CONTENTS

CHAPTER NO
1

CONTENTS
Introduction of the Study
1. Industry Profile 2. Company Profile 3. About the Topic
4. Hypothesis

PAGE NO
10 11 13 16 21 22 23 24 25 26 31 32 33 33 34 36 111 117

5. Objectives of the Study 6. Need for the Study 7. Scope for the Study 8. Limitation of the Study 2 3

Review of Literature Research Methodology

1. Research Design 2. Sampling Technique 3. Methods of Data Collection 4. Statistical tools used for the study

4 5

Data Analysis and Interpretation Findings, Suggestion, & Conclusion Bibliography &Appendix

LIST OF TABLES
1

TABLE NO
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22

PARTICULARS
The table showing the industrys current phase of growth The table showing the size of the organization The table showing the employees adoptability towards implementation of IT programs The table showing the role of IT in the organization The table showing the recruitment sources The table showing the expectations from the candidates The table showing the attrition rate in the IT department The table showing the reasons for attrition in the IT department The table showing the % of employees receiving external training in the IT department The table showing the duration of training in the IT department The table showing the duration of training in the IT department The table showing the training challenges faced by the organization The table showing the sources improves the employees knowledge beyond training The table showing the areas organization gives training to the employees The table showing the training method used in the IT department The table showing the identification of the training effectiveness in the organization The table showing the broadband service provider to the organization The table showing the speed of broadband service used by the organization The table showing the platform of service used in the organization The table showing the method used for managing the software infrastructure in the organization The table showing the major challenge in IT quality The table showing the reasons for hardware and software

PAGE NO
38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80

4.23 4.24 4.25 4.26 4.27 4.28 4.29

failures The table showing the major security challenge The table showing the security measures taken by the organization The table showing the software up gradation year The table showing the hardware up gradation years The table showing the success rate of new technology The table showing the major challenge in changing the technology The table showing the relationship between the training methods used in the IT department and training challenges in the IT department The table showing the relationship between the IT employees adoptability towards IT programs and attrition rate of IT department The table showing the relationship between the training methods used in the IT department and success rate of the training in the IT department. The table showing the correlation between the role of IT in the organization and areas organization gives training to the employees.

82 84 86 88

90 92 95 99

4.30

4.31

103

4.32

107

LIST OF CHARTS
TABLE NO
4.1

PARTICULARS
The chart showing the industrys current phase of growth

PAGE NO
39

4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17 4.18 4.19 4.20 4.21 4.22 4.23 4.24

The chart showing the size of the organization The chart showing the employees adoptability towards implementation of IT programs The chart showing the role of IT in the organization The chart showing the recruitment sources The chart showing the expectations from the candidates The chart showing the attrition rate in the IT department The chart showing the reasons for attrition in the IT department The chart showing the % of employees receiving external training in the IT department The chart showing the duration of training in the IT department The chart showing the duration of training in the IT department The chart showing the training challenges faced by the organization The chart showing the sources improves the employees knowledge beyond training The chart showing the areas organization gives training to the employees The chart showing the training method used in the IT department The chart showing the identification of the training effectiveness in the organization The chart showing the broadband service provider to the organization The chart showing the speed of broadband service used by the organization The chart showing the platform of service used in the organization The chart showing the method used for managing the software infrastructure in the organization The chart showing the major challenge in IT quality The chart showing the reasons for hardware and software failures The chart showing the major security challenge The chart showing the security measures taken by the

41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 73 75 77 79 81 83 85

4.25 4.26 4.27 4.28

organization The chart showing the software up gradation year The chart showing the hardware up gradation years The chart showing the success rate of new technology The chart showing the major challenge in changing the technology

87 89

91 93

CHAPTER-1 INTRODUCTION

INDUSTRY PROFILE
INFORMATION TECHNOLOGY INDUSTRY:
6

Information Technology (IT) industry in India is one of the fastest growing industries. Indian IT industry has built up valuable brand equity for itself in the global markets. IT industry in India comprises of software industry and information technology enabled services (ITES), which also includes business process outsourcing (BPO) industry. India is considered as a pioneer in software development and a favorite destination for IT-enabled services. The origin of IT industry in India can be traced to 1974, when the mainframe manufacturer, Burroughs, asked its India sales agent, Tata Consultancy Services (TCS), to export programmers for installing system software for a U.S. client. The IT industry originated under unfavorable conditions. Local markets were absent and government policy toward private enterprise was hostile. The industry was begun by Bombay-based conglomerates which entered the business by supplying programmers to global IT firms located overseas. During that time Indian economy was state-controlled and the state remained hostile to the software industry through the 1970s. Import tariffs were high (135% on hardware and 100% on software) and software was not considered an "industry", so that exporters were ineligible for bank finance. Government policy towards IT sector changed when Rajiv Gandhi became Prime Minister in 1984. His New Computer Policy (NCP-1984) consisted of a package of reduced import tariffs on hardware and software (reduced to 60%), recognition of software exports as a "delicensed industry", i.e., henceforth eligible for bank finance and freed from license-permit raj, permission for foreign firms to set up wholly-owned, export-dedicated units and a project to set up a chain of software parks that would offer infrastructure at below-market costs. These policies laid the foundation for the development of a world-class IT industry in India. Today, Indian IT companies such as Tata Consultancy Services (TCS), Wipro, Infosys, HCL et al are renowned in the global market for their IT prowess. Some of the major factors which played a key role in India's emergence as key global IT player are: Indian Education System The Indian education system places strong emphasis on mathematics and science, resulting in a large number of science and engineering graduates. Mastery over quantitative concepts coupled with English proficiency has resulted in a skill set that has enabled India to reap the benefits of the current international demand for IT. High Quality Human Resource Indian programmers are known for their strong technical and analytical skills and their willingness to accommodate clients. India also has one of the largest pools of English-speaking professionals. Competitive Costs The cost of software development and other services in India is very competitive as compared to the West. Infrastructure Scenario
7

Indian IT industry has also gained immensely from the availability of a robust infrastructure (telecom, power and roads) in the country. In the last few years Indian IT industry has seen tremendous growth. Destinations such as Bangalore, Hyderabad and Gurgaon have evolved into global IT hubs. Several IT parks have come up at Bangalore, Hyderabad, Chennai, Pune, Gurgaon etc. These parks offer Silicon Valley type infrastructure. In the light of all the factors that have added to the strength of Indian IT industry, it seems that Indian success story is all set to continue.

COMPANY PROFILE

INTRODUCTION: We are a socio-commercial organization, working based on the ideology of knowledge freedom. Winways Group is engaged in well-defined knowledge based business concepts having adherence

to open knowledge principles. We strongly believe in freedom of knowledge. We support sharing of intellectual resources. We are actively involved in research, execution, sharing and collective enhancement of knowledge systems such as software development, education, publishing and other knowledge based services. We work for justified commercial opportunities; but the blanket of IPR will not cover our workings. Like any world-class service organization, we do have all systems and structures to extend dependable solutions and services to our clients. Winways is operating in the areas of Open Source/Linux Solutions, Web Solutions, Training, Human Resource and Publishing. Our divisions are strategically positioned as independent, domain focused business units with clearly defined brand identity. VISION STATEMENT: To become a highly valued and ethically dependable, Intellectual Resources Management company, recognizable by the highly placed global organizations.

Explanation for the Vision Statement Highly valued means higher brand reputation. Ethically dependable means quality, integrity, honesty and customer centric. Recognizable means penetration through marketing excellence. Highly placed means top ranking. IT enabled Intellectual Resources Management means Winways will always focus on business concepts based on the brainpower enriched by Information Technology. Mission Statement Offering solutions by converging the thoughtfully derived Intellectual Resources with the available technological resources in order to produce synergic results for the clients, at ethically justified investments and working with them continuously as intellectual partners, in progress.

Explanation for the Mission Statement Converging means the right blend of ideas and technology. Synergic Results means, producing outputs that are excellent in nature with high productivity orientation. Ethically Justified means, maintaining ethical standards in pricing, quality, support any other relationship terms. Continuously in progress means, l continuously working with clients to make sure that the investment made by them is justified and ensuring productivity.

