CHAPTER 1

INTRODUCTION

1.1 INTRODUCTION:

The role of Management information system (MIS) in business environment has

evolved over time to become an integral part of its business operations. The use of
information systems (ISs) has increased in the last 10 years not only by firms, but also by
individuals and even governments. The use of ISs was encouraged by the technological
breakthroughs; the advancements in telecommunications such as the internet, the
globalization that created a global unlimited marketplace, the strong growing for
information economy, and the rise of competitive digital firms. All of these factors
transformed the ISs from data processing systems to decision support systems and became
the foundation of the new business environment. This study looks at various challenges
and prospect of MIS. The study also attempts to highlight the impact of management
information system in Business Organization. It intends to determine how the information
system helps an organization to perform effectively. The study recommends that business
organization should introduce flexibility in the nature or pattern and structure of MIS.

The Tamil Nadu Milk Producers’ Federation (TCMPF) has embarked upon an
initiative realizing the need to enable the Department with suitable IT infrastructure and
information systems for Aavin as an organization. The primary objective of the
Department in Tamil Nadu is to design, develop & implement an application software
solution for effective monitoring & Dairy Management at Aavin.

TCMPF has implemented Integrated Dairy Management System (IDMS) for

enhancing their Information Technology infrastructure. It satisfies the diverse needs
through a variety of systems such as Query system, Analysis System, Modelling System
and Decision Support System. This IDMS provides Strategic planning, Management
control, operational control and transaction processing. Generally, MIS helps in
answering the queries on the data penetrating to the transaction.

The purpose of this Integrated Dairy Management System is to record select

processes, functions and infrastructure available with the TCMPF through assimilation/

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realignment of system studies, interaction with the nominated SMEs and visit to
Federation units, Milk unions and other locations.

Integrated Dairy Management System plays a beneficial role for all departments
such as Human Resource, Finance, Marketing, Quality Control, Production, Stores and
Purchase. It also provides solution for Stakeholders, such as,

➢ Primary Society
➢ Farmers
➢ Consumers
➢ Parlor
➢ Agency
➢ Depot
➢ Unions
➢ Federation
➢ Bulk Milk Cooler/ Chilling Centre

FEDERATION

The Tamil Nadu Co-operative Milk Producers' Federation (TCMPF) Limited is an apex
body of 17 District Cooperative Milk Producers' Unions. The commercial activities of the
Department include Milk Procurement, Processing, Chilling, packing and sale of milk
and milk products to the consumers. The Federation has four dairy plants in Chennai, two
units at Ambattur where one unit with a capacity of 4.00 lakh litres per day for processing
of milk and second one for a product manufacturing , third at Madhavaram with a
capacity of 2.00 lakh liters per day and the fourth dairy at Sholinganallur with a capacity
of 4.00 lakh litres per day.

SOCEITY

A minimum of 7 or more individuals competent to contract under the Tamil Nadu State
Co-operative Act, owning milch animals, can form a Primary Dairy Cooperative Society,
with one or more villages as its area of operation. The members have to supply milk to
the Society which will procure milk on quality basis and will receive milk cost once in
10 days / 15 days from the Unions for redistribution to the members.
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MEMBER

Anybody who owns one or more Milch Animal and have marketable surplus milk can
become a member of the Society. She/he should live within the area of operation to which
the Society is registered. She/he should pay a sum of Rs.11 towards Share Capital.

UNION

There are 17 District Cooperative Milk Producers' Unions functioning in the State of
Tamil Nadu covering 32 Districts. There are 15 Dairies in District Co-operative Milk
Producers' Unions with an installed processing capacity of 19.42 llpd. There are
functional 36 Chilling Centers in District Co-operative Milk Producers' Unions with
installed chilling capacities of 13.55 llpd. The main business of the Union is dairy
operations, which is a herculean task involving huge logistics in procurement of milk,
production and supply of liquid milk to the public.

PARLOR

The main objective of retail outlets of Aavin (Parlour/ FRO) is selling milk and various
products of Aavin.

AGENCY

Milk cooperative consumer societies are units formed by specific societies and function
like a zonal office. They are controlled by the respective zonal offices. The MCCS
perform activities like card sales, cash sales for milk and also manage sale of products.

