CHAPTERIZATION

Chapte TABLE OF CONTENTS Page

r’s ’s
--- Acknowledgement 02
A Executive Summary 03
B Objectives 04
C Research Methodology 05
1 Introduction 06
2 Management Development Programmes For Sr. Executives: 11
Overview
3 Basic Requisites and Ingredients of MDP are for 14
Senior Executives.
4 Introduction to Organization 19
5 Field study and Data tabulation
22
6 Analysis
34
7 Conclusion
36
8 Recommendations
----- Bibliography 37
------ Annexure( Questionnaire ) 38
------ Limitations 42
 ACKNOWLEDGEMENT
I am fortunate enough to study in National Law University, Jodhpur in the guidance of
the Management Faculty.

I am very thankful to Dr Leela Vadantam, for giving me such an important live project,
which can be made use of in the practice. This project work would never have been an
achievable task, had I not been under the great shelter of guidance of respected Dr. Leela
Vadantam, who helped me till the very last minute (at the oddest of hours) of the final dictate
and supported me summing up the work without whom this work would not have reached this
place.I wish to express my deep sense of gratitude to such a cheerful, energetic and enthusiastic
person.

Mentioning needs to be made of Manoj Sharma, HR manager, BHEL, New Delhi,

where I have carried out necessary field study for the project work. He has been very supportive
while replying to my questionnaire.

An ample use of various reference readings has been very frequently made while
compiling data for this project. I am very much grateful to the library staff of the university for
their unfailing co-operation.

And special thanks to Rajesh Kumar Varun, CS, BHEL, New Delhi for his Support
and Guidance.

Finally, I feel very much gratified to the administration of the National Law University,
Jodhpur for providing the uninterrupted accessibility to internet without which it is not possible
to imagine the completion of this project work.

At last but not the least, I express my sincere sense of gratitude to my Parents for their
blessings, that is always a source of Inspiration for me, and the Almighty without whom there
won’t be any existence of mine.

Amit Kumar
Kashyap.

NATIONAL LAW UNIVERSITY, JODHPUR Page 2

 EXECUTIVE SUMMARY
The generation of such dynamic leadership is the crucial concern of organizations, which occupy
the commanding heights in the Indian economy. This requires very efficient and effective
management of the process of growing executive leadership in the organizations and how well
this is accomplished today will determine the future of the organizations in the economy.

Executive development programs can be organized in various situations i.e. on-the-job or off-
the-job in the company or out side the company. It involves the use of many techniques e.g.
decision-making skills, interpersonal skills, job knowledge, organizational knowledge, general
knowledge by special courses, meetings, conferences, group discussion, seminars, get together
etc. These techniques of executive development program are deployed by executive trainers,
specialists, external trainers and educationists.

The First chapter Introduce about the subject under study, it clears some of relevant concepts
about managers and executives and there Development with putting some light on Executive
Development.
The Second chapter is devoted to examine the concept and importance of the Management development
for Senior Executives.

The Third Chapter reviews the basic requisites of MDP’s for senior executives and essential Ingredients.

The fourth Chapter gives brief introduction about the organization under study i.e. BHEL, New Delhi.

The fifth Chapter provides information about data collected from Field study

In the sixth chapter a detailed analysis and interpretation of the data available by the survey through
questionnaire and personal observation is provided in the modified and simplified way to fulfill the
Objectives of Research work.

The seventh chapter concludes the Research Project and last chapter provides Recommendations.

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 STATEMENT OF OBJECTIVES

 To study different categories of management development programs for executives.

 To study the role of management development programs in job affectivity.

 To analyze the benefits and outcome of MDP’s for organization.

NATIONAL LAW UNIVERSITY, JODHPUR Page 4

 RESEARCH METHODOLOGY
The research will be based on non-doctrinal method under which a field study will be carried out
to collect the primary data through questionnaires and interview of HR Manager of BHEL, New
Delhi. Use of secondary data in form of various facts and figures with respect to the framework
of MDP,s for Executives be resorted to whenever necessary.

The nature of the data that has been used in the project under study is both primary and
secondary in nature.

Primary data

Questionnaire, personal meetings, interview method with the concerned persons will be used to
collect the primary data.

Secondary data

Offer documents, fact sheets, news papers, magazines published from time to time and Internet,
Company sources.

Foot note style will be followed as given by National Law University, Jodhpur.

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 UNIT- I

INTRODUCTION

Managers are exposed to learning opportunities whilst doing their jobs, if this informal
learning is used as a formal process then it is regarded as management development.

The vitality of a business enterprise is largely dependent upon the vigorous men who manage.
Great organizers build great dream-like enterprises with their dynamic leadership.

“Take out my machine, take over my building and capital but leave my men, again I shall
become Henry Ford.” -Henry Ford

Management development programmes offer an opportunity to hone the skills of the practicing
mangers so that they can face the emerging challenges of the industry with confidence and push
their organization for achieving higher growth.1 The main objective of the management
development programmes is to provide insights into managerial concepts and techniques relevant
for formulating and implementing strategies in functional areas, and to improve the overall
perspective for decision-making by integrating functional and general management approaches.

The philosophy underlying these programmes is that Management is a rapidly growing and
diversifying area of competence and that every executive should continually expand and update
his/her knowledge, to remain at the peak of his/her profession. Our intensive short-term
programmes, during which the participants are exposed to the latest thinking and the newest
development in their field, provide executives with an opportunity to update themselves.2

Management Development Programmes for senior executive of company or organization are

also referred as Executive Development Programmes.