Our Commitment Every member of Winways will constantly work for emotional and rational satisfaction of our clients, team members, share holders, business associates, facilitators and any other form of relationship with the true thought of sincerity. Management Philosophy The greatest asset for the organization is people. Empathy is the key thought process in personal relationships. Enrichment of human relations with positive attitudes would take care of all other aspects of the organization. Quality Policy We are committed to deliver quality products and services, on time and within justified investments of the clients. We shall always give topmost priority to the expectations and rights of the client in every business transaction. We shall put committed efforts to offer not just service but overwhelming service in terms of quality, performance, delivery schedule and value for money. Our satisfaction is to make the client feel proud in ownership of Winways products and services and Winways becomes their undisputed Choice for repeat business. We shall continuously concentrate on improving our quality standards and productivity. We shall achieve the reputation for quality by means of integrity, honesty, self-respect, courtesy, transparency and empathy towards customers, suppliers, employees, investors competitors and any others concerned. Message of Logo

? The name Winways suggests that the entire organizational system is thinking, acting and living with Positive Attitude in all aspects. Positive Attitude is nothing but Winning Ways. ? The Sun Flower represents the Flexibility Nature of the management system to adopt to the changing trends and conditions. ? The Blossoming Position of the Sun Flower represents the Everfresh Visionary Thoughts for an upwards growth. ? The two Upper Petals represent the Quality and Innovation, the core ingredients in all our solutions. ? The two Lower Petals represent Customer Confidence and Investor confidence, which are the lifelines of the organization. ? The Red Head on the alphabet I represents the Positively Synergic and Ethically Principled mindset of every individual who builds the organization.

10

ABOUT THE TOPIC

Strategy is defined as the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out those goals' Chandler(1962)

11

Strategy is a process and could be considered in fewer than three stages. These are: strategic analysis; this is the stage where through analysis the strategist identifies the opportunities threats, strengths and weaknesses in the environment; the strategic formulation stage, where a choice is made and the strategy implementation stage is the stage where the strategy is translated into action. Implementing a strategy or strategy implementation is defined as 'the translation of strategy into organisational action through organisational structure and design, resource planning and the management of strategic change'.

Analysing the definition, it becomes obvious that strategy implementation is somewhat complex. Therefore, the successful implementation of a strategy would be how well the various components in carrying it out are successfully integrated and interact.

To identify significant problems encountered in implementing a new strategy in a business, a critical look at the components to be applied in implementing the strategy would be a good pointer. These are considered below: Organisational structure and design; and strategy implementation; translating the strategy into organisational action by using the structure of the organization will also be dependant on the type of structure in use in the organization. This is so because the needs of a multinational organization are different from those of a small business. It is also possible that the extent of devolution or centralisation can influence strategy implementation. For example using a matrix structure which often takes the forms of product and geographical divisions or functional and divisional structures operating in tandem; the time taken for decisions to be made may be much longer than in more conventional structures. The organisational structure and design aspect of the strategy implementation deals with how the human resources in the organization are mobilised and organised to bring about the corporate strategy. The main significant problems encountered through the usage of organisational aspect in strategy implementation is the fact that most of the employees can leave the firm if they feel that they are being 018used019 in actual fact if they are not motivated. This is particularly so where the CEO or senior management imposes the strategy on the employees.
12

Another problem encountered here is the way and manner information is passed down or up the ranks. If there is a blockage which impedes the flow of information processes it means that decisions would be made based on outdated or obsolete information. This can be solved by devolving the central command for easy flow of information among all rank and files especially in implementing a new strategy in a business. Recognition must be given to organisational structure and designs set up where operational and strategic decisions are made, there should be compromise if implementing a new strategy will succeed in any business.

The next aspect in strategy implementation- resource planning sets out resources and competences need to be created. It deals with the identification of resources needed and how those resources will be deployed and controlled to create the competences needed to implement the strategies successfully. This resource configuration is dependent on: protecting unique resources i.e. where a strategy depends on the uniqueness of a particular resource such as patent; and it must be protected; by legal means; fitting resources together, (mix resources to create competence) business process re-engineering (to create a dynamic improvement in performance) and exploiting experience by learning and improving continuously to improve competence.

One of the major problems of strategy implementation as a result of resource planning is a failure to translate statements of strategic purpose, such as gaining market share into critical factors that will make the purpose achievable and ultimately achieved. This a critical success factor analysis can be pursue as a start in resource planning. For example a definite timetable might be needed for an organization trying to introduce, say a new product for Christmas. A detailed examination of the timing has to be done if production and its marketing would be a success; as well as the allocation of funds for this undertaking. The problem here is that due to the nonuniformity in the times needed for the various activities, it is difficult to know where to start.

13

Scholes et al (1999) writes that the circularity of the problem is quite usual in developing a plan of action, and raises the question of where to start- with a market forecast, an available level of funds, a production-level constraint, or what? The answer is that it may not matter too much where the starting point is, since the plan will have to be re-worked and re-adjusted several times. A useful guideline is to enter the problem through what appears to be the major change area. An organization planning new strategies of growth may well start with an assessment of market opportunity. Someone starting a new business may will begin with a realistic assessment of how much capital they might have available.

Critical path analysis is recommended for strategies which have detailed planning of implementation. Another problem envisaged is the conflict arising among departments on the allocation of funds especially where money is involved in the implementation of the new strategy.

The next component in the implementation stage of the strategy is the management of strategic change. It is widely accepted that strategic change builds on four underlying premises:

1. 2. 3. 4.

There is a clear view within an organization of the strategy to be followed. Change will not occur unless there is a commitment to change The approach to managing strategic change is likely to be context dependent. Change must address the powerful influence of the paradigm and cultural web on,

the strategy being followed by the organization.

There are two types of change -incremental change-which merely builds on the skills, routines and beliefs of those in the organization, so that change is efficient and likely to win their
14

commitment, and transformational change-which requires the organization to change its paradigm over time. It could be a change in routine ('the way of doing things around here'). It could also be a change in strategy that will necessitate the change. Although the implementation of strategy concerns the changing aspect of organization structure, control systems and resource planning which does affect the day-to-day operations of members of the organization; people's behaviours and perceptions may not have changed.

To effect a successful strategy implementation, management must also adopt appropriate styles to manage the change processes. For example, it there is a problem in managing change based on misinformation, or lack of information, education and communication style will be used. This involves the explanation of the reasons for and means of strategic change. Collaboration or participation involving those who will be affected by strategic change in the identification of strategic issues; intervention, direction and coercion styles.

Associated with management of strategic change is the problem of change management. It becomes absolutely difficult to manage the change which comes about as a result of the implementation. For example some managers will lose their position as a result of the change (delayering) others might be made redundant as a result of do upsizing others might still lose their job titles or position which they cherished most as a result of business process re-engineering. This will demotivate the staff and the organization may lose some competent staff. Others may have to be retrained to take up new positions or demoted if they are to remain in the organization. This kind of problem can be avoided if management adopts a participatory style of leadership and get the staff involve from the formulation to the implementation stages of the strategy.

In conclusion, it could be expedient to point out that just as there are numerous definitions of strategy, its implementation style might differ and so might its attendant problems and solutions. Nevertheless, since implementation involves the controlling of others behaviours and sometimes

15

perceptions and culture, most problems would be human-related and probably possible solutions would be dependent on management style and behaviour of the leadership in terms of structure and availability and allocation of resources.

HYPOTHESIS
There is no relationship between training method used in the IT department and training challenges faced by the organization in the IT department. There is no significant difference between IT department employees adoptability towards IT programs and attrition rate of IT department. There is no significant difference between training method used in the IT department and success rate of the training in the IT department. There is no relationship between role of IT in the organization and areas organization give training to the employees.

16

OBJECTIVES OF THE STUDY

To identify problems faced by the non-IT companies in the IT department. To analyze the reasons behind the problems. To suggest the right solutions to the non-IT companies to implement effective IT

17

NEED FOR THE STUDY

In the modern world every organization requires IT solution to improve efficiency and reduce cost. But many non-IT companies face different challenges to implement effective IT department. So the research has to be conducted to identify the problems and suggest solution to the problem

18

SCOPE OF THE STUDY

The research is focused on the IT department problems at non-IT companies with respect to the problems of recruitment, training, infrastructure, technology, reporting, financial and IT quality and security.