1.2 RESEARCH BACKGROUD

Technical Requirement: its use of information technology software and techniques
lead to visibility problems with a high degree, and the use of information technology
in the Dairy Industry has increased the efficiency and effectiveness of employees in
decision making highly, and that the use of information technology leads to saving
time, and information technology a positive role in the effectiveness of the decisions
taken. There is also the role of information systems when they are linked to business
networks, the level of use of information technology systems, and showed that these
systems require advanced use of computer applications, and infrastructure level to

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upgrade trading within organizations by integrating systems, and the availability of
information systems, many solutions can be used in organizations, there are a number
of decision-making process it has been developed for use in industrial sectors models.

Human Requirement: Here is a role of MIS in the evaluation of staff performance

average, the role of management information systems in the training of staff is high
developing information systems strategies requires the identification of projects and
areas of appropriate information systems, and knowledge of how best to organize the
work crew information systems, and information systems and strategic decision-
making occur according to the theory of the trash, and that he must find mechanisms
to prevent individuals from taking decisions related to information systems is linked
to the organization and that the trash theory provides strategic decision-making in line
with the organization process.

Administrative Requirement: The rate of use of management information systems

at work was high by administrators. Many studies also showed that there is a
relationship between the management information system and the distribution of
power between organizational units, as well as the planning and organization of
management information and distribution power system activities between the
administrative units, and thus the shape that reduces central and helps speed up the
decision-making process, and that there is a relationship between the information
system administrative and quality of resolution, as well as between the planning,
organization and control of management information and the quality of decision-
regime activities, and this relationship is the existence of good communication
channels between the various organizational units, and thus the speed of access to the
necessary information, and then the speed and quality of decision, and the existence
of a relationship between the distribution of power between organizational units and
the quality of the decision, as well as between concentration and adapt to the
uncertainty and the quality of the decision, and there is no relationship between the
distribution of power between organizational units and all of reliability, financial
resources, and replacement, and there is no relationship between the control of

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 management information and the distribution of power between the organizational
units of the system's activities.

Performance Requirement: The level of performance is ranked first among the

concerns and priorities of the administration in general, where that increase the
functional level of performance leads us to improve and raise corporate performance
to giving faster service and high quality, and in line with the expectations and needs
of the recipient of the service. It is known that the performance level of achievement
(in quantity and quality and species), which expresses the extent to which individuals
or institutions of their responsibilities and the use of capacity and available resources
in the best possible picture. If the performance was fit to be accomplished to work, it
achieved its purpose, but if the performance does not rise to the level required to
complete the work it would require raising the efficiency of workers and improve
their performance in order to access to the desired level of performance.

1.3 RESEARCH PROBLEM

The challenge and pressure faced by the businesses is growing day after day and it
must that business have to react to the competitive threats not only from local source
but also from regional, national and international source; likewise they must seek to
explore all opportunities that are available in the immediate, national and Global
environment.

In such a competitive environment, managers must employ a lot of the resources at

their disposal as possible so as to accomplish the objectives and goals of the
enterprises. Management Information System provides information in form of reports
and displays to managers and many business professionals.

1.4 RESEARCH OBJECTIVE

Primary Objective:

➢ To study the effectiveness of IDMS among the employee at Aavin. (Friedman

Test)

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 Secondary Objective:

➢ To identify process transparency and employee friendly environment in

Aavin. (Student T test)

➢ To identify the correlation between the Performance requirement, Human

requirement, Technical requirement, and Administrative requirement factor
with respect to overall effectiveness of IDMS.

➢ To ascertain the significant difference among gender, experience with respect

to overall effectiveness of IDMS.

➢ To identify the leading dimensions towards overall effectiveness of IDMS.

1.5 INDUSTRY PROFILE

HISTORY
The dairy industry provides a large range of milk based chilled food products in its
own right, as well as fresh and dried ingredients, which can be introduced into chilled
foods. These products come mainly from cows, but the milk of the other animals is
also used for specialty products, e.g. Sheep and Buffalo.

