St.

Andrews College
Class: SYBMS B
Semester: 3
Subject: Organisational Behaviour and Human
Resource Management.
Group Members: Dwayne McCarron

3325

Lenita Mendes

3326

Roshni Pande

3327

Rhea Pawar

3328

Darren Pereira

3329

Sanford Pereira

3330

Date of Submission: 31st August15

INTRODUCTION

The M. K. Sanghi Group had an extremely humble beginning. In the early

1920s, a young gentleman, Motilal Sanghi from Jodhpur, a small town in India,
decided to start a general merchandise shop after taking a loan of five thousand
rupees. Driven by enthusiasm and a burning desire to be successful, he soon
became the largest retailer in the state of Jodhpur and figured that if he could
sell food and garments, he could also sell cars. During the British days in India,
the only buyers of cars were the Maharajas and the Princes of the Royal States.
Motilal not only established strong personal relations with these potential
buyers but also obtained dealerships from General Motors, USA and RollsRoyce Motor Cars, England. He also began to sell a new car produced by Sir
Herbert Austin in England called the Austin Seven. By the 1940s, Seth Motilal
Sanghi, as he had come to be known by then, had established a vast network for
the sales, service and spare parts of cars. His network was spread over Jodhpur,
Jaipur, Udaipur, Kota, Ajmer, Bikaner, Mt. Abu, Indore and Delhi.
Seth Motilal Sanghi had also diversified into the nascent cinema business and
was profitably operating over ten movie theatres in North India. The aim was to
use the cinema business as the bedrock for profitable real estate investments.
During his lifetime, Motilal Sanghi also ventured into manufacturing industrial
gases by setting up one of the first plants in Jaipur.
The legacy of Seth Motilal Sanghi was nurtured by his eldest son, Narendra
Sanghi, who remained an active member of the Indian Parliament for over
sixteen years. The business was further expanded and strengthened by
Mahendra
Sanghi,
Seth
Motilal
Sanghi's
youngest
son.
In 1952, the Government of India asked all car manufacturers who did not have
plans to manufacture cars in India to shut their operations. This resulted in the
exit of auto manufacturers such as General Motors from India. The M. K.
Sanghi Group became the distributor of the largest Indian car manufacturer.
In 1962, the group shifted its headquarters to the commercial capital of India,

Mumbai.
It
Manufacturing
Industrial

also expanded into

and Engineering of
Gas
Plants.

The M. K. Sanghi Group later diversified

its business interests further by setting up
Sanghi Hospitality to carry out Real Estate
Development.

GAS MANUFRACTURING:
In the 1960s, the M. K. Sanghi Group
diversified into manufacturing of industrial
gases. Some of the group's industrial units
located in various states of India are
supplying Oxygen to the flourishing steel industry and Nitrogen to the
packaging and pharmaceutical sectors. The group also operates dissolved
Acetylene plants for steel cutting and welding industries.
Being a manufacturer of not only the gas but also the plant and machinery that
produces such gases, Sanghi plants are some of the most efficiently run units in
the country. The group has established a strong brand name which is
synonymous with credibility in commitments made, reliability of service and
timing, quality of product and fairness in business dealings.
Presently the group has three industrial gas units of which two are located in
Maharashtra and one is located in Rajasthan.

ENGINEERING AND EXPORT:

Sanghi Organization is a leading manufacturer of industrial gas plants such as
Oxygen plants, Nitrogen plants, Air separation plants and allied equipment. Its
engineering and fabrication division is located around 20 kms. away from
Mumbai. The sprawling complex has a line up of modern facilities including
machinery, tooling and assembly.
The main product range includes oxygen plants, nitrogen plants and air
separation plants ranging from 40 to 600 cu.m./hr. capacity, acetylene plants of
45 and 100 cu.m./hr. capacity and nitrous oxide plants ranging from 8 to 24
cu.m./hr. capacity.. Sanghi Organization and its sister firm, Sanghi Overseas,

has established over 400 such projects within India and at various locations
overseas.
In 1991, Sanghi Overseas, started exporting projects on turnkey basis and has
already setup projects in over 60 countries worldwide including Malaysia,
Indonesia, Mauritius, Gambia, Iran, Sharjah, Abu Dhabi, Qatar, Nigeria, Dubai,
Syria, Uganda, Tanzania, Argentina, Peru, Ecuador, Sultanate of Oman, Saudi
Arabia, Nepal, Egypt, Honduras, Kenya, Chile, Cyprus, Egypt, Ghana,
Guatemala, Portugal, Romania, Sri Lanka, Zimbabwe, Libya, Zambia, Sudan,
Morocco etc.

