CHAPTER-1
1
GENERAL INTRODUCTION
The company recently experienced the problem of employee absenteeism at lower level management hence; I found this as topic for my study. This study aims at understanding organizational causes for absenteeism and adopting a proactive approach to the best practices.
Absenteeism is serious and costly problem faced by companies throughout the world. This problem requires that all employees understand the consequences of such behaviour from a company standpoint as well as personal standpoint. All companies must approach this problem from a proactive position with employee prevention programs and progressive discipline programs.
The necessary data was collected from employee attendance records in order to draw the absenteeism rates prevailing in the company. Research was carried out with the help of judgement sampling and through administering direct personal interviews authorities connected and with help of structured questionnaire. Data gathered was analyzed using structure technique in order to draft the recommendation, suggestions and implication.
2
Objectives & functions
Bangalore Water Supply & Sewerage Board (BWSSB) is responsible for supplying water, sewerage system and sewerage disposal in the Bangalore Metropolitan Area.BWSSB has implemented and commissioned the Cauvery Water Supply Scheme Stages I, II, III and IV Phase I with an aggregate supply of 864.22 MLD of treated water in addition to 17.78 MLD water supply from Arkavathy sources. Out of this 882 MLD is received everyday in the city from both sources. The main objectives of the Board are delineated below.
• Supply of water and providing sewerage system to the existing and newly developing areas of Bruhat Bangalore and facilitating adequate infrastructure facilities for the disposal of waste water.
• Preparation and implementation of new water supply schemes and programmes to meet the growing demand for water in Bangalore city.
• Preparation and implementation of schemes and programmes for providing infrastructure facilities to facilitate systematic supply of water to Bruhat Bangalore and disposal of wastewater. • Remodelling the distribution system to supply the available water equitably.
• Mobilizing the finances needed for launching new schemes.
• Improvement to the existing sewerage system.
• Revenue collections for the water supply, sewerage and wastewater disposal system.
3
INDUSTRIAL PROFILE
Water is vital and is, by far, the most precious commodity on earth. Without it life
cannot exist. But 97% of the total quantity is sea water, unfit for human use. Of the
remaining 3% fresh water, 2/3 rd is in glaziers or in the form of ice and snow around
poles. Only 1% of the entire world’s water is available for human consumption and
should be enough for all. Water is infinitely renewable. The biggest difficulty with
water is man’s extravagantly wasteful misuse of it.
Our planet’s supply of water is given, and remains exactly the same, as
when the dinosaurs walked on earth.
But each of us now uses nearly twice as much of water every day as we
used 30 years ago and demand is till rising.
If used at the present rate, the flows in rivers will reduce and the natural
habitats of flora and fauna will decline.
United Nations has declared 2003 to be ‘’INTERNATIONAL YEAR OF
FRESH WATER’’.
Water supply and sanitation in India continue to be inadequate, despite longstanding
efforts by the various levels of government and communities at improving coverage.
The situation is particularly inadequate for sanitation, since only one of three Indians
has access to improved sanitation facilities (including improved latrines). While the
share of those with access to an improved water source is much higher (86%), the
quality of service is poor. Most users that are counted as having access receive water of
dubious quality and only on an intermittent basis. No large city in India has full-day
water supply and most cities supply water only a few hours a day. As of 2003, it was
estimated that only 27% of India's wastewater was being treated, with the remainder
flowing into rivers, canals, groundwater or the sea. The lack of toilet facilities in many
areas also presents a major health risk; open defecation is widespread even in urban
areas of India, and it was estimated in 2002 by the World Health Organization that
around 700,000 Indians die each year from diarrhea. 665 million Indians still defecate
in open.
4
The level of investment in water and sanitation is relatively high, but the local
government institutions in charge of operating and maintaining the infrastructure are
weak and lack the financial resources to carry out their functions, partly due to very
low tariff levels.
A number of innovative approaches to improve water supply and sanitation have been
tested in India, in particular in the early 2000s. These include demand-driven
approaches in rural water supply since 1999, community-led total sanitation, and
public-private partnerships to improve the continuity of urban water supply in
Karnataka, and the use of micro-credit to women in order to improve access to water.
Water supply and water resources:
Depleting ground water table and deteriorating ground water quality
are threatening the sustainability of both urban and rural water supply in many parts of
India. The supply of cities that depend on surface water is threatened by pollution,
increasing water scarcity and conflicts among users. For example, Bangalore depends
to a large extent on water pumped since 1974 from the Kaveri River, whose waters are
disputed between the states of Karnataka and Tamil Nadu. As in other Indian cities, the
response to water scarcity is to transfer more water over large distances at high costs. In
the case of Bangalore, the Rs 3,384 crore (US$690m) Kaveri Stage IV project, Phase
II, includes the supply of 500,000 cubic meter of water per day over a distance of
100 km, thus increasing the city's supply by two thirds.
Investment and financing:
Amounts: During the 9th Plan (1997–2000) 395bn Rupees (in current
prices) were invested by the central government and state governments in water supply
and sanitation. This corresponds to about US$ 9.2bn using the 1999 exchange rate, or
US$ 3.1bn annually assuming that the 9th Plan covered three years. This corresponds
to about US$ 3 per capita. This investment level is low compared to countries with a
similar level of development. The share of water and sanitation investments in total
plan investments was 4.6%. About 94bn Rupees (24%) were financed by the central
5
government and 301bn Rupees by state governments (76%). Central government-
financed investments are heavily focused on rural areas, with a total of 88bn Rupees or
93% of centrally financed investments. There was an equally strong focus on water,
accounting for 93% of centrally financed investments, as opposed to only 7% for
sanitation.
Institutions: State Financing Corporations (SFC) play an important role in making
recommendations regarding the allocation of state tax revenues between states and
municipalities, criteria for grants, and measures to improve the financial position of
municipalities. According to the Planning Commission, SFCs are in some cases not
sufficiently transparent and/or competent, have high transactions costs, and their
recommendations are sometimes not being implemented. Important sources of
financing are loans from Housing And Urban Development Corporation Ltd
(HUDCO), a Central government financial undertaking. HUDCO loans to municipal
corporations need to be guaranteed by state governments. HUDCO also on-lends loans
from foreign aid, including Japanese aid, to states.
The current system of financing water supply and sanitation is
fragmented through a number of different national and state programs. This results in
simultaneous implementation with different and conflicting rules in neighbouring areas.
In rural areas different programs undermine each other, adversely affecting demand
driven approaches requiring cost sharing by users
BANGALORE: Has an extremely finite fresh water source. What is unique about
water supply in Bangalore city is that, the main source of water to city, river Cauvery,
is more than 100 kms. From, The city and 510 metres below the city.
With the continuous influx of people and the increasing birth-rate,
Bangalore city’s population is estimated to hit 11 million by 2025. Water is going to be
most scarce resource if proper water conservation and management is not addressed. A
good alternative source is rainwater. Rainwater Harvesting practice will reap rewards
for the future. Even our ancestors practiced the method of harvesting rainwater,
keeping in mind their present and future needs. Savings water form wasteful usages or
form leakages, is a joint endeavour, of the public and BWSSB.
6
Fig1-BWSSB Office at Cauvery Bhavan
7
COMPANY PROFILE
Background and inception of the company
Bangalore the pride of our nation is one of the fastest growing cities in Asia. With the
herald of the 21st century the city I witnessing all round development economic
activities are in full swing. Both investment and huge work force is pouring in to the
city. The results the rapid growth in population now, the city’s population is estimated
to be 65 lakhs and expected to reach 73 lakhs by the end of 2011.
To quench the thirst of the citizens of the city is an Herculean task. Bangalore water
supply and sewage board BWSSB is committed in its mission to supply water to this
great city with a great vision. The city built by magadi chieftain kempegowda 400 ago
has grown beyond imagination. The old Bangalore was having large numbers of lakes
and village ponds. Prior to 1896, the city’s water supply demands were met by Dug
wells and numbers of tanks in and around the city such as Dharmambudi Lake,
Sampige Lake, Ulsoor Tank and Millers Tank, Sanky Tank etc. the first water supply
system in the city came to existence way back in 1896, more than 100 years ago.
Diwan Sheshdri Lyer constructed a check dam across river arkavathi at hesaraghtta and
supplied untreated drinking water to the city in 1930; another dam across the river
arkavthy on down stream of hesaraghtta at thippagondana hally was build. It was the
vision of the architect of modern Mysore state, sir.m.vishveswaraiah. The result of
rapid urbanization, the water supply becomes a challenge for the city’s administration.
Hence BWWSB came into being on 10th September 1964, through an act of
legislation. The only perennial source available was the river Cauvery, which is
100kms away from the city.
Hence Cauvery water supply scheme (CWSS) was implemented during 1974. Among
the other Metro, Bangalore is the only metro, which is supplied form far off distance
8
certainly and efficiency BWSSB to fulfil its commitment. The Cauvery water was
diverted to Netkal Balancing Reservoir (NBR) at Shiva Anicut through open channel.