Managers

1
http://www.indiaedu.com/career-courses/management-development.html as visited on 21
aug 2008
2
http://www.xlri.ac.in/scripts/faq_listing.php?section='Management%20Development
%20Programme' as visited on 26 august 2008
NATIONAL LAW UNIVERSITY, JODHPUR Page 6
A classic definition is that “Leaders do the right thing and managers do things right.” A more
standard definition is usually something like “managers work toward the organization’s goals
using its resources in an effective and efficient manner.” In a traditional sense, large
organizations may have different levels of managers, including top managers, middle managers
and first-line managers.

Top (or executive) managers are

responsible for overseeing the whole
organization and typically engage in more
strategic and conceptual matters, with less
attention to day-to-day detail. Top
managers have middle managers working
for them and who are in charge of a major
function or department3. Middle managers
may have first-line managers working for
them and who are responsible to manage the day-to-day activities of a group of workers.

Note that you can also have different types of managers across the same levels in the
organization. A project manager is in charge of developing a certain project, e.g., development of
a new building.4 A functional manager is in charge of a major function, such as a department in
the organization, e.g., marketing, sales, engineering, finance, etc. (For example, see Program
Planning) A product manager is in charge of a product or service. Similarly, a product line
manager is in charge of a group of closely related products. General Managers are in charge of
numerous functions within an organization or department.

Executives as a term generally applies to those people or specific positions in top levels of
management, e.g., chief executive officers, chief operating officers, chief
financial officers, vice presidents, general managers of large organizations,
etc5. In large organizations, executives often have different forms of

3
www.managementhelp.org/mgmnt/defntion as visited on 1 sept. 2008
4
ibid
5
www.managementhelp.org/mgmnt/defntion.htm as visited on 23 august 2008.
NATIONAL LAW UNIVERSITY, JODHPUR Page 7
compensation or pay, e.g., they receive portions of the company's stock, receive executive-level
"perks, etc. Chief executives usually pay strong attention to strategic plans and organizational
performance, whether measured financially or from impact of services to a community. Many
people think of the Chief Executive Officer as heading up large, for-profit corporations. This is
not entirely true. The majority of businesses in the United States are small businesses, whether
for-profit or nonprofit. Their top executives could be called Chief Executive Officers.

Management Development refers to the activities involved in enhancing leaders', managers' and
supervisor's abilities to plan, organize, lead and control the organization and
its members. Consequently, many view the term "management
development" to include executive development (developing executives),
leadership development (developing leaders), managerial development
(developing managers) and supervisorial development (developing
supervisors).6 Management Development is best described as the process
from which managers learn and improve their skills not only to benefit
themselves but also their employing organizations.

Executive Education is the term used for programs at graduate-level business schools that aim
to give classes for Chief Executives and other top managers or entrepreneurs. These programs do
not usually end in a degree, although there is an ever-growing number of an Executive MBA
program that are very similar and offer a Masters of Business Administration upon completion of
the coursework.

Executive Development

(Today's organizations are changing dramatically. Successful change requires strong leadership
from top positions in the organizations. Therefore, writers often interchange use of the phrases
"leadership development" with "executive development". They are not the same. As noted above,
this is handy, but it can cause substantial confusion.)

6
ibid
NATIONAL LAW UNIVERSITY, JODHPUR Page 8
Executive development refers to the activities involved in enhancing one's ability to carry out
top-level roles in the organization. Some key skills for executives to have included understanding
the external environment of the organization, leadership, strategic planning, financial forecasting
and analysis, organizing, program planning and human resource management.7

Management Development Program for senior executives is the whole of activities aimed at
developing the skills and competencies of those that (will) have executive positions in
organizations. While "executive" and "manager" and "leader" is often used interchangeably,
"executive" is commonly used to signify the top 5% to 10% of the organization. Similarly,
"development" and "training" and "education" are often used as synonyms, however
"development" is generally seen as the most encompassing of the three in terms of activities that
build skills and competencies.8

While it is typical to find

organizations that have
dedicated corporate training &
development people and
processes, it is not always the
case that an organization will
have a dedicated executive
development set of activities.

In some organizations (typically large multi-nationals), there is a separate executive development

team, in other organizations executive development is handled as one of many activities by the
larger corporate training group, and in yet other scenarios there is no executive development
activity to speak of.

In contrast to other corporate training & development activities, which have as their core purpose
to build tactical skills for employees, executive development plays a different role for the
organization. Indeed some executive development is conducted for the purpose of building

7
http://www.mbauniverse.com/executive_education.php?pageId=9 as visited on 27 august
2008.
8
http://www.indiastudychannel.com as visited on 21 august 2008
NATIONAL LAW UNIVERSITY, JODHPUR Page 9
tactical skills (sometimes referred to as "hard skills" such as business fundamentals- finance,
marketing, operations and also "soft skills" such as communication and team building), yet
executive development is also used to evaluate future potential future executives as well as a
mechanism for the CEO and the executive team to cascade their strategies, goals, and even
elements of the culture to the rest of the management team and ultimately the organization. In the
best of cases, executive development not only helps an organization execute its key strategies, it
can also help provide input to the strategy creation process. 9

In this way, executive development is much more strategic than typical corporate training &
development which is used for most employees of an organization.

While executive development continues to become enriched by many approaches, one approach,
adult development and its subfield Positive Adult Development is beginning to create
opportunities for what has been essentially reserved for academic research to become an
increasing part of executive practices.

UNIT-II
MANAGEMENT DEVELOPMENT PROGRAMES FOR
SR. EXECUTIVES: AN OVERVIEW

Raining and development are Intentional efforts to improve current and future performance by
helping the employees acquiring Skill, Knowledge, and Attitude required to give competitive
Advantage. Management development is also part of Training and Development

9
Supra note 1
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Training is the formal and systematic modification of behavior through learning which occurs as
a result of education, instruction, development and planned experience, while Development is
any learning activity, which is directed towards future, needs rather than present needs, and
which is concerned more with career growth than immediate performance.10

What is Management Development?