HOSPITALITY:
The group has always had a strong presence in the hospitality business because
of Seth Motilal Sanghi's forays into the cinema business and the auto
distribution business, both of which required customer focus coupled with
prime
real
estate.
From 1985 onwards, the group began to commercially build its hospitality
investments by developing a prime residential apartment complex in the
extremely high-priced South Mumbai area. This project consisted of 45,000
square feet of luxurious extended-stay suites and apartments in Malabar Hill,
Mumbais most exclusive residential locality. Customers in this property have
included, among others, Citibank, ING Group, IDFC, Deutsche Bank, STAR
Television,
Reuters,
and
Credit
Lyonnaise.
In 2002, The group developed another ApartmentHotel complex in Prabhadevi,
the most central location of Mumbai. Located on a quiet leafy and secluded
road, this property consists of 12 super-deluxe apartments, each admeasuring
3000 square feet. Customers here have included, Coca-Cola, Aditya Birla
Group, Bank of America, VSNL, Group M, Fitch Ratings, Netherlands
Consulate,
Swiss
Air
Lines,
Alitalia
and
Merril
Lynch.
The MK Sanghi Group is not a real estate developer. We provide customers with
extended-stay options ranging from six months to one year. Our portfolio is
well-managed and customers get excellent housekeeping, engineering services,
security, cable-telecom-internet connectivity, gym and health facilities, parking
access, easy documentation and moving services. All our developments are
solely for the purpose of earning long term rentals through service value

addition. Each of our properties is exclusive, well-maintained and wellmanaged.

AUTOMOBILS (Vitesse Pvt Ltd):

The traditional business of the group continues to remain at the core. Vitesse is a
group company that is one of the oldest distributors for Maruti Udyog Ltd.,
India's oldest auto-maker and a joint venture between the government of India
and Suzuki Motor Corporation, Japan. Vitesse has sold over 100,000 vehicles
and operates a chain of showrooms and automobile service centers for this
business in Mumbai and Gujarat.
In 1986, the group ran the first pilot program for providing car loans in India on
behalf of Citibank. The program was a runaway success and resulted in the
group becoming one of the largest brokers of personal finance products
including automobile loans and automobile insurance. Some of the companies
that the group represents include Kotak Mahindra Primus Ltd. and ICICI. The
group has also created an extended warranty product for the insurance industry
that is marketed through various leading automobile dealers in India. The group
also represents various insurance companies including New India Assurance,
Royal Sundaram and Bajaj-Allianz in marketing their insurance products.

ORGANISATIONAL STRUCTURE
Divisional Structure:
In a divisional structure, the teams are organised in set of divisions, where each
division corresponds to the end product or services provided by the
organisation. Each division has its own set of functional units like research,
manufacturing, marketing etc and is completely self-contained. A divisional
structure is less hierarchical than functional; it is formed by decomposing the
functional structure along the product lines. Unlike functional management, the
divisional management is more skilled along product business and lesser in core
technical competencies.
As M.K. Sanghi has various types of business and hence the organisation
follows the divisional organisational structure. They have different heads for all
the different kinds of businesses they have. As the various types of business is
not at all correlated this type of structure helps the organisation to work in a

more organised, peaceful way as all the different units of business can have
their own set of functional units.

M.K. Sanghi

Engineering
and Export

Finance

Marketing

HR

Automobiles

Operations

R/D

Finance

Marketing

HR

Operations

As M.K Sanghi and 4 different diversifications the following information is

based only the Automobile Unit i.e. Vitesse Pvt. Ltd.