To cross Handihalla, a Siphon WA constructed, which is the wonders of Cauvery
Water Supply Scheme (CWSS). From NBR water was taken to Torekadanahalli
through pipeline through gravity. The raw water is treated at T K Halli and this treated
water is pumped in stages over head of 500 Mts for a distance of 100 Kms using 1650
Hp pumps. The water is pumped to Harohalli and then to Tataguni From the city. Thus
power charge payable to KPTCL is also high.
The fact is about 60% of the revenue is going for making payment to power charges.
The CWSS implemented in four stages and supplying 810 million litters of water per
day to Bangalore city .The CWSS 4th stage, 2nd phase has been envisaged with the
intention of supplying additional 500 MLD of drinking water. JBIC has signed to fund
this project. The estimated of the project is Rs.3384 crores.
On the other hand BWSSB has created Sewerage network all along the city the waster
water treatment plants are constructed in various stages. K&C Valley and V. Valley
waste water treatment plants were upgraded to tertiary level. The V. Valley water
treatment plant is of 60 MLD capacities and this is the highest capacity waste water
treatment plant in India New waste treatment plants were constructed and
commissioned at Hebbal and Yelahanka in 2003. The recycle waster water is
commissioned to supply for international Airport, NAL etc, for non-potable purposes.
Under the guidance of the Hon’ ble Chief Minister of the state Sri, H.D.Kumaraswamy,
his dream project GREATER BANGALORE is being implemented in the year
Karnataka is celebrating its golden jubilee. As per the notification of GOK, 7 CMC’s
and 1 TMC and 3 villages will come under GREATER BANGALORE .our present
city, which is of 300 million Sq ft area, expands to its double to 710 million Sq ft under
GREATER BANGALORE.
9
The population reaches to one crore BWSSB is already greeted up to meet the
challenge of providing water to all citizens of TREATER BANGALORE with
efficiency, using the existing CWSS.
BWSSB is intended to increase 100 MLD of drinking water through up gradation of
existing pumping stations and boosters. Hon’ ble chief minister of the gladly laid the
foundation stone of the project of 26-12-2006.
To meet the demands of GRATER BANGALORE, BWSSB has a vision for next
10 years. Our aim is to
Commission 500 MLD CWSS stage 4th phase 2nd works.
Augmentation of water from Cauvery and other sources.
Commission GBWASP and KMRP works.
Achieve minimum discharge of waste water into SWD
Promoting Rainwater harvesting and used of recycled water for non portable
purpose.
Take up feature projects
A Master plan for rehabilitation/ replacement of existing sewers
Remodelling/Rehabilitation/Replacement of aged pipes/PCV pipes
Including house service connection in core area.
Come; let’s join hands with BESSB to realize to dream of GREATER
BANGLORE.
10
Cauvery Water Supply Scheme to Bangalore City:
Bangalore is the fastest growing city in Asia providing a fastest growing city in Asia.
Providing drinking water to its population which is well over a 6 millions is a
Herculean task. The city, which had the reputation of having an assured drinking water
supply system for over a century, had a conventional drinking water supply system
changing times and growing demand necessitated for an effective drinking water
system to the growing Metro. Cauvery Water Supply Scheme (CWSS) is the result
borne out of that necessity and the unwavering commitment of BWSSB to provide its
citizens with potable drinking water. CWSS today has become the main stay of
drinking water in Bangalore.
Here’s birds’ eye view of how CWSS us helping Bangalore’s citizen with
pure drinking water. Water to city of Bangalore is drawn form river Cauvery abstracted
at Shiva Anicut and conveyed through a channel to Netkal Balancing Reservoir and
transferred to treatment complex at Tore Kadanahalli, which is about 95 Kms from
Bangalore on Kanakpura Road. Through gravity mains, here water is treated at the
treatment plants of Cauvery.
Fig2-Cauvery Water Supply Dam
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Water Supply Scheme stage 1, 2, 3, and 4. Filtered water is pumped to city through
3stage of pumping with the pumping stations located at T.K. Halli, Harohalli, (about 95
& 40 Kms. from Bangalore respectively) Tataguni (about 20 Kms. form Bangalore)
through steel transmission mains. At present, the total supply from Cauvery is about
850 MLD. The details of the scheme are as follows.
Cauvery Water Supply Scheme Stage 1:
The scheme was commissioned in the year 1974 with capacity of 135 million litres per
day at the total cost of the project was Rs.36 crores Water is pumped through 1200
mm dia steel transmission main, 5 pumps are installed at each of each of the pumping
stations with 3 pumps running round the clock.
Cauvery Water Supply Scheme Stage 2:
The scheme was commissioned in the year 1982 with capacity of 135
million litres per day at cost of Rs.85 crores. Water us pumped through 120mm dia
steel transmission main 5 pumps installed at each of the pumping stations with 3 pumps
running round the clock.
Fig3-Storage of River and Rain Water at Manchanbelle Dam
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Cauvery Water Supply Scheme Stage 3
This scheme was commissioned in the year 1993 augmenting about 270 million litres
per day to the city, water is pumped through 1750mm dia steel transmission main 8
pump are installed at each of the pumping stations with 5 pumps running the clock.
Estimated cost of the scheme was Rs.240.00crores.
Cauvery Water Supply Scheme Stage 4:
The designed capacity of the scheme is to supply 270 million litres of water per day.
Water is pumped through 1950mmdia steel transmission main. At present 4 pumps out
of 8 pumps installed at each of the pumping stations are running round the clock
supplying about 240 million litres of water per day. The scheme was commissioned on
29-07-2002. The project was implemented at a cost of Rs.1072 crores, part of which
(Rs.804 crores) is funded through financial assistance form Japan Bank for
international co-operation.
ISO9001:
All Water Treatment Plants at T.K.Halli and pumping stations at T.K.Halli, and
Tataguni have been awarded ISO 9901 certification for their efficiency and quality
levels during 2001.
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A GLIMPSE OF BWSSB:
Bangalore is a fast expanding metropolis in the Country. With an estimated population
of 5,281,927 in the year 2007, Bangalore is the third most populous city in India and
the 27th most populous city in the world. With a decadal growth rate of 38%,
Bangalore was the fastest-growing Indian metropolis after New Delhi for the decade
1991–2001. It is estimated that the population may reach the figure of about 10 million
by the year 2021. Provision of civic services, specially water supply and sewerage
facilities are a challenging task. For a very long-time, these services were undertaken
by Public Works Department. In order to provide an efficient and cost-effective
service, BWSSB was created by an Act of State Legislature as an autonomous
organization in 1964. Since then, BWSSB has been striving to live up to the growing
expectations of ever increasing populace of Bangalore metropolis.
The Bangalore Water Supply and Sewerage Board (BWSSB) are committed to
providing drinking water of unquestionable quality in sufficient quantity and to treat
the sewage generated to the required standards. As the leader in providing water and
sanitation services, BWSSB is recognized as an effective instrument of change through
adopting state-of-the-art technologies for improving the quality of its services to the
general public.
14
WATER SUPPLY AND SOURCE MAP
15
Service profile
1. Providing water supply and making arrangement for the sewerage and disposal
of sewerage in the existing and developing regions of Bangalore Metropolitan
Area.
2. Investigation adequacy of water supply for domestic purpose in Bangalore
Metropolitan area.
3. Preparation and implementation of plants and schemes for supply of water for
domestic/ non-domestic purpose within Bangalore Metropolitan area.
4. Preparation and implementation of plans and schemes for proper sewerage and
disposal of sewerage of the Bangalore Metropolitan area.
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VISION, MISSION AND QUALITY POLICY
Vision statement
BWSSB’s vision resets on its unwavering commitment to provide value added quality
services using innovative and cost effective solutions to achieve customer satisfaction,
by ever remaining sensitive to their needs by anticipating their requirements, keeping
public interface always open and stay in the forefront in all its endeavour.
Mission statement
The Bangalore Water Supply And Sewerage Board (BWSSB) is committed to
providing drinking water of unquestionable quality in sufficient quantity and to treat
the sewage generated to the required parameters. As the leader in providing water and
sanitation services, BWSSB is recognized as an effective instrument of change through
adopting state-of-the-art technologies for improving the quality of its services to the
general public.
Bangalore is one of the few cities in India, where-
Filtered water is supplied to the city for over 100 years.
Major source of water ,River Cauvery is situated at a distance of 100 Kms.
Water is pumped against a head of 510 mtrs from the source in 3 stages.
Equitable water distribution is maintained.
Cent percent metering of water connections is achieved.
In order to determine the organizational requirements, BWSSB has initiated manpower
planning study of the next 25 years. The major objectives include:
the role played by the management at present
the present state of affairs leading to SWOT analysis
the demand for the services for the next 25 years
17
The modified Organisational structure to suit the needs of BWSSB.
To estimate manpower needs of the organization for the next 25 years.
To suggest manpower pattern in various units of the BWSSB.
Quality policy
Quality assurance wing headed by an additional chief engineer (QA),
comprising of an ACE, executive engineer and three assistant executive engineers
comes under the control of chief engineer (Quality Assurance). The wing is
concentrating mainly on the following activities.
