PERFORMANCE MANAGEMENT SYSTEM

PROJECT REPORT

ON

Performance management system at

“paharpur 3P”

Submitted under the partial fulfillment of

continuous evaluation for internal
marks/assessment of performance
management system

Submitted to: -
Submitted by:
Ms. Parul Jhajhariya Gayatri
Kumar A0101907G14

Ankita Gulati A0101907G07

 AMITY BUSINESS SCHOOL,
AMITY UNIVERSITY UTTAR PRADESH

ACKNOWLEDGEMENT

No work is ever complete without expressing gratitude when and where it is due. Our
group would like to express our sincere gratitude towards our faculty Ms. Parul
Jhajhariya for giving us this opportunity and for his constant guidance and support.

Education is what remains after one has forgotten what one has learned in school.
Working on this project has helped us understand the concept of Performance mangemnt
system used in Paharpur 3P for which we are thankful to the HR manager Ms. Neeta
Jaiswal for providing us with all the necessary data and information.

GAYATRI KUMAR A0101907G14

ANKITA GULATI A0101907G07
 COMPANY PROFILE

Paharpur's flexible packaging business leverages, with more vigour than ever before, the
powerful Paharpur brand.
The Paharpur Group continues to make available its potent resources and intellectual
capital, and insist on business ethics, that takes its flexible packaging division to a
position of strength and respect in the market in and outside India.

Paharpur supports the development of cutting edge technology so as to raise the bar of
the product offering and process quality, productivity, cost conservation and turnaround
time to serve the markets of its choice. Thereby, it reaps the rewards of goodwill,
profitability and return on its investment

CORPORATE VISION

To build a reputation in the industry by practicing a strategy that incorporates ethics,

transparency, social responsibility, quality and commitment to our stakeholders in all our
activities.

CORPORATE MISSION

Maintaining leadership through technology in the flexible packaging industry.

PAHARPUR COMMITMENT

Paharpur-3P is a division of Paharpur Cooling Towers Ltd. They have state of the art
manufacturing facilities, strategically located near two major metro cities in Delhi and
Chennai. More than 90% of our machines and equipment are imported and are in line
with the latest international technology. They have been accredited several times with the
Indian Star Award for excellence in packaging.
Today, their sales turnover exceeds Rs. 1 billion (USD 23 million) and they plan to grow
over three times by the end of this decade. At least one-third of the sales turnover is
anticipated to come exports.

PRIMARY COMPETITIVE ADVANTAGES

• Superlative quality products

• Competitive prices
 • Customer satisfaction--the key motive
• Latest technology machines used
• Robust systems

PERFORMANCE MANAGEMENT SYSTEM ( PMS)

Performance management system (PMS) is the heart of any " people management "
process in organization. Organizations exist to perform. If people do not perform
organizations don't survive. If people perform at their peak level organization can
compete and create waves.

Performance management is the process of creating a work environment or setting in

which people are enabled to perform to the best of their abilities. Performance
management is a whole work system that begins when a job is defined as needed. It ends
when an employee leaves the organization.

Most organizations focus on an annual evaluation process for employees and call that
Performance Management. However, annual evaluations are often subjective and can lack
specific measurements and supportive data to help the employee truly improve their
behavior.
OBJECTIVES OF PMS

A performance management system includes the following actions.

• Develop clear job descriptions.

• Select appropriate people with an appropriate selection process.
• Negotiate requirements and accomplishment-based performance standards,
outcomes, and measures.
• Provide effective orientation, education, and training.
• Provide on-going coaching and feedback.
• Conduct quarterly performance development discussions
• Design effective compensation and recognition systems that reward people for
their contributions
• Provide promotional/career development opportunities for staff
• Assist with exit interviews to understand WHY valued employees leave the
organization

KEY BENEFITS OF PMS

• PM focuses on results, rather than behaviors and activities

• Aligns organizational activities and processes to the goals of the organization

• Cultivates a system-wide, long-term view of the organization

• A clear understanding of job expectations
• feedback about performance
• Advice and steps for improving performance
• Rewards for good performance
SETTING UP A PMS

The goal of a performance management system is to help boost employee performance

and, ultimately, the productivity of the business. For it to be effective, a performance
management system should incorporate the following critical elements:

Updated job description

Job descriptions should clearly describe the employee's current duties and performance
expectations. Position descriptions should be specific, clearly defining the job function,
required skills, deadlines and goals, and should delineate expectations for the employee's
relations with peers and customers
Guidelines for Improvement

Institute basic policies to cope with employee weaknesses and poor performance. Decide
if we will provide training or mentoring for employees exhibiting subpar performance.
Set guidelines that outline how long it should it take an employee to improve and what
steps will be taken if the employee fails to show improvement

Employee Input

Solicit and evaluate staff suggestions for the performance management program.
Incorporate employee input into the program or system as needed

Compensation and Rewards

When the employees perform well they should be compensated. Rewards keep morale
high, generate loyalty and foster additional improvement. But closely linking pay hikes
and promotions to performance appraisals is a contested issue. Regardless of how and
when you choose to compensate your employees, an above-average appraisal deserves
acknowledgment. Make sure they should be consistently reward employees for their hard
work.
PERFORMANCE APPRAISAL

Performance appraisal which is also known as employee appraisal is one of the major
part of performance management system to reach organizational goals and appraise
employees.It is a method by which the job performance of an employee is evaluated
(generally in terms of quality, quantity, cost and time). Performance appraisal is a part of
career developments

Generally, the aims

of a scheme are:

• Give
feedback on performance to employees.
• Identify employee training needs.
• Document criteria used to allocate organizational rewards.
• Form a basis for personnel decisions: salary increases, promotions, disciplinary
actions, etc.
• Provide the opportunity for organizational diagnosis and development.
• Facilitate communication between employee and administrator.
• Validate selection techniques and human resource policies to meet federal Equal
Employment Opportunity requirements.

DEVELOPING A GOOD APPRAISAL SYSTEM

End of the year appraisals are always a matter of heartburn and disgruntlement among
employees. It is only very rarely that all employees find the appraisal system fair and
reflective of their real performance. For managements too, conducting such appraisals is
a matter of trepidation. This is more so for companies that are still to develop a strong
performance evaluation system. But appraisals have to be done and they are critical for
rewarding and retaining talent. They are also important for attracting talent as good
performance evaluation systems help to build the employer brand..

Here are some suggestions for creating and implementing a fair, accurate, and discerning
employee review system:

• Document everything
• Set clear goals
• Make the process user-friendly
• Allow for flexibility
• Make it participatory
• Set achievable goals
• Adjust your business plan

VARIOUS KINDS OF PERFORMANCE APPRAISAL SYSTEMS

 Personality based performance appraisal system:

Here the appraiser is supposed to rate the personality traits of the person being appraised.
This is not in much in organisations as it very subjective and judgmental. It could also be
biased and prejudiced.
  Competence based performance appraisal system:

Here the job analysis is used and the employee is appraised for the skills he exhibits. For
e.g. if his job entails dealing with the clients then he is judged foe his effectiveness in
dealing with them. This enables both the organisation and the employee as to what
deficiencies are to be overcome and can be useful in providing training to the employee
to better his performance.

 Result based performance appraisal system:

This system concentrates on the final results achieved by the employee irrespective of his
personality or deficiencies. This is totally related to the job and concentrates on the end
results that are more important to the organization.

Thus Performance Appraisal is the process to establish the competency and the
learning gap in addition to reward system. Performance increment would depend on the
performance appraisal input for the department and the management for decision making.
Human Resources would craft the notice and letter to communicate to the employees.
This is also an important issue. Human Resources is the corporate communicator and is
responsible for employees communication.

360 DEGREE PERFORMANCE APPRAISALS

360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive
appraisal where the feedback about the employees’ performance comes from all the
sources that come in contact with the employee on his job.

360 degree respondents for an employee can be his/her peers, managers (i.e. superior),
subordinates, team members, customers, suppliers/ vendors - anyone who comes into
contact with the employee and can provide valuable insights and information or feedback
regarding the “on-the-job” performance of the employee.
Why It's Important

Measures a leader's skill in the 22 Core and Adaptive leadership competencies most
critical for job performance. Leaders rate themselves and receive ratings from their peers,
supervisor(s), subordinates and others (such as customers).

This process increases self-awareness and drives skill development. Results are delivered
in a report that highlights strengths, areas for improvement, and differences/similarities in
views of behavior. Report includes e-learning featuring clips of Hollywood movies,
television, and historical events plus a complete online Goal Tracking System to ensure
lasting change.