To implement virtual organization in future.

19

LIMITATIONS OF THE STUDY

The study doesnt considers whether other departments in the organizations affect the IT department The study is limited to Madurai city due to insufficient duration of research study.

20

 As the sample size is 50.The finding may not be generalized.

.

CHAPTER-2
21

REVIEW OF LITERATURE

REVIEW OF LITERATURE
Special Project, Challenges of IT Implementation - Presentation Transcript
Special Project - BUSA 519: Challenges of IT implementation Tonje Hovland Berntsen

1. Technology Implementation o Two dominating economic trends: Globalization Commoditization o Successfully implementation of new technology is essential for companies to survive in todays markets

22

The interest in external sources of technology is increasing

2. Challenges of Implementing new IT o Constant and rapid change in technology Technological bases are changing rapidly and unpredictably Number of technologies has experienced a huge increase o Implement technologies that will o work well together Mismatching technologies may end up with products that will not meet its intended purpose

3. Challenges of Implementing new IT o Customers preferences and needs are always changing Change the products as customers preferences are changing Product life cycles will be shorter o Employee challenges Employees need continuous training opportunities Management must provide technology support that is up to date

4. Challenges of Implementing new IT o Easy to duplicate other companies One method for success Every company is unique and has different needs might not be right for everybody o Changes in the companies processes Implementing new technology means changes in the way they do business Both the management and the employees of the company need to adjust to those changes

5. Challenges of Implementing new IT o Bringing the customers along with the implementation of the new IT Customers also need to adjust to the changes following from the implementation o Unclear strategy
23

A successful implementation requires a clear and well-planned strategy Everybody in the company needs to be understand the strategy and be well-informed about it

6. Challenges of Implementing new IT o Expectations of the technology implementation Expect that technology will immidiately increase efficiency without any roadblocks In reality, there is a learning curve that people need to face, that involves several roadblocks and challenges

7. Recommendations o To properly prepare the emploees will help to better deal with the changes and adjustments from implementation Good communication between employees and management Proper and continiuous training and support Flexibility and availability from the management o The eight step model for companies to identify and implement external technologies that will meet their needs and lead to success

8. Recommendations The eight step model (Chatterji, 1996): 9. Recommendations: The Eight Step Model o Step 1 and 2 is about doing research within the company and make an overall plan for what, when, where and how o Step 3 and 4 is about searching for the right technologies to implement o Step 5 addresses how and when the technology would be integrated into the business o Step 6 and 7 is about the negotiation process and how to be able to work together o Step 8 ensures learning and improvements, and is the key to long-term business success o All eight steps in the model are essential for the companies to successfully implement a new technology. Each step has different practices and approaches for succeeding.

10. Recommendations

24

Making the right game plan and choosing the right technologies that fit the company is essential for success Develop an approach to implement the technologies that fit the companys needs and gives the most advantages Choose matching technologies depending on the companys needs and goals o Focus on efficiency and effectiveness Efficiency is doing the thing right Effectiveness is doing the right thing
o

11. Recommendations: Efficiency and Effectiveness Process of a technology product life cycle (Goyal, 2006): o Efficiency and effectiveness from the perspectives in the model above are needed to successfully implement new technology o Efficiency and effectiveness need to be combined. Efficiency is not sufficient without the effectiveness and vice versa. To get the full use of the aspects the company needs to focus on both

12. Recommendations o Use knowledge management as a tool to help the companies to succeed A process where companies can generate value from their intellectual and knowledge-based assets Integrates leadership, organizational processes, business processes and technology. o Managers need to believe in what they do and not be afraid to fail Managers need to be positive, strong and inspiring need to be ready for a Implementation rarely happens without any problems try-and-fail method

13. Recommendations o Adopting an open innovation approach This gives companies the opportunity to find information, knowledge and technology outside their boundaries Opportunity to find ideas and recommendations from other persons that are not employees. Important to remember that not all the smart persons are working in one company This approach allows companies to adopt technology from external sources Open innovation will provide companies with information about the market and the customers which will help them to be successful and up-to-date

25

14. Recommendations o Make customers follow along through: Listening to the customers Engaging the customers Informing and teaching the customers o Managers need to make a clear strategy that is known and practiced by all the employees

15. Conclusion o Companies are facing many challenges when they are implementing new technologies, but there are many tools that can help them get past these challenges o Implementing new technologies is necessary for companies to survive in today's global and competitive markets o To successfully implement new technologies will give the company many advantages and will lead them to success

26

CHAPTER-3 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY
Introduction: Research refers to the search for knowledge. It can also be defined according to Clifford woody research companies of defining and redefining problems formulating hypothesis or suggesting data making deduction and reaching conclusions and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. Research methodology is a way to systematically solve the research problem. It may too systematically as a science of studying how a research is done scientifically. In it we study the various steps that are generally adopted by researcher in studying his research problem along with the logic behind them

27

Research Design: The formidable problem that follows the task of defining the research problem is the preparation of design of the research project, popularly known as Research Design. Decisions regarding what, where, how much, by what means concerning an inquiry or a research study constitute a research design. A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. Type of Research Type of research used in the study is Descriptive. Descriptive research is used to obtain information concerning the current status of the phenomena to describe "what exists" with respect to variables or conditions in a situation. The methods involved range from the survey which describes the status quo, the correlation study which investigates the relationship between variables, to developmental studies which seek to determine changes over time.

The Universe: From a statistical point of view, the term Universe refers to the total of the items or units in any field of inquiry. The Universe can be finite or infinite. This study covers the finite Universe of 10000 non-IT companies in madurai.

Sampling design: A sample design is a definite plan for obtaining a sample from a sampling frame. It refers to the technique or the procedure the researcher would adopt in selecting some sampling units from which inferences about the population is drawn.

28

Sample Size: This refers to the number of items to be selected from the universe to constitute a sample. Sample size for the study includes 50 companies. Sampling technique: The process of selecting sample is called sampling technique.

Type of sampling technique used: Sampling technique used here is Convenience Sampling. Convenience sampling is a non-probability sampling technique where subjects are selected because of their convenient accessibility and proximity to the researcher. The subjects are selected just because they are easiest to recruit for the study and the researcher. This sampling technique is fast, inexpensive, easy and the subjects are readily available.

Data collection: Sources of Data: Primary Data Secondary Data

Primary Data: The Data observed or collected directly from first-hand experience. The primary data was collected by interviewing 50 companies IT department personnel with the help of standard and detailed questionnaire Secondary Data:

29

Published data and the data collected in the past or other parties are called secondary data. Data for the study was collected through Company websites, previous projects, Books and other websites. STATISTICAL TOOLS: Statistics is the science of the collection, organization, and interpretation of data. It deals with all aspects of this, including the planning of data collection in terms of the design of surveys and experiments. The study involves the following statistical tools for analyzing the research data: Percentage analysis: It is the method to representative raw streams of data as a % for better understanding of collected data. Percentage of respondents = No of respondents 100

Total no respondents

Chi-Square: It is a quantitative measure used to determine whether a relationship exists between two categorical variables.

Formula: 2 = (O-E) 2/ E Where 2 is the Chi-square statistics, O is the observed frequency and E is the expected frequency. Where E = Row total * Col total / No of observations Karl Pearsons correlation: Pearsons correlation coefficient is also known as Karl Pearsons correlation coefficient. It is a measure of linear relationship between two variables. It lies between -1 and +1. The closer it is to 1(or -1), the stronger the positive (or negative) linear relationship between the two variables. If it is close to 0, there is no linear relation. The correlation coefficient r (also called Pearson's product moment correlation after Karl Pearson) is calculated by

30

ANOVA: Analysis of variance is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form ANOVA provide a statistical test of whether or not the means of several group are all equal, and therefore generates t-test to more than two groups. ANOVAs are helpful because they possess an advantage over a two sample t-test. Doing multiple two sample t-tests would result in an increased chance of committing a type I error. For this reason, ANOVAs are useful in company two, three or more means.