1. Check reading of water meters at consumer end.
2. Checking the records at water supply sanitary divisions, sub-divisions and
service stations such as ledgers, arrears lists, statement of defective meters,
sanction files, water registers of application for water supply and sanitary
connections of water supply connections etc.
3. Checking the unauthorised water supply and sanitary connections, irregular
sanctions, etc.
4. Checking the water filling points. Verifications of stock of materials both at
works as well as service stations.
5. Attending to the general complaints from public and directions of higher
officers.
6. Any other investigations entrusted by the higher officers.
7. Inspection of different works including project works in progress at random to
have a check on the quality of water, usage of materials and to advice on
shortcoming, if any.
8. Collection of concrete samples (cubes) at work sites for verifying the strength
of the concrete after curing period.
9. Checking of lead joints in water supply pipelines.
10. Hydraulic testing of water retaining structures such as ground level reservoirs,
overhead tanks, sumps and water supply pipelines.
11. Inspections of chlorinators for their working conditions.
12. Inspection of flow test of underground drainage, stoneware and RCC pipes.
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FUTURE GROWTH, AWARDS AND PROSPECTS
Awards won by BWSSB
Awarded the OIL CONSERVATION AWARD for exemplary work in energy
conservation in the large projects category 2000-2001.
Awarded the presentations GOLDEN PEACOCK AWARD for innovative
product/service 2003.
Awarded SILVER ICON for EXEMPLARYINITIATIVE IN E-
GOVERENCE -2003.
Awarded the SPECTIAL ACHIVEMENT AWARD for GIS 2004.
Awarded the presentations NATIONAL URBAN WATER AWARDS 2009
from the honourable president of India Smt. Pratibha devisingh Patil.
The board BWSSB has taken up Cauvery Water Supply Scheme Stage IV phase II to
augment an additional 500 MLD of water to the city with financial assistance from
Japan Bank for International Co-operation (JBIC) through Ministry of Urban
Development, Government of India. Total estimated cost of the above scheme is
Rs.3383.70 crores. The consultants have been appointed for this scheme. The project is
expected to be completed by 2012-2013.
BWSSB is also having plans to provide water facility to the extension area of the city
as a part of the Greater Bangalore Water Supply Sanity project (GBWASP).
BWSSB is providing water supply under GBWASP project which covers the
7 City Municipal Corporation and
1 Town Municipal Corporation.
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The 7-city municipal Corporation are:
Mahadevapura
Dasarahalli
Bomanahalli
Raja Rajeshwari Nagar
Yelahanka
Byatrayanapura
Krishnaraja puram.
The Town Municipal Corporation
The only one TMC under this expansion project is Kengeri.
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CHAPTER 2
ORGANISATATIONAL STRUCTURE
ORGANIZATION STRUCTURE
21
Overall structure:
22
MANAGING DIRECTOR
EXECUTIVE DIRECTOR
ADMIN
BORAD OF DIRECTORS
LABORATORY DEPARTMENT
QUALITY DEPARTMENT
STORES & RAW MATERIALS DEPARTMENT
PRODUCTION HOD
HUMAN RESOURCE HOD
MARKETING HOD
FINANCE
HOD
EXECUTIVE DIRECTOR
PLANT
The current organizational structure of BWSSB comprises of a Chairman, normally a
senior IAS officer who has vast administrative experience and proven executive skills,
as overall in charge of BWSSB. The Chairman will be presiding over the Board
meetings and the Board is the policy making body which sets policy frame work for the
organization. Currently, the Board consists of six top officers of Government of
Karnataka other than the Chairman of BWSSB. The following are the members of the
current Board.
Area of operation:
The area of operation of BWSSB is regional since its service is ltd to
Bangalore metropolitan area only.
Its operation is broadly divided into 26 divisions.
Divisions Sub-Division Service station
Central Central-1 Chikkalalbagh
LLR
Bhashyam park
Central-2 HGR
COLES PARK
Central-3 VV PURAM
BANNAPPA PARK
South South-1 Devagiri 1 & 2
Katriguppa 1 & 2
South-2 Banashankari 1 & 2
Kumaraswamy Layout
Hosakerehalli
Poornapragna layout
South-3 BTM layout 1&2
Vijaya Bank Layout (Arakere)
South-4 MNK Park
Chamaraja Pet
Mountjoy
23
Nagendra Block
South-5 J.P Nagar 1
J.P Nagar 3
West West-1 Hosahalli
Chandra Layout
Beggars Colony
West-2 Rajajinagar
Nandini Layout
Mahalakshmi layout
Kethamaranahalli
West-3 Magadi Road
Mysore Road-1
JJ nagar
West-4 West of Chord Road-1
West of Chord Road-2
Kamalanagar
Kamakshipalya
West-5 Kengeri
Raja Rajeshwari nagar
Nagarabhavi
West-6 Peenya
AEE Ele (W) Devaraj
South-east South-east-1 Domlur
Johnson Market
CLR
South-east-2 Jayanagar
Jayanagar 4th T block
Byrasandra 1&2
South-east-3 Koramangala
HSR Layout
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East East-1 HRBR-1
HRBR-2
OMBR Layout
East-2 Indiranagar
Ulsoor
J.B Nagar
HAL 2nd stage
East-3 Frazer Town
Pillanna Garden
Machalibetta
East-4 BEML Layout, Hoodi
East-5 Ramamurthynagar
AEE Ele (E) L. Kumar Naik
North North-1 Yeshwanthpur
Sri Ramapura
Malleshwaram
North-2 K.G Tower
Jayamahal
Kumara Park
North-3 Sanjaya Nagar
BEL Road
R.T Nagar
AnandaNagar
North-4 Yelahanka
Sahakaranagar
AEE Ele (N) E. Nithiyanand
Kumar
25
Ownership pattern
Sl.No Name of Board Member
1 Shri P.B.Ramamurthy, I.A.S.,Chairman, BWSSB., BANGALORE.
Telephone: 229451002 Shri K.M.Shivakumar, I.A.S.
Additional chief Secretary, Urban Development Dept.
Vikasa SoudhaBANGALORE.
Telephone: 222539583 Shri Bharat Lal Meena, I.A.S.,
Commissioner, Bangalore Development Authority
BANGALORE.Telephone: 22237455
4 Shri Anilkumar Jaa, I.A.S.,Secretary to Government
Finance Dept,Vidhana Soudha
BANGALORE. Telephone: 22251772
5 Shri Siddhaiah, I.A.S.,Commissioner,
B.B.M.PBANGALORE.
Telephone: 233608436 Shri Subhir Hari Singh, I.A.S.,
Additional Chief Secretary and Commissioner,B.M.R.D.A.,
LRDE Complex,Ali Asker Road,BANGALORE.
Telephone: 22255493
In its day to day operations, BWSSB follows a pyramidal structure of organization with
top layer consisting of heads of different departments. At present the 2nd level (Next to
Board) comprises the following functional heads:
Chief Administrative Officer cum Secretary
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Financial Adviser & Chief Accounts Officer
Chief Engineer (Maintenance)
Chief Engineer (Projects)
Chief Engineer (Kaveri)
Chief Engineer (Quality Assurance)
Chief Engineer (Corporate Planning & Waste Water Management)
Project Director
Public Relations Officer.
Law Officer
FUNCTIONS OF THE BOARD:
Providing water supply and making arrangements for the sewerage and
disposal of sewage in the existing and developing new regions of Bangalore
Metropolitan Area.
Investigating adequacy of water supply for domestic purpose in Bangalore
Metropolitan area.
Preparation and implementation of plans and schemes for supply of water for
domestic purposes within the Bangalore Metropolitan area to the required
standards.
Preparation and implementation of plans and schemes for proper sewerage and
disposal of sewage of the Bangalore Metropolitan area.
Levy & collection of water charges on “no loss no profit basis.”
27
CHAPTER 3
Marketing department
Human resource management department
Finance department
Research department
MARKETING DEPARTMENT:
28
Marketing
Is a process of persuasive action which makes the buyers to buy the products and
services at given price is called marketing.
Is a social and managerial process by which individual and groups obtain what they need and
want through creating, offering, and exchanging products of value with others is known as
Marketing.
Marketing management
Is a process of planning and executing the conception, pricing, promotion
and distribution of goods services and ideas to create exchanges with target groups that
satisfy customers and organizational objectives.
29
V.P (COMMERCIAL)
BRANCH OFFICE
AREAMANAGER
GENERAL MANAGER
REGINAL MANAGER
STAFFSENIOR OFFICER
HEADOFFICE
MANAGER
SENIOR MANAGER
STAFF
OFFICER
STAFF
MKV(SERVICE)
SERVICE MANAGER
SERVICE ENGINEER
DEFINITION OF MARKETING MANAGEMENT
Marketing management is a process involving analysis, planning implementation
and control that it covers goods, services and ideas that it rests on the notion of
exchange and the goal is to produce satisfaction for the parties involved.
