shanthi, Sr. Superintendent, who has given us
a tremendous support and helped us to complete the internship training. We
also thank Mr. E. Manimozhiyan, Assistant [Office], who has shown
enthusiasm throughout the project and gave full assistance for the
completion of this project.
We would also like to express our heartfelt gratitude and sincere thanks to
parents and friends, who have inspired a lot for doing this project.
Date:
Place:
Signature
TABLE OF CONTENTS
CHAPTER TITLE PAGE

1 INTRODUCTION
1.01 Human Resource
Management
1.02 Interpersonal Relationship
2 PROFILE
2.01 Industry Profile
2.02 Company Profile
3 About the Study
3.01 Need of the Study
3.02 Objective of the Study
3.03 Scope of the Study
3.04 Review of research
Literature
3.05 Research Methodology
a, Research Objective
b, Research Design
c, Research Instrument
d, Sampling Design
e, Method of Data collection
f, Tools Used
4 DATA ANALYSIS AND
INTERPRETATION
5 FINDINGS AND
SUGGESTION
6 CONCLUSION
6.01 Webliography
6.02 Bibliography
6.03 Questionnaire
MANAGEMENT
It is necessary to understand the term ‘Management’ before starting our
discussion on ‘Human Resource Management’.
Management is basically concerned with the performance of planning,
organizing, directing, co-ordination and controlling, which, in fact, are its
main functions. Management is also regarded as the art of getting things
done through others. It is not possible for any individual to do all the work
himself. The work is always shared with others. In a household, for
example, the head of the house-the father, earns for the family
maintenance. The lady of the house manages the kitchen and so on.
Similarly, in a bank there are different individuals to look after cash, savings
bank account, fixed deposit, current account, recurring deposit account and
so on. The overall control lies with the Bank Manager. Thus, it becomes
clear that the work is assigned to many in any work place and
responsibilities are fixed on them. The person assigning the work, i.e., the
manager, knows how to get things done through others, i.e., subordinates. A
manager who is unable to make his subordinates work cannot be a
successful manager.
INTRODUCTION TO HUMAN RESOURCE

MANAGEMENT
For the successful functioning of any business organization, finance,
machines, materials and manpower resources are essential. Of these
various resources, the manpower of the human occupies a very important
place in view of its distinctive characteristics. The term ‘human resource’,
with reference to an organization, refers to its employees. Commitment,
devotion, enthusiasm, energy, interest, intelligence, etc., of a person
determine his performance. A manager can only hire the labour of an
employee but not these qualities. Human resource alone can be creative.
Every individual is blessed with certain creative skills that help him to bring
out something unique. The behavior of the human resource is also highly
unpredictable. There exists no method by which a person can read the mind
of another. While all other resources depreciate in value with the passage of
time, the value of human resources alone appreciates. A person with greater
work experience has more value to an organisation. The very fact that most
establishments prefer experienced hands proves this point. In view of these
unique characteristics, management of human resource is always a
challenging task.
Definition of Human Resource Management [HRM]

“It is that part of the management function which is concerned with people
at work and with their relationship within an enterprise. Its aim is to bring
together and develop into an effective organisation the men and women who
make up an enterprise and having regard to the well-being of an individual
and of working groups, to enable to make their best contribution to its
success”- The British Institute of personnel Management.
The above definition makes it clear that human resource management is
basically concerned with the task of procuring, developing, maintaining and
utilising the manpower resource effectively so that the objectives of the
enterprise can be fruitfully realised.
Distinction between Human Resource Management and

Personnel Management:
The following points of distinction may be made between human resource

management and personnel management:
Human Resource Management Personnel Management
1. Contemporary management 1. This is a conventional name.
experts use this name.
2. The term, when used in a 2. The term, however used, refers
broader sense, refers to the to the task of managing the
task of managing people employees of the concern.
belonging to different sections
of the society. 3. It is relevant mainly for a
3. It has relevance not only for a business establishment.
business organisation but for
a government as well. 4. Employee is seen as a
4. The employee is seen as a commodity that can be
resource of the enterprise like purchased for a price.
any other resource.
5. Measures are taken for the 5. Measures are taken to satisfy
overall progress of the the economic needs of the
employee i.e., his economic, employee mainly.
social and psychological
needs are fulfilled. 6. The amount spent on the
6. The amount spent on the employee is only seen as
employee is viewed as an expenditure incurred.
investment.
7. The term has limited scope.
7. The term has wider scope.
• •
Importance of Human Resource Management [HRM]
The importance of HRM to any particular organisation may be explained as
follows:
1. It helps the organisation to identify correctly its manpower
needs: The manpower needs of an organisation will have to be correctly
determined. As amount spent on human resource is deemed an investment,
it is necessary to determine the number of men required for doing the
various jobs in the enterprise accurately so that investment in human
resource will be at the optimum level.
2. It ensures that the organisation does not suffer from either
surplus or shortage of manpower: It is further important that the
number of persons employed in the organisation at any given point of time
should neither be more nor less than what is actually required. HRM helps to
do away with the problem of both surplus and shortage of labour.
3. It facilitates the selection of the right man for the right job:
HRM ensures selection of the right man for the right job. It recognises the
fact that if a candidate is overqualified for the job, he will not have a positive
attitude towards work and on the other hand, if he is under qualified, he
cannot carry out the task assigned.
4. It focuses attention on the development on the skill of every
individual in order to make him up-to-date: Every person in the
workplace has to update his knowledge and skill in tune with the
development in work methods. HRM takes note of the fact that a person
who does not update himself will become outdated.
5. It recognises the need for the appraisal of the employee’
Performance: Performance appraisal is an integral part of human resource
management. Unless the performance of the employees is periodically
reviewed, it will not be possible for the employer to know their level of
efficiency.
6. It considers the need to provide incentives to the employees
performing well: Employees who are very good in their work, need
inducement in the form of incentives. These incentives may be financial as
well as non-financial. HRM does recognise the fact that if good workers are
not suitably rewarded, they may lose interest in their work.
7. It gives utmost importance to securing a favorable employee
attitude: The attitude of the employees towards work is a crucial factor
determining performance. HRM makes an earnest attempt to secure a
favorable employee attitude. This is done by providing the employees with
proper working environment. Counseling is provided to those employees
who undergo stress.
8. It emphasises the need for good human relations in every
workplace: HRM places emphasis on cordial human relations. Conflicts are
unavoidable in a workplace. But such conflicts shall not be allowed to
damage inter-personal relationships.
9. It provides scope for collective bargaining: The employer shall
encourage the employees to form a union in the workplace. This will give
the employees the benefit of collective bargaining. In the absence of such a
union, if any individual has certain grievances, he may find it difficult to
represent the same to the management in his personal capacity.
Objectives of Human Resource Management
The main objectives of HRM are as follows:
1. TO make an optimum utilisation of the human resource of
the organisation: By this we mean that every individual in the
enterprise shall work to his potentials. Only then the amount spent on
human resource will be justified.
2. To ensure that the organisation has the required number of
staff: The objective here is ti do away with the problem of both
surplus and shortage of labour. Surplus labour would mean higher
labour cost and inefficiency. Shortage of labour would mean that the
organisation is ill-equipped to cope with the volume of work.
3. To establish and maintain a sound organisation structure:
HRM aims at dividing the organisational tasks into different functions,
jobs and positions. The authority and responsibility associated with
each such position is clearly defined.
4. To reconcile personal and organisational goals: There is often a
clash between individual goaland organisational goal. HRM aims at
integrating personal and organisational and goals by guiding the
employees to work with a sense of involvement, commitment and
loyalty towards the enterprise.
5. To provide scope for the development of personnel: HRM
provides scope for the employees to enrich their job knowledge and
skill by undergoing relevant training programmes. Employees need to
update themselves in tune with the requirements.
6. To ensure that the employees have higher job satisfaction:
HRM ensures a higher level of job satisfaction among employees by
providing them the kind of work environment that is really conducive.
The employees are assured of equitable remuneration and social
security benefits like provident fund, gratuity, insurance etc.
7. To provide scope for participation in decision-making: Under
HRM, employees are involved in the process of decision-making. The
decisions binding on employees are made with their participation. In
other words, the management does not take unilateral decisions. As
employees are involved in decision-making, they extend their support
to the implementation of any decision and do not show resistance.
INTRODUCTION TO INTERPERSONAL RELATIONSHIP

AT WORKPLACE
Relationships at workplace are different from those that we create and
develop in our day to day life. Just like our personal relations, our
professional relations are also based on trust, faith, and respect. Both types
of relations require investment of time. However, basic differences between
our personal and professional relations are as follows:
1. Relations at workplace are time-bound and can or cannot be permanent or
long-term based.
2. Though based on common vision and focused on similar goals, relations at
work-place require one to be competitive and sometimes even compete with
one another to stay ahead.
3. There can only be a possibility of mutual trust, faith and respect and it
cannot be one-sided.
4. People involved in workplace relations should have High Emotional
Quotient and should be able to differentiate between personal and
professional emotions.
SCOPE OF THE INTERPERSONAL RELATIONSHIP
Based on above definitions of Interpersonal relationship, the scope of
Interpersonal relationship can easily been delineated as follows:
• Labour relations, i.e., relations between labour union and
management.
• Employer-employee relations i.e. relations between management and
employees.
• The role of various parties viz, employers, employees, in maintaining
interpersonal relations.
• The mechanism of handling conflicts between employers and
employees, in case conflicts arise.
The main aspects of interpersonal relations can be identified can be
identified as follows:
• Promotion and development of healthy labour-management relations.
• Maintenance of industrial peace and avoidance of industrial strife.
• Development and growth of industrial democracy.
OBJECTIVES OF INTERPERSONAL RELATIONSHIP