CHAPTER-4

31

ANALYSIS AND INTERPRETATION

PERCENTAGE ANALYSIS

Percentage Analysis Method:

Percentage refers to a special kind of ratio; percentage is used in making comparison between two or more series of data percentage are used o describe relationships between attributes. Percentage of respondents = (No. of Respondents / Total No. of Respondents) * 100.

32

INDUSTRYS CURRENT PHASE OF GROWTH

The following table showing the industrys current phase of growth which is categorized in to Embryonic, growth, maturity, and decline.

Table No: 4.1

33

Industrys current phase of growth Embryonic Growth Maturity Decline Total

Frequency

Percent

13 21 15 1 50

26 42 30 2 100

Inference:

From the above table we come to know that 26% of respondent concerns are in embryonic stage, 42% of respondent concerns are in growth stage, 30% of respondent concerns are in maturity stage and 2% of respondent concerns are in decline stage.

INDUSTRYS CURRENT PHASE OF GROWTH

The following chart showing the industrys current phase of growth which is categorized in to Embryonic, growth, maturity, and decline.

CHART No: 4.1

34

SIZE IF THE ORGANIZATION

The following table showing the size of the organization which is categorized in to tiny, small, medium and large.

Table No: 4.2

Size of the organization Tiny Frequency 13 Percent 26

35

Small Medium Large Total

14 14 9 50

28 28 18 100

Inference:

From the above table we come to know that 26% of respondent concerns are in tiny, 28% of respondent concerns are small, 28% of respondent concerns are medium size and 18% respondent concerns are large size.

SIZE IF THE ORGANIZATION

The following chart showing the size of the organization which is categorized in to tiny, small, medium and large.

CHART No: 4.2

36

EMPLOYEES ADOPTABILITY TOWARDS IMPLEMENTATION OF IT PROGRAMS

The following table showing the employees adoptability towards implementation of IT programs which is categorized in to very high, high, medium, low, very low.

Table No: 4.3

37

EMPLOYEES ADOPTABILITY TOWARDS IMPLEMENTATION OF IT PROGRAMS VERY HIGH HIGH MEDIUM LOW VERY LOW TOTAL

Frequency

Percent

18 16 10 3 3 50

36 32 20 6 6 100

Inference:

From the above table we come to know that 36% of respondent concerns has very high, 32% of respondent concerns has high, 20% of respondent concerns has medium 3% respondent concerns has low, and 3% of respondent concerns has very low employees adoptability towards implementation of IT programs.

EMPLOYEES ADOPTABILITY TOWARDS IMPLEMENTATION OF IT PROGRAMS

The following chart showing the employees adoptability towards implementation of IT programs which is categorized in to very high, high, medium, low, very low.

CHART No: 4.3

38

ROLE OF IT IN THE ORGANIZATION

The following table showing the role of IT in the organization which is categorized in to communication, data warehouse, enhancing the efficiency, and website management,

Table No: 4.4

ROLE OF IT COMMUNICATION DATA WAREHOUSE ENHANCING THE Frequency 15 14 17 Percent 30 28 34

39

EFFICIENCY WEBSITE MANAGEMENT TOTAL

2 50

4 100

Inference:

From the above table we come to know that 30% of respondent concerns using IT for communication 28% of respondent concerns using IT for data warehouse, 34% of respondent concerns using IT for enhancing the efficiency and 2% of respondent concerns using IT for website management.

ROLE OF IT IN THE ORGANIZATION

The following chart showing the role of IT in the organization which is categorized in to communication, data warehouse, enhancing the efficiency, and website management,

CHART No: 4.4

40

RECRUITMENT SOURCES
The following table showing the recruitment sources which is categorized in to campus, consultant, walk-ins, advertisement, job fairs, job portals, reference, and others

Table No: 4.5

41

RECRUITMENT SOURCES CAMPUS CONSULTANT WALK-INS ADVERTISEMENT JOB FAIRS JOB PORTALS REFERENCE OTHERS TOTAL

Frequency 5 8 10 6 7 3 10 1 50

Percent 10 16 20 12 14 6 20 2 100

Inference:

From the above table we come to know that 10%, 16%, 20%, 12%, 14%, 6%, 20%, and 2% respondent concerns are respectively using campus, consultant, walk-ins, advertisement, job fairs, job portals, reference, and others for recruitment.

RECRUITMENT SOURCES
The following chart showing the recruitment sources which is categorized in to campus, consultant, walk-ins, advertisement, job fairs, job portals, reference, and others

CHART NO: 4.5

42

EXPECTATIONS FROM THE CANDIDATES

The following table showing the expectations from the candidates which is categorized in to qualification, experience, leadership qualities, innovation skill, and others.

Table No: 4.6

EXPECTATIONS FROM THE CANDIDATES

Frequency

Percent

43

QUALIFICATION EXPERIENCE COMMUNICATION SKILL LEADERSHIP QUALITIES INNOVATION SKILL TECHNICAL SKILL OTHERS TOTAL

8 11 9 6 7 7 2 50

16 22 18 12 14 14 4 100

Inference:

From the above table we come to know that 16%, 22%, 18%, 12%, 14%, 14%, and 4% respondent concerns are respectively expecting qualification, experience, leadership qualities, innovation skill, and others from the candidates.

EXPECTATIONS FROM THE CANDIDATES

The following chart showing the expectations from the candidates which is categorized in to qualification, experience, leadership qualities, innovation skill, and others.

CHART No: 4.6

44

EMPLOYEES ATTRITION RATE

The following table showing the attrition rate in the IT department which is categorized in to 10-20%, 21-30%, 31-40%, 41-50% & above 50%

Table No: 4.7

45

Employees attrition rate 10-20% 21-30% 31-40% 41-50% ABOVE50% TOTAL

Frequency 15 17 9 4 5 50

Percent 30 3 18 8 10 100

Inference:

From the above table we come know that 30%, 3%, 18%, 8%, and10% respondent concerns has 10-20%, 21-30%, 31-40%, 41-50% & above 50% of attrition rate in the IT department.

EMPLOYEES ATTRITION RATE

The following chart showing the attrition rate in the IT department which is categorized in to 10-20%, 21-30%, 31-40%, 41-50% & above 50%

CHART No: 4.7

46

REASONS FOR ATTRITION

The following table showing the reasons for attrition in the IT department which is categorized in to better prospects in the IT concern, lack of satisfaction, compensation, stress and others

Table No: 4.8

47

Reasons for attrition BETTER PROSPECTS IN IT CONCERN LACK OF STATISFACTION COMPENSATION STRESS OTHERS TOTAL

Frequency 21 10 9 7 3 50

Percent 42 20 18 14 6 100

Inference:

From the above table we come to know that 42%, 20%, 18%, 14%, and 6%, respondent concerns respectively better prospects in the IT concern, lack of satisfaction, compensation, stress and others reasons for attrition.

REASONS FOR ATTRITION

The following chart showing the reasons for attrition in the IT department which is categorized in to better prospects in the IT concern, lack of satisfaction, compensation, stress and others

CHART No: 4.8

48

% OF EMPLOTEES RECEIVING EXTERNAL TRAINING IN THE IT DEPARTMENT

The following table showing the % of employees receiving external training in the IT department which is categorized in to 10-20%, 21-40%, 41-60%, 61-80% and81-100%

Table No: 4.9

49

% of employees received external training 10-20% 21-40%

Frequency

Percent

9 6

18 12

41-60%
61-80% 81-100% TOTAL

9
10 16 50

18
20 32 100

Inference:

From the above table we come to know that 18%, 12%, 18%, 20%, and 32% respondent concerns respectively 10-20%, 21-40%, 41-60%, 61-80% and81-100% receiving external training in the IT department.