360 degree appraisal has four integral components:

1. Self appraisal
2. Superior’s appraisal
3. Subordinate’s appraisal
4.peer appraisal.

Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses,
his achievements, and judge his own performance. Superior’s appraisal forms the
traditional part of the 360 degree appraisal where the employees’ responsibilities and
actual performance is rated by the superior.

Subordinates appraisal gives a chance to judge the employee on the parameters like
communication and motivating abilities, superior’s ability to delegate the work,
leadership qualities etc. Also known as internal customers, the correct feedback given by
peers can help to find employees’ abilities to work in a team, co-operation and sensitivity
towards others.
 Self
assessment is
an
indispensable
part of 360
degree
appraisals
and therefore
360 degree
Performance
appraisal
have high
employee
involvement
and also have
the strongest impact on behavior and performance. It provides a "360-degree review" of
the employees’ performance and is considered to be one of the most credible performance
appraisal methods.

360 degree appraisal is also a powerful developmental tool because when conducted at
regular intervals (say yearly) it helps to keep a track of the changes others’ perceptions
about the employees. A 360 degree appraisal is generally found more suitable for the
managers as it helps to assess their leadership and managing styles.

PAHARPUR 3P’S PMS SYSTEM

Performance Philosophy

Paharpur 3p strongly believes that people are valuable and critical for its success and the
success of the organization depends on creating an environment in which the
performance of people is valued. This would require the organization to be able to
distinguish between performers & non-performers. Creating a “performance” culture
would also mean that it would encourage, provide counsel and reasonable support for non
performers to join the main stream of performers and demonstrate the performance levels
required.

The PMS system is a tool to enable building a Performance Culture within the Company.
The Key Drivers of the PMS

The Mission, Vision and Values of the company set the contour for the way the company
operates. The PMS system reinforces these beliefs.

Paharpur 3P’s PMS aims at:

Driving employee behavior to align with the organization’s Vision, Mission and Values
and ensure achievement of Results

Paharpur 3P’s PMS system intends to:

(1) Build Transparency and Openness by providing a platform for open and frank
communication on performance and development needs
(2) Bring greater clarity in role expectations by enabling discussion and agreement
on objectives to be achieved
(3) Bring about greater ownership for the goals to be achieved and the tasks to be
accomplished by enabling a formal discussion and seeing it in the context of the
overall organisation objectives
(4) Enable development by both structured feedback to the individual and using
inputs from the system to build development programs

PMS Process

Key Role Players

The PMS process is a participative process. All the participants play an important part in
making the process effective and meaningful. The roles of the various participants in this
process are described below:

Appraisee: The individual whose performance is being appraised.

Appraiser: The immediate reporting authority of the appraise.

Reviewing Manager: The reporting authority of the Appraiser, who will provide
additional inputs in the appraisal and also provide a check and feedback
Moderation Committee: A Cross Functional Team depending upon Levels that plays the
role of providing a check and feedback in appraisals across the organization and enables
greater consistency.

Functional head: Approval heads of the organization

HR: Facilitator for the entire process.

RATING METHOD FOLLOWED AT PAHARPUR 3-P FOR PMS

Graphic rating method

Graphic rating scales are one of the most common methods of performance appraisal.
Graphic rating scales require an evaluator to indicate on a scale the degree to which an
employee demonstrates a particular trait, behavior, or performance result. Rating forms
are composed of a number of scales, each relating to a certain job or performance-related
dimension, such as job knowledge, responsibility, or quality of work. Each scale is a
continuum of scale points, or anchors, which range from high to low, from good to poor,
from most to least effective, and so forth.

Rating scale : 1to 3

Where 1 being the least and 3 being the highest scale.

This scaling rates have following characteristics

• Performance dimensions are clearly defined.

• Scales are behaviorally based so that a rater is able to support all ratings with
objective, observable evidence
• Points, or anchors, on each scaled dimension are brief, unambiguous, and relevant
to the dimension being rated

Advantages to company

1.Standardization of content permitting comparison of employees.