India is the highest milk producer in the entire globe. India is well known as the
“Oyster” of the global dairy, with the opportunities galore for the entrepreneurs
globally. It might be dream for any nation in the world to capitalize on the largest and
growing milk and milk product market. The dairy industry in India has been
witnessing rapid growth in liberalization. As the economy provides good
opportunities for MNC’s and foreign investors to produce the full potential of this
industry. The main objective of Indian Dairy Industry is to manage the national
resources in a manner to enhance milk production and upgrade milk processing using
innovative technologies.
The crossbred technology in Indian Dairy Industry had further augmented with the
viability of the dairy units by increasing the milk production per animal. The
subsequently milk production has also increased in the price of milk. The favorable
price environment for milk producers for the Dairy Industry in India however

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 appeared to have weakened during the 90’s, a decline in the real price of milk being
noticed after the year 1992. And then slowly regained it is glory after 1992 to till now.

In India dairying from very much earlier is regarded as an instrument for social and
economic development. The country’s milk supply comes from millions of small
producers, who are dispersed throughout the rural areas. All these farmers maintain
an average herd of one or two milk animal, comprising cows and/or buffaloes. Mostly
ample of labor and a small land base encourage farmers to practice dairying as a
occupation subsidiary to agriculture. As income from crop production is seasonal
instead dairying provides a stable which is a year-round income and also an important
economic incentive for the small farmer.

BRIEF INTRODUCTION

India had tremendous milk production in 40 years and has become the world’s largest
mik-producing nation with gross output of 84.6 million tons in 2001. The India Dairy
Industry has achieved this strength of producers-owned and professionally managed
cooperative system, despite the fact that a majority of dairy farmers are illiterate and
run small, marginal operations and for many farmers, selling milk is their sole source
of income. More than 10 million dairy farmers belong to 96,000 local dairy
cooperatives, who sell their product to one of 170 milk producers’ cooperative unions
who in turn are supported by 15 state cooperative milk marketing federation.
In India dairy business has been practiced as rural cottage industry over the years.
Semi-commercial dairy started with the establishment of military dairy farms and co-
operative milk unions throughout the country towards the end of 19th century. Since
Independence this industry has made rapid progress. A large number of modern milk
and milk product factories have since been established. The organizes dairy in India
have been successfully engaged in the routine commercial production of pasteurized
bottled milk for Indian dairy products.
The growth of Indian Dairy Industry during the last three decades has been
impressive, at more than 5% per annum; and in 90’s the country has emerged as
largest producers of milk. This is not as small achievement when we consider the fact

7
that dairying in India is largely stringent that farmers in general keep dairy animals in
proportion to their free crop and also are available for family labor with little or no
purchased inputs and a minimum of marketed outputs. The existence of restrictive
trade policy milk in the Dairy Industry and the emergence of private cooperatives
have changed the dairy farming practices in the country. Farmers have gained the
favorable price for their milk and for their production which was essentially a self-
reliant one is which is now being transformed into a commercial proposition.
The Operation Flood ehich is the successful Indian dairy development programmed
has analyzed that how food aid can be utilized as an investment in building the type
of institutional infrastructure that can bring about national dairy development.
Program like this, with similar policy orientations, may prove to be appropriate to
dairy development in India.
India in the early 1950’s was commercially importing around 55000 tons of milk
powder annually to meet the urban milk demand. Most of the significant
developments in dairying have taken place in India in this century only.

India’s Milk Product Mix

Fluid Milk 46.0%

Ghee 27.5%

Butter 6.5%

Curd 7.0%

Khoa 6.5%

Milk Powders 3.5%

Paneer & chhana 2.0%

Others including Cream, Ice-cream 1.0%

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ABOUT INDUSTRY:

Size of the More than 10 million dairy farmers belong to 96,000 local dairy
Industry cooperatives, who sell their product to one of 170 milk
producers’ cooperative unions who in turn are supported by 15
state cooperatives.
Geographical Delhi, Punjab, Mumbai, Gujarat, Surat, Lucknow, Biharm
distribution Hyderabad.
Output per Growing 5% per annum
annum
Market The Industry contributes as about Rs 1,15,970 crores (US $
Capitalization 25,771 million) to the national economy

1.6 COMPANY PROFILE

Aavin is the trademark of Tamil Nadu Co-Operative Milk Producers’ Federation
Limited, a Tamil Nadu-based milk producer’s union. Aavin produces milk, processes
it and sells milk and milk products to consumers.