% OF EMPLOTEES RECEIVING EXTERNAL TRAINING IN THE IT DEPARTMENT

The following chart showing the % of employees receiving external training in the IT department which is categorized in to 10-20%, 21-40%, 41-60%, 61-80% and81-100%

CHART No: 4.9

50

DURATION OF TRAINING
The following table showing the duration of training in the IT department which is categorized in to 1 month, 2 months, 6 months, one year, and more than one year

Table No: 4.10

Duration of training

Frequency

Percent

51

1 MONTH 2 MONTHS 6 MONTHS ONE YEAR MORE THAN ONE YEAR TOTAL

7 10 16 14 3 50

14 20 32 28 6 100

Inference:

From the above table we come to know that 14%, 20%, 32%, 28%, and 6% respondent concerns respectively gives 1 month, 2 months, 6 months, one year, and more than one year training to the IT department employees.

DURATION OF TRAINING
The following chart showing the duration of training in the IT department which is categorized in to 1 month, 2 months, 6 months, one year, and more than one year

CHART No: 4.10

52

SUCCESS RATE OF THE TRAINING

The following table showing the success rate of the training which is catagorized in to 1020%, 21-40%, 41-60%, 61-80%, and 81-100%

Table No: 4.11

53

Success rate of the training

Frequency

Percent

10-20% 21-40% 41-60% 61-80% 81-100% TOTAL

3 10 14 12 11 50

6 20 28 24 22 100

Inference:

From the above table we come to know that 6%, 20%, 28%, 24%, and 22% respondent concerns respectively 10-20%, 21-40%, 41-60%, 61-80%, and 81100% of success rate of training.

SUCCESS RATE OF THE TRAINING

The following column chart showing the success rate of the training which is catagorized in to 10-20%, 21-40%, 41-60%, 61-80%, and 81-100%

CHART No: 4.11

54

TRAINING CHALLENGES FACED BY THE ORGANIZATION

Following table showing the training challenges faced by the organization which is categorized in to turnover, procrastination, scheduling problem, rsistance to change, and others

Table No: 4.12

55

Training challenges

Frequency

Percent

TURNOVER PROCRASTINATION SCHEDULING PROBLEM RESISTANCE TO CHANGE OTHERS TOTAL

9 14 11 11 5 50

18 28 22 22 10 100

Inference:

From the above table we come to know that 18%, 28%, 22%, 22% and 10% respondent concerns respectively has turnover, procrastination, scheduling problem, resistence to change, and others training challenges.

TRAINING CHALLENGES FACED BY THE ORGANIZATION

Following column chart showing the training challenges faced by the organization which is categorized in to turnover, procrastination, scheduling problem, rsistance to change, and others

Chart no: 4.12

56

SOURCES IMPROVE THE KNOWLEDGE BEYOND TRAINING

The following table showing the sources improves the employees knowledge beyond training which is categorized in to peer pressure, message from various sources, incentives, penalties, and others

57

Table No: 4.13

Sources improve the knowledge beyond training PEER PRESSURE MESSAGE FROM VARIOUS SOURCES INCENTIVES PENALTIES OTHERS TOTAL

Frequency

Percent

10 11 15 12 2 50

20 22 30 24 4 100

Inference:

From the above table we come to know that 20%, 22%, 30%, 24%, and 4% respondent concerns respectively peer pressure, message from various sources, incentives, penalties and others sources to Improve the knowledge beyond training.

SOURCES IMPROVE THE KNOWLEDGE BEYOND TRAINING

The following column chart showing the sources improves the employees knowledge beyond training which is categorized in to peer pressure, message from various sources, incentives, penalties, and others

Chart no: 4.13

58

THE AREAS ORGANIZATION GIVES TRAINING TO THE EMPLOYEES

The following table showing the areas organization gives training to the employees which is categorized in to database management, website management, hardware and networking, report making and others.

Table No: 4.14

59

Areas organization give training to the employees DATABASE MANAGEMENT WEBSITE MANAGEMENT HARDWARE AND NETWORKING REPORT MAKING OTHERS TOTAL

Frequency

Percent

11 11 12 14 2 50

22 22 24 28 4 100

Inference:

From the above table we come to know that 22%, 22%, 24%, 28%, and 4%, respondent concerns respectively gives training in the areas like database management, website management, hardware and networking, report making and others

THE AREAS ORGANIZATION GIVES TRAINING TO THE EMPLOYEES

The following column chart showing the areas organization gives training to the employees which is categorized in to database management, website management, hardware and networking, report making and others.

Chart no: 4.14

60

TRAINING METOD USED IN IT DEPARTMENT

Following table showing the training method used in the IT department which is categorized in to on the job, off the job and e-learning

Table No: 4.15

61

Training method

Frequency

Percent

ON THE JOB OFF THE JOB E-LEARNING TOTAL

22 24 4 50

44 48 8 100

Inference:

From the above table we come to know that 44%, 48% and 8% respondent concerns using respectively on the job, off the job and e-learning training method.

TRAINING METOD USED IN IT DEPARTMENT

Following column chart showing the training method used in the IT department which is categorized in to on the job, off the job and e-learning

Chart no: 4.15

62

IDENTIFICATION OF THE EFFECTIVENESS OF TRAINING

The following table showing the identification of the training effectiveness in the organization which is categorized in to feedback from the trainee, performance, observation, records, and others

63

Table No: 4.16

Identification of effectiveness of training FEEDBACK FRON THE TRAINEE PERFORMANCE OBSERVATION RECORDS OTHERS TOTAL 11 20 1 15 3 50 22 40 2 30 6 100 Frequency Percent

Inference:

From the above table we come to know that 22%, 40%, 2%, 30%, and 6% respondent concerns respectively using feedback from the trainee, performance, observation, records, and others to identify the effectiveness of training

IDENTIFICATION OF THE EFFECTIVENESS OF TRAINING

The following column chart showing the identification of the training effectiveness in the organization which is categorized in to feedback from the trainee, performance, observation, records, and others

64

Chart no: 4.16

BROADBAND SERVICE PROVIDER TO THE ORGANIZATION

The following table showing the broadband service provider to the organization which is categorized in to airtel, Bsnl, reliance, tata indicom and others.

Table No: 4.17

65

Broadband service provider to the organization AIRTEL BSNL RELIANCE TATA INDICOM OTHERS TOTAL

Frequency

Percent

20 14 6 8 2 50

40 28 12 16 4 100

Inference:

From the above table we come to know that 40%, 28%, 12%, 4% and 4% respondent concerns respectively using broadband services like AIRTEL, BSNL. RELIANCE, TATA INDICOM, and others

BROADBAND SERVICE PROVIDER TO THE ORGANIZATION

The following column chart showing the broadband service provider to the organization which is categorized in to airtel, Bsnl, reliance, tata indicom and others.

Chart no: 4.17

66

THE SPEED OF BROADBAND SERVICE

The following table showing the speed of broadband service used by the organization which categorized in to 16 mbps, 14 mbps, 12 mbps, 10 mbps and others.

Table No: 4.18

67

Speed of broadband service

Frequency

Percent

16 MBPS 14 MBPS 12 MBPS 10 MBPS OTHERS TOTAL

1 1 2 23 23 50

2 2 4 46 46 100

Inference:

From the above table we come to know that 2%, 2%, 4%, 46%, and 46% respondent concerns respectively using 16 mbps, 14 mbps, 12 mbps, 10 mbps and others speed of broadband service.

THE SPEED OF BROADBAND SERVICE

The following column chart showing the speed of broadband service used by the organization which categorized in to 16 mbps, 14 mbps, 12 mbps, 10 mbps and others.

Chart No: 4.18

68

PLATFORM OF SERVICE USED IN THE ORGANIZATION

Following table showing the platform of service used in the organization which is categorized in to MICROSOFT WINDOWS, UNIX, LINUX, MAC OSX, and others

Table No: 4.19

69

Platform of service

Frequency

Percent

MICROSOFT WINDOWS UNIX LINUX MAC OSX OTHERS TOTAL

18 2 10 14 6 50

36 4 20 28 12 100

Inference:

From the above table we come to know that 36%, 4%, 20%, 28% and 12% respondent concerns respectively using MICROSOFT WINDOWS, UNIX, LINUX, MAC OSX, and others platform of service.

PLATFORM OF SERVICE USED IN THE ORGANIZATION

Following column chart showing the platform of service used in the organization which is categorized in to MICROSOFT WINDOWS, UNIX, LINUX, MAC OSX, and others

Chart No: 4.19

70

METHOD USED FOR MANAGING THE SOFTWARE INFRASTRUCTURE IN THE ORGANIZATION

The following table showing the method used for managing the software infrastructure in the organization which is classified in to open source software, attempting to integrate various tools, application service providers, expert employees and others.