2. Ease of development use and relatively low development and usage cost.
3. Reasonably high rater and ratee acceptance

BARS - Behaviorally Anchored Rating Scales

Behaviorally anchored rating scales (BARS) are rating scales whose scale points are
defined by statements of effective and ineffective behaviors.
They are said to be behaviorally anchored in that the scales represent a continuum of
descriptive statements of behaviors ranging from least to most effective. An evaluator
must indicate which behavior on each scale best describes an employee's performance.

The employee at paharpur 3- is evaluated on job specific behaviour which are associated
with the success in the position

The person is evaluated for each job specific behaviour on a scale of 3. With 3 being
the highest and 1 being the lowest)

Management by Objectives

At Paharpur 3P Management by objectives (MBO) involves setting specific measurable

goals with each employee and then periodically discussing his/her progress toward these
goals. The term MBO almost always refers to a comprehensive organization-wide goal
setting

It consist of six main steps:

Set the organization?s goals. Establish organization-wide plan for next year and set goals.

2. Set departmental goals. Here department heads and their superiors jointly set goals for
their departments

3. Discuss and allocate department goals. Department heads discuss the department's
goals with all subordinates in the department (often at a department-wide meeting) and
ask them to develop their own individual goals; in other words, how can each employee
contribute to the department's attaining its goals?

4. Define expected results (set individual goals). Here, department heads and their
subordinates set short-term performance targets.

5. Performance review and measure the results. Department heads compare actual
performance for each employee with expected results.

6. Provide feedback. Department heads hold periodic performance review meetings with
subordinates to discuss and evaluate progress in achieving expected results.

The employee is evaluated on goals and objectives associated with sucees in the position

“Goals or Objectives” are specific statements or requirements agreed upon.

“Measurement Method” reflects evaluation basis for expected results.
“Results achieved” are accomplishments during the evaluation period

The person is evaluated for each goal and objective on a scale of 3. With 3 being the
highest and 1 being the lowest)
ATTRIBUTES COVERED FOR EVALUATING AN EMPLOYEE

• Achievement Motivation: Inherent desire to exceed targets & stretch ability to

the fullest. High energy level. Assertive & result oriented.

• Developing People: Evaluates subordinate performance & potential. Mentors &

counsels.

• Leadership: Can control & motivate a team to achieve set objectives. Inspires
pride in the organization.

• Job Knowledge: On the job knowledge of the assessee, keeping in view his
ability to handle diverse job related situations

• Approach to New Business Development / Process Enhancement: Initiative

towards developing and improvising the existing business / systems and
processes.

• Interpersonal Skills
• Communication
• Dependability / Punctuality
• Discipline

TIMING:

The appraisal is performed annually in the organisation

SELF APPRAISAL

Self appraisal is an important part of the Performance appraisal process where the
employee himself gives the feedback or his views and points regarding his performance.
Usually this is done with the help of a self appraisal form where the employee rates
himself on various parameters, tells about his training needs, if any, talks about his
accomplishments, strengths, weaknesses, problems faced

TIPS FOR SELF – APPRAISAL

Be honest

Always be truthful and honest while telling your accomplishments or failures. Don’t
exaggerate your strengths and don’t hide your weaknesses. Don’t make personal
judgments for anybody.

Do the preparation
It’s always better to prepare yourself before the meeting. Get all the lists in place, prepare
all the evidences and references.

Be objective

Objectivity is important in self – appraisal. Don’t exaggerate or downplay your

achievements or failures. Be specific and concise in your statements and if possible
support them with examples or references or evidences with dates. For example: "I
responded to all queries within 48 hours" is better than just saying "My customer service
was good."

Positive attitude

Have a positive attitude towards the whole appraisal process. Be co-operative. Don’t
hesitate from taking the responsibility of your failures as well as the achievements.
Demonstrate enthusiasm to improve in future and take all his suggestions calmly. Don’t
complain or demonstrate a negative attitude.

Cover all the aspects

Apart from your strengths, weaknesses, accomplishments and failures, express the
opportunities you would like have for your development and improvement. Suggest ways
to overcome the problems faced. Assess your capabilities, behaviours and skills and
competence.

AT PAHAR PUR 3-P the employee perform the self appraisal mentioning about his:

• Major Responsibilities: What are the major responsibilities in his current work
profile.

• What are the Key Result Areas i.e. what are the activities he does in order to
accomplish the tasks he is responsible for. Also, to give comprehensive details of
the various reports / MIS / Database being maintained by the employee.