TYPE COOPERATIVE
Genre Milk and milk prodcuts
Predecessor Tamil Nadu Dairy Development
Cooperation Limited
Founded 1958(Tamil Nadu, India)
Headquarters Tamil Nadu
Revenue ₹5,994 crore
(US $840 million) (2018-2019)
Owner Government of Tamil Nadu

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INTRODUCTION

The department of Dairy Development in Tamil Nadu was set up in the year 1958. The
Tamil Nadu Dairy Development Cooperation Limited was formed in July 1972 to manage
the activities such as milk procurement, processing and marketing of the milk and milk
products. Based on the “Anand” pattern developed by Dr. Kurien, Tamil Nadu Co-
operative Milk Producer’s Federation (TNCMPF) was formed in February 1981 as an
apex body of three tier cooperatives set up in Tamil Nadu and the district level milk
producers unions were formed in the year 1982. The foundation of the Milk Cooperative
Movement lies in the conviction that our country’s socio-economic development is
intertwined with the development of rural India. Tamil Nadu ranks among the top ten
States with a daily milk production of 206 lakh liters per day (LLPD) and fourth among
the State Co-operatives with a daily average procurement of 33.23 LLPD in 2019-2019.
The per capita availability of milk in Tamil Nadu has increased from 169 gm/day in 1993-
94 to 294 gm/day in 2019-2019. This is due to increase in population the rise in per capita
income, changing lifestyle, food habits and export opportunities contributed to the rise in
the demand for milk and milk products. To achieve the benefits of the “Second White
Revolution”, TCMPF had taken various measures such as payment of attractive
procurement price to milk producers, huge investment in dairy infrastructure at all levels
starting from Primary Dairy Co-operative Societies, to State Level Federation.

OBJECTIVE

TCMPF is a Cooperative Apex Body in the State of Tamil Nadu representing

organizations of milk producers’ and implementing all round dairy development
activities to achieve the following objectives:

• To ensure assured and remunerative market round the year for the milk
produced by the farmer members.

• To make available quality milk and value-added dairy products to

consumers.

• To build & develop village level institutions as cooperative model units to

manage the dairy activities.

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 • To ensure provision of inputs for milk production, processing facilities and
dissemination of know how.

• To facilitate rural development by providing opportunities for self-

employment at village level, preventing migration to urban areas,
introducing cash economy and opportunity for a sustained income.

The philosophy of dairy development is to eliminate middlemen and organize

institutions to be owned and managed by the milk producers themselves,
employing professionals. To sum it up, every activity of TCMPF revolves around
meeting one basic objective: ‘Achieve economies of scale to ensure maximum
returns to the milk producers, at the same time facilitate wholesome milk at
reasonable price to urban consumers.

Ultimately, the complex network of cooperative organization should build a

bridge between masses of rural producers and millions of urban consumers and in
the process achieve a socio-economic revolution in every hinterland of the State.

STRATEGIES

Strategies adopted to achieve the objectives:

• Facilitating the active performance of the primary societies and

transforming the defunct societies as functional societies.
• Developing necessary facilities at primary and union levels for the benefit
of milk producers.
• Imparting skills among the target group.
• Imparting extension education to the milk producers on milk testing
process so as to strengthen the clean milk production at village level.
• Planning and implementing various schemes of State and Central
Government for achieving the best in milk production, processing and
marketing.
• Increasing the handling capacity of district level dairies to meet out the
requirements.
• Establishing new parlours, sales points and developing the retail units.

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 • Formation of new milk routes, consumer societies and increasing the sale
of milk cards.

DAIRY DEVELOPMENT DEPARTMENT

The head of the department is the Director of Milk Production and Dairy
Development (DMPDD). The DMPDD is also functioning as the ex-officio
Managing Director of Tamil Nadu Cooperative Milk Producers Federation
(TCMPF) and as the Registrar of all the 3 tier milk co-operatives. The Director is
vested with the powers of Registrar in discharging the statutory functions under
the provisions of the Tamil Nadu Co-operative Societies Act, 1983 (TNCS Act)
and Tamil Nadu Co-operative Societies Rules, 1988 (TNCS Rules). The Deputy
Milk Commissioner at Head Office is assisting the Director of Milk Production
and Dairy Development both in carrying out the administrative and statutory
functions.