Table No: 4.20

Method used for managing software infrastructure Frequency Percent

71

OPEN SOURCE SOFTWARE ATTEMPTING TO INTEGRATE VARIOUS SOFTWARE TOOLS APPLICATION SERVICE PROVIDERS EXPERT EMPLOYEES OTHERS TOTAL

17 3

34 6

9 20 1 50

18 40 2 100

Inference:

From the above table we come to know that 34%, 6%, 18%, 40%, and 2% respondent concerns respectively using open source software, attempting to integrate various tools, application service providers, expert employees and others to manage software infrastructure.

METHOD USED FOR MANAGING THE SOFTWARE INFRASTRUCTURE IN THE ORGANIZATION

The following column chart showing the method used for managing the software infrastructure in the organization which is classified in to open source software, attempting to integrate various tools, application service providers, expert employees and others.

Chart No: 4.20

72

MAJOR CHALLENGE IN IT QUALITY

Following table showing the major challenge in IT quality which is categorized in to poor input data quality, software bugs and errors, hardware failures, software failures and others

Table No: 4.21

Challenge in IT quality

Frequency

Percent

POOR INPUT DATA QUALITY

11

22

73

SOFTWARE BUGS AND ERRORS HARDWARE FAILURES SOFTWARE FAILURES OTHERS TOTAL

9 22 0 8 50

18 44 0 16 100

Inference:

From the above table we come to know that 22%, 18%, 44%, 0%, and 16% respondent concerns having respectively poor input data quality, software bugs and errors, hardware failures, software failures and others major challenge in IT quality.

MAJOR CHALLENGE IN IT QUALITY

Following column chart showing the major challenge in IT quality which is categorized in to poor input data quality, software bugs and errors, hardware failures, software failures and others

Chart No: 4.21

74

REASON FOR HAREWARE AND SOFTWARE FAILURES

Following table showing the reasons for hardware and software failures which is categorized in to bad quality, poor maintenance, lack of adequate training, installing errors and others.

Table No: 4.22

75

Reasons for hardware and software failures BAD QUALITY POOR MAINTENANCE LACK OF ADEQUATE TRAINING INSTALLING ERRORS OTHERS TOTAL

Frequency

Percent

14 13 6 10 7 50

28 26 12 20 14 100

Inference:

From the above table we come to know that 28%, 26%, 12%, 20%, and 14% respondent concerns respectively having bad quality, poor maintenance, lack of adequate training, installing errors and others reasons for hardware and software failures.

REASON FOR HAREWARE AND SOFTWARE FAILURES

Following column chart showing the reasons for hardware and software failures which is categorized in to bad quality, poor maintenance, lack of adequate training, installing errors and others.

Chart No: 4.22

76

MAJOR SECURITY CHALLENGE

Following table showing the major security challenge which is categorized in to failure of system, inadequate knowledge of employees, natural calamities, failure of innovation, and others.

Table No: 4.23

77

Major security challenge

Frequency

Percent

FAILURE OF SYSTEM INADEQUATE KNOWLEDGE OF EMPLOYEES NATURAL CALAMITIES FAILURE OF INNOVATION OTHERS TOTAL

12 13

24 26

13 10 2 50

26 20 4 100

Inference:

From the above table we come to know that 24%, 26%, 26%, 20%, and 4% respondent concerns respectively having failure of system, inadequate knowledge of employees, natural calamities, failure of innovation, and others major security
challenge.

MAJOR SECURITY CHALLENGE

Following column chart showing the major security challenge which is categorized in to failure of system, inadequate knowledge of employees, natural calamities, failure of innovation, and others.

Chart No: 4.23

78

SECURITY MEASURES TAKEN BY THE ORGANIZATION

Following table showing the security measures taken by the organization which is classified in to use of antivirus software, concurrency protection, limited authorized access to database, using open source software and others

Table No: 4.24

79

Security measures taken by the organization USE OF ANTIVIRUS SOFTWARE CONCURRENCY PROTECTION LIMITED AUTHORIZED ACCESS TO DATABASE USING OPEN SOURCE TOOLS OTHERS TOTAL

Frequency

Percent

21 9 8 10 2 50

42 18 16 20 4 100

Inference:

From the above table we come to know that 42%, 18%, 16%, 20%, and 4% respondent concerns respectively taking use of antivirus software, concurrency protection, limited authorized access to database, using open source software and others security measures in the organization.

SECURITY MEASURES TAKEN BY THE ORGANIZATION

Following column chart showing the security measures taken by the organization which is classified in to use of antivirus software, concurrency protection, limited authorized access to database, using open source software and others

Chart No: 4.24

80

SOFTWARE UP GRADATION YEARS

Following table showing the software up gradation year this is classified in to 1year, 2year, 3year, and 4year and above 5years.

Table No: 4.25

Software up gradation years Frequency Percent

81

1 YEAR 2 YEAR 3 YAER 4 YEAR ABOVE 5 YEAR TOTAL

11 9 20 5 5 50

22 18 40 10 10 100

Inference:

From the above table we come to know that 22%, 18%, 40%, 10%, and 10% respondent concerns respectively made 1year, 2year, 3year, and 4year and above 5years software up gradation in the organization.

SOFTWARE UP GRADATION YEARS

Following column chart showing the software up gradation years this is classified in to 1year, 2year, 3year, 4year and above 5years.

Chart No: 4.25

82

HARDWARE UP GRADATION YEARS

Following table showing the hardware up gradation years this is classified in to 1year, 2year, 3year, 4year and above 5 year.

Table No: 4.26

83

hardware up gradation years

Frequency

Percent

1 YEAR 2 YEAR 3 YAER 4 YEAR ABOVE 5 YEAR TOTAL

0 4 8 10 28 50

0 8 16 20 56 100

Inference:

From the above table we come to know that 0%, 8%, 16%, 20%, and 56% respondent concerns respectively made 1year, 2year, 3year, and 4year and above 5years hardware up gradation in the organization.

HARDWARE UP GRADATION YEARS

Following table showing the hardware up gradation years this is classified in to 1year, 2year, 3year, 4year and above 5 year.

Chart No: 4.26

84

SUCCESS RATE OF NEW TECHNOLOGY

Following table showing the success rate of new technology which is classified in to 1020%, 21-30%, 31-40%, 41-50% and above 50%

Table No: 4.27

85

Success rate of new technology

Frequency

Percent

10-20% 21-30% 31-40% 41-50% ABOVE 50% TOTAL

4 6 10 10 20 50

8 12 20 20 40 100

Inference:

From the above table we come to know that 8%, 12%, 20%, 20%, and 40% respondent concerns respectively having 10-20%, 21-30%, 31-40%, 41-50% and above 50% success rate of new technology.

SUCCESS RATE OF NEW TECHNOLOGY

Following column chart showing the success rate of new technology which is classified in to 10-20%, 21-30%, 31-40%, 41-50% and above 50%

Chart No: 4.27

86

MAJOR CHALLENGE IN CHANGING TECHNOLOGY

The following table showing the major challenge in changing the technology which is categorized in to cost, employees training, standardization, innovation and others

TABLE NO 4.28

87

Major challenge in changing technology COST EMPLOYEES TRAINING STANDARDIZATION INNOVATION OTHERS TOTAL

Frequency

Percent

14 12 13 10 1 50

28 24 26 20 2 100

Inference:

From the above table we come to know that 28%, 24%, 26%, 20% and 2% respondent concerns respectively having cost, employees training, standardization, innovation and others major challenge in changing technology.

MAJOR CHALLENGE IN CHANGING TECHNOLOGY

The following column chart showing the major challenge in changing the technology which is categorized in to cost, employees training, standardization, innovation and others

CHART NO 4.28

88

CHI-SQUARE METHOD
Chi-square Method:
The chi-square statistics is non parametric statistical technique used to determine if a distribution of observed frequency differs from the theoretical expected frequencies, chistatistical use nominal (categorical) or original level data, thus the value of chi-square

89

statistics is given by X= (O-E) E, where X is the chi-square statistics, O is the observed frequency and E is the expected frequency. Where E = Row total * Column total / No. of observations.