Organisational Culture
The values and behaviours that contribute to
the
unique
social
and psychological environment of an organization.
Organizational culture includes an organization's expectations, experiences,
philosophy, and values that hold it together, and is expressed in its self-image,
inner workings, interactions with the outside world, and future expectations. It
is
based
on
shared attitudes, beliefs, customs,
and
written
and
unwritten rules that have been developed over time and are considered valid.

R/D

Per Ar Dua Ad Astra this line is the core foundation of M.K. Sanghi group. It
means With Efforts to stars. They believe that only with great efforts can an
employee perform his best.
Almost all the festivals are celebrated in the organisations.
The company follows the two way communication method and this helps create
a very friendly atmosphere in the organisation.
The organisation conducts an annual function at the end of the year. Where they
award all the best performers of the year.
They also have an employee of the month award given every month.
A dress code is designed for shirt and trousers for men, and skirts and saries for
women, that has to be followed at all times.
Each employees work and productivity is credited against his/her name and
accordingly, performance oriented incentives are given on a monthly basis.
If an employee is of the opinion that his remuneration is less than the effort put
in, we review the performance of the preceeding months, in comparison with
others, and take decisions accordingly.

HR STRATERGY
Recruitment and Selection process
Step 1: Identify Vacancy and Evaluate Need
Understand and take into consideration strategic goals for the department.
Are there any upcoming changes that may impact this role?
Are there any gaps? What core skills are missing from the department?
Evaluate the core skills required now and those which may be needed in
the future.
Conduct a Job Analysis if this position will be new to your department.
This will also help to identify gaps.

Step 2: Develop Position Description

A position description is the core of a successful recruitment process. It is used
to develop interview questions, interview evaluations and reference check
questions. A well-written position description:
Provides a first impression of the campus to the candidate
Clearly articulates responsibilities and qualifications to attract the best
suited candidates
Improves retention as turnover is highest with newly hired employees.
Employees tend to be dissatisfied when they are performing duties they
were not originally hired to perform.
Assists in establishing performance objectives
Is used for career planning and training by providing clear distinctions
between levels of responsibilities and competencies required
Identify Duties and Responsibilities
Prior to developing the job description the hiring manager should identify the
following:
1. General Information
2. Position Purpose
3. Essential Functions
4. Minimum Requirements
5. Preferred Qualifications

1. General Information
Basic position and pay information will need to be determined to assist with the
development of the job description and job classification. This information will
be different for each position being recruited:
Department Name

 Department Head
Supervisor Name
2. Position Purpose
Describes the departments functions, the units functions, and/or the
organizational units functions. The statement should summarize the positions
essential functions and its role in relation to supporting, administering, or
managing the activities of the department, unit, or organizational unit.

3. Essential Job Functions

Essential job functions describe the duties and responsibilities of a position. A
job function is considered essential when the performance of the function is the
purpose for the position. Typically, an essential function occupies a significant
amount of time of the employees time and requires specialized skills to
perform. By accurately describing the essential functions of the job, job seekers
will have a clear understanding of the role and your expectations for performing
them.

4. Minimum Requirements
The minimum requirements or basic qualifications are those qualifications or
criteria which was established in advance and advertised to potential applicants:
Must be relevant and relate to the duties and responsibilities of the job
(e.g., should not list driving requirement if not part of responsibilities or
duties of the job).
Soft
skills
can
be
required
communication/collaboration) and will:
o Vary among applicants
o Not be absolutely ascertained in resume
o Be evaluated in interview

qualifications

(e.g.,

5. Preferred Qualifications
Preferred qualifications are skills and experience preferred in addition to basic
qualifications and can be used to narrow down the pool of applicants. These
preferred skills, knowledge, abilities and competencies can describe a more
proficient level at which the essential functions can be performed such as:
Prior experience with corporate (prior experience in a related area can be
preferred).
Applicants who meet some or all preferred qualifications tend to have shorter
assimilation time, reach full job competence faster and are able to take on
advanced responsibilities sooner.