There are 29 circle Deputy Registrars (Dairying) functioning in the State who are
carrying out the administrative and statutory functions at the district level as per
the powers delegated by the TNCS Act, 1983 and TNCS Rules, 1988. The
Department has cadre strength of 805 employees including field staff

MILK CO-OPERATIVES

The management of the dairy cooperatives is vested with the Board of Directors,
democratically elected from among the members of the society. The elections are
conducted according to the provisions of Tamil Nadu Cooperative Societies Act,
1983 and Rules 1988, as and when the 5-year term of Board expires.

As the 5-year term of the existing Board expired during April 2018, election
process initiated in 4 stages to constitute the new Board. The 1 st stage of election
was completed and new elected Board in 1,663 societies assumed charge on
09.04.2018 and further process was stopped based on court orders. The further
process will be completed once the legal issues are resolved.

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 However, to manage the day to day affairs of the societies especially for making
milk cost payment to the milk producers without any difficulty, the departmental
officers were authorized to operate the bank accounts of the society jointly with
the staff of the society.

Following are the three levels of Milk Producers Cooperative Societies in the
State:

1. Milk Producers Society at the village level (MPCS)

2. Milk unions at the district level (DCMPU)
3. Federation at State level (TCMPF / AAVIN)

VISION AND MISSION

VISION:

• To march forward with a missionary zeal this will make Aavin a trailblazer
of exemplary performance and achievements beckoning other Milk
Federations in the country in pursuit of total emulation of its good deeds.
• To ensure prosperity of the rural milk producers who are ultimate owners
of the Federation.
• To promote producer oriented viable co-operative society to impart an
impetus to the rural income, dairy productivity and rural employment.
• To bridge the gap between price of milk procurement and sales price.
• To develop business acumen in marketing and trading disciplines so as to
serve consumers with quality milk, give a fillip to the income of milk
producers.
• To compete with MNCs and Private Dairies with better quality of milk
and milk products and in the process sustain invincibility of co-operatives.

MISSION:

“Heralding economic, social and cultural prosperity in the lives of our

milk producer members by promoting vibrant, self-sustaining and holistic co-
operative dairy development in Tamil Nadu State”
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enterprise. Management information System provides information in form of reports
and displays to managers and many business professionals.

1.7 NEED FOR THE STUDY

Aavin is the trademark of Tamil Nadu Co-operative Milk Producer’s Federation

(TCMPF) limited, a Tamil Nadu based milk producers firmly into the business for
more than 62 years in Tamil Nadu.

Aavin have achieved the benefits of Second White Revolutionary with its various
attractive and huge investment in milk producing high tech machineries at all levels.

The management information system linked primarily to Information Technology. In

2015, Aavin profoundly implemented Integrated Dairy Management System provides
a means through which entire Aavin activities are executed, monitored, controlled and
distributed to management, employee and stakeholder.

1. Does IDMS provide relevant concepts (MIS) to entire Aavin.

2. Could there be any room for development or improvement of IDMS in Aavin.

1.8 SCOPE OF THE STUDY

➢ This study is based on the Management Information System implemented at

Aavin which is known as Integrated Dairy Management System.

➢ This study focuses on how information technology improves the working

environment of Aavin in various department.

➢ As this study’s base is Human Resource, there is less opportunity to know

about other activities taken place at Aavin such as, Distribution, Quality
control.

1.9 LIMITATION OF THE STUDY

➢ The Sample size are typically found to be a limitation in this research. It

reflects in evaluating the quality of the information collected by the researcher.

➢ Citing prior research studies from the basis for the review of literature & helps
to lay a foundation for understanding the research gap. Due to researchers
limited access or knowledge in discovering prior research studies is one
among the limitation.

