KPTCL Sunil 0593

INTERNSHIP REPORT
AN ORGANISATION STUDY & RESEARCH STUDY ON TRAINING EFFECTIVENESS AT KPTCL, BANGALORE
Submitted in partial fulfillment of the requirements of the M.B.A Degree Course of Bangalore University
By
Sunil H V Reg no. 05XQCM6100
Under the guidance and supervision of Mr. S. Prakash Accounts Officer (Manager EST-2) KPTCL Professor Jairaj Nair MPBIM (Internal Guide)
M.P BIRLA INSTITUTE OF MANAGEMENT Associate Bharatiya Vidya Bhavan # 43, Race Course Road, Bangalore-560001 2005-07
M.P. BIRLA INSTITUTE OF MANAGEMENT
GUIDES CERTIFICATE
This is to certify that the report entitled An Internship Report on Organizational Study & Research Study on Training Effectiveness at KPTCL done by Sunil H V bearing registration No.05XQCM6100 is a bonafide work done carried under my guidance during the academic year 2006-2007 in partial fulfillment of the requirement for the award of MBA degree by Bangalore University. To the best of my knowledge this report has not formed the basis for the award of any other degree.
Place: Bangalore Date:
Prof. Jairaj Nair (Internal Guide)
PRINCIPALS CERTIFICATE
This is to certify that this report entitled An Internship Report on Organizational Study & Research Study on Training Effectiveness at KPTCL has been prepared by Sunil H V
bearing register number 05XQCM6100 under the guidance and supervision of Professor Jairaj Nair of MP Birla Institute of Management, Bangalore.
Dr. N.S. Malavalli Principal
STUDENT DECLARATION
I, Sunil H V hereby declare that this Internship training report entitled Organizational Study & Research Study on Training Effectiveness at KPTCL Mr. S
has been undertaken and completed under the valuable guidance of
Prakash, Accounts Oficer, KPTCLand Professor Jairaj Nair (internal guide) in partial fulfillment of Master of Business Administration (MBA) program and it is my original work and not submitted for the award of any other degree, diploma, fellowship or other similar title or prizes.
Name: Sunil HV Reg 05XQCM6100
ACKNOWLEDGEMENTS
I am happy to express my deep sense of gratitude to Professor Jairaj Nair (Professor,M.P. Birla Institute of Management) and Mr.S. Prakash (Accounts Officer, KPTCL) for their encouragement, guidance and many valuable ideas imparted to me for my internship. I extend my sincere thanks to various people at KPTCL who have been instrumental in providing me the information required without which I couldnt have completed my internship. I have gained a lot of knowledge, both theoretical and practical, throughout the course of carrying out this project; I also learnt a lot about the intricacies of the actual business world. I would also like to sincerely thank all my lecturers and friends for their help in completing my project successfully.
Sunil H V Reg No.05XQCM6100
EXECUTIVE SUMMARY
The MBA course offered by the Bangalore University has its own unique syllabus that requires its MBA students to undertake an internship with any of the leading business houses for a period ranging from 6 weeks to 8 weeks during the third semester. The purpose of this internship is to enable the students to appreciate and understand the nuances of the practical world vis--vis the theoretical input administered during regular academic sessions. This helps in creating Managers who are equipped with the experience of linking the theoretical inputs with those of practical exposure and come out with creative solutions / ideas in enhancing the business. In partial fulfillment of MBA degree of Bangalore University Karnataka Power Transmission Corporation Limited is a registered company under the Companies Act 1956, was incorporated on 28-07-1999 and is a company wholly owned by Government of Karnataka with an authorized share capital of 1000 crores. I feel, it was a great opportunity for me to work with this company and being a part of the company; I carried out organisation study, along with a project on Training Effectiveness with HR department. During my training period I was involved in the organisation study and project study. This training has really improved my level of confidence and in the
process I have gained many new skills. Finally it was a nice experience during my entire training period In Karnataka Power Transmission Corporation Limited, Bangalore and I think my effort in preparation of report is satisfactory to the required extent.
HISTORY OF THE ORGANISATION
The erstwhile Mysore state had the enviable and glorious position of establishing the first major hydroelectric generating station at Shivanasamudram as early as 1902 for commercial operation. The art at that time was still in its infancy, even in the advanced countries. The longest transmission line, at the highest voltage in the world, was constructed to meet the power needs of mining operations at Kolar gold Fields.
The generating capacity of the Shivanasamudram Power House gradually increased to 42 MW in stages. To meet the increasing demand for power, the shimsha Generating Station, with an installed capacity of 17.2 MW was commissioned in the year 1938. The power demand was ever on the increase, for industries and rural electrification, and additions to generating become imperative. The first stage of 48 MW and second stage of 72MW of the
Mahatma Gandhi Hydro Electric Station were commissioned during 1984 and 1952, respectively. Subsequently the Bhadra Project, with an installed capacity of 33.2 MW, and the Tungabhadra Left Bank Power House, with an installed capacity of 27MW at Munirabad were commissioned during 1964 and 1965, respectively.
The State of Karnataka, with availability of cheap electricity power, and other infrastructure facilities, was conducive for increased tempo of industrial activity. It become necessary therefore, to augment power generating capacity by harnessing the entire potential of the Sharavathi Valley. The first unit of 89.1 MW was commissioned in 1964 and completed in 1977.
The demand for power saw a phenomenal increase in the mid sixties and onwards with the setting up of many public sector and private industries in the state. As power generation in the state was entirely dependent on monsoon and was subject to its vagaries, the state Government set up a coal based power plant at Raichur. The present installed capacity of the power at Raichur is 1260 MWs
To augment the energy resources of the State, the Kalinadi Project with an installed capacity of 810MW at Nagjhari power house and 100 MW at Supa Dam Power House, with an energy potential of 4,002 Mkwh, were set up.
The transmission and distribution system in the state was under the control of the Government of Karnataka (then Mysore) till the year 1957. In the year 1957, Karnataka Electricity Board was formed and the private distribution companies were amalgamated with Karnataka Electricity Board.
Till the year 1986, KEB was a profit making organization. However, in the subsequent years, like other State Electricity Boards in the country, KEB also started incurring losses, mainly due to the increase in agricultural consumption and due to the implementation of the socio economic policies of government; the performance of the power sector was affected.
To improve the performance of the power sector and in tune with the reforms initiated by Government of India, the Government of Karnataka come out with a general policy prosing fundamental and radical reforms in the power sector. Accordingly a bill, namely Karnataka Electricity Reforms Act was passed by the Karnataka Legislature. The Reform bill has mandated major restructuring of the Karnataka Electricity Board and its corporation. As part of corporation, the Karnataka electricity board ceased to exist and the Karnataka Power Transmission Corporation Limited to look after transmission and Distribution in the state and VVNL (Visvesvaraiah Vidyuth Nigama Limited) to look after the generating stations under the control of erstwhile Karnataka electricity board were constituted. From 01.08.99
ABOUT THE ORGANISATION
Karnataka Power Transmission Corporation Limited is a registered company under the companies act, 1956. Was incorporated on 28-07-1999. And is a
company wholly owned by the government of Karnataka with an authorized share capital of Rs.1000 crores. KPTCL was formed on by Carving out the transmission and distribution functions of the erstwhile Karnataka electricity board.
KPTCL is headed by a Chairman and Managing Director at the Corporate Office. He is assisted by 4 functional directors. The board of KPTCL consists of a maximum of 12 directors.
Karnataka Power Transmission Corporation Limited is mainly vested with the functions of transmission and distribution of power in the entire state of Karnataka. It operates under a license issued by Karnataka Electricity KPTCL purchases power from Karnataka Power
Regulatory Commission.
Corporation Limited, which generates and operates major power generating projects in the state consisting of Hydel, Thermal and other source. KPTCL purchases power from KPC at the rate fixed by state Government from time to time.
KPTCL also purchases power from Central Government owned generating stations like National Thermal Power Corporation, Neyvelli Lignite Corporation and the Automic Power Stations at Kalpakkam and Kaiga. The approximate share of power from these generating stations is around 16%.
KPTCL serves nearly 109 lakhs consumers of different categories spread all over the state covering an area of 1.92 lakh square Kilometers. To transmit and
distribute power in the state it operates nearly 684 sub stations, 28000ms, of transmission lines with voltages of 33KV and above nearly 130000 Kms of 11KV lines, 150000 distribution transformers and 357000 Kms of LT lines. One Rural Electric Co-Operative Society is functioning in Hukkeri taluk Belgaum district which purchases bulk power from KPTCL and redistributes it to the consumers M.P. BIRLA INSTITUTE OF MANAGEMENT 9
with in the taluk. To enable easier operation of the system KPTCL has been divided into 5 zones, each headed by a Chief Engineer, 15 circles, each headed by a superintending Engineer, 57 divisions, each headed by a executive engineer and over to 270 sub stations, each headed by a Assistant Executive Engineer. Maintenance of power supply and day to day functioning are being looked after by the above Officers. The annual turnover of the organization was nearly
Rs.4000 crores during the 2004-2005.
COMPANY PROFILE:
Evolution of electricity in Karnataka
The history of the phenomenal development of the old Mysore state was synonymous to the working of a few of its outstanding rulers and administrators. The principal persons who have contributed to the prosperity of Mysore state through their farsighted vision were his Highness the Maharaja Sri Krishna raja Wadiyer and famous diwans Sir K.Sheshadri Iyer, Sir M.Visvesvaraiah and Sir Mirza Ismail. Among the many measures of prosperity contributed by them the outstanding contribution was initiatives of prosperity contributed by them the outstanding contribution was initiatives taken for harnessing electric power. The history of power development in Mysore state makes an interesting reading. In fact, the first light was lit on our soil before Thomas Alva Edison invented electric bulb during May 1878, on the occasion of marriage of his highness chamarajendra wadiyar. This system was the source of light for the place up to 26th Sept.1908, when power supply from Shivanasamudra reached the Mysore place.
The first water power plant in the country:
The first turbine that was set to motion in the entire eastern world was installed at Gokak falls during 1886. It would probably astonishing news for many to be told that there was a water power plant at Goad of this state successfully commissioned during 1886 and was in operation for more than 27 years. M.P. BIRLA INSTITUTE OF MANAGEMENT 10
The Gokak falls power plant was however, till 1913 a purely water power plant employing rope transmission to run the cotton mills of the Gokak falls water power and manufacturing company.
Dawn of the age of electricity- the Cauvery power scheme:
The idea of utilizing the Cauvery falls for generating power for commercial purpose was not new one. Practical men for many years in the {past, had fully recognized the value of the power daily running to waste over the Cauvery falls, and various schemes had from time to time, been proposed.
th
Until the last
decade of the 19 century the idea of utilizing the power at a distance from the point of generation had not been practically solved. The first pole for a transmission line in this country was erected on our land 29th May 1901. n 30th June 1902 Mrs. Donald Robertson switched on the line for the first time, which marked the dawn of age of electricity in Karnataka.
During March 1903 the government of Mysore created a separate electrical department and took over the control and management of the Cauvery power scheme from GE Company who erected and maintained the station for one year. Power supply was extended to Bangalore city on 5th August 1905. construction of the Krishnarajasagar reservoir assisted the growth The of
shivanasamudra generating station. With the assured water source at KRS, the Cauvery power scheme started generating power to its full installed capacity.
Second installation of the Cauvery power scheme 1903-1904:
Soon after the first installation at Shivanasamudra completed and Service turned on, the mining companies having found the electric power reliable and economical applied for a further supply of 4000HP. For this purpose the second installation were installed during 1903-1904. By now the capacity of the
generating station at Shivanasamudra had increased to 11 units of 1000 HP or a total of 11000HP.
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Third installation:
By 1906 the power demand of the mines had increased by a further 2000HP. Soon after the city was supplied with light and power demand for more power increased in Bangalore also. Hence it becomes necessary to add a further
2000HP by installing a 1500KW-generating unit in the power station. Since the shortage of water was only for a short period in the summer months, attempts were some how made to store at the anicuts. The main features of the third installations are, an additional 1500KW-generating unit with pelton wheel and installation of the necessary transformers and other equipments in the step up station.
REFORMS IN POWER SECTOR IN KARNATAKA:
Government of Karnataka announced its general policy on power reforms during January 1997. Karnataka electricity reforms Act 1999 was brought into effect in June 1999. Karnataka electricity board was restructured and new entities viz; Karnataka power transmission Corporation limited and visvesvaraiah Vidyut Nigam limited was incorporated in August 1999. Karnataka electricity regulatory commission (KERC) was established and made functional in November 1999.
Government of Karnataka approved the steps for private sector participation in distribution of electricity in the state through competitive bidding process with the assistance of reputed consultants on 27th January 2000.
Further to the reforms process initiated, distribution function was taken from KPTCL and four distribution companies viz BESCOM, MESCOM, GESCOM and HESCOM were formed and made operational from 1st June 2002, with KPTCL continuing as single transmission and bulk Supply Company in the state. These companies commenced their operations Government of Karnataka paved functioning the formation of distribution companies and redefined role for KPTCL the way for.
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OBJECTIVES OF THE ORGANISATION
The main objectives to be pursued by the company are as follows.
ACQUIRE, ESTABLISH, CONSTRUCT AND OPERATE EXTRA HIGH VOLTAGE, HIGH VOLTAGE, LINE AND ASSOCIATE SUB STATIONS:
To carry on the business of transmission, sale and supply electrical energy for which purpose to acquire, establish, construct, take over erect, lay operate, run, manage, modernize electrical transmission lines and / or network through extra high voltage, high voltage, medium voltage and low voltage line and associate sub stations including distribution centered, cables, wire accumulators plants, motor, meters apparatus computers and material connected with Transmission, distribution, ancillary services, supply of electrical energy, Telecommunicating and Telemetering equipments.
To undertake, for and behalf of others the erection, operation maintenance management of extra high voltage, high voltage, medium voltage, and low voltage lines and associated sub stations, equipments, apparatus, cables and wires.
PURCHASE AND SALE OF ELECTRICAL ENERGY AND COORDINATE WITH COMPANIES
To carry on the business of importing, exporting wheeling system operation, trading of power, including finalization of tariff, billing and collection thereof.
To execute power purchase agreements with generating companies, central and state generating stations, regional electricity board, other states utilizes, companies and persons.
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To execute agreements for sale of power to distribution companies and other persons and to co-ordinate, aid and advise on the activities, of other companies and concern including subsidiaries associate and affiliates engaged in generation, transmission, distribution, supply and wheeling of electrical energy.
To schedule and dispatch generation of all units connected to the state power system including the centrally owner generating stations, in respect of the share assigned to the state and electricity purchased from the other states undertakings.
PLAN, INVESTIGATE AND PREPARE PROJECT REPORTS AND LOAD FORCAST AND FINALISTATION OF CONTACT FOR PURCHASE OF POWER FROM NEW GENERATING PLANTS:
To Study, investigate collect information and data, review question, plan, research design and prepare project reports, diagnose operational difficulties and modernize existing EHV, HV, MV, LV line and substations.
To forecast load and plan generation in consultation with distribution companies if any, and central generating stations to tender and finalize contracts for purchase of power from new generation plants, including IPPs.
MISSION STATEMENT OF THE ORGANISATION