Step 3 - Select Search Committee

The Hiring Manager will determine the size (no more than 6) and
composition of the committee based on the nature of the position. It is
highly recommended the committee members include:
o At least one individual who has a strong understanding of the role
and its contribution to the department
o A job specialist (technical or functional)
o An individual who will interact closely with the position and/or
serves as a main customer
Search committee members must ensure no conflict of interest in relation
to the applicants under consideration and must never be individuals who
may have interest in the position
Search committee members should ensure they are well equipped for
their role in the recruitment process to ensure fairness and compliance.

Step 4: Review Applicants and Develop Short List

All search committee members review all Applicants to ensure

more than one person assesses their qualifications and that
individual opinion or biases are avoided. It is permissible to
have at least two committee members review all Applicants for
certain recruitments in which there are extensive applicant
pools to best narrow down the pool. Alternatively, Human
Resources may perform this function. Each committee member
may provide comments to each Applicants qualifications as
they relate to the minimum requirements of the position.

If the short list is deemed to represent a sufficiently diverse applicant pool, the
short list will be approved. Once approved, the applicants can then be contacted
for interviews.

Step 5: Conduct Interview

The interview is the single most important step in the selection process. It is the
opportunity for the employer and prospective employee to learn more about
each other and validate information provided by both.
(a) Preparation for the interview: Advance preparation for interview is
essential as it permits focussing its coverage on the vital aspects
and it helps the interviewer to remember and absorb many
impressions and facts.

(b) Conducting the interview: The next major step in the interview
process is conducting the interview.
The interviewers should take much care in the process of conducting
interview in view of the scope for committing mistakes at various
levels. Adequate information from the candidate can be obtained by
listening to and observing, rather than talking too much.
i.

Open the interview

ii.

Get complete and accurate information

iii.

Recording of observation and impressions

iv.

Guide the interview

(c) Closing the interview: Closing of the interview is as important as

its commencement and it should end pleasantly. The interviewer
may show some signs of the close of the interview at an
appropriate time. Interview results should be evaluated after
closing the interview.
(d) Evaluation of interview results: The interviewer/the board of the
interviewers evaluate(s) the candidates strengths and weakness
against the job and organisational requirements. The evaluation is
generally based on the observations, impressions and information
collected during the course of the interview. However, the final
decision about the suitability of candidate to the job is made on the
basis of the results of all selection techniques. But the interview
results influence the selection decision much more than any other
technique.

Step 6: Finalize Recruitment

Upon completion of the recruitment process the offer to the selected finalist is
made.

Training
Its the very important part. After the recruitment and selection process is
completed the selected candidates go through a training and development
programme.

ON-THE-JOB TRAINING METHODS

This type of training, also known as job instruction training, is the most
commonly used method. Under this method, the individual is placed on a
regular job and taught the skills necessary to perform that job.
(a) Coaching: The trainee is placed under a particular supervisor who
functions as a coach in training the individual. The supervisor provides
feedback to the trainee on his performance and offers him some
suggestions for improvement.
(b) Job instruction: This method is also known as training through step by
step. Under this method, trainer explains the trainee the way of doing
jobs, job knowledge and skills and allows him to do the job.
(c) Committee assignments: Under the committee assignment, group of
trainees are given and asked to solve an actual organisational problem.
OFF-THE-JOB METHODS
Under this method of training, trainee is separated from the job situation and
his attention focussed upon learning the material related to his future job
performance.

IN HOUSE TRAINING
The fresh recruits go through all the departments they will be working with.
They sit and see how the department works, how documents are transferred
from one department to other. The fresh recruits are also given manuals of
the the entire process of the department. Where all the functions are
described in details.
The sales recruits are then sent to Maruti. There they have external trainers
to train them. They are basically trained about the various features, parts etc
of the cars.