The primary objective of interpersonal relationship is to maintain and
develop good and healthy relations between employees and employers or
operatives and management. The same is sub- divided into other objectives.
Thus, the objectives of Interpersonal relationship are designed to:
 Establish and foster sound relationship between workers and
management by safeguarding their interests.
 Avoid industrial conflict and strikes by developing mutuality among the
interests of concerned parties.
 Keep, as far as possible, strikes, lockouts and gheraos at bay by
enhancing the economic status of workers.
 Provide an opportunity to the workers to participate in management
and decision making process.
 Raise productivity into organisation to curb the employee turnover and
absenteeism.
 Establish and nurse industrial democracy based on labour partnership
in the sharing of profits and of managerial decisions.
TYPES OF RELATIONS AT WORKPLACE:

Types of relations that can exist at workplace are:
a) Employer-Employee
b) Manager-Subordinate (or rather Head – Subordinate)
c) Colleagues
d) Employee – Internal Service Provider (Finance, HR etc)
e) Employee – External
Positive workplace relations rely on three skills:
1. Having a good understanding of the person (people) that you have

relations with;
2. Seeking first to understand others and then to be understood
(Empathetic Listening); and
3. Using positive communication strategies.
Good Understanding
Having a good understanding of others helps us adjust our behaviour to be

able to get along well with them, thereby building good rapport.
Understanding someone's uniqueness can be accomplished by having
awareness that people have different personality behavioral styles. Each of
these styles has distinct, predictable and observable behaviour patterns.
Once you understand these personality styles, you will have the ability to get
along with almost anyone. Personality style studies have been around for
years. There are several modalities, however the one chosen is that of Dr.
Tony Alessandra, where four dominant behavioral styles are Director,
Socializer, Thinker or Relator1. If we take the advice of Dr. Alessandra, we
can adopt a rule more superior to the old golden rule, namely the Platinum
Rule. It says, "Do unto Others as They Would Have You Do unto Them", or
more simply stated "Treat Others as They Wish to Be Treated".
Once you learn about the characteristics of each dominant personality style,
you can quickly learn to read the person with whom you are dealing, and
make minor adjustments to your own behaviour to relate better with that
person. For example, a Director style is very direct and to the point in their
communication. Their key desire is results. So if we approach a Director in a
conversation to request money for our budget, we should use a strategy of
being direct and showing them how giving us the money would benefit the
bottom line results. I.e. "Bob, I need another $5,000 by Friday to ensure that
we have the infrastructure in place to accommodate the large volume of
sales projected by our sales department." Short, sweet, and to the point,
indicating the results with the request - just as a Director wants to hear it.
We are in a much better opportunity of being successful with our request if
we meet our audience on their personality style turf, even though we may be
of a different personality style. This is more positive, more productive and
much more profitable. Try it! First you will need to learn more about
personality styles, however as you learn to listen for clues from other people,
the better trained you will become at reading people before engaging in
conversation. This leads us into the next step to good relations - Empathic
Listening.
Empathetic Listening
"The dialogue of the deaf", as described by Dr. Stephen Covey in 7 Habits of

Highly Effective People, indicates that most of the time we don't
communicate, we just take turns talking. Since the basic need of a human
being is the need to be understood, listening is more important than talking
when in conversation with someone. Real empathic listening means that you
are doing more than hearing someone's words. It means that you seek to
understand what they are saying and will provide feedback once you have
heard what they are telling you. This ensures that you understand what has
been said and that the person speaking feels like they have been
understood. When we feel that we have been understood, we are likely to
feel better about the relationship, resulting in more productive relations. The
next time you have an opportunity to communicate with someone, tell him
or her that you would like to listen to them first, giving you the opportunity
to gain a good understanding of what they are communicating to you. Once
you offer feedback to what you have heard, and the speaker feels that they
have been understood, you will be in a good position to begin the final step
of building strong and positive relations - Positive Communication.
Positive Communication
Positive communication is productive because it fosters some of the key

fundamentals of successful workplace relations including, trust, honesty,
integrity, nurturing, productivity, and satisfaction. At this point in your
communication with someone you would have an understanding of their
personality style, and have empathically listened to them making them feel
that they have been understood. Forming positive messages is more
attainable when you can 'begin with the end in mind', meaning you have an
idea in your mind of what the positive relationship would look like. Once you
have this goal of the communication in mind you are in a better opportunity
to attain that goal. Strategies recommended for positive relations include
making the other person feel good about themselves and their contribution.
People feel good about their employment when they are recognized in a
positive and genuine way. Therefore, positive communication can start with
a genuine compliment and carry forward from there. We should use the
"sandwich technique" when communicating something that is constructive,
which sandwiches the constructive criticism between two genuine positive
statements. See an explanation of 'The Sandwich Technique' in an article
"It's what you Say and How You Say it"2.
To recap, these positive workplace relations techniques - understanding who

it is you are communicating with, empathically listening to them first, and
returning some positive communication - your relations are sure to be more
positive, productive and profitable. Although these points are pretty much
common sense, they are not necessarily common practice. Make a conscious
effort to put them into play in your workplace and your personal life, and
reap the benefits that strong and positive relationships have to offer.
IMPORTANCE OF WORKPLACE RELATIONSHIP
 Reduction in Industrial Disputes – Good interpersonal relationship

reduces the industrial disputes. Disputes are reflections of the failure
of basic human urges or motivations to secure adequate satisfaction or
expression which are fully cured by good interpersonal relationship.
Strikes, lockouts, go-slow tactics, gherao and grievances are some of
the reflections of industrial unrest which do not spring up in an
atmosphere of industrial peace. It helps promoting co-operation and
increasing production.
 High morale – Good interpersonal relations improve the morale of the
employees. Employees work with great zeal with the feeling in mind
that the interest of employer and employees is one and the same, i.e.
to increase production. Every employee feels that he is a co-owner of
the gains of industry. The employer in his turn must realize that the
gains of industry are not for him alone but they should be shared
equally and generously with his employees. In other words, complete
unity of thought and action is the main achievement of interpersonal
relationship. It increases the place of employees in the society and
their ego is satisfied. It naturally affects production because mighty co-
operative efforts alone can produce great results.
 Mental Revolution – The main object of interpersonal relation is a
complete mental revolution of workers and employees. The industrial
peace lies ultimately in a transformed outlook on the part of both. It is
the business of leadership in the ranks of workers and employees to
work out a new relationship in consonance with a spirit of true
democracy. Both should think themselves as partners of the industry
and the role of workers in such a partnership should be recognized. On
the other hand, workers must recognize employer’s authority. It will
naturally have impact on production because they recognize the
interest of each other.
 Reduced Wastage – Good interpersonal relations are maintained on the
basis of cooperation and recognition of each other. It will help increase
production. Wastages of man, material and machines are reduced to
the minimum and thus national interest is protected.
Thus, it is evident that good interpersonal relations is the basis of

higher production with minimum cost and higher profits. It also results
in increased efficiency of workers. New and new projects may be
introduced for the welfare of the workers and to promote the morale of
the people at work. An economy organized for planned production and
distribution, aiming at the realization of social justice and welfare of
the massage can function effectively only in an atmosphere of
industrial peace. If the twin objectives of rapid national development
and increased social justice are to be achieved, there must be
harmonious relationship between management and labor.
NEGATIVE ASPECTS OF POOR INTERPERPERNAL RELATIONSHIP

These include, among others, the following
• The morale of the employees becomes low: Disagreement among
employees over certain work proposals affects the morale. This affects
their attitude towards work. As a result, they are not able to work with
interest and commitment.
• Productivity gets affected: When employees have low morale, their
level of performance will also be low. This affects productivity.
• Team work and cooperation may deteriorate: In view of disagreement
between the employees they are not able to work with proper
understanding and cooperation.
• There is decline in the level of efficiency: As the employees are
thinking about the disputes among each other all the time, they may
not be able to concentrate in their work. This leads to decline in the
level of efficiency.
• When not resolved conflicts may turn into disputes: Conflicts are a
regular feature of an organization. But a conflict has to be resolved
within a time frame. If it is allowed to remain without a solution for
long, it may certainly turn into a dispute and require the help of a
mediator. The labour courts may also have to be approached
sometimes.
CONCLUSION
It has been noted that lack of trust in relations at workplace costs very dearly
to the company and the loss cannot be comprehended in figures. Lack of
trust prolongs the decision making process. It also complicates the
communication process. Trust in relations also affects the motivation and
morale of parties involved. Hence, what are those factors that help to build
mutual trust between relation at workplace and what factors deteriorates
that trust? What is the beginning of that trust? What one should do to keep
that trust? What are the remedies when that trust is broken? All these points
should be remembered for the efficient performance of employees and
enhance their productivity.
AIRPORTS AUTHORITY OF INDIA
INDUSTRY PROFILE
To take up the challenges in competitive environment, Airports Authority of