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 CHAPTER 2
LITERATURE SURVEY

2.1 REVIEW OF LITERATURE

Burns, J.M. (1998) The system of Management Information System shows that
communication is needed to carry out the managerial functions and for linking the
organizations with its external environment. Management Information System provides
communication link that makes the activities and responsibilities surrounding
management or managers possible. The focus in Management Information System
coupled with improved processing as led to the reduction in bottlenecks attached to
management process. Managers have re-organized for years so that traditional accounting
information aimed at the calculation of profit have been of limited value for control. Yet
in many companies, this has been virtually the only regular collected and analyzed type
of data. Managers need all kinds of non-accounting information about the external
environment such as social, economic, political, and technical development. In addition,
managers need non accounting information on internal operations. The information
should be quantitative.

Weihrich and Koontz [2001] defined Management Information system as a functional

system of gathering, comparing, analyzing, and dispersing internal and external
information to the enterprise in a timely, effective, and efficient manner. Management
information system can be defined as a support to management to provide the competitive
advantage which must support the goals of the organization.

Kenneth and Jane Laudon (2003) Dos Santos (1991), Define Management
information system as a planned system of collecting, processing, storing, disseminating
data in the form of information needed to carry out the functions of management. It can
also be a documented report of the activities, planned and executed.

Management information system use formalized procedures to provide management at

all levels in all functions with appropriate information based on the data from both
internal and external sources to enable them to make timely and effective decision for
planning, directing and controlling the activities for which they are responsible.

15
An effective management information system typically employs computer and other
sophisticated technology to process information that reflects the day to day operations of
the company. Based on the above, management information system is an integrated
manual computer system that provides information to support the operations of
managements and the decisions making functions of a company. Management
information system is also a collection of people, procedures and devices organized to
convert data from internal and external sources into information and communicate such
information in an appropriate form to management at all levels.

In most organizations, the management information system involves at least three systems
which are likely to be the following:

➢ Personal system: It traces flow of employees in the firm that is, those
entering and leaving the firm, their pay, and even seniority location.
➢ Commercial system: This traces the flow of material, sub-material e.t.c.
into and out of the firms.
➢ Financial system: This traces flow of money or fund into, through or out
of the firm.

In some organizations, the Management Information System is manual with units

submitting reports to upper-level manager on a regular basis. In large organization many
of the MIS is computerized

A Management Information System [MIS] is a set of computer hardware and software,

gathered, organized, summarized, and reported information for use by managers,
customers and other users. The broad definition of MIS which includes use of information
system to provide value to external customers is consistent with essence of management
that is, decision making.

Management Information System is a system approach to management that aims to

continuously increase value of customers by designing and continuously improving
organization process and system. Thus, the design and operation of MIS as key system
that can provide value to customers should be integrated to Total Quality Management
[TQM] in the organization.

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([Link], 2009) A study Titled is " Management Information system to help
managers for providing decision making in al organization “, this study investigate in
provides management information system (MIS) information on the administrative
activities of the organization. The main purpose of this research is, MIS provides accurate
and timely information necessary to facilitate decision-making and enable organizations
planning and control the executive and

the tasks to be carried out effectively process. Management Information System (MIS) is
mainly concerned with the processing of data into information and then are transferred to
different departments in the organization to take the appropriate decision. MIS is a subset
of the overall planning and monitoring, which covers the application of human beings,
techniques and procedures of the organization's activities. . Information System is a
mechanism to ensure that the information available to managers in the shape you want,
and when they need it.

(Karim, 2011) A Study Titled as " The Significance of Management Information

Systems for Enhancing Strategic and Tactical Planning ", this study investigate in
management information systems (MIS) is a key factor to facilitate the achievement of
the efficiency of decision making in the organization. This paper explores the extent to
implement systems to make successful decisions in two of the selected financial
organizations and administrative information.

([Link], 2012) title of study is " Management Information System for Effective and
Efficient Decision Making: A Case Study " , this study investigated the decision-making
process is an integral part of the work of any organized part. To facilitate the decision-
making process in this world of competition than ever, it is imperative that managers have
the right information at the right time to close the gap between the need and expectation.
To facilitate a better flow of information management with adequate information systems
(MIS) is the need of the hour. It is therefore important to have an understanding of
management information systems used in the organization by all levels of management
in order to make effective decisions. It combines management information system and
processes the data (information) and provide them with managers at all levels who use
them for decision making, planning and implementation of programs, and control.