Competitor’s information
BWSSB is the regional operating service organization which is the monopoly
business providing services to the people of Bangalore Metropolitan city .Since it the
monopoly service providing for drinking water and sewage service. There are no
competitors existing for the company since now
MARKETING MIX
Marketing refers to the four P’s:-
Product
Promotion
Pricing
Place
Pricing
Pricing is relying on the quality and quality ordered by the customers. Whether
customer place the bulk orders for the products and services company will quote the low
30
price for the orders or vice-versa. All the pricing quotation is fixed by the head office the
BWSSB only manufacturing process will be done by the studied plant. But all sends the
cost of the each order placed by the customers head office checks the cost of the order
later fix the price of the orders.
Pricing strategy
Water Tariff and Pro-Rata:
PROCEEDINGS OF GOVERNMENT OF KARNATAKA Subject: Revision of Water Rates of BWSSB -Reg.
READ:
1. G.O.No.HUD:139: MNI: 90 Dt. 17-7-1991 2. G.O.No.HUD: 15: MNI: 90 Dt. 27-7-1994
3. Notification No. WATER TARIFF W.E.F 01.02.2005
1. Domestic Section 36(I) filtered Water:
Sl No
Category & Consumption
Revised Water Tariff Per Kilo Litre
Minimum Charges
I DOMESTIC (Sec. 36(i)) 1). 0-80002). 8001-250003). 25001-500004). 50001-750005). 75001-100000
6). 100000 & above
6.00 9.0015.0030.0036.0036.00
48.00 201 .00676.001326.002226.005826.00
Sanitary Charges for domestic connection
(i) Rs. 15.00 at flat rate for consumption of 0 to 25000 litters.
(ii) From 25001 to 50000 litters 15% on water supply
31
charges per month .
(iii) 20% of water supply charges per month against for consumption of above 50000 litters.
2. Non Domestic Section-36(IV):
Sl No
Slab-wise Consumption of Water (in K. Litters)
Revised Water Tariff Per Kilo Litre
Minimum Charges
II Non DOMESTIC (Sec. 36(iv))
1). 0-100002). 10001-200003). 20001-400004). 40001-600005). 60001-1000006). 10000 & above
36.0039.0044.0051.0057.0060.00
360.00390.00880.001002.002280.00
III Industries 60.00 (per kilo litter)
IIIA Bidadi Industrial Area 51.00 (per kilo litter)
IV Lorry Loads 250.00 (per Load)
32
V Swimming Pools 60.00 (per kilo litter)
VI Public tapsSection 36 VII
3000.00 (per kilo litter)
3. SANITARY CHARGES
1.a Domestic connection Rs. 15/- at flat rate for consumption of 0 to 8000 litters and 8001 to 25000 litters
Rs.15% of water supply charges per month for consumption of above 25000 litters up to 50000 litters
Rs20% of water charges per month for consumption of above 50000 litters
III All non Domestic Connection From 10% to 20% of water charges for month
IV For Premises having water supply and UGD connection but supplementing water supply by tanker/borewellsdadi Industrial Area
a. Domestic and Apartment
b. Non-Domestic
Rs. 50/- per month per individual house per flatRevised from Rs.200 to 300 per month per HP of borewell
V Premises not having water supply connection Rs.300/- per month
33
from BWSSB but having only UGD connectionIN ADDITION TO SANITARY CHARGES:
Hotels having boarding and lodging supplementing water supply by tankers in addition to borewells(i) Non Star Hotels
(ii) 3 Star Hotels & above
(iii) 5 star Hotels & above
Rs. 1000/- per month
Rs. 3000/- per month
Rs. 10,000/- per month
VI For Hospitals/Nursing Homes supplementing water supply by tankers in addition to borewell(i) Nursing Home & Hospitals having 100 beds(ii) Hospitals/Nursing Homes having more than 100 beds
Rs. 2500/- per month Rs. 5000/- per month
Demand Analysis:
The broad factors contributing to increased demands of water in the city of
Bangalore can be classified into the following.
Population growth
Area of operation
Water supply connectivity
Changing life styles of different segments of population and
Improved awareness regarding hygiene.
The population of Bangalore is estimated to go up by about 10 million during the 30
year period from 1991-2021. Thus, by the year 2021, the demand for water in
Bangalore will be nearly double to that of the present demand in 2008.
The jurisdiction of BDA is increasing year after year. As per CDP Bangalore, the
probable area of Bangalore by 2021 could be 500 sq. km.
34
At present, there are 4Lakhs households that have water supply connections. Assuming
the average family size of five, it amounts to about 20 Lakh people being covered by
household water connections. The remaining people seem to be depending on their own
shallow wells, bore wells or drawing water from public taps. The situation may
drastically change with the increased income and the demand for household
connections may spurt in an exponential manner. In addition to that, to take care of
general increase of the population, additional connections are needed. Thus, in the next
15 years there will be a need to increase the water connections from the existing
connections to connections. Thus, the workload will increase by six times during the
next 15 years. Unless BWSSB pays immediate attention in this regard, it may set in
enormous dissatisfaction among the citizens of Bangalore
Research department
Research Design of study is a conceptual structure a sketch or plan laid out for
conducting the study. It is considered as a blue print pf the final copy of the project
where it shows the activities undertaken while doing the study. It constitutes the steps
taken beginning with of collection of clarifying it. Analysing, interpreting, processing,
and finally putting it is an actual form.
Research design is the arrangement of conditions for the collection and analysis of data
in manner that aims to combine relevance to the research purpose with relevance to
economy. There are various designs, which are descriptive and helpful for analytical
research.
In brief a research design contains-
A clear statement of the research problem.
A specification of data required.
Procedure and techniques to be adopted for data collection.
A method of processing and analysis of data.
Research designed in the specific study includes the following:-
35
Identifying the statement of the problem
Collection of company’s specific literature i.e., annual report for the
study period and the profile of the company.
Scanning through standard books to understand the theory behind the
financial performance evaluation.
Collection of information from various journals to understand the
industrial background of the study.
Statement of Problem:-
The statement of problem can be generalised here as:
Analysis of the relationship between liabilities and assets.
Analysis of the liquidity and profitability of the current assets and current
liabilities.
Detection of the reasons for the variability of profits.
Analysis of various components of working capital such as cash,
marketable securities, inventories and receivables.
So the study aims at finding the financial position of BWSSB by means of financial
analysis techniques such as comparative balance sheet analysis, ratio analysis, and
common size balance sheet analysis and fund flow statement. There analysis gives a
comprehensive performance evaluation in the financial parameter of company’s
financial performance. This will help in certain decision making financial aspects of the
company’s polices.
Methodology:-
In this project, an effort has been made to study the financial condition of BWSSB.
This report has related to theory and history of BWSSB. The performance, i.e., then
analysed by different technique of financial analyse and conclusion are drawn.
36
DATA SOURCE:
Primary Data
The only method through which company primary data was collected pertaining to the
operational and financial performance of company is through the direct interviews with
financial personnel and other employee of financial department.
Secondary Data
Particularly it is difficult to collect the entire through primary sources. So the
researcher has to depend on the secondary data. Any data that has been gathered earlier
for some other purpose is known a secondary data. It has been collected from the past
records.
Consist of information that already exist some where, having been
collected for another purpose.
Collected from the books of finance, management, internet, journal, and
other publication.
37
Human Resources Department
Introduction
Human Resources Management (HRM) is both an academic theory and a
business practice that address the theoretical and practical techniques of meaning
a workforce. It is relatively new and a developed part of management. It reflects
a new philosophy, a new outlook approach and strategy, which view an
38
G M
HRWHRD
JUNIOR OFFICERASSIST. OFFICER HRD
STAFF
organization’s manpower its resources and assets, and not as liabilities or mere
hands.
The theoretical discipline is based primarily on the assumption that employees
are individuals with varying goals and needs, and as such should not be thought
of as basic business resources, such as trucks and filling cabinets. The field takes
a positive view of works, assuming that virtually all wish to contribute to the
enterprise productivity, and that the main obstacles to their endeavors are lack of
knowledge, insufficient training and failures of process.
HRM is seen by practitioners in the field as a more innovative view of workplace
management than the traditional approach. Its techniques force the managers of
an enterprise to express their goals with specificity so that they can be
understood and undertaken by them and to provide the resources needed for them
to successfully accomplish their assignment. As such, HRM techniques, when
properly practiced, are expressive of the goals and operating practices of the
enterprise overall.
DEFINITIONS
According to “Leon C Muggins”, the term HR can be through of
as ‘the total knowledge skills,
Creative ability, falcate and aptitude of an organizations work force, as well as
the value, attitudes and benefits and beliefs of individuals.-(Personal and Human
Resource management)
According to Ashwathappa, HRM is a management that helps
managers to recruit, select, and develop organization members.
According to Edwin B. Flippo, management is planning,
organizing, directing and controlling of the procurement, development,
39
compensation, integration, maintenance and separation of human resources to the
end that individual organization and social objective are accomplished.
MEANING
Different terms are used to denote HRM they are labour management,
labour administration, labour management relations, employee-employer relations,
industrial relations, human capital and assets. The basic nature HRM means emplying
people, developing their resources, utilizing, maintaining, and compensating their
services in tune with the job and organizational requirements with a view to contribute
to the goals of the organization, individual and society.