India(AAI) was constituted on 1st April, 1995. Over the years, civil aviation,
world over, has gone a sea change and the AAI has fully equipped itself to
meet the challenges both at the national and international levels. AAI
manages 124 airports including civil enclaves (12 international airports, 8
customs airports, 23 civil enclaves and 81 domestic airports). AAI provides
CNS/ATM services at all the civil airports in the country which covers Indian
airspace measuring over 2.8 million square nautical miles (land area 1.05
NM2 and oceanic area 1.75 NM2). CNS/ATM services are provided by AAI at 9
other airports also which are not managed by AAI i.e. Delhi, Mumbai,
Bangalore, Hyderabad, Cochin, Lengpui, Diu, Puttaparthy and Vidyanangar
airports.
AAI is partner in joint venture companies for the development of Delhi and
Mumbai airports where its stake is 26%, AAI’s stake in each of the two green
field airports recently developed at Bangalore and Hyderabad is 13%. At
these airports, AAI is providing CNS-ATM services. AAI has also drawn plans
for the development of modern CNS-ATM and airport infrastructure in the
country. The 11th plan period outlay amounts to Rs. 12434.34crores. The
outlay for financial year 2008-2009 is Rs.3433crores.
The main Activities of AAI are:

1, Control and management of the Indian airspace extending beyond the
territorial limits of the country, as accepted by ICAO
2, Design, Development, Operation and Maintenance of International and
Domestic Airports and Civil Enclaves
3, Construction, Modification and Management of Passenger Terminals
4, Development and Management of Cargo Terminals at International and
Domestic airports
5, Provision of Passenger Facilities and Information System at the Passenger
Terminals at airports
6, Expansion and strengthening of operation area viz. Runways, Aprons,
Taxiway, etc.
7, Provision of visual aids
8, Provision of Communication and Navigational aids viz. ILS,DVOR, DME,
Radar, etc.
DEVELOPMENT OF CNS/ATM INFRASTRUCTURE
AAI is entrusted with the responsibility for provision of Air Navigational

Services (ANS) Infrastructure and Air Traffic Services (ATS) over the
designated air space. AAI is also responsible for providing ATS at Greenfield
airports developed by private operators and limited navigation services at
defense airfields in India. To provide efficient ATS over designated airspace,
various CNS/ATM (Communication, Navigation, Surveillance/Air Traffic
Management) systems have been implemented as well as planned to meet
the future requirement. The three major components of CNS infrastructure
are communication, navigation and surveillance. AAI has draw AAI is
entrusted with the responsibility for provision of Air Navigational Services
(ANS) Infrastructure and Air Traffic Services (ATS) over the designated air
space. AAI is also responsible for providing ATS at Greenfield airports
developed by private operators and limited navigation services at defense
airfields in India. To provide efficient ATS over designated airspace, various
CNS/ATM (Communication, Navigation, Surveillance/Air Traffic Management)
systems have been implemented as well as planned to meet the future
requirement. The three major components n plans to upgrade CNS/ATM
infrastructure in the country both in terms of additional provision of
equipment and upgradation of technology which also involves shifting from
ground based navigation to satellite based navigation.
AAI has drawn the concept of Future Indian Air Navigation (FIAN) and a paper
in this regard has been submitted in ICAO. The following initiatives have
been undertaken to enhance the standards of air traffic services:-
• PBN (Performance Based Navigation) SIDs (Standard Instrument
Departures) and STARs ( Standard Terminal Arrival Routes) have been
introduced at Delhi, Mumbai and Ahmedabad Airports in order to
reduce delays to aircrafts. These are planned to be introduced at all
other international airports of India by 2012.
• ILS CAT-II Procedures are been framed to permit aircraft operations
under poor visibility conditions at Amritsar, Jaipur and Lucknow
airports.
• Instrument Approach Procedures are been framed for all the civil
airports in India, to permit aircraft operations under reduced visibility
conditions.
• Automation of ATM system at Chennai and Kolkata airports is being
taken up.
• A modern ATM automation system including radars has been
commissioned at the new airports of Hyderabad and Bangalore.
• Automation System is planned to be implemented at all the Control
Towers and connected with the main ATC centre throw data link and
voice capability.
• Dedicated clearance delivery system through voice and data link is
planned to be implemented at major airports.
GAGAN PROJECT
In order to further improve the CNS/ATM services and to be at par with the
world, AAI and ISRO have jointly undertaken GPS Aided Geo Augmented
Navigation (GAGAN) system. GAGAN is an augmentation system to enhance
the accuracy and integrity of GPS signals to meet precision approach
requirements in Civil Aviation and is been developed/implemented jointly be
AAI and ISRO in three phases. Technology Demonstration System will be
upgraded to a full operational capability system in the second and third
phase. GSAT IV being fabricated by ISRO will carry GAGAN payload. The
footprint of the satellite will cover a vast geographical area from Africa to
Australia and would, therefore, facilitate expansion of the service area of
GAGAN far beyond the Indian air space. When implemented, this would
replace most of the ground based navigational aids and it wound be possible
to provide precision approach and landing guidance upto Category-I to
aircraft hitherto not available due to terrain conditions precluding the
provision of Instrument Ianding System. The GAGAN system is a project of
national pride and India will be the fourth country in the world to have such a
system. The Technology Demonstration system phase of the project has
been successfully completed and action has been initiated for the Final
Operation Phase (FOP).
AAI’S INHOUSE CAPABILITY FOR FLIGHT CALIBRATION
AAI has its own flight calibration unit which is equipped with ground
laboratory for testing and calibration of on-board flight inspection equipment
and a fleet of aircraft i.e. King Air (Beechcraft- B350 and two Dornier DO-
228). The aircraft are fitted with the fully automatic Flight Inspection Unit.
DEVELOPMENT OF CHENNAI AND KOLKATA AIRPORTS BY

AAI
Development of Metro airports at Chennai and Kolkata have been

undertaken by the Airports Authority of India. The work has begun at both
the airports. These projects involve as expenditure of about Rs.2000crore
for each airport.
At Chennai, a new domestic modern terminal building with an annual
handling capacity of 10 million passengers and extension of international
terminal with an annual handling capacity of 4 million passengers have been
undertaken. The new infrastructure will be integrated with the existing
terminals over a period of time, thereby providing the handling capacity of 7
million international passengers and 16 million domestic passengers per
year. The key silent features of the upcoming infrastructure at Chennai
including Terminal Building of an area measuring more than 140,000 sq.m.,
140 Check-in counters ,60 immigration Counters,7 Security Gates,4
Conveyor Belts, 7 Aerobridges, 8 Travelators etc.
At Kolkata, AAI has taken up development of a modern integrated passenger
terminal building to handle 20 million passengers. The key salient features of
the upcoming infrastructure at Kolkata including Terminal Building of an area
measuring 180,000 sq.m., 104 Check-in counters, 44 Immigration Counters,
25 Security Gates , 5 Conveyor Belts, 15 Aerobridges etc.
DEVELOPMENT OF 35 NON METRO AIRPORTS BY AAI
AAI has undertaken development and modernization of 35 Non Metro

Airports by providing world class infrastructure facilities at these airports.
The 35 Non Metro Airports recognized are Ahmedabad, Amritsar, Guawahati,
Jaipur, Udaipur, Trivandrum, Lucknow, Goa, Madurai, Manglore, Agatti,
Aurangabad, Khajuraho, Rajkot, Vadodara, Bhopal, Indore, Nagpure, Trichi,
Vizag, Bhubaneswar, Coimbatore, Patna, Port Blair, Varanasi, Agartala,
Dehradun, Imphal, Ranchi, Raipur, Agra, Chandigarh, Dimpaur, Jamu and
Pune. The development works for the Terminal Buildings Airside have
already begun at most of the airports. The work is scheduled to be
completed at 24 airports by 2009 and 11 airports by 2010.
DEVELOPMENT OF ADDITIONAL 13 NON MERTO AIRPORTS

BY AAI
AAI has also undertaken the development of 13 other Non Metro Airports.
These airports are Akola, Belgaum, Calicut, Cooch Behar, Dibrugarh
(Mohanbari), Gondia, Hubli, Kullu(Bhuntar), Mysore, Rajahmundry, Surat,
Srinagar and Vijayawada airports.
OPERATIONALIZATION OF 32 NON-OPERATIONAL
AIRPORTS
AAI has appointed a consultant to study and submit its report for the
operationalization of 32 non-operational airports. These airports are Akola,
Asansol, Balurghat, Behala, Bilaspur, Charkulia, Cuddapah, Deesa, Dona
Kondi, Hadapasar, Hassan, Jhansi, Jharsuguda, Jogvani, Kailashahar,
Kamalpur, Khandwa, Khowai, Lalitpur, Maldah, Muzaffarpur, Mysore, Panna,
Passighat, Rasaul, Rupsi, Satna, Shella, Sholapur, Turial(Aizwal), Vellore,
Warangal.
TRAINING
AAI imparts training through its own dedicated training institutions i.e. Civil
Aviation Training College, Allahabad for various operational areas such as Air
Traffic Control, Radars, Communication etc. and National Institute of Aviation
Management and Research (NIAMAR) at Delhi for imparting various aviation
management training programmes and refresher courses. In addition, there
are two dedicated institutes for training of fire personnel i.e. Fire Service
Training School at Narayanpur near Kolkata and the Fire Training Centre at
New Delhi.
DEVELOPMENT OF MODERN TRAINING AND