HR POLICIES
Bereavement Leave

An excused paid absence of up to 3 days for missed work time will be granted
for purposes of arranging, attending and resolving personal matters with regard
to a death in your immediate family. Your immediate family is defined as
spouse, parents, grandparents, sons, daughters, sisters, brothers, stepparents,
stepbrothers and stepsisters, mother-in-law and father-in-law.
The company will also pay employees for time lost from work for up to one day
for relatives beyond the definition of immediate family.
In addition, the company may allow an unpaid leave of absence for up to two
weeks to be taken in connection with the death of a relative or close friend.
Such absences must have the prior approval of the employees supervisor and
management.
Dress Code
Our customers judge the Company by its employees, as well as by our products
and service. Appropriate dress and appearance project a professional image and
contribute to an impression of a high-quality organization.
Proper business attire is expected for all employees. Examples of appropriate
dress include suits, dress slacks, skirts, dresses, sweaters, jackets and ties.
Casual clothes, including jeans, shorts, halter tops, T-shirts, sweatshirts,
sweatpants, stretch pants and the like are inappropriate for the office and should
not be worn during business hours. Casual clothing may be worn when the
nature of the work requires more informal attire (maintenance staff, for
example). Department Heads are responsible for decisions in this area.
Employees who do not meet the standards for appropriate business attire should
be counseled by their supervisors and may be sent home to change. It is the
supervisors responsibility to ensure that his or her staff presents a professional
appearance.
Inclement Weather
The company maintains the policy of remaining open during bad weather,
unless the severity of conditions and/or municipal or state government rulings
close the office. Employees should make every reasonable effort to get to work,
or continue working if already in the office, unless otherwise notified.
In the event we are forced to close, the company will make every effort to have
the details concerning the closing messaged to them. If an employee reports to

work and the plant is closed at the start of the shift, he or she will receive no
pay.
If operations are canceled after a shift has started, hourly employees will be paid
for the time worked, or two hours minimum, whichever is greater.
It is the responsibility of each employee to contact the plant in case of any doubt
regarding plant operations. Hourly employees who elect to leave early due to
nervousness over weather conditions will be paid for hours actually worked, but
will not otherwise be penalized in any way.
Workplace Threats and Violence
Nothing is more important to M.K. Sanghi group than the safety and security of
its employees. Threats, threatening behaviour, or acts of violence against
employees, clients, visitors, guests, or other individuals by anyone on company
property will not be tolerated. Violations of this policy will lead to disciplinary,
including dismissal, and may also result in arrest and prosecution.
No MBAS
One of the policies of the company is that they dont recruit MBAs. As
mentioned above the company strongly believes in efforts and hardwork they
are of the opinion that a person has to earn the position of the manager to work
at that position.

CONCLUSION:
The M.K. Sanghi Group is a company which has 4 other diversifications Gas
Manufacturing, Engineering and Export, Hospitality and Automobiles. They
strongly believe in the moto Per Ar Dua Ad Astra which means with efforts to
the stars. They believe that everyone should be given a chance to grow, learn
and develop ones personality and more over they must earn the position and
status they want in company.

EXPERIENCE:
Before we started working on this project M.K. Sanghi and Vitesse were just
names for us. We were very nervous the moment we stepped in the organisation
because it was then we came to know that since the HR manger was busy at that

very moment we were due to meet the CEO of the company. But once the
interview started we were totally at ease. The CEO of M.K Sanghi Group
Mr. Uday Shet and of Vitesse Pvt Ltd Mr. Rajan Masurkar answered our
questions very kindly. They treated us with great hospitality. It was great
learning experience for all of us.

INTERVIEW
1) Can you tell us something about your company?
-We are the M.K. Sanghi Group. It started in early 1920s, a young gentleman,
Motilal Sanghi from Jodhpur. We have 4 diversification:
Gas plant
Engineering and Export
Hospitality
Automobiles (Vitesse Pvt Ltd)
We (Vitesse) are the authorised dealers in Maruti cars in India.
2) How often do the other company place an order?
- We receive continuous orders from Maruti. As far as the orders for the gas
plant and steel etc is concerned we receive mostly from the companies which
are on the expansion stage.
3) Where are the different place where all this takes place?