SCOPE OF HUMAN RESOUCE MANAGEMENT
The scope of human resource management is needed best. All major
activities in the working life of a worker from the time to time of his entry into an
organization until he leaves come under Human Resource Management.
40
Prospective of HRM
Industry relations
Employee Maintenance
Employee and Executive
Remuneration
Employee Motivation
Employee Hiring
Nature of HRM
Human Resource Management
Scope of HRM
Need for a new orientation:
BWSSB has started its operation more than four decades ago. It’s main customers for
the hardware like water pipeline net work, overhead tanks, sewerage systems including
treatment plants are BMP and BDA, while for the software- the water, the customers
are the citizens of Bangalore. The main problems facing BWSSB apparently is in terms
of finance and power supply which has prevented them in supplying adequate quantity
of water to citizens of Bangalore, let alone in an uninterrupted way but even on
intermittent daily basis. This factor has contributed to the tarnishing of the perceptual
image of BWSSB held by its customers.
41
Fig4-Water Treatment Plant at Yelahanka, Bangalore
The monopolist current status enjoyed by BWSSB and the huge supply-demand
mismatch has positioned the organization in an advantageous position vis-à-vis their
customers. Since the customers are absorbing the services of BWSSB fully, be it water
supply or sewage treatment, with no strings attached, the organization might feel that
its products and services are doing very well in the market. The quantitative shortage of
the products and services are normally observed to cover up the qualitative
deficiencies. This perceptual illusion of being a market leader can make the
organization susceptible to market myopia which in turn can result in the complacency
in organization, over a period of time.
There is apparently no harm at all, perhaps, if the organization remains complacent and
retains a degree of contentment and feels no urgent and strong need to change. The
only harm that can take place is the accelerated rate of organizational decay.
Progressive organizations that are societal conscious make every possible effort
periodically to introspect as well as retrospect so that they can continue to be on the pat
of growth and development.
42
In the light of the above, an analysis of the existing organizational structure becomes
imperative.
THE ORGANISATION:
The BWSSB was constituted under the act of the Karnataka state legislature by
notification no. PLM/15/MNY/64 dated 30th September 1964 and the board came into
existence on 2nd October 1964.
With the formation of the Board the entire system of water supply was transferred to
the board on 1st December 1964 and sanitation on 21st December 1964.
Facilities
Some of the non-core activities presently being departmentally undertaken may be
entrusted to private parties so as to reduce costs. These being:
Security
Medical facilities
Gardening
Maintenance of certain Bungalows.
Housekeeping in BWSSB offices
MEANING OF EMPLOYEE ABSENTEEISM
Employee’s presence at workplace during the scheduled time is highly essential for the
smooth running of the production process in particular and the organization in general.
Despite the significance of their presence, employees sometimes fail to report at the
workplace during the scheduled time, which is known as “absenteeism”.
TYPES OF ABSENTEEISM
There are two types of absenteeism, each of which requires a different types of
approach.
43
Innocent Absenteeism
Innocent absenteeism refers to the employees who are
absent for reasons beyond their control; like sickness and injury.
Innocent absenteeism is not culpable which means that it is blameless.
In a labour relations context this means that it cannot be remedied or
treated by disciplinary measures.
Culpable Absenteeism
Culpable absenteeism refers to employees who are absent
without authorization for reasons which their control. For instance; an
employee who is on leave even through he / she is not sick, and it can
be proved that the employee was not sick, is guilty of culpable
absenteeism. To be culpable is not to be blameworthy. In a labour
relation context, this means that progressive discipline can be applied.
For the large majority of employees, absenteeism is
legitimate, innocent absenteeism, which occurs infrequently.
Procedures for disciplinary action apply only to culpable absenteeism.
Many organizations take the view that through the process of
individual absence counselling and treatment, the majority of
employees will overcome their problems and return to an regular
attendance.
THE CAUSES OF ABSENTEEISM
The causes of absenteeism are many and include:
Serious accident and illness
Low morale
Poor working conditions
Boredom on the job
Lack of job satisfaction
Inadequate leadership and poor supervision
Personal problems (financial, marital, substance abuse, childcare etc.)
Poor physical fitness
44
Inadequate nutrition
Transportation problems
Stress
Workload
Employee discontent with a collective bargaining process and / or its
results.
THE COST OF ABSENTEEISM
Decrease in protectively
Employees may be carrying an extra workload or supporting new or
replacement staff.
Employer may be required to train and orientate new or replacement
Workers.
Staff morale and Employee service may suffer.
Financial costs
Payment of overtime may result
Cost of self-insured income protection plans must be borne plus the wage
costs of replacement employees
Premium costs may rise for insured plans
Administrative Costs
Staff time required to maintain and control absenteeism
TRENDS IN ABSENTEEISM IN BWSSB
Recent surveys indicated the following trends in absenteeism
The higher the rate of pay and greater the length the service of the
employee, the fewer the absence
45
As an organization grows, there is a tendency towards higher rates of
absenteeism
Organizations with the worst records have twice the absence rates of the
best ones
Women are absent more frequently than married employees
Single employees are absent more frequently than older employees but the
later are absent for longer period of time
Public sector employees report sick more often than those in the private
sector
Unionized organizations have higher absenteeism rates than non-union
organizations
MEASURES TO MINIMIZE ABSENTEEISM
Absenteeism affects the organization from multiple angels. It severely
affects the production process and the business process. The effect of unauthorized
absenteeism is more compared other types of absenteeism. The management can
minimize absenteeism. The following measures are useful in controlling or minimizing
absenteeism.
Select the employees by testing them thoroughly regarding their
aspirations, value systems, reasonability and sensitiveness.
Adopting humanistic approach in dealing with the personal problem of
employees.
46
Following proactive approach in identifying and redressing employee
grievances.
Provide leave facilities based on the needs of the employees and
organizational requirement.
Educating the workers.
Providing hygienic working conditions.
Provide welfare measures and fringe benefits, balancing the need of the
employees and the ability of the organization.
Counselling the workers about their carer, income and expenditure, habits
and culture.
Free flow of information, exchange ideas, problems etc. between
subordinate and superior.
Offering attendance bonus and inducements.
Provide extensive training encouragement, special allowances in cash for
technological advancement.
AC
TS AND TERMS
An Act called "The Bangalore Water & Sewerage Sanitary Act 1964" under Govt. Of
Karnataka - Law department - Karnataka act no. 36 of 1964 was enacted by the Karnataka
state legislature in the 15th year of the Republic of India to make provisions for Water supply,
Sewerage & disposal of Sewage in Bangalore
Metropolitan area & the matters connected therein.
Prior to the formation of the Board, the task of providing water supply to the
city was with the Bangalore City Corporation in the Cantonment area and KPWD in the city
area. The cost of maintenance was charged to the corporation which was purchasing the
water in bulk from PWD. The head works was under the control of PWD.From 14th
August 1961 the entire distribution system except the head works was transferred to
BCC for its maintenance.
47
The World Bank team which came for first hand appraisal of the project
insisted upon the need for creating an autonomous Board for handling the Cauvery
Water Supply Scheme on commercial lines which was accepted by the Government.
Accordingly, the Bangalore Water Supply & Sewerage Board was
constituted under an Act of Karnataka State Legislature vide notification
No.PLM/15/MNY/64 dated 30th September 1964 and the Board came into the
existence on 2nd October 1964. With the formation of the Board the entire system of
water supply component was transferred to the Board on 1st December 1964 and the
sanitary component on 21st December 1967
FINANCE DEPARTMENT
INTRODUCTION:-
Finance is regarded as the lifeblood of the business enterprise.
Efficient financial management is very important to any organization. Lack of this
paralyses the activities of the firm. Hence, it is essential to have a sound financial
system organized in an organization or enterprise. Every organization needs money and
the management of it is very important in any financial system of an organization
BWSSB has very sound financial department and well trained and experienced
employees to carry out the financial activities. Here very big activities are carried out
with utmost care.
48
Fig. No.5: FINANCE DEPARTMENT
In the modern era of making money, finance id one of the basic foundation for all kinds
of economic activities. It is the master key, which provides access to all sources to be
employed in manufacturing and merchandising activities. It has been rightly said that
business needs money to make more money.
For effective and continuous working of organization the main thing that is
required is money. Managing the available monetary resources is the primary function
of any organization. To carry on this function the finance department came into
existence.
This function should be well organized in a firm. So there will be separate department
to look after the financial aspects of the firm.
To work more effectively and efficiently the finance department has several sections
such as,
Cash section
Bills receivable section
Bills payable section
49
MANAGING DIRECTOR
FINANCIAL MANAGER
DEPUTY FINANCIALMANAGER
DEPUTY FINANCIALMANAGER
ACCOUNTANT ACCOUNTANT ACCOUNTANT ACCOUNTANT
Payroll section
Material accounts section
Book keeping and
Costing department.
CASH SECTION
This section is responsible for all receipts and payments cash/cheque and accounting
of the same in books.