MANAGEMENTINFRASTURCTURE
AAI has undertaken development of modern training and management

infrastructure particularly in the field of aircraft maintenance and aircraft
flying at National Institute Of Aviation Training and Management (NIATM) at
Gondia, National Flying Training Institute (NFTI) at Canada.
AAI’s GLOBAL PARTICIPATION
AAI is a member of the global bodies i.e. ACI (Airport Council International)
and CANSO (Civil Air Navigation Services Organization). AAI has also signed
international cooperation MOUs with a number of international organizations
such as FFA (USA), Air Services Australia, NATS (UK), CAAS (Singapore),
Aerothai (Thailand), USTDA, EU. AAI envisages taking up consultancy work
abroad. AAI has a full-fledged Consultancy and Coordination Wing and has
signed MOU for technology cooperation for taking up turkey consultancy
projects abroad.
KALYANMAYEE
Kalyanmayee is an Airports Authority of India’s Women’s Welfare Association

established in 1987. Over a period of time, Kalyanmayee has grown and its
branches have spread far and wide. It has dedicated itself towards the
social, economic, cultural and educational causes of the down-trodden and
less privileged of the society. Kalyanmayee has also undertaken projects in
the field of adult literacy and child welfare programme and has also
extended its help to the Old Age Homes and SOS Villages. Kalyanmayee has
contributed towards fostering oneness amongst AAI families by organizing
various cultural programmer and other social activities. Kalyanmayee has
undertaken promotion of creativity by organizing painting competition, baby
show etc. Some of the current activities include conduct of yoga classes,
running up of Wellness Center at INA Colony, health awareness camp, eye
care camp, blood donation camp etc.
AAI IN SPORTS
Sports activities in the Airports Authority of India are conducted under the
aegis of the AAI Sports Control Board. The Sports Policy of AAI, introduced in
2006, is being implemented in a phased manner. Action on all the four
major components of AAI’s Sports Policy i.e.
• Sponsorship of leading national tournaments in the games promoted
by the Authority;
• AAI Sports Scholarship Scheme;
• AAI Sports Talent Search and Training Scheme and
• Recruitment of outstanding sportspersons initially on contract basis, is
in progress.
Inter-AAI tournaments are conducted annually in the games viz., Cricket,
Football, Badminton, Table Tennis and Volleyball and once in two years in
Athletics, Chess, Carom and Women’s Throwball. AAI is actively involved in
organizing All India Public Sector Tournament every year.
AAI is also affiliated with the All India Public Sector Sports Promotion Board
(AISPSSPB), Table Tennis Federation of India (TTFI) and Badminton
Association of India (BAI) and participated in the tournaments conducted by
these Bodies.
IMPLEMENTATION OF INTEGAITY PACK (IP) IN AAI
The Integrity Pact has been implemented in AAI w.e.f. 1st April 2008. The
Integrity Pact has been signed between AAI and Transparency International,
India. The IP has been made mandatory for all tenders and contracts of
values
• Civil/electrical/composite projects more than Rs.50crores
• CNS/electronic projects more than Rs.25crores
• Land/electronic projects more than Rs.25crores (annual rental).
PROMOTION OF PERFORMANCE CULTURE

To further promote a culture of performance and recognize extraordinary
innovative work done by officials, AAI has introduced the Chairman’s Award
for Innovative Excellence. The scheme covers giving away the three awards
every year for outstanding innovative conservation which is sustainable,
extendable and brings benefits to the AAI in achieving its mission the word
comprise of a trophy, a citation and a cash amount of Rs.50000/- to an
individual or Rs.2.5lakhs to a team.
ACTIVITIES:
PASSENGER FACILITIES:
Improvement of passenger facilities is a continuous process. AAI has to cater
to very demanding customers who in the wake of globalization have the
exposure to the best of facilities are available at other international airports
in the world over and the airlines operators who by virtue of their nature of
operation are exposed to the best f facilities and services available at other
International Airport.
AAI has been continuously striving to meet these challenges. Customer
satisfaction surveys conducted periodically by outside agencies has been a
vital source of feedback on the deficiencies of the system as also the
expectations of the traveling public. It ahs been our endeavor in AAI to
address these issues on priority.
AIR NAVIGATION SERVICES
In tune with global approach to modernization of Air Navigation

infrastructure for seamless navigation across state and regional boundaries,
AAI has been going ahead with its plans for transition to satellite based
Communication, Navigation, Surveillance and Air Traffic Management. A
number of co-operation agreements and Memoranda of Co-operation have
been signed with US Federal Aviation Administration, US Trade and
Development Agency, European Union, Air Services Australia and the French
Government, co-operative projects and studies initiated to gain from their
experience. Through these activities more and more executives of AAI are
being exposed to the latest technology, modern practices and procedures
being adopted to improve the overall performance of Airports and Air
Navigation Services. Induction of latest state-of-the-art equipment, both as
replacement of old equipment’s and also as new facilities it improves
standards of safety at airports and in the air is a continuous process.
Adoptions of new improved procedure go hand in hand with induction of new
equipment. Some of the major initiatives in this direction are introduction of
Reduced Vertical Separation Minima RVSM in Indian airspace to increase
airspace capacity and reduce congestion in the air and implementation of
GPS and Geo Augmented Navigation GAGAN jointly with ISRO which when
operationalized would be one of the four such systems in the world.
AIRPORT SECURITY
The continuing security environment has brought into focus the need for
strengthening security of vital installations. There was thus an urgent need
to revamp the security at airports not only to throughout any misadventure
but also to restore confidence of the traveling public in the security of air
travel as a whole, which was shaken after the 9/11 tragedy. With this in
view, a number of steps were taken including induction of CISF for airport
security, CCTV surveillance system at sensitive airport, latest and state-of-
the-art X-Ray baggage inspection systems. Perimeter security and
surveillance systems, smart cards for access control to vital installations at
airports are also being considered for introduction to supplement efforts of
security personnel at sensitive airports.
AERODROME FACILITIES
In Airports Authority of India, the basic approach to planning of airport

facilities has been to create capacity ahead of demand. In our efforts
towards implementation of this strategy, a number of projects for extension
and strengthening of runway, taxi track and aprons at different airports has
been taken up. Extension of runway to 7500 feet to support operation of
Airbus-320 / Boeing 737-800 category of aircrafts at all airports where jet
aircrafts currently operate has been taken up. Among the major projects
currently in progress/completed during the last year include new terminal
buildings at Bhuj, Kangra and Pathankot, Ahmedabad, Porbandar
constructions of canopies, extension of terminal buildings at Bangalore,
Calicut, Ahmedabad extension and strengthening of runway at Agartala,
Varanasi and Jaipur.
HRD TRAINING
A large pool of trained and highly skilled manpower is one of the major
assets of Airports Authority of India. AAI has a number of training
establishments, viz, NIAMAR in Delhi, CATC in Allahabad, Fire Training
Centres at Delhi and Kolkata for in-house training of its engineers, Air Traffic
Controllers, Rescue and Fire fighting personnel, etc. Both CATC and NIAMAR
has contributed a number of STPs to the Central pool under ICAO TRAINAIR
program. Foreign students have also been participating in the training
programs being conducted by these instructions.
IT IMPLEMENTATION
Information Technology holds the key to operational and managerial

efficiency transparency and employee productivity. AAI initiated a
programme to inculcate IT culture among its employee and this most
powerful tool to enhance efficiency in the Organization. AAI website with
domain name www.airportsindia.org.in or www.aai.aero is a popular website
giving a host of information about the organization.
COMPANY PROFILE
CHENNAI INTERNATIONAL AIRPORT
Chennai international airport is located in Meenambakkam, 19km south of

Chennai. It is the third most important international Gateway into the
country after Mumbai and Delhi, and the main air hub for south India. It is
also important cargo terminal for the country. Chennai is also the hub
airport for the jet airways, Indian airlines, Air Deccan, Air Sahara and
international for Air India.
Chennai is one of the first airports in India, and was the final destination of
Air India's first flight from Mumbai via Belgium in 1954.
• Commercial
The first passenger terminal was built at the northeast side of air field, which
• Land Management
lies in the suburb of Meenambakkam due to which it was referred as
Meenambakkam airport. A new terminal complex • Lawwas subsequently built
• Personnel
• Administration
• Public Relations
• National Institute
of Aviations
further near Pallavaram to which passenger operations were shifted. The old
terminal building is now used as cargo terminal.
Chennai international airport consist of three terminals. Meenambakkam is
used for cargo while the new passenger terminals consist of the domestic
and international terminal is interconnected by link building, which houses
administrative offices and a restaurant. Although the complex is one
continuous structure it was built at different periods, the airport has the
honor of being the first ISO 9001-2000 certified airports into country which it
received in 2001.
SALIENT FEATURES OF CHENNAI INTERNATIONAL AIRPORT