The mission of Karnataka power Transmission Corporation limited (KPTCL) to ensure reliable quality power to the customers at the competitive prices.
Encouraging best practices in transmission and distribution. Ensuring high ordering maintenance of its technical facilities. Emphasizing the best standards in customers service. To be the best electricity utility in the country, the KPTCL pledges to optimize in human and technical resources for the benefits of all customers. M.P. BIRLA INSTITUTE OF MANAGEMENT 14
VISION STATEMENT OF THE ORGANISATION

The vision of Karnataka power Transmission Corporation Limited (KPTCL) is to ensure reliable quality power to the customers at the competitive prices.
The KPTCL is committed to achieve this vision through ----
To improve viability and customer standards in the past sector through reforms package. To usher great transparency and accountability in the working of power utilities. Changing environment as part of global movement. To gear itself to be market driven and customer friendly.
FUNCTIONS OF THE ORGANISATION
Karnataka Power transmission Corporation Limited is mainly vested with the functions of transmission of power in the entire at competitive rate by adopting best technical, high order maintenance and best customer service to its customers. KPTCL purchases power from Karnataka Power Corporation Limited (KPTCL) which generated and operates major power generating projects of the state consisting of Hydel and Thermal an other sources. KPTCL purchases
power from Karnataka Power Corporation Limited (KPTCL) at the rate fixed by the Government from time to time. The two power houses one on the left bank of Tungabhadra board, which is represented by the state governments of Andhrapradesh, Karnataka and Government of India and 20% of the energy generated by the above generating stations is the share by the above stations is the share of Karnataka Power Transmission Corporation Limited. Of central
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allocation of power out of NTPC, NILL and MAPP generating stations at Ramagundam, Neyveli, and Chennai respectively, the share of KPTCL is 16%.
Only one Rural Electric Co-operative Society viz., the Hukkeri Electric Cooperative Society Limited, at Hukkeri is functioning in Karnataka (Hukkeri Taluk Belgaum District) which purchases bulk power from KPTCL / VVNL and
redistributes it to the consumer within the taluk.
TRACKING IMPORTANT CHANGES IN THE ORGANISATION
Government vide order No.69 BSR 2001 Bangalore, dated 15-02-2002 has unbundled KPTCL and formed 4 distribution companies.
Consequent to this function of distribution of power has been totally separated from KPTCL. KPTCL is now vested with the responsibility of transmitting power all over the state and construction and maintenance of stations and lines of 66KV and above. KPTCL will purchase power from various power producers and sell it to the distribution companies. The four newly formed independent distribution companies, which were registered on 30-04-2002 are Bangalore Electricity Electricity Supply They have stated
Supply Company, Mangalore Electricity Company, Hubli Company and Gulbarga Electricity Supply Company.
functioning w.e.f.. 01-06-2002 these companies are in charge of distribution of power within their jurisdiction.
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SWOT ANALYSIS OF KPTCL
Strengths:
ESCROW coverage for Transmission cost recovery. Healthy balance sheet (except certain past liabilities). Stable transmission network. No grid disturbance since 2002. Improved frequency and voltage conditions. Transmission loss at the bearest minimum. Capable of raising finance through open market based on its track record of debt servicing as also financial strength.
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Weaknesses: Meager internal recourses generation. No budgetary support for capes. Entire apex to be met through external borrowings. Huge subsidy outstanding as receivable from GOK. NO IT initiatives in key areas. HRD not in tune with rapid change in the sector. Absence of strong reserves and surpluses base makes net worth weak. Debt Services Coverage Ratio (DSCR) below on resulting in strain on
cash flow.
Opportunities: Optimum utilization transmission network fetches additional revenue under

open excess regime.
Recovery of subsidy and other amounts from GOK / ESCOMs would