Management development is a systematic process of growth and development by which the

managers develop their abilities to manage .So it is the
result of not only participation in formal courses of
instruction but also of actual job experience .It is
concerned with improving the performance of the
managers by giving them opportunities for growth and
development.11

Global economy is also experiencing increasing

clustering of some industries in the nations that have
achieved disproportionate worldwide success. This has
consequently resulted in swift changes in the business environment and the modern business
world demands quality, ethics and excellence, properly injected into the organization at the level
of person, process, product and services. To cope with these changes, core competency is
identified and leverage for success and all this is made possible through competitive, skilled and
professional executives. This kind of changing management requires training and development
i.e. executive development. Technical skills are less important whereas the conceptual skills are
especially important at the top level12.

Executive development should not be viewed just as a capital investment and asset building for
the future but also as a tool of employee motivation and retention. It helps contribute in job
satisfaction and creates new roles and functions for existing employees of the organization13.
10
www.nsph.gr/ecoman/word/humanresourcedevelopment.doc as visited on 12 sept.2008
11
thttp://www.cieman.com/index.php/management-development/ as visited on 2 aug.2008.
12
ibid
13
Supra note 10.
NATIONAL LAW UNIVERSITY, JODHPUR Page 11
Therefore, the basic purpose of executive development program is to promote managerial
performance by imparting knowledge, changing behavior and enhancing professional and
attitudinal skills. Hence the knowledge is the need of the 21st century due to changing business
environment not only in India but also globally.

It is a systematic process of growth and development by which managers develop their abilities
to manage.

Executive development may be referred as systematic process of growth and development by

which the managers develop their abilities and managerial skills to manage. It is the result of not
only participation in formal courses of instruction but also of actual job experience.14 Evaluation
of executive development programs literally means the assessment of value and work. Therefore,
evaluation of executive development program may be defined as an attempt to obtain feedback
on the effects of development program, which helps to improve future development programs on
the basis of current experience. The important tools of evaluation of executive development
programs are observation, rating, trainee survey and trainee interviews, job satisfaction, morale,
promotions, results of behavioral changes such as increased sales, increased productivity and
efficiency.

There is a need to develop professionalism among the executives in order to face the global
competitive environment. Hence, every organization has to ask what are the competencies that
contribute for the effectiveness of executives; their competencies used to be sharpened and this
needs appropriate training. Effectiveness itself helps in the achievement of organizational goals

Management Development Programs for senior Executives are referred as Executive

Development.

The term Executive Development is used essentially as an indication of a complex process of

“raising managerial ability in order to improve the effectiveness of management actions”.
Executive Development is the planned experience, guided growth and training opportunities

14
www.niceindia.com/qbank/MG1351_Principles_of_Management2.pdf as visited on 12 sept
2008
NATIONAL LAW UNIVERSITY, JODHPUR Page 12
provides for those who perform the management functions.15 This includes all members of
management from the president through all supervisory levels and staff personnel.

By executive development programs, an executive gets unprecedented growth and has come to
acquire an added relevance and a more central role in business operations and enterprise
management. These programmes prepare the candidate for Senior
Executive Services.

Development programs offer a window of opportunity and provides

a platform for young executive development professionals to
present innovative and new ideas that could further stretch the
envelope for executive development, besides also helping to devise
effective strategies for cracking perennial evaluation issues of the
development programs like retention and compensation patterns,
improvement in taking the managerial decisions and skills, value
creation in employee-employers relationships and bridging the generation and gender gap.

Some of the players in the field of executive Education are: Business schools, Nonprofit
organizations, Corporate universities, Foundations Trade associations, Consulting firms,
Freelance educators, Online learning companies.

UNIT-III
BASIC REQUISITS & INGRADIENTS OF MDP’S FOR
SENIOR EXECUTIVES
The concept of executive development program is not new to the world. It has flourished in the
US and produced magnificent outcomes. However, in our country, development program of
executives is still in its formative stages. The Indian mindset needs to change to adapt to this
practice. A limited number of organizations have made use of this development programs. It

15
en.wikipedia.org/wiki/Executive_development as visited 0n 12 sept. 2008
NATIONAL LAW UNIVERSITY, JODHPUR Page 13
needs to be understood that development program is not always a remedial measure but more of
a developmental technique. Executive development is to socialize the vision, values and mission
of an organization.
SENIOR executives play a vital and significant role in the upper echelons of management. The
efficacy of their performance will determine the success or failure of an organization. As an
executive moves vertically in an organization, a metamorphosis takes place at some point of time
in the scope and scale of his job. When it happens, it is a paradigm shift and a jump.16

There are some basic competencies which are very essential in Development aspect of senior
Executives and to outperform competitors. These 7 workplace competencies are:
1. Learning to learn;
2. Communication and collaboration;
3. Creative thinking and problem-solving;
4. Technological literacy;
5. Global business literacy;
6. Leadership development;
7. Career self-management.
For Executive development programs basically following methodologies are applied:
 Lesson by both in-house and guest faculty.

 Panel discussion to promote appreciation divergence of opinions and views.

 Case study.

 Films.

 Group discussion.

 Simulation exercise.

 Seminars.

 Moot Court and Mock Trial.

 Order and judgments writing practice.

16
www.economicstimes.com/june2408/ as visited on 22 aug 2008.
NATIONAL LAW UNIVERSITY, JODHPUR Page 14
 Practical demonstration.