1. First International Airport to get ISO 9001-2000 certification
2. First to have international domestic terminals adjacent to each other.
3. First to have aerobridge at domestic terminal.
4. First to use domestic terminal for international flight on wheels.
5. First to supply free mineral water through designated water coolers at
both Kamaraj domestic terminal and Anna international.
6. First to introduce paper cups at airport to make it environment
friendly.
7. Exclusive sub-urban airport railway station to airport.
8. Adjudged " Best Airport-Domestic Terminal" by Indian guide of
professional architects. The president of India gave the award.
MODERN AIRPORTS
AAI has identified 12 important domestic airports which developed as model
airports based on the traffic potential and important of the city potential and
coverage of all the regions in the country. The runways at these airports are
designed to cater for A-320 operation is with standard approach and landing
aids, modern communication and also navigation facilities. The modern
airports are jaipur, lucknow, nagpur, vadodara, Calicut, Coimbatore, Patna,
Hyderabad and Impal. Apart from this AAI is developing some of the cardinal
airports which generate tourist traffic. These include Goa, Bangalore,
Varanasi and Agra.
MODERNISATION
Developing world class navigation, infrastructure to effectively manage air
traffic is an identified thrust area. As a part of this drive:
 The AAI has signed an agreement with FFA of USA for exchange of
technical information as well as training of personnel of AAI in USA.
 The authority is in the process of implementing a VSAT based satellite
communication network to connect 80 airports in the country.
 Satellite navigation is also been of the initiatives for enhancing the
accuracy and reliability of GPS signal which could be gainfully used by
other transport sectors.
 A phase induction of ATC automation systems and also induction of the
new facilities to improve standards of safety at airports.
 The government of India has also conveyed its approval of the
development of Chennai international airport at an estimated cost of
Rs.1808crores.
The Chennai airport has been stated for modernization and expansion. The
works are to be carried out by the airports authority of India and include the
creation of parallel runway, taxiways, aprons and the new passengers’
terminal buildings. The expansion works will involve the acquisition of land
in nearby areas. The expansion of the existing airport would be taken up at
manapakkam, kolapakkam, Gerumbakkam and tharapakkam in
Sriperumbudurtaluk after a resolution of this effect was adopted by the
government. The government would provide suitable compensation to 947
households in these areas and also rehabilitation of them. The rehabilitation
of the households would be done in the first phase of the expansion work
itself.
The modernization and restructuring is expected to cost around
Rs.2350crore of the which the cost of construction of the terminal building,
car park and face uplift would be Rs.1250crore.
As per the modernization plan, the secondary runway will be built over the
Adayarriver. A bridge will be built over the runway to accommodate the
runway and the taxiway. This makes Chennai airport the only international
airport in India to have runway across the river. In Mumbai, only one end of
the runway is over Mithi River. The second runway extension will cost
around Rs.430crore and will be completed in 2010. The proposed Chennai
metro rail project will connect the Chennai international airport to various
parts of the city. Tentatively, the project is programmed for completion in
the financial year 2013-2014.
AIRPORT INFRASTRUCTURE POLICY

OBJECTIVES
While the government is separately developing a policy frame work for the
entire civil aviation sector, this policy relates to use and development of
airport infrastructure. The policy on airport infrastructure should always be
read along with the national policy of civil aviation. The objective of policy
are
 To provide a boost to international trade and tourism and enhance the
country image in the community of nations.
 To provide airport capacity ahead of the demand in order to handle an
increasing volume of traffic and together the maximum share of traffic
in the region.
 To enhance the airport facilities to make the airport user friendly and
achieve higher level of customer satisfaction.
 To ensure total safety and security of air craft operations by the
introduction of state of art air traffic, security and related services.
 To provide multi modal linkages
 To provide a market orientation to the present structure, bridge the
resource gap and encourage greater efficiency and enterprise in the
operation of airports, through the introduction of private capital and
management skills.
 To foster the development of strong airport infrastructure, maintaining
a balance between the needs for economic viability and the objective
of equitable regional dispersal of infrastructure facilities.
 To lay the special emphasis on the development of infrastructure for
remote and inaccessible areas.
 To encourage transparency and clarity.
MODERNISATION AND UPGRADATION OF AIRPORT
INFRASTRUCTURE
• In keeping with the ICAO standards and recommended practices the
requirements of upgrading airports to the level of international and
regional hubs, detailed master planned for the development of
selected airports will be prepared or revised by operating agency. All
the future up gradation and modernization is done with the future
plans.
• -Priority will be according to the safety, passenger facilities, aircraft
and cargo handling, while deciding the allotment of funds among
different up gradation and modernization schemes.
• -Air transport serves a time sensitive market. The surface access to
airports should therefore be efficient and city planners should keep the
airport-linked requirements constantly in the view while designing
surface transport development plans. There is special need to
emphasis the aspect of rail links with airports, in view of its near
absence in India as contrasted with other countries.
• The helicopter provides a direct and rapid means of transport over
short-haul routes and is therefore, particularly attractive for
businessmen.
GREENFIELD AIRPORTS:
 Greenfield airports will normally not be taken up either in the public or

private sector without the prior approval of government. In the case of
other airport category run by rivet operators the approval of DGCA
would suffice as at present.
 A Greenfield airport may be permitted where an existing airport is
unable to meet the projected requirements of traffic or new focal point
of traffic emerges with sufficient viability. It can be allowed both as a
replacement for an existing airport or for simultaneous operation. This
aspect will have to be clearly spelt out in the notice inviting tenders.
 No Greenfield airport will be formally allowed within the areal distance
of 150km of existing airport in the same city or close vicinity, the
parameters for distribution of traffic between the two airports will be
clearly spelt out.
NEED FOR THE STUDY
There is a rapidly changing group of employees that is getting more diverse

by the day. The accelerated growth of diversity in the workforce over the
past 20 years has spawned new developments in managing employee
relations, making it one of the biggest challenges facing managers. To meet
this challenge, managers must improve skills such as active listening,
adaptability and decision-making. These core skills can assist supervisors
and managers in tackling difficult issues that may arise within their
workforce.
The first skill for managers to understand and practice is interpersonal
communications or enhanced interpersonal relationship, because it is the
foundation for all actions in the workplace and it allows the supervisor or
manager an opportunity to build relationships with the overall workgroup
without alienating anyone in the work environment. Working with diverse
groups of people requires a tremendous amount of interaction. If these
interactions are positive, they can help create the right workplace climate,
attitudes, beliefs and behaviors.
In addition, because interactions occur daily, it is important for managers to
have the respect of their employees. If this respect is absent, the supervisor
or manager will have a difficult time getting things accomplished.
The interaction allows individuals the opportunity to develop and extend
their personal sphere of interpersonal influence. This provides professional
satisfaction with the ability to influence, negotiate and leverage valuable
information as a method to enhance ideas.
Those who focus on their interpersonal relationship pose critical questions to
themselves, such as: What is going to be our strategy to ensure positive
employee relations? Moreover, what employee relations issues are going to
impact the business and what is the proper way to address them? "People
persons" use these questions and subsequent answers to look for ways to
improve organizational effectiveness through proactive solutions. It is a
method to excite employees about the organization's new direction by giving
proper communications.
Those who are committed to maintaining and fostering good employee
relations with the workforce enjoy the day-to-day interaction as a method of
feeling good about themselves. Those who embrace this dimension don't
care for individual tasks such as writing reports, working on a computer, or
any other activity that doesn't allow them to engage others as a means to
feel satisfied and fulfilled.
All these points in favour of nurturing interpersonal relationship makes it an
important need to study it more deeply day by day and at every level in
hierarchy.
OBJECTIVES OF THE STUDY

Primary objective
 To analyze the interpersonal relationship prevailing at AAI Chennai .
Secondary objective
 To analyze the employer-employee relations i.e. relations between
management and employees.
 To find out the general opinion of employee towards the management
of the organization with respect to their level of satisfaction.
 To analyze the relationship prevailing at all levels in the organization.
 The mechanism of handing conflicts between employers and
employees, in case conflicts arise.
SCOPE OF THE STUDY

Interpersonal relationship usually imply good and positive relations between
the employees and employers of a concern. The good interpersonal
relationship can help run an industry effectively and successfully, i.e., the
desideratum of the day. Under the mechanism of a good interpersonal
relationship, both employees and managers discuss the matter and consult
each other before initiating any actions. Doubts, if any, in the minds of
either party are removed. Thus unilateral actions that prop confusions and
misunderstanding, disappear from the scene. It helps establish and foster
sound relationship between workers and management by safeguarding their
interest.
It avoids industrial conflicts and strikes by developing mutuality among the
interest of concerned parties. It keeps, as far as possible, strikes, lockouts
and gheraos at bay by enhansing the economic status of workers. Hence the
study attempts to understand the interpersonal relationship at AAI. It
attempts to understand the organization and the general opinion of
employees towards the management.
The major findings of the survey provide valuable information to the
organisation. This helps the organisation to take necessary steps to improve
the interpersonal relationship among the employees.
REVIEW OF THE RESEARCH LITERATURE:
Organizing Relationships: Traditional and Emerging Perspectives on

Workplace Relationships :Patricia M. Sias
About the author-Patricia M. Sias is a Professor of Communication in the
Edward R. Murrow College of Communication at Washington State University.
Her research centers on workplace relationships. She has published articles
in and served on the editorial boards of a variety of academic journals
including Communication Monographs, Human Communication Research,
Management Communication Quarterly, Western Journal of Communication,
Communication Quarterly, and Journal of Applied Communication Research.
She served as Secretary and Chair of the Organizational Communication
Division of the National Communication Association. She has won numerous
awards for her research including the W. Charles Redding Outstanding
Dissertation in Organizational Communication Award from the International
Communication Association, several Top Paper awards from the National
Communication Association, and the Distinguished Faculty Achievement
Award from the Washington State University College of Liberal Arts.
"Organizing Relationships makes a contribution to the discipline in its

treatment of this area from multiple perspectives, in its deliberate
engagement/suggestions of future research directions, and its functional
purpose of bringing together extant research on this important topic in a
coherent and organized way. It adds cumulatively to our knowledge of
organizational communication and relationships, it fits within the horizon of
the established parameters of our field while opening new areas for
engagement, and, moreover, it is a very interesting read. It will, no doubt,
become a touchstone for the field of organizational communication." (Janie
Hardin Fritz ) Duquesne University
Communication Miracles at Work: Effective Tools and Tips for