The main functions of this section are:
Receipts of cash, postal orders cheque book draft etc., issue of official receipt
for the same.
Booking of all receipts.
Drawl of cash vouchers by cash/cheque.
Payment of vouchers by cash/cheque.
Safe custody of cash cheque books, book guarantee, fixed deposit receipts and
other investment etc.
50
The following are the major accounting register and subsidiary registers are
maintained in this section they are.
Cash Book
Securities Registers
Money Orders Registers
BILLS RECEIVABLE SECTION
This Section is mainly responsible for preparation of invoices to customer for the
Supplies made and services rendered and follow up recovery of the amounts and accounting
of the same.
Main functions of this department are;
Preparation of invoices for work done. To be done and services rendered.
Review of closed work orders for which invoices have not been prepared.
Recording of invoices rendered.
Accountable for sales tax returns payments of sales tax.
Scrutinize of sales orders including exports sales
51
Registers maintained in this section are:
Sales journal
Manufacturing of spares
Overhaul of equipment
Miscellaneous
Invoice register
Dispatch advices register sundry debtor’s ledger
Claims/accounts receivable ledger.
BILLS PAYABLE SECTION
This section divided into 3 Sub section;
Bills payable inland
Bills payable civil work
Bills payable foreign
BILLS PAYABLE INLAND
Main functions of this department are;
Payment and accounting of advances to supplier
Payment and accounting of advances to other vendors
Payment and accounting of final bills
52
Adjustment/Recovery of advances
Accounting and pricing of receipt vouchers
BILLS PAYABLE CIVIL WORK
Main functions of this department are
Payment and accounting of advances
Payment and accounting of running bills to contractor
Payment and accounting of final bills
Adjustment/Recovery of advances
Capitalization of buildings etc
Major accounting register and subsidiaries
Work journal
Contractor’s journal
Contract register
EMD and security deposit register
Advances payment register
PAYROLL SECTION
The payroll section is looking after time office and payroll section The main functions are
Employees gate passes are issued
Maintenance of leave records and feeding of attendance data to computer with
reference to the document received
Disbursement of salaries and wages
Payment / recovery of advances
Recovery of dues from employees
53
Remittances of amount received from employees to various agencies
Accounting of payroll transactions
Registers used are
Leave record legers/register
Salaries and wage journal
Travel expenses journal
LTC expenses journal
Loan register
Advance register
Travel advance
LTC advances
Salary advances
Vehicle advances
Cyclone/food relief loan
Special loan
Conveyance reimbursement
Record of attendance
Maintenance of leave records
Feeding of attendance
MATERIAL ACCOUNTING SECTION Main functions of this section are
Maintenance of material ledger cards for all material held in store
54
Accounting of receipts of all material by various classes and issues of all
material
Quality reconciliation of Bin card balance with material ledger balance
Accounting of liner divisional transfer of material and its reconciliation
Register used are
Material issue analysis statement
Stock transfer/Stock re classification statement
Stock verification statement
Surplus/Condemned stores
BOOKING KEEPING
Main functions of this section are Maintenance of journal /ledger
Maintenance of capital assets ledger and location registers
Preparation of trail balance, profit and loss account and balance sheet
Preparation of final accounts and depreciation schedule
Furnishing data determination of income tax liability
Register used are
Journal
55
General ledger
Main Assets ledger
Department/Location Assets register
Semi perishable equipment register
Miscellaneous equipment register
COSTING DEPARTMENT
The costing department of VSY comes under the preview of the financial department
And all its activities are supervised and controlled by these department
Duties and responsibilities
To ascertain in detail the true cost of production of each operation
To collect necessary information to fix standard for a period
To measure actual results with the standard and to determined variances if any
To provide detailed information to enable fixation of prices of products
To measure the efficiency of the workers
56
To prepare estimate and cost assist in setting stores and providing detailed data
for special cost analysis
The department deals with payable and receivable. Here initially the PO (Purchase
order) is prepared then the GRN (Goods Received Note) will be made for goods later
quality assurance department checks the quality. Once the QAD approves then the
invoice copy is sent to the accounts department where the bills are passed, until this
stage all the transaction
are carried out by ERP (Enterprise Resource Planning) software. Then the future
operations are carried out by Tally package.
Budgeting
The company has yearly budgeting for each and every department. Each and every
department will dive the schedule as per the requirements of budgets about machining
tools etc. if any extra budget is require apart from the allotted amount which contains
Company has procedure of filling in CAPEX (Capital Expenditure) from which
contains the details of amount required. To avoid destructions in their working, the
company will go for long term or short term borrowing from corporate.
57
CHAPTER 4
Mc KINSEY’S 7S FRAME WORK
Mc KINSEY’S 7S FRAME WORK
THE 7S’s are a frame work for analyzing organizations and their effectiveness. It looks
at the seven key elements that make the organization successful, or not: strategy;
structure; systems; style; skills; staff; and shared values.
The meaning of some of the terms had to be stretched for instance in tradition
management literature the term skills generally applied to personal skills (for example
technical, human, conceptual) where in the 7s framework “skills” means the
capabilities of the organization as a whole. The organization capabilities and lack of
such capabilities are generally referred to in management literature as the strengths and
weakness of the firm.
58
The outstanding feature of the 7S model is that it has been extensively used by
McKinsey consultants in their studies in many companies. At the same time, respected
business schools, such as Harvard and Stanford, have used this framework. The theory
and practice seems to support each other in the study of management. The most
surprising fact about the 7S framework is that it support, and is similar to, the
framework of managerial functions (Planning, organizing, staffing, leading, and
controlling)
“shared values” are sometimes called “super ordinate goals”, and 7S framework
theorists emphasize that goals statement are very important in determining the density
of enterprise, values must be shared by organization members, thus special attention is
given to personal and organization values.
The 7Smodel is better known as McKinsey and model. This is because the two persons
who developed this model, TOM PETER AND ROBER WATERMAN have been
consultants of McKinsey and company at that time. They published 7Smodel in their
article “structure is nor organization” in 1980 and in their books “the art of Japanese
management”1981 and “in search of excellence” (1982). The model status on the
premise than an organization is not just structure but consists of 7 elements.
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Mc Kinsey’s 7S Model
The 3Sacross the top of the model are described as ‘Hard Ss’:
The hard S’s of 7-s model is 3:
Structure
Strategy
Skills
Staff
Style
Systems
Structure
Shared values
60
Strategy
Systems
The soft S’s of 7-s model is 4:
Skills
Style
Staff
Shared value
STRUCTURE
The way the organization’s units relates to each other; centralized, functional division
(top-down); decentralized (the trend in large organizations); matrix, network, holding,
etc.
STATEGY
It is the plan for the allocation of firm’s scarce resources, over time, to reach identified
goals; environment, Competition, customers.
Today the business is running in a dynamic manner. It is required to manage internal
and external environment to be a successful in the field. Even it is required to maintain
good control over the environment to remain in the business for long run.
Strategy is nothing but the determination of the purpose and the long term objective of
an enterprise, following by the adoption of action allocation of resources necessary to
achieve these aims.
Strategies adopted by BWSSB
Total quality management.
Business intelligence.
Create innovative solutions for future.
Adopts dynamic business strategies.
SYSTEM
61
The procedure, processes, and routines that characterize how important work is to be
done: financial system; hiring promotion and performance appraisal systems;
information systems.
System refers to organization methods that flow of information from one department to
another. BWSSB has an adequate system of internal control designed to provide
reasonable assurance on the achievement of the objective relating to efficiency and
effectiveness of operations, reliability of operations, reliability of operations and
reliability of financial reporting there is a system compliances to follow rules and
regulations and safeguarding of assets.
The organization follows the system of flow of work from top level management
to lower level of management.
BWSSB has its own systems, rules, regulations and procedures to follow which
help the company to develop a talent pool with competence to take challenge of present
and future. The organization has its own information system, service process and
control process that aims to delight the customers through good quality services and
solutions.
Application of management information system can be seen at various
Departments in BWSSB where MIS is adopted in order to handle the work efficiently.
SKILLS
Skills are the distinctive capabilities of personal or of the organizations as a whole.
Waterman Etal consider “skills” as one of the most crucial attributes or capabilities of
an organization. The term “skills” include those characteristics with most people used
describe a company.
The organization has various skills like managerial skills, development skills,
supervisory skills and communication skills.
HRD is responsible for giving training to all employees of the
organization and cover all the skills required by an employee to carry out his/her work
and to achieve companies’ objectives and goals.
62
Skills refer to the facts that the employees have the necessary skills to
carry the company’s strategy. Training and development ensures employees to do their
jobs well and stay up to date with latest techniques.
SHARED VALUES
The interconnecting centre of Mckinsey’s model is shared values. What does the
organization stands for and what it believes in; central believes and attitudes.
Shared values of the organization can be characterized as the whole of the norms, views
and culture shared by the people working in the organization. The value are the things
that you would stave for even if they where demonstrably not profitable.
The values that BWSSB follows are:
High concern for quality, safety and work environment.