- In Bhavnagar old ships are cut and melt that reconnect in channel and metal
there they have sold 150slabs. Ships like oil tankers the scraping takes place in
India and Bangladesh so they cater to them.
4) Where are all these things sent?
- 90% of these things are exported to Africa and Kenya.
5) How does recruitment and selection takes place?
-Recruitment and selection we feel is a very important process in the
organisation are both done on merits we don't higher MBA's. The process starts
with
Step 1: Identify Vacancy and Evaluate Need
Step 2: Develop Position Description
General Information
Position Purpose
Essential Functions
Minimum Requirements
Preferred Qualifications
Step 3 : Select Search Committee
Step 4: Review Applicants and Develop Short List
Step 5: Conduct Interview
Step 6: Finalize Recruitment

6) How does the training and development procedure work?

On-The-Job Training Methods- Here the recruits are under total
supervision of the superior.
Off the job training- Here the recruits are given a situation and are asked
to deal with the situation

In house training- Here the recruits are made to observe the working of
each and every department they will be dealing with.

7) Can you tell us something about the oraganisational culture?

- Per Ar Dua Ad Astra this line is the core foundation of M.K. Sanghi group.
It means With Efforts to stars. We believe that only with great efforts can an
employee perform his best. Company strongly believes in efforts and hardwork
they are of the opinion that a person has to earn the position of the manager to
work at that position.

Almost all the festivals are celebrated in the organisations.

The organisation conducts an annual function at the end of the year. Where they
award all the best performers of the year.
They also have an employee of the month award given every month.
A dress code is designed for shirt and trousers for men, and skirts and saries for
women, that has to be followed at all times.
Each employees work and productivity is credited against his/her name and
accordingly, performance oriented incentives are given on a monthly basis.

8) How do you handle employee conflicts?

- Basically, if there are employee conflicts, we first ascertain who was
responsible for the conflict, and try to find a solution therein.

9) What kind of action do you take?

- As long as its not a major conflict, both parties are given a warning to
improve and correct their errors.
If it is more severe in nature, and led to physical violence, a disciplinary letter is
issued or in extreme cases a law suit is filed. Also, CCTV footage is reviewed
and action taken to the extent of termination.

10) What are the HR Policies your company follows?

- We basically follow the general HR Policies like

Bereavement Leave: An excused paid absence of up to 3 days for missed work
time will be granted for purposes of arranging, attending and resolving personal
matters with regard to a death in your immediate family. The company will also
pay employees for time lost from work for up to one day for relatives beyond
the definition of immediate family.
Unpaid leave of absence for up to two weeks can also be taken in connection
with the death of a relative or close friend. Such absences needs the prior
approval of the employees supervisor and management.
Dress Code:
Proper business attire is expected for all employees. Examples of appropriate
dress include suits, dress slacks, skirts, dresses, sweaters, jackets and ties.
Inclement Weather
The company maintains the policy of remaining open during bad weather,
unless the severity of conditions and/or municipal or state government rulings
close the office. Employees should make every reasonable effort to get to work,
or continue working if already in the office, unless otherwise notified.
If we are forced to close, the company will make effort to have the details
concerning the closing messaged to them. If an employee reports to work and
the plant is closed at the start of the shift, he or she receives no pay.
If operations are cancelled after a shift has started, hourly employees will be
paid for the time worked, or two hours minimum, whichever is greater.
It is the responsibility of each employee to contact the plant in case of any doubt
regarding plant operations. Hourly employees who elect to leave early due to
nervousness over weather conditions will be paid for hours actually worked, but
will not otherwise be penalized in any way.
Workplace Threats and Violence
Nothing is more important to M.K. Sanghi group than the safety and security of
its employees. Threats, threatening behaviour, or acts of violence against
employees, clients, visitors, guests, or other individuals by anyone on company
property will not be tolerated. Violations of this policy will lead to disciplinary,
including dismissal, and may also result in arrest and prosecution.
No MBAS

One of the policies of the company is that they dont recruit MBAs. As
mentioned above the company strongly believes in efforts and hardwork they
are of the opinion that a person has to earn the position of the manager to work
at that position.
And I can say that all of us started as sales executive and its with efforts,
hardwork that we are what we are today. There was only one such instance
where we recruited a person directly for the manager level job but other than
that there were no such instance.