Getting the Most from Your Work Relationships: Matthew Gilbert.
About the author: Matthew Gilbert teaches communication skills that can
help anyone improve relationships with coworkers, managers, and clients.
Readers learn to recognize obstacles to communicating well, break bad
communication habits, and communicate effectively to achieve workplace
harmony. Topics include the influence of corporate culture on employees
ability to get along with each other, the role of stress in ineffective
communication, gender issues, and communication skills for navigating a
variety of real-world situations. Offering practical advice that can be applied
to any job, this book demonstrates that improving communication is the key
to having better day-to-day experiences at work.
laurenszokoly"I found this book to be quite interesting. Gilbert describes the

various communication problems that occur not only with a coworker or boss
but as well as with coworkers of the opposite sex and with customers.
Miscommunication can also be caused by a long term problem that has not
been resolved among two coworkers, employees who feel that tehy are
superior to other employees and managers who speak down to their
employees. All of Gilbert's examples made me realize that even though I
have never encountered such communication problems with coworkers, but
also to keep my eyes open about future miscommunications which may
occur sometime throughout my working experience.
Trust & Betrayal in the Workplace: Building Effective Relationships

in Your organization: Dennis S.Reina Ph.D. and michellel.reina Ph.D.
about the author-Dennis S. Reina, Ph.D., and Michelle L. Reina, Ph.D. are
organizational development researchers, practitioners, speakers, and
principals of The Reina Trust Building® Institute. They specialize in working
with leaders to build trust and make their organizations measurably more
adaptive and capable to achieve strategic results.
"Samuel Clemens observed that everyone talks about the weather, but no
one does anything about it. the same might be said for trust. wellsamuel the
retina’s have done something about it. they have given us the insights and
tools to take on one of the most important constructs in personal and
business relationships with the means to build trust immediately and over
the longer term. this is a must read. “Richard Hossack, Ph.D. ,president,
mercer delta consulting limited, Toronto.
Leading by Feel:
Harvard Business Review
January 2004
While Butler and Waldroop's article gives practical advice to managers on
how to capitalize on employees' varied interpersonal skills, "Leading by Feel"
takes a more philosophical approach. HBR asked 18 leaders and scholars
(including business executives, leadership researchers, psychologists, and a
cult expert) where emotional intelligence comes from and how leaders learn
to use it. Their responses differed dramatically, but there were some
common themes: the importance of consciously--and conscientiously--honing
one's emotional skills and the danger of letting any one emotional
intelligence skill dominate.
About the Authors
Timothy Butler is a research fellow and the director of career development
programs at Harvard Business School in Boston.
James Waldroop is a founding principal of Peregrine Partners, a consulting
firm in Brookline, Massachusetts, that specializes in executive development
and employee retention.
RESEARCH METHODOLOGY
Research methodology is a systematic approach to solve the research
problem. It can be considered as a science, as new researches done
scientifically. Research methodology has many dimensions and research
methods are a part of it. For conducting a research both primary and
secondary data are required. Primary data is that which is collected for the
first time and thus are original in character. Secondary data is that which is
collected by some and which already have been passed through to the
statistical process.
Research Objectives
The culmination of problems/opportunity formulation process is a statement
of research objectives. These objectives are stated in terms of the precise
information necessary and desired to solve marketing management problem.
Research Design
A research design is an arrangement of conditions of collection and analysis
of data in a manner that aims to combine relevants to the research purpose
with economy in procedure. Fundamental to the success of any research
project is sound research design. The research design took for the study was
descriptive research design.
Descriptive research is also called explanatory design. It means that it
simply describes something such as demographic characteristics of
employees who work in the company. The descriptive study is typically
concerned with determining frequency with which something occurs or how
two variables are together. This study is typically guided by an initial
hypothesis.
Research Instrument
The research instrument used in this study is a "structured questionnaire"
and "historical data". Structured questionnaires are those questionnaires in
which there are definite, concrete and predetermined questions relating to
the aspects for which the researcher collects data.
Sampling Design
Sampling Plan
Sampling is a procedure to draw conclusions about large group of
respondents by studying a small part of the total consumer population. A
sample is a segment of the population selected to present the population as
a whole. Ideally the sample should be representative so that the researcher
can make accurate estimate of the thoughts and behaviors of the large
populations.
Sample Size
Since the total population for the survey is very large due to time limitations
a sample size of 50 is taken for the survey with the help of interview
schedule.
Random Sampling
The researcher himself decides to interview the respondents as he has
limited time and resources available to him. This is called convenient
sampling.
Method of Data collection

Primary Data
Primary data is known as the data collected for the first time through field
survey. Such datas are collected with a specific set of objective to assess
the current stats of any variable studied. Primary data always reveals the
cross section of picture of anything studied. This is needed in research to
study the effect or impact of any policy. Some of the important methods of
primary data collection for this study are :
• Questionnaire
• Interview
• Observation
Questionnaires
Questionnaires are a standardized form for collecting information to elicit
desired data from the respondents. A questionnaire consists of a set of
questions presented to a respondent for his or her answers.
Secondary Data
Secondary data is that which is collected by some and which already have
been passed
through to the stastical process.
Tools Used
The following are some of the tools which are used for this analysis part :
Percentage method
Percentage refers to the special kind of ratio, used in making
comparison between two or more series of data. Percentages are used to
describe relationship.
Required percentage= No. of respondents/50 x 100
Diagrams and charts
Diagrams and charts are used to represent the data in the graphical manner.
It will be helpful to understand the information very easily.
LIMITATIONS OF THE STUDY
• Because of the busy schedule of the employees they were notable to

provide enough information.
• The study was under taken may not be applicable to all organizations,
which may have different Work climate and culture.
• Primary data were collected during leisure hours which is not sufficient
to sharing their views.
• Some employees were not giving full information because of the fear
of identity being released.
• The study was limited only to a small part of the organization.
• The project had to be done in a short period of one month.
1.Table showing Open and Honest conversation among

colleague
Chart Showing Open and Honest conversation among colleagues
Level of Agreeing Out of 50 Out of 100

Strongly Agree 18 36
Agree 24 48
Satisfactory 6 12
Disagree 2 4
Strongly Disagree 0 0
Total 50 100
Inference: The above chart shows 96% have a positive attitude while 4%
have negative.
2.Table Showing Efficiency of team work to get work done
Level of agreeing Out of 50 Out of 100

Agree 30 60
Satisfactory 4 8
Disagree 1 2
Total 50 100
Chart showing efficiency of team work to get work

done
Inference: The above chart shows 98% of positive attitude and 2% of

negative attitude.
3.Table showing that the potentials of employees are understood

well by the management.

Strongly Agree 9 18
Agree 25 50
Satisfactory 10 20
Disagree 6 12
Total 50 100
Chart showing that the potentials of employees are understood

well by the management
50
50
45
40
35
30
25 20
18 Series1
20
12
15
10
5 0
0
Strongly Agree Satisfy Disagree Strongly
Agree Disagree
Inference: The above chart shows 88% of positive attitude and 12%
of negative.
4.Table showing that the training needs of employees are recognised
well

Strongly Agree 8 16
Agree 20 40
Satisfactory 13 26
Disagree 8 16
Total 50 100
Chart showing that the training needs of employees are

recognised well
40
40
35
30 26
25
20 16 16 Series1
15
10
5 2
0
Agree Disagree
Inference: The above chart shows 82% of positive attitude and 18% of
negative attitude towards the recognition of their training needs by the
management.
5.Table showing that the instructions given by the superior are clear

Strongly Agree 6 12
Agree 26 52
Satisfactory 16 32
Disagree 2 4
Total 50 100
Chart showing that the instructions given by the

superior are clear
60
52
50
40
32
30
Series1
20 12
10 4
0
0
Agree Disagree
Inference: The above chart shows 96% of employees have a positive

attitude towards the instructions given by their superior while 4% negative.
6.Table showing that the performance is appraised justifically

Strongly Agree 9 18
Agree 15 30
Satisfactory 13 26
Disagree 10 20
Total 50 100
Chart showing that the performance is appraised

justifically
30
30 26
25
20
20 18
15
Series1
10 6
5
0
Agree Disagree
Inference: The above chart shows 74% of employees feel that their
performance is appraised justifiably while 26% don’t feel so.
7.Table showing that the required information is widely shared

trustfully in the organization

Strongly Agree 5 10
Agree 20 40
Satisfactory 12 24
Disagree 6 12
Total 50 100
Chart showing that the required information is widely shared

trustfully in the organisation
40
40
34
35
30
25
20
Series1
15 12
10
10
4
5
0
Agree Disagree
Inference: The above chart shows that 84% of employees are happy
with the availability of the correct information at the right time while
16% are unhappy.
8.Table showing that the employees are interested in their work

Strongly Agree 6 12
Agree 17 34
Satisfactory 14 28
Disagree 12 24
Total 50 100
Chart showing that the employees are interested in their

work
34
35
28
30
24
25
20
15 12 Series1
10
5 2
0
Agree Disagree
Inference: The above chart shows that 74% of employees agree that
the work they are doing is according to their interest, while 26%
disagree.
9.Table showing the comfort of employees in working with another

department employees.