No discrimination between staff and workmen.
Satisfy customers by integrating their needs in the company products.
To sustain an organization of able and committed employees and provide
opportunities for growth and development.
Meet strict environment and also labour policies.
Trust and respect individuals.
Company has conscious of its moral responsibilities towards its employees,
customers.
STYLE
Cultural style of the organization and how key managers behave in achieving the
organization’s goals
63
Style refers to the employee shared and common way of thinking and
behaviour. The top management sets the objective to the line and functional specialists
and provides clear procedure for working.
At BWSSB traditional style of leadership is followed where the chairman
taken major decisions. All the heads of the departments follows the words of their
superiors and is also involved in decision making process.
STAFF
Number and types of personnel within the organization. Promoters of the
company and the qualities of the key staff.
The process, which the employees are required, deployed and developed. Staff
means the company has hired able people, trained them well and assigned them the
right jobs. Selection, training, motivation and assignment to appropriate work are all
issues.
Facilities provided to staff:
Training them to handle world class machines.
Medical allowances are provided by the management.
Uniforms and shoes are given for the labours.
Computerization:
64
The performance of BWSSB can be greatly enhances by computerization.
Computerization can help the organization in a number of productive ways.
It can be a very user tool to develop a comprehensive data base
It helps in quick decision making through speedy processing of information
In the long run, it can reduce the operational administrative costs, and can also
enhance engineering and organizational productivity through better
coordination.
Geographical information system linking land uses, roads, and utility lines can
greatly contribute to track present location and plan pipeline rehabilitation by
assisting in terms of location of pipelines with respect to other utility features. It
will also help in organizing, developing, maintaining and operating water supply
and sewerage systems in a cost effective manner and .
By computerization, the activities of planning finance and accounts departments
can be interconnected with various divisional offices and with the Chairman’s
office, and this can immensely benefit in efficient and effective functioning of
BWSSB.
SWOT ANALYSIS
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SWOT analysis refers to the analyzing the strength, opportunity and threat of the
organization.
SWOT is a compound of two factors namely external factors and internal factors.
Strength and weakness are the internal factor which can be controlled by the technical
and personnel departments. Opportunity and threat are the external factors which
cannot be controlled by the company. External factors may include political factors,
socio-cultural factors, technical factors, demography, environmental factors etc.
SWOT Analysis:
The strengths of the organization as below:-
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Strengths:
The organization has been in operation for the last 48 years and the staff of the
organization had developed technical expertise concerning water supply and
sewerage treatment activities associated with a large metropolis. The technical
experts of the organization have been involved in planning and execution of
Cauvery I, II, II and IV Stages. Thus, they have gained comprehensive technical
knowledge required in planning and executing large water supply and sewerage
projects.
BWSSB is the sole organization to manage water supply and sewerage facilities
in Bangalore city. It does not have any competition from any other organizations
in its work. This monopoly situation can be use as a very powerful strength in
fully harnessing the required resources to make the organization financially and
socially vibrant.
The other strength is that BWSSB is a Governmental organization. This helps in
acquisition of land, free water from water natural sources, getting inter-
departmental deputations, moral support from other Governmental departments,
etc.,. This status also helps in getting financial help for new projects from
international agencies.
Monopolistic organization in Bangalore.
Good quality services
Associated with hospital across Bangalore.
Revised pay scale once in five years.
Weakness:
BWSSB, due to its past history, is still following typical Governmental
practices. This is manifested through highly bureaucratic procedures and
systems in its functioning. Sometimes, this results in enormous avoidable delay
in project execution as well as in management of Human Resources such as
recruitment, promotions, compensation etc.
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The composition of the Board does not have the needed representation from
KPTCL, Pollution Control Board, and Irrigation Department.
The other weakness in the inadequate flow of information among different
departments within BWSSB and non-availability of database on some times that
help effective functioning of BWSSB.
Dispute between water board and contracts.
Government rules and regulations.
No external recruitment.
Less qualified professional.
Opportunities:
It is felt that BWSSB has the potential to change itself into an organization
dealing with Total Water Management rather than just dealing with supply of
water and treating sewage.
Rapidly change economic environment under which the society is functioning
allows BWSSB to fully take advantage of different segments of customers.
These customers will be able to pay more for higher quality of service and
improved awareness of good hygiene. If this opportunity is really made use of,
BWSSB can transform itself into a profit making one, responsive to customer
needs and improving general health and hygiene of the citizens of Bangalore.
Government is supporting the organization to carry out its projects.
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Foreign financial institutions like JBIC are supporting the Board to carry out its
projects.
Advanced technology
Threats:
The changing socio-economic environment may bring in many competitors,
internal and external in the business of water needs of society. This competition,
if it is not properly and seriously considered, may lead to the development of a
situation where in the Government is forced to entrust the water management
activity to private operators rather than allow BWSSB to work as a monopoly.
This probable competition is to be addressed squarely. It calls for an urgent
organizational transformation and appropriate changes in mindset of the people
working in the organization before the customers force the government to look
for alternative organizational mechanisms for the supply of good quality of
water and provide sewage treatment.
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Stress related health problems of the working staff.
Stringent legal causes imposed on labours.
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CHAPTER-5
FINDING, SUGGESTION AND CONCLUSION
FINDINGS
Most of the respondents fall in to the category of 21-30 years of experience
followed by respondent having 1-10 years of experience.
Social and religious ceremonies are witnessed to the major reasons for
employee’s absenteeism, followed by other reasons like fatigue and family
problems.
Majority of the respondent are satisfied with the adequate leave facilities
provided by the management and they are able to manage their need within
sanctioned leaves.
Generally, the employees do not remain absent apart from the sanctioned leaves,
except from some chronic diseases.
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Almost all the employees communicate with their seniors before taking the
leave.
Most of the respondents are concerned towards lob, so they are keen to resume
their work immediately after their leave provide.
It is observed that superiors would talk to subordinates regarding absence, but
never responded to queries.
The awareness among associates about attendance policy is good.
Most of the respondents believe that their job gets hampered by remaining
absent from the work place.
Employees find their job monotonous as they have to perform in the same
domain for years.
Most of the respondents feel that their job profile matches with their skills,
abilities and interest. Rest are not comfortable with job due to lack of training in
new areas.
60% of the respondents say that they don’t have work pressure while 40% feel
they do have work pressure.
In general, employees are satisfied with the working conditions, training
programs, supervisory practices, disciplinary actions, welfare facilities, job
satisfaction and motivation to the better work.
SUGGESTIONS
Problem of employee absenteeism is best resolved by taking the positive
interventions versus taking a negative or punitive approach. In order to
effectively develop a strategy to overcome this problem, we must first
understand the behavioural determinations that precede an employee’s conscious
to be absent from work.
Incentive programs must be designed to appeal to the employees need for
recognition and award. Typical incentive programs may be based on recognizing
the employee for excellent attendance.
“if employees perceive management to be linier or tolerant of absence then
absence increases.”
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Progressive disciplinary actions must be taken to discourage absenteeism in the
work place.
The golden rule is that if absenteeism is to be reduced, organization must
promote attendance among the majority rather concentrating on the non-
attendance of the minority. In BWSB there ere high numbers of the employees
with no annual absence at all. This should be rewarded and celebrated but is
usually overlooked by the management.
Health - related benefits are valued highly and organizations who gain a
reputation for looking after their employees are likely to be on the winning side
in the war of talent. For this to happen management must take the pulse of the
organization to find out just what it is, that is, keeping people away and
providing employees with occupational health, private health care insurance etc.
Absence management is a term effort and should not fall to just one person.
Involving relevant parties in the solution will relieve the burden and make it
clear that tackling absenteeism is a normal part of working in the organization,
not just a flash – in – the – plan project.
There should be easy ways for employees to raise concerns about work pressure
both informally and formally, perhaps via general supervision and management,
as a specific part of a grievance procedure or even under dedicated stress policy.
Many employees would not take casual absence if they knew that on their return
to work they would have a discussion with their line management about it. The
return – to – work interview provides reassurance to those who have been ill off
work because they know their absence has been noticed and their employer is
aware of the situation.
Written policies can give BWSSB added legal protection from employees who
have been fired for excessive absenteeism.
Communication should be based on an ongoing program – not just focused on a
high profile launch event. Managers nee to give employees regular reminders of
the help and support that is available.
Attendance could be reduced by giving some kind of an attendance bonus.
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Flexible timings can be provide for workers coming from distant places, wherein
the worker chooses his time of work and adheres to the minimum time to be put
in for the day.
CONCLUSION
The study has been undertaken with the objective to analyse and interpret the financial
position of BANGALORE WATER SUPPLY AND SEWERAGE. The Comparative
Sheet Analysis carried out at BWSSB helped in understanding the financial position of
firm, helped in understanding the working of Comparative Balance Sheet Analysis and
the accounting practice carried in the firm. The study gave the exposure to corporate
culture in the firm and helped in understanding accounting practices carried in
corporate.
An analysis of various statements and performance record show a sustained growth
record. Greater strides have been made in balancing the company’s growth though
effort which has been through encouragement.