17
Information management system has many roles to perform, such as the role of decision
support, and the role of monitoring the performance and role of career support.

(Navaz, 2013) A Study Titled as "Concepts and Applications of Management

Information Systems", this study investigates in management Information System (MIS)
is an integrated system to provide information to support the planning, organization,
control function in this covers the functions of middle management of the administrative
and special reports. Management information systems (MIS) are generally automated
information that is used within organizations, systems, and includes all the information
and communication channels organized. Information system is all items in the collection
and dissemination of data and related information, and usually involve changes in the
hardware channels, software, people, data, and information and communication. The
study showed no differences in terms of gender, age, Operating system, including data
collection, data processing and transforming raw data into valuable storage and retrieval
of information and data sets, such as administrative reports.

[Link], 2014 A Study Titled as " Factors Affecting Successful Adoption of

Management Information Systems in Organizations towards Enhancing Organizational
Performance " , this paper investigated management information systems and one of the
most important achievements in the field of administrative work, which aims to provide
reliable and accurate and relevant information and complete managers towards enhancing
organizational performance in organizations.

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 CHAPTER 3

METHODOLOGY

3.1 RESEARCH METHODOLOGY

Research can be defined as “a scientific and systematic search for pertinent information
in any branch of knowledge”. It is the pursuit of truth with the help of study, observation,
comparison and experiment. Research methodology is a way to systematically solve the
research 0problem. It may be understood as a science of studying how research is done
scientifically and the steps that are generally adopted by a researcher in studying his
research problem along with the logic behind them.

Research Methodology results in using the research methods through which solutions are
arrived for the problems of research is, thus, an original contribution to the existing stock
of knowledge making for its advancement.

RESEARCH

❖ Research is defined as a systematic investigation into and study of materials,

sources etc., in order to establish facts and reach new conclusion.
❖ The methodology used for research by the author is empirical research.-

3.2 RESEARCH DESIGN

The study of descriptive research study. The main purpose of descriptive research is
description of the state of affairs as it exists at present. In the present study, descriptive
method is used to study the effectiveness of DBMS at Aavin.

3.3 DATA USED

The date used for research is

1. Primary data
2. Secondary data

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Primary data

The primary data was collected through a well-structured questionnaire with closed-
ended questions measures at 5- point Likert type scale and suggestion questions.

Secondary data

Secondary data required for the project was collected from the company’s website and
internet.

3.4 TOOLS USED FOR DATA COLLECTION

Questionnaire was used as a tool for data collection. It can range from those that have
deal of the structure to those that are essentially unstructured.

3.5 SAMPLING TECHNIQUE

This is a definite plan for obtaining a sample from given population. It refers to the
technique or the procedure the researcher would adopt in selecting items for the sample.
Sample plan may also list down the number of items to be included in the sample i.e., the
size of the sample. The researchers must select a sample plan which should be reliable
and appropriate for the research.

The researcher had selected the simple random sample. A simple random sample is a
subset of a statistical population in which each member of the subset has an equal
probability of being chosen. In this case, the population is all 200 employees, and the
sample is random because each employee has an equal chance of being chosen.

➢ Geographical area: Tamil Nadu Milk Producers’ Federation (TCMPF), Ambatur,

Chennai
➢ Sampling frame: Employees
➢ Sample size: 100

3.6 SAMPLE SIZE

On the basis of discussion with both internal and external factors the sample size was
identified as 100 out of 200.

20
3.7 RELIABILITY ANALYSIS- SCALE (ALPHA)

Reliability Coefficients

No of cases = 100

No of Items = 20

Alpha = 0.906

3.8 HYPOTHESIS OF THE STUDY

HYPOTHESIS 1:

Opinion on factors of Effectiveness of DBMS are normally distributed

HYPOTHESIS 2:

There is no significant difference between male and female with respect to Human
Requirement.

HYPOTHESIS 3:

There is no significant difference between male and female with respect to Overall
effectiveness of IDMS.

HYPOTHESIS 3:

There is no significant difference among mean rank of experience group with

respect to overall Effectiveness of DBMS.