Agree 22 44
Satisfactory 10 20
Disagree 4 8
Total 50 100
Chart showing the comfort of employees in working with

another department employees.
44
45
40
35
30
24
25 20
20 Series1
15
8
10
4
5
0
Agree Disagree
Inference: The above chart shows that 88% of employees are

comfortable in working with other department people, while 12%
disagree.
10.Table showing that the employees are involved in decision

making

Strongly Agree 9 18
Agree 17 34
Satisfactory 14 28
Disagree 6 12
Total 50 100
Chart showing that the employees are involved in

decision making
Strongly Disagree 8
Disagree 12
Satisfy 28
Series1
Agree 34
Strongly Agree 18
0 5 10 15 20 25 30 35 40
Inference: The above chat shows that 80% agree that they are involved in
decision making while 20% disagree.
11.Table Showing that there is criticisms of policies and procedures.

Strongly Agree 2 4
Agree 4 8
Satisfactory 10 20
Disagree 29 58
Total 50 100
Chart Showing that there is criticisms of policies and

procedures
Strongly Disagree 10
Disagree 58
Satisfy 20 Series1
Agree 8
Strongly Agree 4
0 10 20 30 40 50 60
Inference: The above chart shows a minor percentage of 32% agree while
68% disagree.
12.Table showing whether the employees get time to update their

skills
and knowledge or not
Replies Out of 50 Out of 100

Yes 47 94
No 3 6
Total 50 100
Chart showing whether the employees get time to update their

skills and knowledge or not
Yes
No
94
Inference: The above chart shows that 94% agree that they get time to
update their skills and knowledge while 6% say they don’t have time.
13.Table showing whether important people are honored or not

Yes 46 92
No 4 8
Total 50 100
Chart showing whether important people are honored or not
Yes
No
92
Inference: The above chart shows that 92% of employees agree that
important people are honored in the organization while 8% say it is not so.
14.Table showing whether the employees are flexible to arrange the

work schedule to meet personal or family responsibilities or not

Yes 39 78
No 11 22
Total 50 100
Chart showing whether the employees are flexible to arrange the work sche
to meet personal or family responsibilities or not
22
Yes
No
78
Inference: The above chart shows that 78% get time to arrange their work
schedule to meet their personal responsibilities while 22% don’t get time.
15.Table showing whether the employees converse politely with

customers or not

Yes 46 92
No 4 8
Total 50 100
Chart showing whether the employees converse politely

with customers or not
Yes
No
92
Inference: The above chart shows that 92% of employees agree that they
converse politely with customers and 8% say they don’t do so.
16.Table showing whether the employees are given equal

opportunities to express their views with the colleagues or not

Yes 47 94
No 3 6
Total 50 100
Chart 100
showing whether the employees are given equal
90
opportunities
80
to express their views with the colleagues or not
70
60
50 Yes
94
40 No
30
20
10
0 6
Yes No
Inference: The above chart shows that 94% of employees say that they get
the opportunity to express their views equally while conversing, while 6%
say they don’t.
17.Table showing that the employees are confortable working only

with same gender people

Yes 12 24
No 38 76
Total 50 100
Chart showing that the employees are confortable working
only with same gender people
24
Yes
No
76
Inference: The above chart shows that 76% of employees are fine in
working with opposite gender as their team mate while 24% feel more
comfortable in working with the same gender.
18.Table showing how respectable image employees have according

to themselves
Level of satisfaction Out of 50 Out of 100

Good 32 64
Satisfactory 17 34
Bad 1 2
Total 50 100
Chart showing how respectable image employees have

according to themselves
Bad 2
Good
Satisfactory 34 Satisfactory
Bad
Good 64
0 20 40 60 80
Inference: The above chart shows that 94% have a positive attitude
towards their respectable image while only 2% say it is bad.
19.Table showing that the employees are adjustable and flexible to
their environment
Level of satisfaction Out of 50 Out of 100

Good 36 72
Satisfactory 12 24
Bad 2 4
Total 50 100
Chart showing that the employees are adjustable and flexible to

their environment
24
Good
Satisfactory
Bad
72
Inference: The above chart shows that 98% of employees say that they are
fair enough in adjusting with their environment and only a minor percentage
of 4 say they are bad in doing so.
20.Table showing whether the employees are different person in
workplace than in their society

Yes 29 58
No 21 42
Total 50 100
Chart showing whether the employees are different person in

workplace than in their society
42
58 Yes
No
Inference: The above chart shows that 58% of employees are different
person in workplace than in their society and 42% remain the same inside
and outside the workplace.
21.Table showing whether the employees share a different

relationship with their colleagues at workplace and outside the
workplace or not.

Yes 29 58
No 21 42
Total 50 100
Chart showing whether the employees share a different relationship

with their colleagues at workplace and outside the workplace or not.
42
Yes
No
58
FINDINGS AND SUGGESTIONS

Inference: The above chart shows that 58% share a different relationship
with their colleagues inside and outside the workplace while 42% remain the
same.
FINDINGS AND SUGGESTIONS

FINDINGS:
1. With regards to the chart of open and honest conversation with
colleagues it is seen that 96% are positive that they talk openly and
honestly with their colleagues. While 4% disagree that they converse
openly and honestly. This is a good rate of efficient conversation, and
should be maintained.
2. It is analyzed that 98% agree that team work is efficient in getting

work done, while 2% disagree. This is a very good rate of efficient
team work showing that constant vigilation is not always necessary.
This should be continued further to maximize productivity and
efficiency.
3. When we come to analyse the recognition of potentials of employees

by the management, we see that 88% agree that their potentials are
recognized well while 12% disagree. This rate shows the positive
attitude of employees towards their management.
4. It is arrived at the conclusion that 82% agree that the training needs of
employees are recognized well while 18% disagree. This is a good rate
but can be improved further.
5. It is analysed that 96% agree that the instructions given by the
superiors are clear while only 4% disagree This rate declares that there
is no confusion regarding the work to be performed thus enhancing
efficient performance.
6. When we come to analyse the performance of employees being

appraised, 74% agree that it is done so fairly while 26% disagree. This
rate is fair enough but has chances to be improved. The management
should take care to take into consideration the potential and actual
performance of individual employees.
7. How widely the information is shared in the organization shows not

only the existence of trust but also keeps smooth flow of operations.
84% agree that they get the required information on time while 16%
disagree.
8. 74% of employees agree that the work they are doing is according to
their interest, while 26% disagree. The interest of employees should
always be considered to keep them efficient in their work. Thus this
rate should be kept good in an organization.
9. 88% of employees agree that they are comfortable in working with

other department people, while 12% disagree. This is a good rate and
should be maintained since an organization is working towards the
accomplishment of same goal with the help of various departments
and so differences among different departments should be reduced.
10. An organization runs with the help of various employees and thus all
decisions must be taken keeping in mind their interest and satisfaction.
When analysed it was found that 80% agree that they are involved in
decision making while 20% disagree.
11. When asked if there are criticisms of policies and procedures a minor
percentage of 32% agree while 68% disagree. This good rate shows
that there is smooth flow of operations and employees are in comfort
with the rules and policies framed.
12. Experience in an organization is just as important as updation of
skills and knowledge for the development of an individual. 94% agree
that they get time to do so while 6% say they don’t have time. This
good rate should be maintained to keep up the productivity of every
individual in the organization.
13. 92% of employees agree that important people are honored in

the organization while 8% say it is not so. Employees who reach
certain designation reach so because of their talent skills and
knowledge. Thus they should be honored to keep them motivated.
This is a fairly good rate but can be improved further since the
development of organization depends on the honoring of its reputed
employees.
14. The work schedule should be made such that the employees have
flexibility to arrange it, to meet their personal or family
responsibilities. Upon analyzing it was found that 78% get time to do
so while 22% don’t get time.
15. An organization functions not only for itself but also for its customers,
since maintenance of goodwill is as important as the existence of the
company. 92% of employees agree that they converse politely with
customers and 8% say they don’t do so. Care should be taken that
customers are treated with honour and met with their satisfaction.
16. While conversation every employee should get equal opportunity

to express his views. This will improve the morale of the employee
towards his team. 94% of employees say that they get this
opportunity while 6% say they don’t.
17. There should not exist a gap between the opposite genders in an
organization. 76% of employees said that they are fine in working with
opposite gender as their team mate while 24% feel more comfortable
in working with the same gender. This is a fairly good rate but can be
improved further.
18. In order for an employee to be satisfied with the workplace relations,

he should have a respectable image for himself. Upon survey it was
found that, 94% say it is satisfactory while only 2% say it is bad.
19. An organization will have many changes in terms of its policies,
procedures, rules or employees themselves. Efficient productivity of
employees depends on their adjustability and flexibility to their
environment. 98% of employees say that they are fair enough in doing
so and only a minor percentage of 4 say they are bad in doing so.
20. An organization is made up of employees with different

psychology and mindset. It is possible that they are different people in
society and change themselves to suit the organization needs. It was
analysed that 58% of employees do so and 42% remain the same
inside and outside the workplace.
21. Very often it is seen that employees change their attitude