 Problem solving exercises.

 Report Writing (Term Paper, Syndicate Paper)

 Group Work.

The important steps or ingredients of a management development programs are:

1. Analysis of Organizational Present and Development Needs

2. Appraisal of Present Management Talent

3. Inventory of Management Manpower

4. Planning of Individual Development Programs

5. Establishment of development Programs

6. Evaluation of the programs

Analysis of Organizational Present and development Needs:

The decision to launch a management development programs having been made, the next
thing to do is the close and critical examination of organizational present and future
developmental needs. We should know how many and what type of managers are required to
meet the present and future needs. An examination of the organizational structure in the light
of the future plans of the organization should help one know what the organization requires
in terms of functions, departments and executive positions.

Having got the above the information it is easy to prepare the descriptions and specifications
for all management positions which in turn, gives us the information as to the kind of
education, experience, training, special knowledge, skills and personal traits required for
each job..

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Appraisal of Present Management Talent:

In order to make the above suggested comparison, a qualitative assessment of the existing
management talent should be made and an estimate of their potential for development should
be added to that. Only then can it be compared with the projected required talent.

Inventory of Management Manpower:

This is prepared to have complete information about each executive in each position. For
each member of the management team, a card is prepared listing such data as name, age,
length of service, education, work experience, training courses completed, health record,
psychological test results and performance appraisal data etc. The selection of the individuals
for the management development programs is made on the basis of the kind of background
they possess. The management may set certain standards in terms of each of the above
factors mentioned on the cards to qualify for the management development programs.

Such information when analyzed discloses the strengths as well as the deficiencies of
managers in certain functions relative to the future needs of the organization.

Planning of Individual development Program:

Guided by the results of the performance appraisal which indicate the strengths and
weaknesses of each of his subordinates the executive performs this activity of planning of
individual development programs. Each of us has unique set of physical, intellectual,
emotional characteristics. Therefore, a development plan should be tailor-made for each
individual.

It would be possible to impart knowledge, skills and mould behavior of human beings, but it
would be difficult to change the basic personality and temperament of a person once he
reaches adulthood stage.

Establishment of Development Program:

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 It is the duty of the HR department to establish the well-conceived development
opportunities.

The HR department has to identify the existing level of skills, knowledge etc, of various
executives and compares them with their respective job requirements. Thus, it identifies
developmental needs and will establish specific development programs like leadership
courses, Management games, and Sensitivity training. The department may not be in a
position to organize development programs for executives at the top level as could be
organized by reputed institutes of management. In
such situations, top management deputes certain
individuals to the executive development programs
organized by the reputed institutes.

UNIT-IV
INTRODUCTION TO ORGANISATION

BHARAT HEAVY ELECTRICALS LTD.

BHEL is the largest engineering and manufacturing enterprise in India in the energy-
related/infrastructure sector, today. BHEL was established more than 40 years ago, ushering in
the indigenous Heavy Electrical Equipment industry in India - a dream that has been more than
realized with a well-recognized track record of performance. The company has been earning
profits continuously since 1971-72 and paying dividends since 1976-77.

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 BHEL manufactures over 180 products under 30
major product groups and caters to core sectors
of the Indian Economy viz., Power Generation &
Transmission, Industry, Transportation,
Telecommunication, Renewable Energy, etc.

BHEL has acquired certifications to Quality

Management Systems (ISO 9001),
Environmental Management Systems (ISO 14001) and Occupational Health & Safety
Management Systems (OHSAS 18001) and is also well on its journey towards Total Quality
Management.

BHEL's operations are organized around three business sectors, namely Power, Industry -
including Transmission, Transportation, Telecommunication & Renewable Energy - and
Overseas Business. This enables BHEL to have a strong customer orientation, to be sensitive to
his needs and respond quickly to the changes in the market.

BHEL's vision is to become a world-class engineering enterprise, committed to enhancing

stakeholder value. The company is striving to give shape to its aspirations and fulfill the
expectations of the country to become a global player.

The greatest strength of BHEL is its highly skilled and committed 42,600 employees. Every
employee is given an equal opportunity to develop himself and grow in his career. Continuous
training and retraining, career planning, a positive work culture and participative style of
management – all these have engendered development of a committed and motivated workforce
setting new benchmarks in terms of productivity, quality and responsiveness

FACTS

 Started in 1956 in Bhopal, India, today the company has 14 manufacturing plants and 150
sites in India and abroad.

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  BHEL has been conferred the status of a Navratna (nine jewels) company by the
Government of India.

 Ranks among the top 10 power equipment manufacturers in the world.

 Last year BHEL won the prestigious Golden Peacock award,

Registered Office:

BHEL House, Siri Fort, New Delhi - 110049, India.

Telephone : +91 11 26001010 (multiple lines)

Fax : +91 11 26493021; +91 11 26492534

UNIT-V
FIELD STUDY AND DATA TABULATION

This part of this little piece of work is the soul of the whole paper. I approached Mr. Manoj
Sharma, the Human Resource manager at New Delhi of Bharat Heavy Electrical Limited
situated at Siri Fort road, New Delhi for carrying out my field study.
I explained my topic to him and submitted my synopsis. He was very passionate listener. He
responded to all my questions and explained all quarries. The questionnaire attached as
“Annexure” was the chief tool for the field study. But total exercise consisted of an interview of
Mr. Manoj that I recorded based on the questions in the questionnaires and which was later
converted in questionnaire form for the analysis. The relevant extracts of the questionnaire based
interview of Mr. Manoj are as follows:

Q1} Sir, Can you briefly explain what is meant by executive development and what is its
significance?