RELATIONSHIP BETWEEN TRAINING METHODS USED IN THE IT DEPARTMENT AND TRAINING CHALLENGES IN THE IT DEPARTMENT.

90

OBJECTIVE: To check whether there is significant relation between training

methods used in the IT department and training challenges in the IT department.

Null hypothesis (H0) : There is no significant relationship between training methods used in the IT department and training challenges in the IT department. Alternate hypothesis (H1): There is a significant relationship between training methods used in the IT department and training challenges in the IT department.

TABLE NO 4.29
The table showing the relationship between the training methods used in the IT department and training challenges in the IT department.

91

training method training challenge

TURNOVER PROCRASTINATION SCHEDULING PROBLEM RESISTENCE TO CHANGE OTHERS TOTAL

On the job

off the job

elearning

TOTAL

8 7 3

9 6 3

0 2 2

17 15 8

0 22

1 24

0 4

1 50

S.NO

OBSERVED FREQUENCY

EXPECTED FREQUENCY 7.48 8.16 1.36 6.6 7.2 1.2 3.52 3.84 0.64

(O-E)

(O-E)2

(O-E)/E2

1 2 3 4 5 6 7 8 9

8 9 0 7 6 2 3 3 2

0.52 0.84 -1.36 0.4 -1.2 0.8 -0.52 -0.84 1.36

0.2704 0.7056 1.8496 0.16 1.44 0.64 0.2704 0.7506 1.8496

0.04 0.09 1.36 0.02 0.2 0.53 0.08 0.18 2.89

92

10 11 12 13 14 15 TOTAL

4 5 0 0 1 0

3.96 4.32 0.72 0.44 0.48 0.08

0.04 0.68 -0.72 -0.44 0.52 -0.08

0.0016 0.4624 0.5184 0.1936 0.2704 0.0064

0.0004 0.11 0.72 0.44 0.56 0.08 7.3004

Calculated value = 7.3004 Degree of freedom = (c-1) (r-1) = (3-1) (5-1) =8 The table value of 2 for 8 degrees of freedom at 5% level of significance is 7.344

INFERENCE:

Since the calculated value (7.3004) is lesser than the table value (at 5% significant level) I.e. (7.344), null hypothesis accepted. So, there is no relationship between the training method used in the IT department and training challenges faced by the organization in the IT department.

93

TWO-WAY ANOVA

ANOVA:
Analysis of variance is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form ANOVA provide a statistical test of whether or not the means of several group are all equal, and therefore generates t-test to more than two groups. ANOVAs are helpful because they possess an advantage over a two sample t-test. Doing multiple two sample t-tests would result in an increased chance of committing a type I error. For this reason, ANOVAs are useful in company two, three or more means.

94

RELATIONSHIP BETWEEN IT EMPLOYEES ADOPTABILITY TOWARDS IT PROGRAMS AND ATTRITION RATE OF IT DEPARTMENT
OBJECTIVE: To check whether there is significant difference between the IT
employees adoptability towards IT programs and attrition rate of IT department. NULL HYPOTHESIS: There is no significant difference between the IT employees adoptability towards IT programs and attrition rate of IT department ALTERNATE HYPOTHESIS: There is a significant difference between the IT employees adoptability towards IT programs and attrition rate of IT department

TABLE NO 4.30
The table showing the relationship between the IT employees adoptability towards IT programs and attrition rate of IT department

Attrition rate/ Employees adoptability

10-20%

21-30%

31-40%

41-50%

Above 50%

Total

Very high High

5 5

7 6

3 4

2 0

2 0

18 16

95

Medium low Very low total

3 0 2 15

2 2 1 18

2 0 1 10

1 1 0 4

1 1 0 4

9 3 4 50

CALCULATION: STEP 1: T = x = 15+18+10+4+3= 50 STEP 2: Correction Factor = T/n = 50/25 = 100 STEP 3: Total SS = Xi-Correction factor = 196-100 =96 STEP 4: SS b/w row = [182/5+162/5+92/5+32/5+42/5]-100 = 37.2 STEP 5: SS b/w col = [15/5+18/5+10/5+42/5+32/5]-100 = 34.8 STEP 6: Residual Error = Total SS-[SS b/w col+ SS b/w row]
96

=96-[34.8+37.2] = 24

Source Variation

SS

D.o.f

Mean Score

F-Ratio

5% limit table value

B/w Col B/w Row Residual Error

34.8 37.2 24

4 4 16

8.7 9.3 1.5

5.8 6.2

=(4,16)=3.01 =(4,16)=3.01

INTERPRETATION: From the above table we come to know that the calculated value of b/w col(5.8) is greater than the F limit table value at 5% significant level(3.01).So null hypothesis is rejected (i.e.) there is a significant difference
between the IT employees adoptability towards IT programs and attrition rate of IT department . The calculated value of b/w row (6.2) is greater than the F

limit table value at 5% significant level (3.01).So alternate hypothesis is accepted (i.e.) there is a significant difference between the IT employees
adoptability towards IT programs and attrition rate of IT department

97

ONE WAY ANOVA

Analysis of variance is a collection of statistical models, and their associated procedures, in which the observed variance in a particular variable is partitioned into components attributable to different sources of variation. In its simplest form ANOVA provide a statistical test of whether or not the means of several group are all equal

98

RELATIONSHIP BETWEEN THE TRAINING METHODS USED IN THE IT DEPARTMANT AND SUCCESS RATE OF THE TRAINING IN THE IT DEPARTMENT

OBJECTIVE: To check whether there is significant difference between the

training methods used in the IT department and success rate of the training in the IT department. NULL HYPOTHESIS: There is no significant difference between the training methods used in the IT department and success rate of the training in the IT department. ALTERNATE HYPOTHESIS: There is a significant difference between the training methods used in the IT department and success rate of the training in the IT department.

TABLE NO 4.31
The table showing the relationship between the training methods used in the IT department and success rate of the training in the IT department.

Success rate of training/Trainin g method

10-20%

21-40%

41-60%

61-80%

81100%

Total

On the job Off the job e-learning

0 3 2

4 6 0

4 6 2

5 5 1

6 5 1

19 5 1
99

total

10

12

11

12

50

CALCULATION: STEP 1: T = x = 5+10+12+11+12= 50 STEP 2: Correction Factor = T/n = 50/15 = 166.67 STEP 3: Total SS = Xi-Correction factor = 234-166.67 =67.33 STEP 4: SS b/w = [52/3+102/3+122/3+112/3+122/3]-166.67 = 11.29 STEP 5: SS within = 67.33-11.29 = 56.04

Source Variation

SS

D.o.f

Mean Score

F-Ratio

5% limit table value

100

B/w sample Within sample

11.29 56.04

4 10

2.8225 6.227

0.4533

=(4,10)=3.48

INTERPRETATION: From the above table shows that the calculated value of F is 0.4533 which is less than the table value of 3.48 at 5% level with D.F being V1= 4 and V2= 10. And hence could have arisen due to chance. This analysis supports the null hypothesis of no significant difference between training methods used in the IT department and success rate of the training in the IT department.

101

KARL PEARSONS CORRELATIONS

Karl Pearsons Correlations:

The correlation between two variables reflects the degree to which the variables are related the most common measure of correlation is the Pearson product moment Correlation (called PC for short). When measured in a population, the Pearson product moment correlates is desirable by the Greek letter rho (P). When computed in a sample, it is designated by the letter r and is sometimes called Pearsons r. Pearsons correlation reflects the degree of linear relationship between 2 variables. It lies from +1 to -1. A correlation of +1 means, that there is a perfect positive linear relationship between variables. The scatter plot shown on this page depicts such a relationship. It is a positive relationship because high scores on the x-axis are associated with high scores on the y-axis. R= (Nfdxfdy fdxfdy) / ( Nfdx-(fdx) *Nfdy (fdy) ) Where, N= No of pairs of scores. xy= Sum of products of paired scores. x= Sum of x scores. y= Sum of y scores. x= Sum of squared x scores. y= Sum of squared y scores.