towards their workplace companions when they are in society. The
reasons for doing so is not quite certain. The survey revealed that
58% share a different relationship with their colleagues inside and
outside the workplace while 42% remain the same.
SUGGESTIONS:
Although there is probably an endless list of opinions as to what employees want today, here are
a few that are important for building an employee relations program :
Employees want to be comfortable with what their employer stands for. Social psychology
research indicates the chances of success are much greater for your organization if you have a
clearly defined vision that all your people can follow. In some organizations, this is also referred
to as a mission statement. Does your organization, department or division have one? Use it as a
part of your employee relations strategy to ensure that your employees are comfortable with what
your business is about.
• Employees want to identify with corporate principles. Today employees are very opinionated
about the moral and ethical issues in business today. They care about such things as employee
privacy and employee rights. By having a set of guiding principles, and following these
principles, your organization creates a framework within which to develop principle-centered
policies and procedures or make principle-centered decisions regarding difficult employment
related issues.
Employees want to know their employer cares about their opinions and concerns. If you're going
to create a good employee relations program, you need to have a mechanism for finding out what
your employees care about, what they are concerned about, what they think of you as an
employer. Conduct employee opinion surveys.
Employees want to be productive and involved. Create employee participation teams. The more
the employee interacts with other members of the team, the greater the employee will be linked
with the organization. Getting as many people as possible strategizing on how to make your
business a success is another very viable part of a good employee relations program.
Employees want to be appreciated and recognized for a job well done. Link performance with
rewards. These are all different kinds of strategies that can be used to link performance with
rewards. From the very basic incentive programs to the use of equity, stocks or royalties. Linking
performance with rewards also promotes the entrepreneurial spirit and encourages people to
work as a team.
• Employees want to be paid competitively. A principle element of a sound employee relations

program is to value the knowledge, skills, and abilities of your staff. One way of doing this is to
ensure that your salaries remain competitive. Conduct annual salary surveys, establish fair,
consistent pay practices and ensure the entire compensation package is competitive, not just the
base pay.
• Employees want to have challenging work. People like to be challenged, particularly when they
feel that they are supported in taking on new challenges. Presenting an organizational challenge
to your employees stimulates thinking and creates excitement within the organization.
• Employees want to achieve the greatest possible results professionally and personally during
their career. One of the measures of your effectiveness is how well your people perform, right?
However, it's amazing how many organizations only provide training for their employees if
there's money left over in the budget, rather than budgeting for it. People inherently want to do
well, and by providing management training or skill-based training, you send the message to
your people that you are interested in their success.
• Employees today want to be knowledgeable about the company's effectiveness and its
activities.
When employers fail to communicate with their employees about what's going on, it doesn't just
leave a void of information, it creates dissent, rumor and ill-will as your employees come to
believe that you must not see them as important enough to communicate with them. By
communicating your company's effectiveness and its activities, you pull the employee further
into the family, so to speak, of your organization.
• Employees want to receive assistance in balancing their work and family needs. This element
of establishing a good employee relations program has to do with understanding that your people
have lives outside of your business. By supporting their lives and providing assistance to balance
their lives' you are building a relationship with your employees that tells them you care and you
recognize the need for that balance.
Keeping the job interesting is another important factor in improving employee relations. First, it
makes time go faster. It also keeps the employees challenged. If the employees get bored, they
will pay less attention to their duties. There are many ways to keep the job interesting. It could be
cross training the employee or giving more responsibility.
Communicating with employees is one thing many managers could do a better job. Informed
employees make better decisions. This information will lead to better customer service, morale,
productivity and ultimately increased sales.
To summarize, building a strong employee relations program means that you create an
environment which delivers what people want today. They want to feel good about who they are,
what they do and where they work. These top 10 points should give you a starting point to begin
thinking about an employee relations strategy for your organization. In creating that strategy, you
will find the answers to some of your organization's perplexing human resource issues.
CONCLUSION
The ultimate aim of every organization is to earn profit in the long run while
providing quality of service and satisfaction to its customers and most
importantly, its employees. Since, it is the employees who constitute an
organization, their efficient performance is necessary to improve
productivity. Their efficient performance in turn depends on how satisfied
they are with their workplace relationship. An organization is like a home
with various personnel as family members. Just like the happiness of a home
depends on the unity between its various members, in the same way
efficiency of an organization depends on the unity between its various
personnel.
This calls in for a good interpersonal relationship between the various
personnel. Our study was concerned with evaluating and analyzing the
existing interpersonal relationship. And upon survey with the help of
questionnaires and also with the help of personal interview with various
departments, we have come to know that they share a very cordial
relationship with their colleagues as well as the superiors and subordinated.
They share not just their workplace problems but also about family and
friends with their workplace companions.
Thus, this sort of a cordial relationship with their colleagues keeps them
efficient in their work and satisfied towards their organization.
Upon interrogation, it was clear that personnel are comfortable and satisfied
with their workplace relations, assuring an efficient production.
Our study will be useful for us, not only for academic purpose, but also to
understand workplace relationships when we ourselves step into an
organization. This study helped in realizing that cordial workplace
relationship is just as important as cordial relationship with friends and
family members to enhance satisfaction, productivity and success of the
organization in the long run.
WEBLIOGRAPHY
www.flipkart.com
www.amazon.com
www.books.google.com
www.qualityofworklife.com
www.humanresourcedevelopment.com
www.citihe.com
www.scribd.com
www.sitehr.com
www.publiceducation.com
www.citiman.com
www.indianmba.com
www.projectparadise.com
www.managementparadise.com
en.wikipedia.org
www.airportsindia.org.in
www.aai.aero
www.harvardbusiness.org
www.bnet.com
BIBLORGRAPHY
Human Resource Management- 2nd Edition by Biswajeet

Human Resource Management by Pattanayak
Human Resource Management by J.Jayasankar
Human Resource Management [ Text& Cases ] by S.S.Khanka
Economics Of Labour And Industrial Relations by Dr. T.N. Bhagoliwal
Organizing Relationships: Traditional and Emerging Perspectives on
Workplace Relationships by Patricia M. Sias
Communication Miracles at Work: Effective Tools and Tips for Getting the
Most from Your Work Relationships by Matthew Gilbert.
Trust & Betrayal in the Workplace: Building Effective Relationships in Your
organization by Dennis S.Reina Ph.D. and michellel.reina Ph.D.
“Understanding ‘People’ People” by Timothy Butler & James Waldrop –
Harward Business Review Article.

Interpersonal Relationship of The Employees

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“A STUDY ON INTERPERSONAL RELATIONSHIP AT

SHRIMATHI DEVKUNVAR NANALAL

This is to certify that Ms. Archana Damodaran [Reg.No.

We -Ms. Archana Damodaran [Reg.No. 8W0059], Ms. K.

The project work entitled Interpersonal Relationship with special

CHAPTER TITLE PAGE

INTRODUCTION TO HUMAN RESOURCE

Definition of Human Resource Management [HRM]

Distinction between Human Resource Management and

The following points of distinction may be made between human resource

INTRODUCTION TO INTERPERSONAL RELATIONSHIP

OBJECTIVES OF INTERPERSONAL RELATIONSHIP

TYPES OF RELATIONS AT WORKPLACE:

Positive workplace relations rely on three skills:

1. Having a good understanding of the person (people) that you have

Having a good understanding of others helps us adjust our behaviour to be

"The dialogue of the deaf", as described by Dr. Stephen Covey in 7 Habits of

Positive communication is productive because it fosters some of the key

To recap, these positive workplace relations techniques - understanding who

IMPORTANCE OF WORKPLACE RELATIONSHIP

 Reduction in Industrial Disputes – Good interpersonal relationship

Thus, it is evident that good interpersonal relations is the basis of

NEGATIVE ASPECTS OF POOR INTERPERPERNAL RELATIONSHIP

AIRPORTS AUTHORITY OF INDIA

To take up the challenges in competitive environment, Airports Authority of

The main Activities of AAI are:

DEVELOPMENT OF CNS/ATM INFRASTRUCTURE

AAI is entrusted with the responsibility for provision of Air Navigational

AAI’S INHOUSE CAPABILITY FOR FLIGHT CALIBRATION

DEVELOPMENT OF CHENNAI AND KOLKATA AIRPORTS BY

Development of Metro airports at Chennai and Kolkata have been

DEVELOPMENT OF 35 NON METRO AIRPORTS BY AAI

AAI has undertaken development and modernization of 35 Non Metro

DEVELOPMENT OF ADDITIONAL 13 NON MERTO AIRPORTS

DEVELOPMENT OF MODERN TRAINING AND

AAI has undertaken development of modern training and management

AAI’s GLOBAL PARTICIPATION

Kalyanmayee is an Airports Authority of India’s Women’s Welfare Association

IMPLEMENTATION OF INTEGAITY PACK (IP) IN AAI

PROMOTION OF PERFORMANCE CULTURE

AIR NAVIGATION SERVICES

In tune with global approach to modernization of Air Navigation

In Airports Authority of India, the basic approach to planning of airport

Information Technology holds the key to operational and managerial

CHENNAI INTERNATIONAL AIRPORT

Chennai international airport is located in Meenambakkam, 19km south of

SALIENT FEATURES OF CHENNAI INTERNATIONAL AIRPORT

AIRPORT INFRASTRUCTURE POLICY

 Greenfield airports will normally not be taken up either in the public or

There is a rapidly changing group of employees that is getting more diverse

OBJECTIVES OF THE STUDY

SCOPE OF THE STUDY

REVIEW OF THE RESEARCH LITERATURE:

Organizing Relationships: Traditional and Emerging Perspectives on

"Organizing Relationships makes a contribution to the discipline in its

Communication Miracles at Work: Effective Tools and Tips for

laurenszokoly"I found this book to be quite interesting. Gilbert describes the

Trust & Betrayal in the Workplace: Building Effective Relationships

Method of Data collection

LIMITATIONS OF THE STUDY

• Because of the busy schedule of the employees they were notable to

• The study was limited only to a small part of the organization.