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The term Executive Development is used essentially as an indication of a complex process of
“raising managerial ability in order to improve the effectiveness of management actions”
As senior executives engage other leaders in transforming the organization, two things happen:
the organization changes and leaders are developed. By combining leadership development and
organizational change, senior leaders get what they want: real change and better leadership.
Development programs offer a window of opportunity and provide a platform for executive
development professionals;
• To present innovative and new ideas that could further stretch the envelope for executive
development,
• To devise effective strategies for cracking perennial evaluation issues of the development
programs like retention and compensation patterns,
• Improvement in taking the managerial decisions and skills,
• Value creation in employee-employers relationships and bridging the generation and
gender gap. Development program gives the executives extra energy and motivation at work.
• The professionalism of its management and their ability is to create and re-create company’s
corporate values in the attitudes and behaviors of employees. This is a vital but intangible
element in the company’s continuing success

Q2} Why there is Need for training of senior executives?

As we steadily progress in the company, there is more need for a guiding force. Because with
every promotion the perspective widens, you meet more people and do more work. This training
prepares them for the change. Once you are interacting more, you need to build your team skills.
All managers aspire to become good team leaders but few succeed. We inculcate values of trust,
understanding, even try to get rid of fear, phobias and aggression." Sometimes, psychiatrists and
psychotherapists are invited to help the participants.

Q3} How many Training Programs for senior executives take place every year?

It varies from year to years, generally it reach up to 15 to 20 programs and about same number of
seminars and conferences are attended by executives externally

In BHEL we have 3-4 Seminars and conferences every month.

NATIONAL LAW UNIVERSITY, JODHPUR Page 20

Recently, we are going for Program on Permanent machinery of Arbitration for Legal
Department.

Q4} What is duration of Training Programs for senior Executives?

Basically In-house programs are for 5 to 7 days according to need of program. Some programs
are arranged outside are of 2 or 3 days which Include Conferences, Symposiums and Workshops
in Premier Management institutes and Industrial organizations like FICCI,CII,NASSCOM,
ASSOCHAM etc.

Q5} whether these programs are part of HR field or separate from main stream
Management function?

In the field of Human Resource Management, the training and development function is part of
rather than separate from mainstream management responsibilities, and plays a crucial role in
maintaining the high quality of a company’s employees. Executive development programs are
planned learning experience that teaches the executives how to perform their current as well as
future jobs more efficiently and effectively. Executive development programs are designed to
improve the organizational performance through enhancing knowledge and skills of the
executives It is essential that all the activities relating to executive development programs should
be in time with the specific needs of both the organization and the executives

Q6} Can you explain the basic frame work of Training programs conducted for senior
executives?

Training programs include general management, behavioral science and functional management.
For behavioral sciences, HRDI has specially trained some of its employees from the Institute of
Human Behavior and Allied Sciences, Delhi. "Our aim is to inculcate strong leadership
qualities," "because successful team leaders not only envision future goals and objectives, they
also enlist the support of others in achieving them. Managers, particularly at the top level, get so
engrossed in executing orders that they forget the other objectives."

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This particular program explains the prospects of future leaders, the difference between modern
and traditional leaders, style of leadership, also persuasion and politeness. Other aims are
creativity, goal setting, assertiveness, listening, and motivation. "Only when an individual is fully
developed himself can he transform the organization and make it successful." This is a well-
structured program for five days with lectures, case studies and sharing experiences.

We also follow guidelines of NATIONAL TRAINING POLICY FOR POWER SECTOR.

Q7} Is there any change in Trend of executive education pattern in your Organization?

For the past few years the focus of the executive development has been shifting from preparing
managers to fill higher level positions to preparing them to meet the challenges of managing in a
fast paced environment. Therefore, the emphasis is on developing a manager’s ability to learn
and make decisions under conditions of rapid changes. The ultimate aim of such development
program is of course, to enhance the future performance of the organization itself.

Q8} How MDP’s can be considered an Investment in Human Resource?

Executive development program is an investment in human resource with a promise of better

returns in future. A company’s executive development program pays dividends to the executives
and the organization by leads to enhance profitability and more positive attitude towards profit
orientation. It improves the job knowledge and skills at all levels of the organization. At last, the
researcher concluded that the executive development programs will return values to the
organizations in terms of increased productivity heightened morale, reduced costs, greater
organizational stability and flexibility to adopt the rapid changing business environment.
BHEL go for .05 % of Investment in Training and Development of Managers.

Q9} What is basic focus of Management development Programs for senior Executives?

The focus for Executive Development is Towards Development of Individual Potential

Leadership Styles and Management of Conflicts in Groups and Organizations. To make Manager
as Change Agent, Managing Strategic Change, Leadership Development, Improving there
Mentoring Skills, Action Development, Innovation Enhancement, Integrity and Ethics,
Maintaining Stakeholders relationships, budgeting and Cash-flow managements, stress

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management and Dispute Resolutions., Political sensitivity, Business and Commercial
awareness, Organization control, Team building, Communication and persuasion, Networking
and public relations

They are made to grip the quality of making balance between work life and personal life as the
senior executive have huge amount of responsibilities. That is more than personal life.

Q10} Does the organization arrange Management development programs for senior
Executives of different Departments in another way?
Yes, the BHEL arrange In-house and External Development programs for its Senior executives
differently.

For Different Department we have tie up with Institutions:

BIM, Tiruchchirappalli, NITIE, Mumbai, IIT Kharagpur, IIM Kolkata, XLRI, TISS, ILI Delhi,
DCE Delhi, NIT hamirpur etc.