make cash flow. Capable of offering consultancy services on transmission activities.
Threats:
Collection of inefficiency of ESCOMs has an impact on transmission cost recovery (in spite of ESCROW coverage) as all companies are government owned at present. Energy based transmission cost recovery may distort the cash flow position depending on the quantum of energy transmitted (either over or under drawal by ESCOMs than approved by the regulator). Meeting entire apex through external barrowings may drive the company to debt trap position. Unfunded pension and terminal benefits liabilities may pose problems in the long run.
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STATE
POWER
UTILITIES
CHALLENGES
AHEAD
AND
STRATEGIES
Many challenges lie ahead of power sector. Some of them are indicated below. All these challenges have to be met squarely. Timely and well thought out strategies would do a lot good to power sector in particular and state economy in general.
CHALLENGES AHEAD:
1. To raise the required capital for the investment Programme:
The power sector needs huge investments both in transmission and distribution areas to improve the quality of supply and services to consumers cater to the growth, as well as to reduce losses. The balance sheets of the companies are not strong enough to raise adequate capital required. The state government is also not in a position to invest further in power sector.
Therefore the power utilities have to strive to improve their financial, operational, technical and commercial performance and to strengthen the balance sheets, besides gaining the confidence of the stakeholders. This would not only reduce the dependence on government for financial support but also helps utilities to generate better cash flows that would enable them to raise the necessary capital for their investment programmes. As part of this effort, it is planned to have zero dependence on Government for finance.
2. Consequences of open access:
Electricity act 2003 provides for non-discriminatory open access. As a result many revenue-yielding consumers may leave the supply company. Therefore the ESCOMs have to function with such an operational efficiency that the consumer will not leave them. M.P. BIRLA INSTITUTE OF MANAGEMENT 19
3. Higher Losses:
Deep-rooted unethical practical practices have added much to the low performance of the utilities. Unless these are kept under control and rooted out completely no amount of efforts would yield positive results. Losses have to be brought down to international levels.
4. Universal Metering and providing power to agriculture consumers:
This is one area where the ESCOMs have no choice but to supply power, though it is not an economically viably option. Though Government provides subsidy for the power supplied to these consumers itself has become a big challenge, as they are not metered. To achieve this ESCOMs have to create Political Will to go ahead with the task of metering these installations.
5. Power Storage:
Peak load shortages are there. These shortages lead to either power shedding or procurement of costly power. Such situation is not good and needs to be overcome to have optimum operational efficiency.
6. System Constraints:
Lot of system constraints is there now. Even if power is available, it cant be given. Such situation is unfortunate and will have to be overcome with concerted efforts.
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STRATEGIES:
A dynamic strategy has to be put in place for the management, which has to be ever vigilant about challenges and opportunities in the sector. Such progressive management has to aim the following:
1. SWOT analysis is to be done at three levels of management corporate level, middle level and bottom level.
2. The management has to have strategic management and it has to scan the environment from time to time to understand the changing needs of consumers and changing power market scenario so as to achieve the desired level of competence in transmission and distribution.
3. Utilities have to make use of the information technology to the fullest extent in order to
Take right decisions at right hour to achieve optimal operational efficiency in the areas of power procurement, transmission and distribution. Provide maximum facilities to consumers in rearguard to obtaining power supply, knowing their consumption pattern, billing details, multiple payment through e- cards etc. Reduce the response time for consumer grievances. 4. Reduction of cross subsidy through cost reflective tariffs to all consumer categories without prejudice to meeting the social obligations as per the Government Policies.
5. Rural Franchisees for effective management of rural distribution system.
6. Explore the avenues to fully utilize the no conventional energy sources. M.P. BIRLA INSTITUTE OF MANAGEMENT 21
7. Meet the statutory obligations as per the electricity act 2003 by
Professional approach to power trading resulting in economical procurement of power. Planning expansion of transmission and distribution network for ensuring free of quality power all the time to all the corners of the state. Obtaining transmission services through competitive bidding process through mechanisms such as;
i. ii.
Build, own maintains and operates new transmission line Modify, rectify, build further, operate and maintain an existing transmission line.
Investment Prioritization to identify critical investment and to ensure maximum benefit. Further decentralization of distribution to achieve better administrative and managerial efficiency. 8. Use appropriate managerial and operational tools to understand the field realities and ensure reaching the standing set by the regulator in respect of transmission and distribution operational parameters.
9. Impart continuous training to the personal to motivate and to develop them as professionally competent personnel to meet the challenges of the power sector.
10. Adhere to safety measures and safety standards as prescribed in the safety manual and ensure zero fatal and non-fatal electrical accidents.
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MAJOR ACHIEVEMENTS OF KPTCL:

Dedication of improved power distribution network in Bijapur.
Inaugurations of multi circuit transmission lines from Khemar to Guruvaynakere sub-station in Belthangdi taluk Dakshina Kannada district.
Launching of E-tendering in KPTCL. Inauguration of substation at Kanpoor and transmission from RTPS (Raichur power station) to Gulburga.
Laying of foundation stone for power sub-station at Humanabad Taluk, Bidar District.
Highest ever-thermal generation of 10,292 milli units.
Highest wind generation 11.16-milli unit.
Highest plant load factor of 90.39% (eligible for gold medal) at RTPS.
Highest ever- annual turnover of Rs.21, 343.
Silver medal from central electricity authority for RTPS plant performance, reduction in auxiliary and fuel consumption.
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Organizational Structure
Chairman
Managing Director
Director (Finance)
Director (Technical)
Director (Purchase) I & T
F.A ( A& R)
F.A ( I A)
Director (Technical)
CE (TAQC)
CE (P&C)
CE (T&P))
CE (P&M) FIELD UNITS
CE (APR)
CE (LDC)
MYSORE
HASSAN
BLORE
TUMKUR
BAGALKOT
GULBARGA
SEE (W&S)
EE (Works) EE (TL&S)
HUBLI
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FINANCE DEPARTMENT
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DUTIES AND FUNCTIONS
The following duties and functions are being carried bout by the Financial Adviser (A&R) KPTCL.
Finance:
Monitoring of receipts and funds from various sources. Discharge of liabilities in respect of various activities. Ensuring transfer of required funds to all accounting units of KPTCL / ESCOM for arranging various payments.
Release of payment of Capital works on tie-up of Funds basis. Ensuring payment of Power Purchase bills admitted by load Dispatch Center through various payment security mechanism etc.
Budget and Resources:

o Monitoring of Revenue and Capital Budget. Mobilization of funds from various financial Institutions like PFC/REC. o Monitoring of loan account and arranging debt surviving to various financial Instructions including lease transactions of KPTCL / ESCOMs and Commercial banks for working capital. o Furnishing information to financial Institutions. o Monitoring of release of HBA /HPA/MCA documents of all employees/officers of KPTCL/ESCOMs. o Preparation of Annual Revenue Budget and exercising Budgetary control over Revenue and Capital expenditure. o Re-appropriation of Budget from on group to another. o Ensuring issue of monthly Energy Bills to each ESCOM.
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Accounts:
Issue of clarification on matters related to Accounts. Issue of Accounting procedures as and when necessity arises. Arranging for obtaining monthly & March Final Trial balances and other prescribed returns from 67 Accounting units and compilation of account. Interact with Statutory Auditors and AGs for audit of Annual Account, attend to its observations and obtain Audit certificate. Obtaining orders of the Board for adoption of Annual Account. Supply of information pertaining to Account to various statutory authorities and others. Filing of I.T. Returns through I.T. consultants of the Corporation. Arranging payment of sales Tax collected by the units against sale of Scrap materials Tender Forms. Co-ordinate with consultants in Accounts / Tax related matters. Preparation of P&L account, Balance Sheet and related schedules.
Pension & advance

Ensuring and authorization of pension and family pension to the retired / deceased employees / officers of KPTCL / ESCOMs. Monitoring releasing of Advances to staff their recoveries.
General:
Correspondence with Government regarding subsidy related issues, MTEP, DMTEP and annual survey. Monitoring of ERC filling, furnishing replies to the ERC queries to the Regulatory Affairs. Monitoring submission of Annual Plan to Planning commission and GOK.
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Monitoring submission of timely replies to Assembly questions during Assembly session. Monitoring submission of MIS to Govt. Offices in Corporate Office.
LAW DEPARTMENT LAW DEPARTMENT:

Law department is formed to look after the legal matters in the organization. There is a director of law under whom there are two assistants and one personal secretary is working.
ACTIVITIES OF LAW DEPARTMENT:
The Main Activities of Law Department is as follows: 1) Giving opinions regarding legal matters in the organization. 2) Looking after legal litigations & agreements in the organization. 3) Guiding the organization in forming the contracts with power producers. 4) Law department also handles grievances of the employees who is serving in the organization. 5) Law department is responsible to look after the disciplinary matters in organization. 6) Law department looks after the constitutional rights of the employees, that is it looks after that every employee is getting the minimum wages. & other facilities depending upon there designation. 7) Law department is also responsible to look after the consumer disputes, (that is the disputes may arise between the employees of the organization, disputes between employees and customers because of late connections, late repairs, disputes during land acquisition for installing the towers, and to handle the cases regarding electricity theft). 8) The law department handles the cases, which the landowners file against the organization.
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9) Law department looks after that the employees get compensation if the employees get injured due the nature of job. In the same way even the customers will also be paid if they get injured because of irresponsibility of the employees of the organization i.e., the customers may get injured because of wire cuts, etc.. Standards maintained in the organization to compensate the injured customers.
There are some standards maintains in the organization to compensate the injured, the are as follows:
a)
The compensation will be paid on the basis of Age,
If the injured is younger person then he will be paid less compensation. If the injured is older person that is if he is retired persons then also the compensation will be less. If the injured is between 25 to 50 years and working then the compensation will be more compared to the above.
b)
The compensation paid on the basis of Income,
If the injured has sound financial back ground, & has good income then the compensation paid will be less.
c)
The compensation paid on the basis of the dependents:
The compensation paid to the injured will be more if he has more number of dependent on his earnings and less will be compensation if the dependents are few in number.
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OBJECTIVES OF LAW DEPARTMENT:
1) The main objective is to reduce as less litigation as possible in the organization. 2) To provide proper legal back up to function smoothly. 3) To take disciplinary actions in the organization.
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VIGILANCE DEPARTMENT
Vigilance department is mainly to control the unauthorized use of power, to ensure that the judicial use of power. The vigilance department has systematic hierarchy as follows:
Inspector General Superintendent of police
Deputy Superintendent of Police
Police Inspector
Assistant Executive Engineer
Police Sub Inspector
Head Constable
Police Constable
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30 vigilance police stations have been created throughout Karnataka to exercise usage of powers conferred by clause (5) of section 2 of the code of criminal procedures, 1973 (central act of 1974). To supervise the working of vigilance department, senior officer of the rank of superintendents of police & deputy sub inspector of police officers & overall vigilance activities in all ESCOMS and Deputy Inspector General of Police / I.G.P has been created in the KPTCL Bangalore.
ACTIVITES OF VIGILANCE DEPARTMENT
The main activities of Vigilance Department are as follows:
1) The consumption patters of various installations were examined in detail, wherever there is a change in the consumption & also if there is a discrepancy between production of goods & consumption of electricity, such installations were checked by surprise by keeping close watch. This has given a good result in detection of quality cases of theft to electrical energy. 2) Energy audit: transformer wise, the consumption of energy input date & realization of revenue were analyzed. In almost all the district head quarters meters were fixed to the transformers. The theft prone areas were identified with the help of MRT (meter reading technique) Section. They detect the quality cases of theft of electrical energy by using this Method. 3) Another activity of the vigilance department is they collect information about theft of electricity confidentially with the help of informers. 4) Mass raids of suspected installation to effectively implement the electricity Act 2003, are another important activity of vigilance department
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OBJECTIVES OF VIGILANCE DEPARTMENT:

The important objectives of Vigilance Department are as follows:
To decrease the theft of electricity. To decrease the illegal activities in the organization, & among the consumers.
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TECHNICAL DEPARTMENT
This is the main important department for the transmission of energy from the point of production to the point of consumption. The systematic hierarchy of this department is as follows:
Chief Engineer
Superintending engineer (electrical)
Assistant Engineer, (electrical)
Executive Engineer
Head Draughtsman
Junior Engineer / SDM (on deputation from civil section.)
Senior Personal Assistant
Junior Personal Assistant
Attender Gr-2
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ACTIVITES OF TECHNICAL DEPARTMENT
The main activities of Technical Department in the organization are as follows:
1) Preparation of layout plan of all substations programmed under state plan of all Substations programmed under state plan & REC. During the year 2005-06 detailed site plan & layout plan have been prepared for 6 numbers of 220Kv, 76numbers, 110kv stations, 72 numbers of 66kv substations. 2) Updating of technical specifications of substation equipments like power Transformers, circuit breakers, current transformers, disconnects, lighting arrestors, control relay panels, 2kv switchgears, capacitor banks, EHV underground cables, battery & battery charges, Incorporating latest
technological development, revision of IS & IE rules & also preparation of specifications for different types of energy meter. Scrutiny of all drawings of stations equipments order for purchase by CEE (T & P)/ Bangalore & zonal chief engineers, transmission. Standardization of technical specification of all transmission line equipments approval of sag template curves, scrutiny of tower designs & foundation also drawings of all transmission line materials. Preparing specifications for all sub-station structures and their foundation. Preparing specifications for capacity upgrading of existing transmission lines. Standardization of specification for major equipments, scrutiny of drawings & approval of SLD submitted by captive power generation plants for synchronization of the plant into KPTCL Grid. Approval of design, drawings, and etc. pertaining to various major equipments & also design calculations for transmission lines & sub-station. Furnishing technical clarification to various field problems faced by the field officers during execution of work.
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THE TECHNICAL MATTERS CONNECTED WITH ARE AS FOLLOWS:
Evacuation of power o Single line diagram o Layout formation o Approval of equipment drawings o
FORESTRY CONSERVATORY DEPARTMENT

Forest is the most important natural resources, which is required for the survival on this earth, so there needs a department to conserve the forest, for this forestry conservatory department is formed. The forestry wing of KPTCL comprises of following hierarchy.
Chief conservator of forests
Assistants conservator of forests (at Corporate Office)
Assistants conservator of forests (Head Quartered at Hubli)
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OBJECTIVES OF FORESTRY WING:
The objectives of this wing are primarily aimed at expediting diversion of forests lands that are absolutely essential for implementing KPTCL projects. The diversion of forests land for non-forestry purposes is statutory requirement under forest (conversation) act-1980. It involves processing, examining, evaluating and approving the proposal at various levels of the Karnataka forest department. The government of India, ministry of environment and forest accord the approval in tow stages, i.e. stage I and stage II. After examine the proposal on its merits, weighing the pros and cons of the project, stage I approval is accorded by the government of India stipulating the conditions of compensatory a forestation and payment of net present value.
After fulfillment of these conditions by the KTCL and on receiving compliance report in this regard from the state government, the final approval (stage-II) is accorded by the ministry of environment and forests, government of India. The state government then issues its order enabling the user agency, i.e. KPTCL to take over the forest area duly entering into an agreement with the local forest authorities.
In addition to this, prior approval of the honorable supreme court of India is also necessary in cases where the area sought for is a part of National parks, wildlife sanctuaries and such other protected areas under wild life act.
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ACTIVITIES OF FORESTRY WING:

The activities of forestry wing of KPTCL are concentrated in timely intervention, effective coordination and fruitful liaising with forest officers at all levels, of the state and central government, to expedite diversion of forestlands in favor of KPTCL wherever necessary. While doing so, care is being taken to see that barest minimum forest area is diverted, which are absolutely essential for implementing the projects. This not only saves on the const to the KPTCL, but also conserves the natural resources. During the year under report, permission of the Apex court is obtained for diversion of forest lands in protected areas for laying tow transmission lines and also state government orders are issued for handing over the corridor in forest areas for 4 transmission lines, similarly final approval of government of India, is obtained for one transmission line and in-principle Approval (stage-I) is obtained for 3 transmission line projects. The diversion proposals of other transmission lines seeking forestlands are at various stages of processing by the state and central government. These cases are being monitored constantly and pursued effectively by this wing for expeditious approval under forest (conservation) act 1980.
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PERSONNEL AND INFORMATION TECHNOLOGY DEPARTMENT BASIC CONCEPTS OF PERSONNEL MANAGEMENT

Introduction: The principle resource of any organization is the people. Managing its people is the most important aspect of managing an organization. Scope of personnel management has increased considerably in the recent years. Some of the reasons are given below;
External influence such as political, social and economical. Changes in expectation from employers and employees. Changes in the technology, production methods and working environment. Intense competition because of globalization of economy and liberalization of trade. Gaining of additional knowledge in industrial psychology, which gave better insight into the human behavior.
HUMAN RESOURCE MANAGEMENT:

Human resource management is a function of managing men. Organization is not merely the structure but the people working in that structure as well as towards achieving the also / objectives. HRM is of paramount importance in the success of any organization in the rapidly changing management scenario today HRM is management functions that helps the managers recruit, select, train and develop members for an organization. Obviously, HRM is concerned with the peoples dimension in organizations. The principle of the organization is PEOPLE Managing its people is a most important aspect of managing an organization. HRM is relatively new and developed part of management. It is consumed with human beings in an organization. It reflects a new philosophy, new outlook approach and strategy, which view an organizations manpower as its resources and assets, and not as liabilities or mere hands. The principle component of an organization is its Human resources or people at work. M.P. BIRLA INSTITUTE OF MANAGEMENT 39
Human resources have been defined as from the national point of view, and.The knowledge skills, creative abilities, talents and aptitudes obtained in the population; where as from the view point of the individual enterprise, they represent the to all of the inherent abilities, acquire knowledge and skills as exemplified in the talents and aptitudes of its employees. It is these human
resources, which is of paramount importance in the success of any organization, because most of the problems in the organizational settings are human and social rather than physical, technical or economic. Without human efforts organization cannot accomplish their objectives.
HRM is the process of managing the people of an organization with the human approach. Human resources approach to manpower enables the manager to view his people as important, if not the most important resources. It is a benevolent approach to development and efficiently utilizes the manpower not only for benefit of the organization but for the growth, development & selfsatisfaction of the concerned people. Thus HRM is a system that focuses on human resources on one hand, and effective management of people on the other hand.
Human resources approach emphasizes the human aspects of the individual worker & their aspirations and needs including self-actualization, it is also involved in providing human dignity to employees taking into account their capacity, potentiality, talents, achievements, motivation skills, creative abilities and so on. Thus, HRM is involved in every business, managerial activity or function, which is primarily a managerial job. HRM strategy must be guided by the golden role, Give love and get Love
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MEANING AND DEFINITION OF HRM:
The term HRM plays a crucial role in the development process of modern economics in India, as it is crucial sub-system in the process of management. Let us know some of the definition given by various scholars & management institutes:
1. According to Dale Yoder-HRM is the phase of management which deals with the effective control and use of manpower as distinguished from other source of power. 2. according to Edwin.B.Filippo- personnel management / HRM is the planning, organizing, directing & controlling of the procurements, development, compensation, integration and maintenance of people for the purpose of contribution to individual, organizational & social goals.. 3. According to E.F.L.Breach-HRM is that part of managements process which is primarily concerned with the human constituents of an organization. 4. According to National institute of personnel management- HRM is that part of management. This is primarily concerned with the human relationship within an organization. Its objectives are the maintenance of those relationships on a basis which by consideration of the well being of the individual enable s all those concerned in the undertaking to make their maximum personnel contribution to the effective working of that undertaking. 5. In the words, British institute of personnel management London-HRM is that part of management which is concerned with the people at work & with their relationship with in the enterprise.
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From the above definition, it is clear that, it lays a higher emphasis on managing the human elements within the four walls of the organization goals.
Thus, it can be said that HRM is an approach, a technique and a philosophy of the management, which is concerned not only with managing people, but also servings many human problems in the organization.
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IMPORTANCE OF HRM:
Management is the art and science of optimum utilization of resources. Basically resources are of 3 Kinds:
Human ware Orgoware Infoware Workers, superiors, mangers and other employees directly involved in organization from human ware, materials, machine, money, infrastructure and organization together form Orgoware. Info ware covers knowledge, skill technology, etc. Human were become most important of all, because it has dual role to play. As employees, human beings, directly act as one of the resources. Human being indirectly influences and the effective utilization of Orgoware as being responsible for their manipulation. Infoware again heavily depends on human being because knowledge and skill are acquired, assimilated, improved and applied by human beings. Thus even when maintain a separate entity, all other resources are beings. Thus even when maintaining a separate entity, all other resources are being influenced by this single resources, the human ware.
Thus we are justified in saying that human resources are most important of all other resources. This is perhaps the reason why Mary Parker Follet defined management as the Process of getting work done thought other people. The emphasis is on manpower.
The importance of human resources management has increased these days because management can achieve the organizational objectives only with the cooperation of the people working in the organization.
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1. Advantages in technology: Many significant changes take place in technology, the appointment of right type of person is necessary. The personnel can be fitted into new jobs properly only if the management performs its human resource functions satisfactorily. 2. Long range needs for man power: In some industries labor turnover is very high. The management is required to determine the manpower meeting the challenges of future. The role of Human Resource Management is increase because of shortage of good managerial talent in the country. 3. High wage bill: The outlay of the big companies on their human resourced programmers is quite hit. Management has to spend money on recruitment and selection, training, wages and salaries etc. In order to get the optimum output form the Human Resources, it is essential that the personnel or staffing function is performed in an effective manner. 4. Recognition of Human relation: The behavior of individual has become very complicated. That is why; the human aspect of organization has become very important. The workers are to be motivated properly by employing finance and non-financial incentives. Right type of atmosphere or organizational climate should be created for the worker to contribute to the achievement of organization objective by doing so, management can show the significance it attaches to the human resources of the enterprise.
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EVOLUTION OF HUMAN RESOURCES MANAGEMENT:

The history of development of personnel management in India is comparatively Of recent origin. HRM is relatively new term; emerge during the 1970s.many people continue to the discipline by its order more traditional titles such as personal management/personnel administration, the trend is changing. The term, now a day used in industry circles is human resources management as a subject it may be stated that concern for the welfare of workers in the management of business enterprises has been in existence since ages. Before these existence, their existed a sound base for systematic management of resources during as early as 4th century BC.
The government took an active interest in the operation of public and private sectors. So human resources in the organization received the management.
Attention, much earlier, in the course of time, two professional bodies, the Indian institute of personnel management (IIPM) and the national institute of labour management (NILM) were set up.
By 1970s, a shift in professional values was discernible. In 1980s, Professionals began to talk about new technologies in 1970s, the emphasis shifted to human values, productivity through people. This is the evolution of HRM.
SCOPE OF HUMAN RESOURCE MANAGEMENT:

The scope of HRM is indeed vast. The activities of HR department are so wide spread that it starts from pre-recruitment and goes beyond retirement. So, the activities can be categorized into 7 sectors viz;
Procurement of Human Resources Employee hiring Employee and executive remuneration Employee motivation and maintenance M.P. BIRLA INSTITUTE OF MANAGEMENT 45
Industrial relations and Prospects of HRM Human resource planning (HRP) Design of organization and job Selection and Staffing Training and development Organization development (OD) Compensation and benefit Personnel research and information systems Job analysis and Job description Welfare facilities.
To be Precise, HRM has a great scope to organization climate and efficiency. However, the vast scope of HRM in the context of a business organization can be summed up as follows-
1. A cordial workers-management relationship. 2. Organization efficiency and workers productivity will increase. 3. Adverse effects of trade unions can be reduced. 4. A good HRM approach will result in industrial peace.
OBJECTIVES OF HUMAN RESOURCE MANAGEMENT:

The primary objectives of HRM are to ensure the availability of component and willing workforce to an organization. HRM objectives are four fold viz,
1. Societal 2. Organizational 3. Functional 4. Personal
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SOCIETAL OBJECTIVES:
To be ethically and socially responsible to the needs and challenges of the society and minimizing the negative impacts of such demands, upon the organization. The failure of organization to use their sources for societies benefit in ethical ways may lead to restrictions.
ORGANIZATIONAL OBJECTIVES:
To recognize the role of HRM in bringing about organizational effectiveness HRM is not an end in itself. It is only a means to assist the organization with its primary objective. Simply stated, the HR department exists to serve the rest of the organization.
FUNCTIONAL ORGANISATION:
To maintain the departments contribution at a level appropriate to the organizational needs. Resources are wanted when HRM is either more or less sophisticated to suit the organizations demands. The departments level of services must be tailored to fit the organization it services.
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PERSONAL OBJECTIVES:
To assist employees in achieving their personal goals, at least in so far as these goals enhance the individuals contribution to the organization. Personal objectives of employees must be met if workers are to be maintained, retained and motivated. Otherwise employee performance and satisfaction may decline and employees may leave the organization.
To achieve the objectives of HRM, the tools, and techniques to be adopted here are-
Administrative system Periodic review of administrative practice Assumption of the responsibility by the personal manager in attaining the requirement of his enterprise.
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FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:

In order to realize the objectives of HRM, it must perform certain functions. The functions of HRM can be broadly classified with 2 categories-
Managerial functions Operative functions
Managerial functions involve planning, directing and controlling. functions influence operative functions.
All these
Operative functions are related to specific activities of personnel management viz-employment, development and relations. All these functions are interacted by managerial functions. Further, these functions are to be performed in connection with management functions.
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ACTIVITIES OF HRM:
Human resource planning Job analysis and design Recruitment and selection Orientation and placement Training and development Training and development Performance appraisal and job evaluation Employee and executive remuneration Motivation and communication. Welfare, safety and health Industrial relations and the like.
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These are the functions, which help to realize specific objectives:
OBJECTIVES 1. Social
SUPPORTING FUNCTIONS a. Legal companies b. Benefits c. Union-Management relations
2. Organizational
a. Human resource planning b. Employee Relation c. Selection d. Training and development e. Appraisal f. Placement g. Assessment
3. Functional
a. Appraisal b. Placement c. Assessment
4. Personnel
a. Training and development b. Appraisal c. Placement d. Compensation e. Assessment
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LIMITATIONS OF HRM:
HRM has its own limitations, though HRM has been in practice quite some time now, HRM is of recent origin and lacks universally approved academic base. By creating welfare officers under section (49) of the Factories Act, 1948. the government has done more harm than good because the statutory officers have not won the support of line management in their organization.
A large number of industrial laws have resulted legalistic approach to labour relations and has made personnel executives dependent on lawyers. Personnel mangers are busy with litigation and have no time to attend other aspects of their duties.
The inherent weakness of the job is that its results cant be measured in concrete terms, have proved frustrating for many personnel executives for evaluating their success. The job of the personnel officer is still considered by a large number of employees as a fire fighting function only to head off union troubles. The rigid and unchanging attitudes of the personnel officers have been a major factor hindering the growth of the HR function of personnel function.
HUMAN RESOURCE DEVELOPMENT:

Human Resource development (HRD) is a function more concerned with the Training and development of employee. HRD is therefore, a part of HRM and forms on wing of the latter department.
CHALLENGES FACED BY HRD MANAGERS:

HRD Managers are facing many challenges these days. Some of these are listed down here: Enlarging the scope of personnel management Focus on knowledge and skill Globalization of business M.P. BIRLA INSTITUTE OF MANAGEMENT 52
Managerial skills in HRD Increase in number if employees Quality of employees Sustainable competitive advantage Empowerment of employees Government intervention. Social orientation Manpower cost Future challenges
HRD ORGANIZATION AND RESPONSIBILITIES:

Departmentalization- responsibilities can be broadly classified under the following three categories. 1. Personnel and Administration-keeping records, staffing, etc. 2. Industrial relations-employee assistance, motivation, grievance,
redressals, T & D etc. 3. Labor relationscollective bargaining, union-management, wage
agreement, etc.
Role of personnel manger- role of personnel manager can be viewed in the following tow ways. 1. Handle personal problems of the workers. 2. Assist line managers in handling problems connected with their personnel.
Line responsibilities-These are listed down: a) Requirement in terms of vacancies specific skills of person required b) Functional technical interviews of candidates sent by personnel department. c) Training and supervision of work, skill development. d) Performance evaluation and recommend promotion / transfer etc. e) Interview f) Take remedial measure to minimize employee turnover. M.P. BIRLA INSTITUTE OF MANAGEMENT 53
Welfare facilities:
Every organization is responsible to look after the welfare of the employees; they need to provide some facilities to the employees to motive them to work better, to help them to lead a peaceful life, to improve their standard of living, etc. So some of the welfare facilities provided by the organization in as follows:
The employees are paid handsome salary (on the basis of there designation). Gratuity: The employees paid gratuity if they serve in the organization at least for 5 years at the rate of 6.5% of their salary. Family pension: The employee in case if dies his family will be given pension so that dependents of employees lead a life Pension: the employee is paid pension after his retirement. Workmen compensation act: The employee is liable to get the compensation in case if he meets with accident during working hour. Minimum wage act: employee is liable to be paid minimum wage to earn his basic needs. Payment of wage act: Medical facilities: The medical facilities provided by the organization to employees differs from the nature of the job, if the employee is working in safer places the medical compensation (for linemans) will be low and if the employees are working in some dangerous places then the compensation will be more. Maternity benefit: The women employee will be given maternity benefit for the 3months period. The employees will also be provided with uniforms, shoes, slippers, and also double wages will be paid if they do overtimes during holiday times. Loans: Various types of loans will be provided to employees like marriage loans, home loans, education loans, etc. Advances: Employees will also be given advances at the time of festivals. This is another act, which states that every
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Bonus: the employees will be given onus annually. The employees will be paid bonus at the rate of 8.33% of their basic salary per year, which will not cross more than 3500 Rupees. The organization also conducts sports activities for employees to refresh them. Training facility is another benefit, bathrooms, Quarters facility, housing rent allowances 13% city compensatory allowances is also provided to the employees. Compensation ground appointment: This means that if the employee dies during service the organization will give job to his family members. First preference will be given to wife, disagrees then son will be given job on the basis of there educational qualification.
TRAINING IN KPTCL:
Training is the most important factor, which helps a lot to motivate employees, to increase productivity, to improve performance of the employees, etc in the organization.
So in KPTCL training is given throughout the year to the newly appointed employees to make them familiar with the job they are required to perform in the organization, to improve there performance , to motivate them, to prepare them for departmental exams.
Let me first make familiar with the training, its meaning, its importance in the organization, various types of training, and its benefits etc.
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MEANING OF TRAINING:
Training is a short-term process utilizing a systematic and organized procedure by which non-managerial personnel learn technical knowledge and skills for a definite purpose.
In shore training also means, It is an effort to fit the individual into the immediate position.
According to Dale .S.Beah Training is defined as the organized procedure by which people learn knowledge and / or skill for a definite purpose.
TRAINING POLICY:
Every organization has policies and procedures to follow, in the same way organizations must have training policies. Training policy represents the top
managements commitment to the training of its employees, and comprises rules and procedures governing the standard of scope of training.
NEEDS OF TRAINING:
Every organization needs training, the below points will explain the necessity of training as follows: i. To increase productivity: Instructions can help employees increase their level performance on their present assignment, Increased human performance often directly leads to increased operational productivity and increased company profit. ii. To improve quality: Better-informed employees are less likely to make operational mistakes. Quality increases may be in relationships to a company service, or in reference to the intangible organizational employment atmospheres. iii. To help company to fulfill its future personnel needs: organizations that have good internal educational programmes will have to make les drastic manpower changes adjustments in the event of sudden personnel alterations.
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iv. To improve organizational climates: an endless chain of positive reactions result from a well-planned training Programme. Production and product quality may improve, financial incentives may then be increased, internal promotions become stressed and less supervisory pressures etc. may result. v. To improve health and safety: proper training can help prevent industrial accidents. A safer work environment leads to more stable mental attitude on the part of employees. vi. Obsolescence prevention: training and development programs foster the initiative and creativity of employees and help to prevent manpower
obsolescence which may be due to age, temperament or motivation or the inability of a person to adapt to technological changes. vii. Personal growth: Employees on a personal basis gain individual from their exposure to educational experiences. Again management development
programmes seem to give wide awareness and enlarged skill and make enhanced personal growth possible.
BENEFITS OF TRAINING:
There are various benefits from training they are as follows: a) Increased productivity: An increase in skill usually results in an increment in both quality and quantity of output. However, the increasingly technical nature of modern jobs demands systematic training to make possible even minimum levels of accomplishment, b) Heightened moral: Possession of needed skills helps to meet such as security and ego satisfaction. Personnel and human relations programmes can make a contribution toward morale, but they are hollow shells if there is no solid core of meaningful work laid down with knowledge, skill and pride. c) Reduced supervision: the trained employee is one who can perform with limited supervision. Both employee and supervisor want less supervision but greater independence, which is not possible unless the employee is adequately trained. d) Reduced Accidents: More accidents are caused by deficiencies in people than by deficiencies in equipment and working conditions. Proper training M.P. BIRLA INSTITUTE OF MANAGEMENT 57
in both the job skills and safety attitudes should contribute towards a reduction in the accident rate. e) Increased organizational stability: The ability of an organization to sustain its effectiveness despite the loss of key personnel can by develop only through creation of a reservoir of employees. Flexibility, the ability to adjust to short run variations in the volume of work requires personnel with multiple skills to permit their transfer to jobs where the demand is highest.
IMPORTANCE OF TRAINING:
Training has huge importance in the corporate world not only to improve the performance, productivity, etc but also to motivate the employees, to introduce the newly appointed employees to the rules and regulations of the organization. The importance of HRM to a large extent depends on human resources development and training.
No organization can get a candidate who exactly matches with the job and the organizational requirements. Hence training is important to develop the employee and make him suitable to the job.
Training works towards value addition to the company through HRD.
Job and organizational requirements are not static; they are changed from time to time in view of technological advancement and change in (TQPM). The objectives of TPQM can be achieved only through training which develops human shills and efficiency as happened in Escorts and Birla VXL Trained employees would be a valuable asset to an organization.
Organizational efficiency, productivity, progress and development to a greater extent depend on training. If the required training is not provided, it leads to performance failure of the employees.
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Organizational objectives like viability, stability and growth can also be achieved through training. Training is important, as it constitutes creativity and contribution for the organization.
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METHODS OF TRAINING:
There are various methods of training, which can be classified into the following two categories they are as follows:
Training methods
On the job training
Off the job training
On specific job
Special courses
Apprenticeship training
Conferences
Job rotation
Case studies
Special project
Simulation
Vestibule training
Sensitivity training
Committees and junior boards
Incident method
ON THE JOB TRAINING METHODS:

There are different types of on the job training. They are as follows:
1) On specific job: This method is again sub-classified as below,
Experience: This is on of the oldest method of on-the-job training. This method, which involves learning by experience, has proved to be very
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efficient. To make this approach effective, it should be supplemented with other methods of training.
Coaching: This involves coaching by a superior by personal instruction and guidance to a manger trainee. This method increases motivation in the trainee. But this method is effective only if the superior is properly trained and oriented. Further the superior may not have enough time to coach the trainee and he may also neglect.
Understudy programme: In this method, an individual works as an assistant to, deputy to, to the senior manager so that, eventually the deputy can assume full responsibilities and duties of the job held by the senior manager. In this method, the trainee learns by experience and observation. The main advantage of this method is that training is conducted in practical and realistic situations.
2) Apprenticeship training: This method is meant to give the trainee sufficient knowledge and skill in those trades and crafts in which a long period of training is required for gaining complete proficiency, Generally the trainees work as apprentices under the direct supervision of experts for long periods, say 2 to 7 years. This programme consists of providing actual work experience in the actual jobs as well as imparting theoretical knowledge through classroom lectures.
3) Job rotation: This method involves transferring a trainee from on job to another on a systematic basis. If trainee is rotated systematically from one job to another, the general background of the trainee in the organization is broadened. This method provides training in actual situation and eposes him to other follows problems and viewpoints. One main disadvantage of this is that production may suffer.
4) Special Projects: In these methods, the trainee may be asked to perform a special assignment so that he would be in apposition to acquire knowledge and also to learn the work procedure. M.P. BIRLA INSTITUTE OF MANAGEMENT Sometimes, the 61
management may create a task force consisting of trainees representing different functions in the organization, which helps the trainees in acquiring knowledge about the special assignment.
5) Vestibule training: The training in vestibule school is preliminary to actual shop experience. Vestibule training is an attempt to duplicate as nearly as possible the actual working conditions of the work place. The trainees can concentrate on training only, because they are not under any pressure of the work situation. Further, regular production process is not interfered with by their activities. Vestibule training is entrusted to specialists in the same concern. This method of training is suitable in case the organization has to train a large number of persons.
6) Committees and junior boards: Committees and junior boards, which are also called Multiple Management, are important methods of training. The trainee by becoming a member of the committee gets an opportunity to interact with experienced managers and to know the problems of the organization and the view points of different managers to solve problems. All the decision and suggestions made by junior boards are placed before the meeting of the board of directors of the company before taking final decisions.
OFF THE JOB TRAINING METHODS:

These methods require the trainees to leave their work place and devote their time for undergoing training. The various off the job training methods are:
1) Special courses and lectures: Some organizations like TATAs and Hindustan Lever, State bank of India, LIC, have their employees to attend course of 1 or 2 week duration conducted by the institutes of management, admininistrative staff college of India.
2) Conferences: in this method, managers and potential managers attend the conference programmes in which they pool their ideas and M.P. BIRLA INSTITUTE OF MANAGEMENT 62
experience with certain problems, which are a common subject of discussion. For example the conference may discuss specific problems such as planning, delegation etc.
3) Case studies: The case study method, which is popularized by the Harvard Business School, USA, is one of the common forms of training to the employees. In this method, instructor describes the actual
situation or problems of a specific concern and the participants are encouraged to take part in the objective discussion of the problem. This method increases the trainees power of observation and also his analytical ability.
4) Simulation: In simulation, the real situation of work environment in an organization is presented in the training session. In other words, in simulation, instead of taking participants into the field is simulated in the training session itself.
5) Role-playing: is one of the common simulation methods of training. In role-playing the participants play his role or those of others under specific conditions of simulation. Role-playing enables the participants to increase his skill in dealing with other people. In role-playing, the participants play different roles for different situation and by this; they are enabled to deal with several problems from various angles.
Sensitivity training: This method aims to influence an individuals behavior through group discussion. In-group discussion, the trainees freely express their ideas, beliefs and attitudes. In sensitivity training, the trainees are enabled to see themselves as other and develop an understanding of others views and behavior. Further, the participants are trained to become patient listeners and resolve conflicts, if any. In addition, the trainees by interaction in a group become sensitive to one anothers feelings and also develop increased tolerance for individual differences.
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6) Incident method: In the usual case method, the entire problem is presented to the students, whereas in the incident method, only a brief incident is presented to provoke discussion in the class. The group then puts questions to the instructor to draw solution of the case. The group then puts questions to the instructor to draw solution of the case. This method draws the participants into discussion with greater emotional involvement.
DIFFERENT TYPERS OF TRAINING IN KPTCL:

There are two types of training in KPTCL they are as follows:
Training in KPTCL
Technical training
Ministerial training
TECHNICAL TRAINING:
Technical training will be given for those employees who have been appointed for performing the technical jobs like transmission of power, preparation of layout plan, updating of technical specification of all substation equipments like power transformers, circuit breakers, current transformers, lightening arrestors. etc. Training for maintenance staff to be promoted as meter readers/ operators/ overseas/ assistants/ storekeepers. Pre-employment training to meter readers/ operators, assistant store keepers. Training for meter readers, operators and asked to be promoted as junior engineers (JEs). Training for Mali/ watchman to change of cadre to assistant lineman. Pre-employment training to assistant engineers/ junior engineers.
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MINISTERIAL TRAINING:
This training will be organized to train the employees appointed for performing accounts related jobs.
Another type of training is refreshers course for assistants for assistants for 42 days period.
After undergoing above trainings the employees will be eligible to write departmental exams like PART-A, PART-B, SAS PART 1 and SAS PART II. The employees will be trained (taught) to prepare for PART A and PART B exams. PART A exams will conducted for junior assistants. The minimum qualification to go for this exam is P.U.C pass. Junior assistants can write both exams i.e. PART A and PART B to enable themselves for promotion as assistants from junior assistants. The employees who have served as assistants for at least 3 years they will be eligible for SAS PART I and SAS PART II exams. After the employees pass these exams they will be promoted to higher designations. The SC-ST employees will be given special training for 45 working days to face the departmental exams, other employees are needed to prepare on there own. The employees undergoing training are given salary, Dearness allowances (DA), Travel Allowance (TA) (in case the employees are from out of station), they will also be facilitated with city compensatory allowances (CCA), the organization also takes the responsibility to provide lodging facility to trainees at a concessional price.
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Syllabus for pre-employment training for assistants is as follows:
General Introduction, office procedure including drafting correspondence, noting in Kannada, (2Days)
Revenue Billings: Tariff supply rules, Recovery of arrears, proceedings in sub-division etc. analysis and monitoring, collection feeder wise energy received and billed. (5 Days)
Cash duty functioning: Cash duty functioning and maintenance of cashbooks, receipt books, etc, division office cashier work. (2 Days)
Service rules: pay and allowances, pension, TA service registers, records.
Compilation of accounts: cash compilation, stock compilation, journal Ledger Trial Balance. Registers/schedules like deposit registers, payables, recoverable advances, and receivables sundry Debtors / creditiors.
Work accounts: Asses register-depreciation, estimate, completion reports, etc.
Budget planning: budgetary control, cash management resources (capital and revenue), annual accounts compilation and submission of audited accounts to state legislature.
Revenue correspondence and legal action for recovery of arrears.
66
HRD subject such as:

Attitude improvement, personality development, customer satisfaction, consumer relationship, behavioral science with reference to his role in the organization. Computer training (in coordination with computer section) Study tours to Generation station/ Thermal stations/ Hydel stations.
NOTE:
Arranging guest lectures may be done for technical matters and matters concerning personality development, consumer service, and customer
satisfaction by utilizing the services of experienced and qualified faculty from renowned institutions like IIM, ICAL, ICWA, etc.
INFORMATION TECHNOLOGY AND MIS DEPT