102

CORRELATION BETWEEN THE ROLE OF IT IN THE ORGANIZATION AND AREAS ORGANIZATION GIVES TRAINING TO THE EMPLOYEES.
The following table showing the correlation between the role of IT in the organization and areas organization gives training to the employees.

TABLE NO 4.32
Factors Role of IT/ orgn training areas Database management Website management creation Hardware & networking Report making others Frequency dy dx -2 H.S -1 S 0 N 1 D 2 H.D Frequency Fdy fdy fdxdy

-2 -1

5 3

7 2

2 2

1 7

0 1

15 15

-30 -15

60 15

32 -1

0 1 2

0 1 0 9

1 6 1 17

3 1 0 8

2 0 1 11

1 2 1 5

7 10 3 50

0 10 6

0 10 12

0 -4 4

103

fdx fdx fdxdy

-18 36 24

-17 17 8

0 0 0

11 11 -7

10 20 6

-14/29 84/97 31/31

CALCULATION:
R= (Nfdxfdy fdxfdy) / ( Nfdx-(fdx) *Nfdy (fdy) ) Where, N= No of pairs of scores. xy= Sum of products of paired scores. x= Sum of x scores. y= Sum of y scores. x= Sum of squared x scores. y= Sum of squared y scores.

R= (Nfdxfdy fdxfdy) / ( Nfdx-(fdx) *Nfdy (fdy) )

=50(31)-(-14) (-29) /50 (84)-(-14)*50 (97)-(-29) = 0.286

Inference:

104

Since the calculated value is 0.286 it was concluded that the role of IT in the organization and areas organization gives training to the employees are positively correlated. The variables are less closely related.

CHAPTER-5 FINDINGS, SUGGESTIONS & CONCLUSION

105

FINDINGS
The research project was undertaken to study and evaluate the IT strategic implementation challenges faced by non-IT companies with special reference to Madurai. The following are the findings of the study.

PERCENTAGE ANALYSIS:

1. The study reveals that 26% of respondent concerns are in embryonic stage, 42% of respondent concerns are in growth stage, 30% of respondent concerns are in maturity stage and 2% of respondent concerns are in decline stage. 2. The study reveals that 26% of respondent concerns are in tiny, 28% of respondent concerns are small, 28% of respondent concerns are medium size and 18% respondent concerns are large size. 3. The study reveals that 36% of respondent concerns has very high, 32% of respondent concerns has high, 20% of respondent concerns has medium 3% respondent concerns has low, and 3% of respondent concerns has very low employees adoptability towards implementation of IT programs. 4. The study reveals that 30% of respondent concerns using IT for communication 28% of respondent concerns using IT for data warehouse, 34% of respondent concerns using IT for enhancing the efficiency and 2% of respondent concerns using IT for website management.

106

5. The study reveals that 10%, 16%, 20%, 12%, 14%, 6%, 20%, and 2% respondent concerns are respectively using campus, consultant, walk-ins, advertisement, job fairs, job portals, reference, and others for recruitment. 6. The study reveals that 16%, 22%, 18%, 12%, 14%, 14%, and 4% respondent concerns are respectively expecting qualification, experience, leadership qualities, innovation skill, and others from the candidates.
7. The study reveals that 30%, 3%, 18%, 8%, and10% respondent concerns has 10-

20%, 21-30%, 31-40%, 41-50% & above 50% of attrition rate in the IT department. 8. The study reveals that 42%, 20%, 18%, 14%, and 6%, respondent concerns respectively better prospects in the IT concern, lack of satisfaction, compensation, stress and others reasons for attrition. 9. The study reveals that 18%, 12%, 18%, 20%, and 32% respondent concerns respectively 10-20%, 21-40%, 41-60%, 61-80% and81-100% receiving external training in the IT department. 10. The study reveals that 14%, 20%, 32%, 28%, and 6% respondent concerns respectively gives 1 month, 2 months, 6 months, one year, and more than one year training to the IT department employees. 11. The study reveals that 6%, 20%, 28%, 24%, and 22% respondent concerns respectively 10-20%, 21-40%, 41-60%, 61-80%, and 81-100% of success rate of training. 12. The study reveals that 18%, 28%, 22%, 22% and 10% respondent concerns respectively has turnover, procrastination, scheduling problem, resistance to change, and others training challenges. 13. The study reveals that 20%, 22%, 30%, 24%, and 4% respondent concerns respectively peer pressure, message from various sources, incentives, penalties and others sources to Improve the knowledge beyond training. 14. The study reveals that 22%, 22%, 24%, 28%, and 4%, respondent concerns respectively gives training in the areas like database management, website management, hardware and networking, report making and others

107

15. The study reveals that 44%, 48% and 8% respondent concerns using respectively on the job, off the job and e-learning training method. 16. The study reveals that 22%, 40%, 2%, 30%, and 6% respondent concerns respectively using feedback from the trainee, performance, observation, records, and others to identify the effectiveness of training 17. The study reveals 40%, 28%, 12%, 4% and 4% respondent concerns respectively using broadband services like AIRTEL, BSNL. RELIANCE, TATA INDICOM, and others 18. The study reveals that 2%, 2%, 4%, 46%, and 46% respondent concerns respectively using 16 mbps, 14 mbps, 12 mbps, 10 mbps and others speed of broadband service.
19. The study reveals 36%, 4%, 20%, 28% and 12% respondent concerns respectively

using MICROSOFT WINDOWS, UNIX, LINUX, MAC OSX, and others platform of service. 20. The study reveals that 34%, 6%, 18%, 40%, and 2% respondent concerns respectively using open source software, attempting to integrate various tools, application service providers, expert employees and others to manage software infrastructure. 21. The study reveals that 22%, 18%, 44%, 0%, and 16% respondent concerns having respectively poor input data quality, software bugs and errors, hardware failures, software failures and others major challenge in IT quality. 22. The study reveals that 28%, 26%, 12%, 20%, and 14% respondent concerns respectively having bad quality, poor maintenance, lack of adequate training, installing errors and others reasons for hardware and software failures. 23. that 24%, 26%, 26%, 20%, and 4% respondent concerns respectively having failure of system, inadequate knowledge of employees, natural calamities, failure of innovation, and others major security challenge. 24. The study reveals that 42%, 18%, 16%, 20%, and 4% respondent concerns respectively taking use of antivirus software, concurrency protection, and limited authorized access to database, using open source software and others security measures in the organization.

108

25. The study reveals that 22%, 18%, 40%, 10%, and 10% respondent concerns respectively made 1year, 2year, 3year, and 4year and above 5years software up gradation in the organization. 26. The study reveals that 0%, 8%, 16%, 20%, and 56% respondent concerns respectively made 1year, 2year, 3year, and 4year and above 5years hardware up gradation in the organization. 27. The study reveals that 8%, 12%, 20%, 20%, and 40% respondent concerns respectively having 10-20%, 21-30%, 31-40%, 41-50% and above 50% success rate of new technology. 28. The study reveals that 28%, 24%, 26%, 20% and 2% respondent concerns respectively having cost, employees training, standardization, innovation and others major challenge in changing technology

CHI-SQUARE
There is no relationship between the training method used in the IT department and training challenges faced by the organization in the IT department.

TWO WAY ANOVA

There is a significant difference between the IT employees adoptability towards IT programs and attrition rate of IT department.

ONE WAY ANOVA

There is no significant difference between training methods used in the IT department and success rate of the training in the IT department.

CORRELATION
The role of IT in the organization and areas organization gives training to the employees are positively correlated. The variables are less closely related.

109

SUGGESTIONS

110

CONCLUSION
The study has given me the opportunity for analyzing the IT department problems at non-IT companies. This study was intended to get the responses from the various non-IT companies and how for the problems arising in the IT department. The study is conducted to identify the various factors that cause IT department problems like recruitment, training, infrastructure, technology and IT quality and security in the organization. This study also suggest some measures to solve the IT department problems which can be beneficial for the non-IT companies management to prepare guidelines for action plan to reduce the IT department problems in the non-IT organization.

111

112