Our Executive also goes to Talks and Symposiums arranged by Ministries of GOI, ISRO
DRDO, CIPET, Chennai

Q11} How does the HR department come to know about requirements of Training and
Development of senior executives?
Performance management identifies what are called "performance gaps", differences between
what an employee is accomplishing, and what we need the employee to accomplish. These gaps
should be linked to business results.

It so happens that the purpose of training is to reduce "gaps" -- gaps in skills (what the employee
needs to be able to do, and what the employee can do), or performance gaps.

So, the information from a proper performance management system is important in identifying
performance gaps, and then deciding whether training will reduce those gaps. In effect, the
performance management system serves to identify training needs and does so by referencing
business needs. Performance management is the starting point for determining relevant training,
not only for an individual employee but across the entire organization.

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So the process works like this:

Performance management identifies performance gaps --> Solutions for reducing performance
gaps are examined --> When training is indicated, further analysis results in more specific
specifications of what training is required and how it should be set up.

Development is training people to acquire new horizons, technologies, or viewpoints. It enables

leaders to guide their organizations onto new expectations by being proactive rather than
reactive.

Q12} What are benefits of Executive development does it plays any role in job affectivity.
Yes, definitely it has increased the efficiency of our leaders, after attending MDP with managers
of private Organizations in Premier Institutions with whom we have tie ups, our executive also
perform competitively and even work after office hours. And there are other associated benefits
that I have already told you, that help in doing job effectively.

He works as a good Motivator for his subordinates and also performs rapidly in uncertain events
where crucial decisions are required to be taken. Ultimately it transforms the work culture.

Our long history shows we never had any white collar crime in our organization this is due to
regular executive education on ethical issues in BHEL.

Effectively in job is also evident from the fact that our all units meet objectives in Time.

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 UNIT-VI
ANALYSIS
Analysis of the Research work is basically base on the data collected from field study. Further
has tried to correlate the data collected with theory and his personal experience during Internship
in BHEL in month of June and discussions with officers of BHEL on Telephone.

ANALYSIS 1- Different categories of management development programs for

executives.

India's largest engineering and manufacturing enterprise conducts regular training programs for
its executives to develop them into fulfilled individuals and effective managers. And also
complying with NTP for power sector.

By the analysis and interpretation of the data collected from the respondent it reveals that the
Executive Development in BHEL can be divided into two types

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 In House out House

1. Out house Training & development

This type include management development programmes conducted in institutions with whom
BHEL has tie up and in Organizations who sponsor MDP’s and Executive Training Sessions.
According to data collected from field study BHEL have tie ups with many institutions and also
send there executives to external organization.
BIM-Tiruchchirappalli has symbiotic relationship with BHEL since its inception in 1984BIM
conducts a number of Executive Development Programs for BHEL in the areas of Corporate
Finance, Marketing and Organizational Behaviour.
There are many Management development programs for premier institutes with whom BHEL
have collaborated and BHEL also send its executives to National and International Symposiums
for raising the global Knowledge of business.
The institutions where executives of BHEL are invited to attend symposiums and Conferences
are:
 FICCI
 CII
 ASSOCHAM
 NASSCOM
 ILI
 IIM, KOLKATA
 NITIE, MUMBAI
 SCOPE
 Ministries
 ISRO
 DRDO
 CIPET, Chennai

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2. In house Training and Development

BHEL has its own Human Recourse Development Institute which provides rigorous training to
its managers at each and every rank. The Institute provides Training in the field of Strategic
management, Contract management, Marketing management, Project management, Human
Resource management, Activity based costing, Performance management, Emotional
Intelligence, Values Laboratory, Human-process Laboratory, Leadership Development, Team
Building, Trainer Development, and other functional and behavioral areas of management.
To optimize the use of emerging information techniques in management, initiatives have been
taken to constitute three areas of excellence viz.
• Business development
• Organization development
• Technology development
At the Noida institute, senior employees are trained other managers are trained else where like in
Hyderabad. The centre has also collaboration with institutions for education on business ethics
and upliftment of moral values of senior executives. The Brahmakumaris being the HRDI
favorite. There are yoga and meditation classes to create harmony.
Today, even foreign companies recognize the need for emotional intelligence. More important
than the IQ or technical skills is the EQ. It ensures effective leadership The executive are also
given Tips about same. They are made to look into their goals, motivation, relationships,
communication and social skills.
In BHEL every month conferences are organized on recent power related Issues to Increase the
Knowledge of Executives relating to Emerging Issues.

Type of Programs which help in Executive Developments are:

Symposiums, Workshops, Certificate Programs, interactive meet, Executive Development
Programs, Seminars etc.

Basic focus is on soft skills like;

• Executive coaching,

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 • Leadership Development,
• Mentoring skills,
• Creativity and Innovation,
• Action Development,
• Strategically Thinking,
• Public Speaking,
• Negotiation Skills,
• Managing Peoples,
• Adaptation to Change,
• Integrity and Ethics
• Risk Management

• Development of Individual Potential

• Leadership Styles and Management of Conflicts in Groups and Organizations

• Stakeholder’s relationship management.

ANALYSIS 2- Role of management development programs in job affectivity.