This department was established in the year July 2004. This is the main important department for any organization to provide proper information. The MIS cell is entrusted with the responsibility of collection of all information and statistics pertaining to KPTCL and furnishing the information to the state government and central government.
SCOPE
OF
INFORMATION
TECHNOLOGY
AND
MIS
DEPARTMENT:
Information is the most important element to perform a job smoothly and to achieve the objectives of the organization. Information technology has a wide scope in every field; the scope of information technology in the power sector is as follows:
To give up to date information about power sectors investment for the year, profit earned during the year, losses incurred during the year, steps
67
taken by the organization to improve the service rendered to the customer, etc. To give information to the KERC about the quality of power supplied, about tariff fixed etc. To give information to the customers about the sector.
68
FUNCTIONS
OF
INFORMATION
TECHNOLOGY
AND
MIS
DEPARTMENT:
The major functions of information technology and MIS department are as follows:
One of the major tasks handled by MIS cells is furnishing of information to replies to the question and other matters raised under various rules on the floor of the houses (state assembly/council) during the period when legislative sessions are held. During the year 2004-05 under report the MIS cells have furnished draft replies to 176 numbers of assembly questions, 71 numbers of council questions and 41 numbers of notice under various rules including calling attention motions. They have also furnished replies to the assurance and petition committees of Karnataka legislature.
MIS section also prepares and furnishes material to governors address and budget speech during assembly sessions held and materials for the Annual report fro the year will also be prepared and furnished to the energy Department.
The MIS Section compiles the progress of stations and transmission lines that were targeted for the year on monthly basis and progress to the government for monthly multilevel review (MMR) meetings.
NATURE OF INFORMATION:
Nature of information that MIS cell imparts to different department of organization is as follows:
MIS cell gives information electrification of villages, hamlets, Dalith basthis, Tandas, Bhagyajyothi/Kutirjuyoti, etc.
69
MIS cell gives information about energization of irrigation pump sets, metering programmes. To provider information about proper working of transformers and failures o transformers to technical department. MIS cell gives information about power thefts, losses didnt incurred because of precautions taken by the vigilance department by pre-detection about the thefts. MIS cell gives information about monthly demand, returns earned, and closing balance. MIS cell gives information about aggregate technical and commercial losses.
DISTINCTION UNITS:
MIS cell is formed in all the ESCOMS like BESCOM, MESCOM, CESCOM, HESCOM, and GESCOM. MIS cell is also formed unit wise, zone wise, circle wise, and division wise.
BENEFITS OF TECHNICAL AND MIS DEPARTMENT:

Passing of accurate and reliable information. Knowledge can be updated with proper flow of information. Helps top management in decision making by providing right information at the right time.
70
REASEARCH METHODOLOGY:
Statement of problem:
A study on effectiveness of training Programme of employees at KPTCL Training is a fast developing field that is more and more recognized as a crucial function fro Human Resources Development. There is a lack of training effectiveness due to insufficient duration of the training Programme and there is no feedback system exit after the training Programme- Training evaluation is inadequate.
Specific objectives:
To analyze the effectiveness of training Programme practiced in KPTCL. To analyze the extent to which employees are able to use their training skill in the job. To analyze the employees understanding of the importance of training Programme To find out whether training is periodicals evaluated. To analyze the employees satisfaction of Training Programme at KPTCL.
Scope of study:
To study how effectively Training programmes have been carried out in KPTCL. Project aims to give relevant information to KPTCL about the nature of the study the method used in the research methodology of the study comprehensive background of the study, the conclusion and suggestion inferred from the findings.
71
DATA COLLECTION
Primary data:
Primary data is collected through interview with the help of a questionnaire mainly consists of multiple choices. The questions have been formed in ways that are in logical sequence to avoid confusion and minimize the recording error.
Secondary data:
Secondary data collected through company broachers, annual repots, Internet, etc
Sample plan:
A random sampling method has been followed to select the sample of 50 employees of the officers and staffs level.
Sample size:
Only 50 Samples had to be considered due to time constraints.
Method of analysis:
The collected from questionnaire were put together in the form of tables and tabulated data was analyzed. Percentage is calculated for each and every table. Analysis and interpretation is done based on primary data. Interference is drawn from the analysis to represent in the form of pie bar charts. The primary data was diagrammatically represented in the form of pie and bar chart. The summary of findings was recorded based on the analysis. M.P. BIRLA INSTITUTE OF MANAGEMENT 72
Limitations of the study:
Only 50 Respondents were considered for the sample size. Analyses of data collection from questionnaires will be made on the assumption that the data provided by the respondents are accurate. Time required for the survey with in the company was insufficient. As the study is based on random sampling hence the study suffer from disadvantage of such sampling.
73
ANALYSIS AND INTERPRETAION:
TABLE-1:
Table showing the respondents response to the duration of the training Programme Particulars No of respondents Officers One day 2-3 days One Week More than one week 18 26 6 0 Staff 18 30 2 0 % Of Respondents Officers 36% 52% 12% 0% Staff 36% 60% 4% 0%
GRAPH-1:
Graph showing the respondents response related to duration of training Programme
70% 60% 50% 40% 30% 20% 10% 0% 1 2 3 4 Officers Staff
INTERPRETATION:
From the above table it is interpreted that 36% of the officers and staff have attained one day training programme, 52% and 60% of the officers and staff have attained 2-3 days training Programme and only 12% and 4% of the officers and staff attained one week training Programme,
INFERENCE:
It can be inferred that highest percentage of the respondents i.e. 52% of the officers attained 2-3 days of training Programme and 60% of the staff attained 2-3 days of training Programme. M.P. BIRLA INSTITUTE OF MANAGEMENT 74
TABLE-2:
Table showing the respondents response related to the duration of the training Programme. Particulars No of respondents Officers Yes No To some extent 21 19 19 Staff 18 16 16 % Of Respondents Officers 42% 38% 20% Staff 36% 32% 32%
GRAPH-2:
45% 40% 35% 30% 25% 20% 15% 10% 5% 0% 1 2 3
Officers Staff
INTERPRETATION:
From the above table it is interpreted that 42% and 36% of the officers and staff have attained one day training programme, 38% and 32% of the officers and staff have attained 2-3 days training Programme and only 20% and 32% of the officers and staff attained one week training Programme.
INFERENCE:
It can be inferred that highest percentage of the respondents i.e. 42% of the officers are satisfied with duration of the training Programme and 36% of the staff are satisfied with duration of the training Programme.
75
TABLE-3:
Table showing the respondents response related to the content of the training Programme.
Particulars
No of respondents Officers Staff 6 6 12 2
% Of Respondents Officers 4% 12% 28% 8% Staff 12% 12% 24% 4%
Excellent Very Good Satisfied Poor
2 6 14 4
GRAPH-3:
Graph showing the respondents response related to duration of training Programme.
30% 25% 20% 15% 10% 5% 0% 1 2 3 4 Officers Staff
INTERPRETATION:
From the above table it is interpreted that 12% of the officers and staff response related to content of the course as very good, 48% officers and staff response as Good, 28% and 24% of the officers and staff response as satisfied and only 8% and 4% officers and staff response as poor.
INFERENCE:
It can be inferred that highest percentage of the respondents i.e. 48% of the officers and staff felt that the content of the course as very good. M.P. BIRLA INSTITUTE OF MANAGEMENT 76
TABLE-4:
Table showing the respondents response related to the expectations met after the training Programme.
Particulars
No of respondents Officers Staff 28 22
% Of Respondents Officers 52% 48% Staff 56% 44%
Yes No
26 24
GRAPH-4:
60% 50% 40% 30% 20% 10% 0% Officers Staff Series1 Series2
INTERPRETATION:
From the above table it is interpreted that 52% and 56% of the officers and staff have their expectation after the training Programme, and only 48% and 44% of the officers Have not met their expectation after the training Programme.
INFERENCE:
It can be inferred that highest percentage of the respondents i.e. 52% and 56% of the officers are staff have met their expectation after the training Programme. M.P. BIRLA INSTITUTE OF MANAGEMENT 77
TABLE-5:
Table showing the respondents response related to work schedule affected by training Programme.
Particulars
Yes No
28 22
GRAPH-5:
Graph showing the respondents response related to work schedule affected by training Programme.
60% 50% 40% 30% 20% 10% 0% Officers Staff Series1 Series2
INTERPRETATION:
From the above table it is interpreted that 56% of the officers and staff have said that their work schedule is affected by the training Programme, and only 44% of the officers and staff said the work schedule is not affected by the training Programme.
INFERENCE:
It can be inferred that highest percentage of the respondents i.e. 56% of the officers are staff have said that the training programme affects the work schedule
78
TABLE-6:
Table showing the respondents response related to area of improvement after the training Programme.
Particulars
No of respondents Officers Staff 24 16 10
% Of Respondents Officers 40% 32% 28% Staff 48% 32% 20%
Interpersonal skill Technical skill Managerial skill
20 16 14
Graph showing the respondents response related to area of improvement after the training Programme.
60% 50% 40% 30% 20% 10% 0% 1 2 3 Officers Staff
INTERPRETATION:
From the above table it is interpreted that 40% and 48% of the officers and staff have said that they are improved in interpersonal skill after the training Programme, 32% of the officers and staff are improved in technical skill, and only 28% and 20% of the officers and staff are improved in managerial skill after the training Programme,
INFERENCE:
It can be inferred that 40% and 48% of the officers and staff have said that they are improved in interpersonal skill after the training Programme. 79
TABLE-7:
Table showing the respondents response related to supports and encouragement of the training faculty.
Particulars
Yes No
34 16
GRAPH-7
Graph showing the respondents response related to supports and encouragement of the training faculty.
80% 70% 60% 50% 40% 30% 20% 10% 0% Officers Staff
Series1 Series2
INTERPRETATION:
From the above table it is interpreted that 68% and 72% of the officers and staff have said that there is a support from faculty, 32% and 28% of the officers and staff have said that there is no supports from faculty.
INFERENCE:
It can be inferred that 68% and 72% of the officers and staff have said that there is a support from faculty during training Programme.
80
Table-8:
Table showing the respondents response related to the feedback system after training programme.
Particulars
No of respondents Officers Staff 18 30 2 0
% Of Respondents Officers 36% 52% 12% 0% Staff 36% 60% 4% 0%
One day 2-3 days One Week More than one week
18 26 6 0
GRAPH-8:
Graph showing the respondents response related to the feedback system after training programme.
70% 60% 50% 40% 30% 20% 10% 0% 1 2 3 4 Officers Staff
INTERPRETATION:
From the above table it is interpreted that 20% and 40% of the officers and staff responses is that there is a feed back system exit after the training Programme, and 80% and 60% of the officers and staff response is that there is no feedback system after the training Programme
INFERENCE:
It can be inferred that maximum number i.e. 80% and 60% of the officers and staff responses is that there is no feedback system exit after the training Programme. M.P. BIRLA INSTITUTE OF MANAGEMENT 81
Table-9:
Table showing the respondents response related to implementation of the training Programme. Particulars No of respondents Officers One day 2-3 days One Week More than one week 18 26 6 0 Staff 18 30 2 0 % Of Respondents Officers 36% 52% 12% 0% Staff 36% 60% 4% 0%
GRAPH-9:
Graph showing the respondents response related to implementation of the training Programme.
70% 60% 50% 40% 30% 20% 10% 0% 1 2 3 4 Officers Staff
INTERPRETATION:
From the above table it is interpreted that 50% and 54% of the officers and staff have said that they are able to implement the training Programme and 50% and 46% of the officers and staff have said that they are not able to implement the training Programme.
INFERENCE:
It can be inferred that 50% and 54% of the officers and staff are able to implement the training Programme.
82
Table-10:
Table showing the respondents response related to the satisfaction of the training Programme.
Particulars
Yes No
30 20
GRAPH-10:
Graph showing the respondents response related to the satisfaction of the training Programme.
70% 60% 50% 40% 30% 20% 10% 0% 1 2 Officers Staff
INTERPRETATION:
From the above table it is interpreted that 60% of the officers and staff responses that they are satisfied with the training Programme and 40% of the responses the officers and staffs responses that are not satisfied with the training Programme.
INFERENCE:
It can be inferred that 60% of the officers and staff are satisfied with the training Programme.
83
FINDINGS:
It is found that 36% of the officers and staff have attained one day training Programme, 52% and 60% of the officers and staff have attained 2-3 days of training Programme and only 12% and 4% officers and staff attained one week training Programme.
It was found that 42% and 36% of the officers and staff are satisfied with duration of training Programme, 38% and 32% of the officers and staff are not satisfied with the duration of training programme and 20% and 32% of the officers and staff response only to some extent.
It was found that 12% of the officers and staff response related to content of the course as very good, 48% officers and staff response as good, 28% and 24% of the officers and staff response as satisfied and only 8% and 4% officers and staff response poor.
It was found that 52% and 56% of the officers and staff have met their expectation after the training Programme, and only 48% and 44% of the officers and staff have not met their expectation after the training programme.
56% of the officers and staff have said that the work schedule is affected by the training Programme, and only 44% of the officers and staff have said that he work schedule is not affected by the training Programme.
40% and 48% of the officers and staff have said that they are improved interpersonal skill after the training Programme, 32% of the officers and staff are improved in technical skill, and only 28% and 20% of the officers and staff are improved in managerial skill after the training Programme.
68% and 72% of the officers and staff have said that there is a support from faculty, 32% and 28% of the officers and staff has said that there are no supports from faculty. M.P. BIRLA INSTITUTE OF MANAGEMENT 84
20% and 40% of the officers and staff responses is that there is a feedback system after the training Programme, 80% and 60% of the officers and staff response is that there is no feedback system after the training Programme.
50% and 54% of the officers and staff have said that they are able to implement the training Programme and 50% and 46% of the officers and staff have said that they are not able to implement the training Programme.
85
RECOMMENDATION:
An organization become more competitive in todays Global marketplace, so organization has to recognize the need for employees to become more innovative and try to instill a spirit of risk taking and innovative among employees by providing them with effective training.
Increase duration of training: duration of training is in some of the training programme is insufficient for trainees to grasp all the content. This may be one of the major contributions to the ineffectiveness of training.
Proper timing of training: The training especially in the case of network service should be conducted well before the programs or services are launched so that the employees are well prepared to handle the new service.
Post training evaluation: It should be conducted periodically to evaluate the effectiveness of training programs and make the necessary changes.
Evaluate the training effectiveness objectively by comparing the scores before and after the training. Pre-tests help you establish the areas of improvement, post-tests help you measure the improvement, and score comparison gives you an immediate insight into the impact created by the training.
86
CONCLUSION
A study on effectiveness of training Programme of employees at KPTCL has identified certain insufficiencies in the training system such as the training has to be updated and brought up to the new standards of training.
Training has become increasingly popular as a tool for increasing employee and managerial performance in organization; successful training depends upon a systematic approach involving a careful need assessment, solid Programme design and through evaluation of result.
Training Programme should not be designed as quick fixes for the organizational problem; instead training should be designed to meet the particular needs of the organization and its employees. It should be viewed as a continuous learning endeavor by employees and managers to study current and to anticipate future needs.
Jobs tend to become more and more Knowledge intensive. Organizations develop into learning organizations where training becomes an integral part of day-to-day job performance.
Most successful training Programme are those that have strong support from top management, managers make a commitment to invest the necessary resources to provide sufficient money and time for training.
87
QUESTIONNAIRE:
To the respondents, I am a management student of M.P.BIRLA INSTITUTE OF MANAGEMENT conducting a study on Effectiveness of Training Programme of employees in KPTCL. I would be thankful to you, if you fill up this questionnaire. I assure you that you identity will be kept confidential. Thank you, NAME: DESIGNATION: BRANCH/DEPARTMENT: YEAR OF SERVICE: GENDER: 1. Male Female
Is there any training Programme conducted in KPTCL Yes No
2.
Duration of training Programme last attained One day 2-3 days One week
More than one week
any other please specify
3.
Was the duration of the training Programme sufficient Yes No To some extent
4.
How do think about the content of the training Programme Excellent Satisfied Very good Poor Good
88
5.
Have you been able to access sufficient relevant training programme to perform to job effectively Yes No
6.
Has training Programme met you expectation Yes No
7.
What in your opinion is the most appropriate duration of training Programme
2 hours / day
2-4 hours / day
8 hours / day
Any others please specify
8.
Does your training Programme affect you daily work schedule Yes No
9.
What are areas of improvement that you have noticed in yourself after training Programme?
Interpersonal skill
Technical skill
Managerial skill
Any other please specify
10.
Does you training faculty encourage and support you to participate in the training Programme Yes No
11.
Is there any feedback system after training? Yes No
89
12.
If yes, How is the feedback of the training Programme taken Formal Informal
13.
Are you able to implement what ever you learned from the training Programme Yes No
14.
Are you satisfied with the training Programme Yes No
15.
Do you want to suggest any changes in the training Programme Yes No
16.
If yes, what type of changes Methods of training Types of training
Training Programme
Duration of training
Any others please specify
THANK YOU
90
Bibliography:
1. Websitesa) www.google.com b) www.kptcl.com c) www.ninja.com 2. KPTCL manuals
91