. THE PERFORMANCE APPRAISAL PROCESS

 Appraisee fills self appraisal part of Performance Appraisal
Form and forwards to the Appraiser.

Appraiser reviews self appraisal and fills in ratings on Goals

and Competencies in the appraisal Form *

Appraiser and Appraisee to participate in the Performance

Review Meeting ** participate

Appraiser enters final Ratings on the Form and forwards to

the Reviewer

Form and Comments Reviewed By Reviewer

Moderation by Committee

Final Rating & Awards

Communication of the Final Rating and Rewards by

Appraiser to the Appraisee

PERFORMANCE REVIEW - THE MEETING

At paharpur 3P performance review meetings are regarded as conversation with a
purpose. They are considered extremely important for the development and health of the
organization. The purpose of the performance review meetings is to reach mutually
agreed conclusions about the development of the individual and his performance and if
applicable, any areas for improvement, including how such improvements are to be
achieved

The purpose of performance and development reviews is to enable the employees to

engage in a dialogue and get the support of the manager about the individual’s
performance and development. They should be more like free- flowing, open meetings in
which views are exchanged so that agreed conclusions can be reached.

The three key elements of performance review meetings are:

1. Feedback - Providing information on how a person has been doing.

2. Measurement – assessing results against agreed targets and standards.

3. Exchange of views - Ensuring that the discussion involves a full, free and frank
exchange of views about what has been achieved, what needs to be done to
achieve more and what employees think about their work the way they are
managed and their aspirations.

Review discussion meetings include the following:

• Review of progress on tasks and activities in relation to the employee’s

performance plan,

• The developmental initiatives taken by the employee himself and those planned
by the management for the employee.

• Identification of variances in terms of delays, requisite quality and shortfall in

help planned for the employee, if any

• Analyzing the causes of the delay, the problems faced and the solutions adopted.

• Preparation of action steps for solving identified problems and contingency plans
for anticipated problems.

TIMING:

It is performed on the annual basis in the organization

 ANNEXURES
PAHARPUR INDUSTRIES

LIMITED

PERFORMANCE PLANNING AND

EVALUATION FORM

Incumbent:

Designation:

Division / Unit:

Performance Period: _________ To ___________

Scheduled Evaluation Date: __________________

Date of Goal Setting: ________________________

Signature of Incumbent: _____________________

Signature of Superior: _______________________

Major Responsibilities: What are your major responsibilities in your current work profile?
(to be filled by appraisee)
 What are your Key Result Areas i.e. what are the activities you do in order to accomplish
the tasks you are responsible for? Also, please give comprehensive details of the various
reports / MIS / Database being maintained by you?
(to be filled by appraisee)

Training & Development: List 2-3 development needs and activities that can enhance
productivity, performance, competence and professional growth.
(to be filled by appraiser)

Technical:

Behavioral:

A. GOALS AND OBJECTIVES ASSOCIATED WITH SUCCESS IN THIS

POSITION
“Goals or Objectives” are specific statements or requirements agreed upon.
A
“Measurement Method” reflects evaluation basis for expected results.
“Results achieved” are accomplishments during the evaluation period.
(Evaluate the person for each goal and objective on a scale of 3. With 3 being the highest and
1 being the lowest)
 1 Goal or Objective: Weight for Score
goal

Measurement Method:

2 Goal or Objective: Weight for Score

goal

Measurement Method:

3 Goal or Objective: Weight for Score

goal

Measurement Method:

Approved
Head Mnfg./ Mktg/ HR & Fin

GOALS AND OBJECTIVES ASSOCIATED WITH SUCCESS IN THIS

POSITION
 “Goals or Objectives” are specific statements or requirements agreed upon.
“Measurement Method” reflects evaluation basis for expected results.
“Results achieved” are accomplishments during the evaluation period.
(Evaluate the person for each goal and objective on a scale of 3. With 3 being the highest and
1 being the lowest)
4 Goal or Objective: Weight for Score
goal

Measurement Method:

5 Goal or Objective: Weight for Score

goal

Measurement Method:

6 Goal or Objective: Weight for Score

goal

Measurement Method:

Weightage of Job related attributes (60)

Approved
Head Mnfg./ Mktg/ HR & Fin
B. JOB SPECIFIC BEHAVIORS ASSOCIATED WITH SUCCESS IN THIS
POSITION
 Check boxes for behaviors that will be evaluated. As with goals and objectives, careful
discussion of expectations should occur. Put Weightage for each behaviour terms. Use last
box for job specific behaviors.
Evaluate the person for each job specific behaviour on a scale of 3. With 3 being the highest
and 1 being the lowest)
Achievement Motivation: Inherent desire to exceed Weight Score
targets & stretch ability to the fullest. High energy
level. Assertive & result oriented.

