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Quantum Jump Case Study

995 Words4 Pages

EFFECTIVENESS OF THE SYSTEM The system has been implemented from the year 2004-05 have been giving positive results. A comparison of same important financial parameters over the years summarized below: RS IN CRORES Year Turnover Profit after tax Value added 2001-02 6348 469 3074 2002-03 7492 444 3248 2003-04 8662 657 3680 2004-05 10338 953 4254 2005-06 14525 1679 5683 2006-07 18739 2415 7182 2007-08 21401 2859 8323 From the above it is seen that : 1. Turnover has increased from 6348 Crores in 2001-02 to 10338 Crores in 2004-05 where as T.O. has increased to 21401 Crores in 2007-08 2. Profit after Tax has been increased from 469 to 963 Crores from 2001-02 to 2004-05 and 2859 Crores in 2007-08. 3. Value added has been increased from 3074 Crores …show more content…

B.H.E.L. has been able to build up its capacity, technological capability, update its facility and maintain a professionally competent workforce. However the introduction of the performance system (MAP) has been instrumental in motivating and making executives more focussed and committed. Each executive sets his targets in line with objectives of the organization. The achievements are reviewed mutually, timely corrective actions taken to ensure achievement of the results. Thus a formal system of review is in place during mid year review but this is to ensure that necessary help is given to individual to achieve the results. Rarely the targets are modified that too after thorough review and …show more content…

RESPONSE OF THE EXECUTIVES In order to have the impression of the executives about the usefulness, effectiveness and adoptability of the system, an interaction with cross section of executives of CFFP - a unit of BHEL at was undertaken. Out 130 executives in CFFP, 52 executives (40%) covering all the levels (from GM to Engineer) were interviewed along with a structured questionnaire.(page ) The findings of the above exercise are as under:- 1. 47 executives felt that the system is comprehensive. However, 5 executives felt that system needs improvement. 2. 40 executives felt that the system will lead to avoiding any bias and subjectivity. 8 executives did not agree with this. 4 executives did not give any comment. 3. 40 executives did not find any difficulty with the new system and 7 executives felt that the system is too detailed and complicated. 5 executives did not give any comment. 4. 35 executives felt that the system is being used by the management for considering the promotion and career development programmes for executives.17 executives could not give any

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