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INTERNSHIP REPORT

AN ORGANISATION STUDY & RESEARCH STUDY ON TRAINING EFFECTIVENESS AT KPTCL, BANGALORE

M.P. BIRLA INSTITUTE OF MANAGEMENT

Place: Bangalore Date:

Prof. Jairaj Nair (Internal Guide)

M.P. BIRLA INSTITUTE OF MANAGEMENT

Place: Bangalore Date:

Dr. N.S. Malavalli Principal

M.P. BIRLA INSTITUTE OF MANAGEMENT

has been undertaken and completed under the valuable guidance of

Place: Bangalore Date:

Name: Sunil HV Reg 05XQCM6100

M.P. BIRLA INSTITUTE OF MANAGEMENT

Sunil H V Reg No.05XQCM6100

M.P. BIRLA INSTITUTE OF MANAGEMENT

M.P. BIRLA INSTITUTE OF MANAGEMENT

HISTORY OF THE ORGANISATION

M.P. BIRLA INSTITUTE OF MANAGEMENT

M.P. BIRLA INSTITUTE OF MANAGEMENT

ABOUT THE ORGANISATION

Rs.4000 crores during the 2004-2005.

Evolution of electricity in Karnataka

The first water power plant in the country:

Dawn of the age of electricity- the Cauvery power scheme:

Until the last

Second installation of the Cauvery power scheme 1903-1904:

generating station at Shivanasamudra had increased to 11 units of 1000 HP or a total of 11000HP.

M.P. BIRLA INSTITUTE OF MANAGEMENT

REFORMS IN POWER SECTOR IN KARNATAKA:

M.P. BIRLA INSTITUTE OF MANAGEMENT

OBJECTIVES OF THE ORGANISATION

The main objectives to be pursued by the company are as follows.

PURCHASE AND SALE OF ELECTRICAL ENERGY AND COORDINATE WITH COMPANIES

M.P. BIRLA INSTITUTE OF MANAGEMENT

MISSION STATEMENT OF THE ORGANISATION

VISION STATEMENT OF THE ORGANISATION

The KPTCL is committed to achieve this vision through ----

FUNCTIONS OF THE ORGANISATION

M.P. BIRLA INSTITUTE OF MANAGEMENT

redistributes it to the consumer within the taluk.

TRACKING IMPORTANT CHANGES IN THE ORGANISATION

M.P. BIRLA INSTITUTE OF MANAGEMENT

SWOT ANALYSIS OF KPTCL

M.P. BIRLA INSTITUTE OF MANAGEMENT

Opportunities: Optimum utilization transmission network fetches additional revenue under

Recovery of subsidy and other amounts from GOK / ESCOMs would

M.P. BIRLA INSTITUTE OF MANAGEMENT

2. Consequences of open access:

4. Universal Metering and providing power to agriculture consumers:

M.P. BIRLA INSTITUTE OF MANAGEMENT

5. Rural Franchisees for effective management of rural distribution system.

7. Meet the statutory obligations as per the electricity act 2003 by

M.P. BIRLA INSTITUTE OF MANAGEMENT

MAJOR ACHIEVEMENTS OF KPTCL:

Highest ever-thermal generation of 10,292 milli units.

Highest wind generation 11.16-milli unit.

Highest ever- annual turnover of Rs.21, 343.

M.P. BIRLA INSTITUTE OF MANAGEMENT

Director (Purchase) I & T

CE (P&M) FIELD UNITS

M.P. BIRLA INSTITUTE OF MANAGEMENT

M.P. BIRLA INSTITUTE OF MANAGEMENT