Developing People: Evaluates subordinate Weight Score

performance & potential. Mentors & counsels.

Leadership: Can control & motivate a team to Weight Score

achieve set objectives. Inspires pride in the
organization.

Job Knowledge: On the job knowledge of the Weight Score

assessee, keeping in view his ability to handle diverse
job related situations.

Approach to New Business Development / Process Weight Score

Enhancement: Initiative towards developing and
improvising the existing business / systems and
processes.
Interpersonal Skills: Weight Score

Communication: Weight Score

Dependability / Punctuality: Weight Score

Discipline: Weight Score

Job specific behavior (specify) Weight Score

Weightage of Behaviour related attributes (40)

Approved
Head Mnfg./ Mktg/ HR & Fin

C. EFFECTIVENESS AT WORK: Rate the appraisee on a scale of 3 for each of the

attribute, with 3 being the highest and 1 being lowest.
S. FH (If Head –
No. ATTRIBUTE Weigh applicable) Mfg./ Mktg. Head HR Numeric
t Score *
1

60
Weightage of Job related
attributes
7 Achievement Motivation

8 Developing People

9 Leadership

10 Job Knowledge

11
Approach to New
Business Development/
Process Enhancement
12
Interpersonal Skills

13
Communication

14
Dependability/
Punctuality

15 Discipline

16
Job Specific Behaviour
(specify)
17 Weightage of Behavior 40
related attributes
Must Total
100

TOTAL SCORE

* Multiply the weight times the numeric equivalent of the rating

D. OVERALL ASSSESSMENT FOR THE PERIOD: Tick in the appropriate column

for both contribution and personal effectiveness.
Level of Contribution/Effectiveness Rating
On Contribution On Personal
Effectiveness
Significantly & consistently exceeds requirements of the job
Consistently meets requirements of the job
Occasionally meets requirements of the job
Does not meet requirements of the job

E. PROMOTABILITY: Degree of readiness for promotion

a. Ready ( )
b. Not ready ( )
c. Will be ready in ______ years
Promotion recommended ( )

If yes, do you have a specific position/job available? Yes ( ) No ( )

Please specify:

F. SUMMARY:

TOTAL SCORE: / 300

CONTRIBUTION RATING:
PERSONAL EFFECTIVENESS RATING:

G. REMARKS OF:
• FUNCTIONAL HEAD

Signature : Date:
• HEAD HRD: Mention the percentage increase to be given on the basis of total score
of effectiveness at work, contribution rating and personal effectiveness rating.
Increment Rate:
Signature : Date:

PERIOD UNDER REVIEW:

DUE DATE:

PERSONAL DETAILS

DATE OF BIRTH: DATE OF JOINING:

CONFIRMED ON: ATTENDANCE:
QUALIFICATIONS:
Academic:_______________________________________________________________
_______________________________________________________________________
________

Professional:_____________________________________________________________

_______________________________________________________________________

__________

TOTAL EXPERIENCE: PRIOR TO PIL: IN PIL

EMOLUMENTS RECORD: (To be prepared by Manager – Personnel &

Coordination )
AFTER REVIEW WITH EFFECT FROM:
1 year earlier Present Recommended
Salary Components w.e.f.
Basic
HRA
Conveyance
Special Allowance
Books & Periodicals
Business Meeting
Children Education
Allowance
Gas & Electricity
Conveyance Expense
Telephone
Any Other
TOTAL I
PF
LTA
Medical
Bonus
TOTAL II
TOTAL ( I & II)

Manager - Personnel & Coordination Head HRD Director &

CEO
 BIBLIOGRAPHY

Search Engines
 www.google.com

 www.altavista.com

The major websites surfed were

 www.pilpack.com

 www.tradeindia.com

Books Referred

 Human Resource Management by VSP Rao