Researchers Interpretation through available data is that in the past, a company’s assets were
more tangible; however, with the growth of the knowledge economy, much of a company’s
assets now reside in the technical and industry-specific expertise of its associates and executive
team. As a result, the search for a sustainable competitive edge led the organization to conclude
that the development of human resources and capabilities would be more difficult for
competitors to imitate.
• He is expected to be a jack of all trades, and master of a few

Executive education in MDP’s for top level managers’ plays a very significant role in
strengthening the base of organization. Executive education strives to enhance:
 The well-trained executive’s skill set,

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  Assertiveness,
 Strategic thinking, while
 Sharpening analytical skills,
 Communication strategies, and
 Leadership principles
According to the Interview it has following effects on job affectivity
 Behavioral change - inclination towards positive thinking.
 Increase in efficiency of Executives to play there respective roles. They need to
play the roles of goal setters, planners, controllers, coordinators, organization designers,
leaders, etc. Studies of what senior managers actually do at work led to the identification
of several distinctive roles such as the figurehead, leader, and liaison roles, monitor,
disseminator, and spokesperson roles, and entrepreneur, disturbance handler, resource
allocator, and negotiator roles.
 Previously the executives of BHEL does not stayed in department after 5 p.m but now the
trend has changed they work as competitively as private organizations managers and
work till they complete the task of day. Thus delay in work has reduced.

ANALYSIS 3- The benefits and outcome of MDP’s for organization.

Insight skills provide the learner with the ability to learn the right things from experience.
Developing disciplined and structured approaches to evaluating personal experiences generates
continuous learning. This desired outcome is consistent with the lifelong learning model…
Insight skills capture reflective qualities that require objectivity, facts, and the continuous search
for disconfirming evidence.

Insight skills illuminate the less-obvious solution and strategies, and often lead to thoughts,
ideas, and approach in stark contrast to reactionary and predisposed hypotheses that are often
biased by limited experience.
Benefit of executive education in the organization as interpreted by the researcher is towards:
(1) Gain a greater understanding of competition,

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(2) Expose executives to experts and information,
(3) Develop corporate culture,
(4) Provide networking opportunities,
(5) Provides a forum for discussion and ideas,
(6) Provide interaction with management,
(7) Provide education in a timely manner, and
(8) Complement other educational opportunities.
Other various benefits of MDP’s are that the Executives acquire a number of important skills,
Including:
 Strategic planning and thinking: The simulation involves the setting of objectives and the
development of a detailed plan of activities that are interconnected, time-phased, and
financially sustainable. In particular, strategic thinking requires an understanding of
tactical options and how one can skillfully select and coordinate these options in order to
achieve a desired objective;

 Management strategy: Managers who formulate strategy must be focused, flexible, and
fast; they must also be capable of recognizing fundamental shifts in business conditions.
Moreover, it is essential that the manager explore new possibilities by developing and
testing ideas, in both the company and the market, and that he/she is ready and able to
reallocate resources when conditions require the firm to move in new directions;

 Leadership, teamwork, and interpersonal skills: Participants who lead teams during
simulations must assess the team’s skills, organize the work, manage the work in process,
and reorganize as needed. This leader must help the team to become more cohesive,
create a sense of mutual commitment and trust, nurture the talents and capabilities of
team members, and help participants develop team skills. The simulation can be tense
because team members do not forget whose ideas were accepted and whose were not.
They also remember whose ideas helped the organization, as well as whose held it back
or even damaged its potential. In the end, simulations require all team members to
develop communication skills and learn the arts of negotiation and confrontation;

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 Budgeting and Cash-Flow Management: The management of resources usually translates
into the management of money. Cash-flow management is perhaps the most difficult
technical skill to master. One of the advantages of the simulation is that all decisions are
tied in to the income statement, balance sheet, and cash-flow statement. Oftentimes,
participants learn to carefully manage receipts and disbursements and to project their
cash-flow requirements several quarters into the future;
 Understanding and Delivering of Customer Value: Simulations can help participants gain
an understanding of how a particular component or service translates into a benefit for the
customer. Moreover, participants can experience the dilemma created when its products
are imitated by competitors and customer expectations shift upward. In the end,
participants should become proficient in understanding the market and responding to and
anticipating market needs.

 Evolution of leadership: Organizational politics is an undesirable and yet inevitable aspect of

corporate life, but not many senior executives are able to adjust and reconcile to this reality. It is
intriguing that even management thinkers and academic scholars seem to be shy of this subject.
Developing leadership skills is sine qua non for a senior executive. His leadership style must be
aligned to the strategic complexion of the company. The style may be different in a company
undergoing a major expansion, as against a company which is consolidating its activities, or
merely carrying on its current volume of business.

 Communication of vision: it becomes critical to project a clear vision, a picture of what

the company will look like in the distant future. It is the senior executive responsibility to
create and communicate such a vision, or an end state for an organization. At a senior
level, the number of employees an executive has to oversee is likely to be large and,
therefore, his interaction with them will be limited and indirect. Nevertheless, he is
charged with the task of motivating them. He must gain their loyalty and commitment for
the fulfillment of the company goals. Moreover, employee morale is usually an early
casualty to any structural transformation. MDP advance his communication with team.

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  Analysis of external environment and pronouncement: Senior executives should develop
a holistic understanding of the external economic environment, and the myriad changes
taking place therein. What does this involve? A complex environment warrants a
complex method of analysis. In large organizations, this competitive analysis is done by
specialist business planners. But the planners will only make available the findings and
conclusions of their study: It is the senior executive who must digest the gist and guide
further course of action. Executive education develops the decision making and
strategically thinking of Top level managers

 Development is a qualitative transformation into a higher state of being; it is a transition

to a new dimension of executive competence. It is the audacity and capacity to challenge
and change entrenched patterns of thought and behavior.

 Another benefit is that Executive becomes adept at the processes of analysis, planning,
execution, and control.

 Organization gets more effective decision-making and problem solving.

 Improves labor-management relations.

 Enhanced confidence, commitment & motivation

 Recognition, greater responsibility & pay improvements.

 Personal satisfaction, achievement and enhanced career prospects.