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The entire factors necessary for overall growth and performance of the company are
favourable. In this direction, prosperity and development are two effective weapons,
which are properly implemented by the company.
Absenteeism is a serious and costly problems faced by the companies throughout the
world. This problem requires that all employees understand the consequences of such
behaviour from a company standpoint as well as personal standpoint. All companies
must approach this problem from a proactive position with employee prevention
programs and progressive discipline programs.
LEARNING EXPERIENCE
The training in BWSSB helped me a lot in studying functions of various divisions. The
training was very much helpful and knowledge. I came to know about production
process the company is operating. I came to know about the practical knowledge of
management concepts. The experience that I had this company enhanced my
knowledge which will become in my future career.
Every day was of great learning process. It is always believed that theories are being
implemented in the day to day activities but in reality I saw the other side of it wherein
theories were being adjusted as per the business activities.
Employees would suddenly react on the inadequacies in there work place, which would
be solved by practical negotiation rather than theoretical procedures. Learning always
support in boosting our knowledge level. Meeting new people and adjusting to their
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work environment has always been challenging to me and I feel replica of it in my
organization case.
Benefits derived from project:
It involved practical exposure to business environment by means of various
facts of company.
Enriched my skills of observation and interaction.
It strengthened my vision and self-confidence.
BIBLIOGRAPHY
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Financial Management: I.M. Pandey
Financial Management: M. Khan and P.K. Jain
Annual Reports
WEBSITE:
EN.WIKIPEDIA.ORG
WWW.INVESTORWORDS.COM
WWW.BWSSB.ORG
ANNEXURE
BALANCE SHEET, PROFIT AND LOSS ACCOUNT
TABLE-1
Comparative Balance Sheet Analysis for the year 2004-05 and
2005-06
Particular2004-05
(Amount in Lakhs)
2005-06 (Amount in
Lakhs)
Absolute change
Percentage Change
LIABILITIES Loans 144246.293 140752.539 -3493.75 -2.422075Grants and Contribution 45083.007 57822.475 12739.5 28.257805Reserves Fund 7400 7400 0 0TOTAL CAPITAL EMPLOYED
196729.300 205975.014 9245.71 4.6997138
Represented By-
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ASSETSFixed Assets 60897.944 64433.735 3535.79 5.8060926Assets acquired at the time of formation of the board-Sundry assets taken over 10.69 10.69 0 0Work-in-progress on deposit works
23813.843 34484.898 10671.1 44.810302
Investment 20165.646 24709.169 4543.52 22.531006WORKING CAPITAL-Current AssetsWork-in-progress 157110.18 162784.551 5674.37 3.6117144Sundry Debtors 20888.034 22099.631 1211.6 5.8004358Other Current Assets 3992.201 3544.001 -448.2 -11.22689Inter Divisional Transfers 378.986 307.738 -71.248 -18.79964Cash and Bank 14585.764 11450.385 -3135.38 -21.49616Total Current Assets 196955.165 200186.306 3231.14 1.6405465Current LiabilitiesOther Current Liability 46636.764 55964.417 9327.65 20.000644Sundry Creditor 6499.475 7321.831 822.356 12.652653Provisions 51977.749 54563.537 2585.79 4.974798Total Current Liabilities 105113.988 117849.785 12735.8 12.116177
WORKING CAPITAL 91841.177 82336.521 -9504.66 -10.34901 196729.300 205975.014 9245.71 4.6997138
TABLE-2
Comparative Balance Sheet Analysis for the year 2005-06 and
2006-07
Particular2005-06
(Amount in Lakhs)
2006-07 (Amount in
Lakhs)
Absolute change
Percentage Change
Liabilities Loans 140752.537 142824.739 2072.2 1.4722307Grants and Contribution 57822.475 80601.913 22779.4 39.395474
Reserves Fund 7400 7400 0 0TOTAL CAPITAL EMPLOYED
205975.012 230826.652 24851.6 12.065366
Represented By-ASSETS
Fixed Assets 64433.735 214987.196 150553 23.365627
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Assets acquired at the time of formation of the board-
Sundry assets taken over 10.69 10.69 0 0Work-in-progress on deposit works
34484.898 49954.513 15469.6 4.48591
Investment 24709.169 27640.383 2931.21 1.1862859WORKING CAPITAL-Current AssetsWork-in-progress 162784.551 9408.6 -153376 -94.22021Sundry Debtors 22099.631 23738.939 1639.31 7.4178071Other Current Assets 3544.001 4708.87 1164.87 32.868755Inter Divisional Transfers 307.738 166.647 -141.091 -45.84777Cash and Bank 11450.385 26417.577 14967.2 130.71344Total Current Assets 200186.306 64440.633 -135746 -67.80967Current LiabilitiesOther Current Liability 55964.417 56724.398 759.981 1.3579718Sundry Creditor 7321.831 8342.869 1021.04 13.945118Provisions 54563.537 61139.495 6575.96 12.051928Total Current Liabilities 117849.785 126206.762 8356.98 7.0912111
WORKING CAPITAL 82336.521 -61766.129 -144103 -175.01669
205975.012 230826.652 24851.6 12.065366
TABLE-3
Comparative Balance Sheet Analysis for the year 2006-07 and
2007-08
Particular2006-07
(Amount in lakhs)
2007-08 (Amount in
Lakhs)
Absolute change
Percentage Change
Liabilities Loans 142824.794 151232.917 8408.123 5.8870192Grants and Contribution 80601.913 111983.916 31382 38.934564Reserves Fund 7400 40880.396 33480.4 452.43778TOTAL CAPITAL EMPLOYED
230826.707 304097.229 73270.52 31.742654
Represented By-ASSETS
Fixed Assets 214987.196 217768.136 2780.94 1.2935375Assets acquired at the time of formation of the board-
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Sundry assets taken over 0 0 0Work-in-progress on deposit works
49965.204 68415.811 18450.61 36.926912
Investment 27640.383 41433.62 9565.126 109.27128
WORKING CAPITAL-
Current AssetsWork-in-progress 9408.6 23056.712 13648.11 145.05997Sundry Debtors 23738.94 26549.86 2810.92 11.840967Other Current Assets 4708.87 8781.728 4072.858 86.49332Inter Divisional Transfers 166.679 239.674 72.995 43.793759Suspense Debtors 0 1221.814 1221.814Cash and Bank 26417.578 28774.271 2356.693 8.9209276Total Current Assets 64440.667 88624.059 24183.39 37.528153Current LiabilitiesOther Current Liability 56724.398 66861.194 10136.8 17.870258Sundry Creditor 8342.869 10066.209 1723.34 20.656443Suspense Creditors 0 1260.71 1260.71Provisions 61139.496 33956.284 -27183.2 -44.460968Total Current Liabilities 126206.763 112144.397 -14062.4 -11.142324
WORKING CAPITAL -61766.096 -23520.338 38245.76 -61.92031 230826.707 304097.229 73270.52 31.742654
TABLE-4
Comparative Balance Sheet Analysis for the year 2007-08 and2008-09
Particular2007-08
(Amount in Lakh)
2008-09 (Amount in
Lakhs)
Absolute change
Percentage Change
Liabilities Loans 151232.917 136522.434 -4710.483 -9.7270378Grants and Contribution 111983.916 188550.894 76566.978 68.37319209Reserves Fund 40880.396 47070.771 6190.375 15.1426493Less;Net deficit as per previous year B/S
18886.824 23114.935 4228.111 22.38656431
Add Transitional Provision 0 2100.471 2100.471Add deficit of the year/ Surplus for the year
4228.111 5313.31 1085.199 25.66628454
TOTAL CAPITAL EMPLOYED
280982.294 341615.383 60633.089 21.57897145
Represented By-ASSETS
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Fixed Assets 217768.136 228603.446 10835.31 4.975617737Assets acquired at the time of formation of the board-Sundry assets taken over 0 0 0Work-in-progress on deposit works
68415.811 82849.464 14433.653 21.09695521
Investment 18318.685 58424.327 40105.642 218.9329747WORKING CAPITAL-Current AssetsWork-in-progress 23056.712 26699.24 3642.528 15.79812421Sundry Debtors 26549.86 30283.209 3733.349 14.0616523Other Current Assets 8781.728 9177.134 395.406 4.502599033Inter Divisional Transfers 239.674 1218.834 979.16 408.5382645Suspense Debit 1221.814 1221.814 0 0Cash and Bank 28774.271 31379.618 2605.347 9.054432691Total Current Assets 88624.059 99979.849 11355.79 12.81343929Current LiabilitiesOther Current Liability 66861.194 78471.857 11610.663 17.36532405Sundry Creditor 10066.209 13853.229 3787.02 37.62111436Suspense credit 1260.71 1738.423 477.713 37.8923781Provisions 33956.284 34178.196 221.912 0.653522629Total Current Liabilities 112144.397 128241.705 16097.308 14.35409029
WORKING CAPITAL -23520.338 -28261.856 -4741.518 20.1592256 280982.294 341615.381 60633.087 21.57897074
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