FUTHER, there are some more competencies which are improved and Refreshed
by Executive Training Which are as follows:
 Conflict Management
 Motivation

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  Stress Management
 Decision Making & other management principles
 How to become effective executive
 Dealing with Union / Associations
 Appraising performance.
 Delegation, control & Coordination
 Interpersonal relations

 Personality Development
 Work Life Balance

The outcome is that top management like CEOs discover that they often are better positioned to
communicate and implement corporate strategy, to build strategic unity throughout the company,
and to create a cadre of change agents. Business performance improvements measured in money
values, tracked back in part to and compared with full training and development costs. Education
on ethics helps in reducing White color crimes. Executive development leads to Innovation in
organization culture and business process re- engineering Initiatives.

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 UNIT-VII
CONCLUSION

Management Development Program is an in-depth professional intervention, which enhances

managerial functioning through multiple interactions with key executives, one-on-one or in
groups. Development is more effective when it includes senior level officials, as it then helps
change mind-set, and influence behavior throughout their organizations. It is customized to the
specific needs of employees, is based on on-the-job experience, has direct application to work
situations and thrives on the feedback of participants. The exercise involves continual guidance,
follow-ups and learning.

By doing an intensive study on the various parameters to evaluate the effectiveness of the
executive development programs the researcher concluded that the executives are the dynamic
life-giving element in a business.

The caliber and performance of managers will largely determine the success of a business. If the
business wants to improve the quality of its managers, it must make a considerable investment on
its human resource and introduce imaginative and systematic development schemes for them-in
which managers themselves play a crucial role. All enterprises need to devote great attention to
the continuous supply of their future managers, both functional and general.

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Management of most Indian companies which are striving to become major players in their
sectors are immersed in day-to-day issues and often do not devote adequate time and effort to
build long-term strength in their organizations. The executive developer or instructor is the
catalyst encouraging and supporting the CEO and his team to build an effective management.
Executive development program embodies professionalism in executives through correct,
deliberate and objective application of knowledge, skills and attitudes towards the
accomplishment of a set of objectives.

BHEL is major player in power sector. it is obvious that there is almost a consensus and Strategy
that proper and well prepared executive development program can assist in achieving the
sustainable growth rate personally and professionally, the image of which you can see in the
mirror of an organization as a drastic and balanced growth which shows a bright future and a
long journey for the organization and executives.

Executive development program is an investment in human resource with a promise of better

returns in future. A company’s executive development program pays dividends to the executives
and the organization by leads to enhance profitability and more positive attitude towards profit
orientation. It improves the job knowledge and skills at all levels of the organization. At last, the
researcher concluded that the executive development programs will return values to the
organizations in terms of increased productivity heightened morale, reduced costs, greater
organizational stability and flexibility to adopt the rapid changing business environment.

Change is the name of the game in which a senior executive is put to an acid test. The bad news
is that it has a beginning, but the end never seems to be in sight. There is an intrinsic danger that
people have a propensity to relax and turn complacent after the trauma of going through a
massive change programme. Like termite to timber, this malaise may not be transparent, until
much damage has already been done below the surface.

It is the will and skill to stay in and sustain the game, despite no respite, which will take the
company to the top; and then, to retain it there may be a different ball game altogether; but the
key player everywhere will be the senior executive

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 UNIT-VII
RECOMMENDATIONS

• Evaluation of training must be made a compulsory part of training.

• At present BHEL spends just about 0.05%. The expenditure on training must be increased in
order to improve its turn over.

• Executive Training in BHEL is not much advanced up to levels of Private firms Like TATA,
and Reliance there Mangers also go to foreign universities but there is no occasion of Foreign
education for BHEL executives.

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 BIBLIOGRAPHY

 Arthur, M., & Rousseau, D. (1996). A career lexicon for the 21st century. Academy of
Management Executive. (Web edition)
 McCall, M. (1998). High Flyers: Developing the Next Generation of Leaders. Boston:
Harvard Business School Press.

 Hoag, B. and Cooper, C.L. (2006) Managing Value Based Organizations: It's Not What
You Think.( e-book)

 www.wikipedia.com.

 www.themanagementor.com.

 www.hindubusinessnews.om

 www. books.google.co.in

 www.sunholidays.co.in

 www.eonomictimes.com
 www.coolavenues.com

 www.mbatuter.com

 www.training.seedinfotech.com

 www.high-impact-leaders.com

 www.careerbuilder.com

 www.bhel.co.in

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 ANNEXURE
Semi-structured questionnaire used in
interviews with HR Manager of the
respective Organization

1) Can you briefly explain what is meant by executive development and what is its
significance?

2) Why there is Need for training of senior executives?

3) How many Training Programs for senior executives take place every year?

4) What is duration of Training Programs for senior Executives?

5) Whether these programs are part of HR field or separate from main stream Management
function?

6) Can you explain the basic frame work of Training programs conducted for senior
executives?

7) Is there any change in Trend of executive education pattern in your Organization?

8) How MDP’s can be considered an Investment in Human Resource?

9) What is basic focus of Management development Programs for senior Executives?

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10) Does the organization arrange Management development programs for senior Executives
of different Departments in another way?

11) How does the HR department come to know about requirements of Training and
Development of senior executives?

12) What are benefits of Executive development does it plays any role in job affectivity.

LIMITATIONS

 As the BHEL is very big Organization to engage a meeting with HR manager was
very difficult job and he was not able to give much time to me.

 There was lack of time in field study as this project requires comprehensive
discussions with the Managers. And the rule of deemed attendance is already
scraped in the university, so, researcher was not able to give more time of field
visits.

 In BHEL pre analyzed data is not available with Organization on Executive

development Programs.

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