HYPOTHESIS 4:

There is no significant difference among Mean rank towards factor on the

effectiveness of DBMS.

HYPOTHESIS 5:

There is no relationship between Performance Requirement and overall

effectiveness of IDMS

There is no relationship between Human Requirement and overall effectiveness

of IDMS.

21
 There is no relationship between Technical Requirement and overall effectiveness
of IDMS.

3.9 STATISTICAL TOOLS

The statistical tools used in the project are

➢ T-test
➢ Mann-Whitney test
➢ Kruskal-Wallis test
➢ Friedman test
➢ Correlation

3.9.1 STUDENT T-TEST:

The t-test is designed to test the significant of the difference between two
means. The procedure for computing t-test assumes that the data are normally
distributed and is

x1 − x 2
t=
1 1
S +
n1 n 2

(n1 − 1) s12 + (n2 − 1) s 22

Where, S =
n1 + n2 − 2

Which follows student t-distribution with n1 + n2 − 2 degrees of freedom,

where, x1 is the mean of the first sample, x 2 is the mean of the second and S
is the combined standard deviation. Using the above formula t- statistic is
computed along with the p-value so that the confidence level of significance
of the difference may be interpreted in a given context.

3.9.2 MANN-WHITNEY TEST

In statistics, the Mann-Whitney U test is a nonparametric test of null hypothesis that

it is equally likely that a randomly selected value from one population will be less

22
 than or greater than a randomly selected value from a second population. This test
can be used to investigate whether two independent samples were selected from
populations having the same distribution. This test is used to compare differences
between two independent groups when the dependent variable is either ordinal or
continuous, but not normally distributed. The Mann-Whitney U test is often
considered the nonparametric alternative to the independent t-test although this is not
always the case.

Mann Whitney U test is

| U − E (U ) |
Z=
V (U )

which follows Standard Normal Distribution with mean 0 and variance 1

Where,

n1 (n1 + 1)
U = n1 n 2 + − R1
2
or
n 2 (n 2 + 1)
U = n1 n 2 + − R2
2

n1n2
E (U ) =
2

n1n2 (n1 + n2 + 1)
V (U ) =
12

3.9.3 KRUSKAL-WALLIS TEST

In statistics, the Kruskal – Wallis one – way analysis of variance by ranks (names
after William Kruskal and W. Allen Wallis) is a non – parametric method for testing
equality of population medians among groups. Intuitively, it is an extension of the
Mann-Whitney U test to 3 or more groups.

Since it is a non-parametric method, the Kruskal-Wallis test does not assume a

normal population, unlike the analogous one-way analysis of variance. However, the

23
 test does assume an identically-shaped and scaled distribution for each group, expect
for any difference in medians and the steps for calculation are given below:

1. Rank all data from all groups together, i.e., rank the data from 1 to N ignoring
group membership. Assign any tied values the average of the ranks they would have
received had they not been tied.

k 2
R
12 i
n
2. The test statistics is χ2 = i =1 i − 3( N + 1)
N ( N + 1)

Which follows chi-square distribution with k-1 degrees of freedom.

Where R = Sum of Ranks

N = Sample Size, K = Number of Groups

3.9.4 FRIEDMAN’S TWO-WAY ANALYSIS OF VARIANCE

When the assumption necessitated for two ways analysis of variance is parametric
test do not hold good the data can analyse by Friedman’s non – parametric procedure.
The method utilizes the ranks within a block, suppose there are k-treatments and ‘n’
blocks, each block of size k. each block of size k. each treatment occurs in each
block. Assumptions for Friedman’s test for same as per kruskal-Wallis test. The data
for ‘r’ block and k-treatments can be presented in the following two-way table.

Blocks Sample (Treatments)

1 2 ...... K

1 x11 x12 ...... x1k

2
x 21 x 22 ...... x2k
.
. . ...... .

24
. . . ...... .

. . . ...... .

R x r1 x r 2 ...... x rk

We take, H 0 : All treatments have same effect. 1 to k (lowest to biggest) in each

block depending under H 0 , is expected then the sum of ranks in all columns will

almost the same. If the difference in sum of ranks of the column is remarkable, it
can’t be left to random variation. Hence, we have to develop for this, Friedman, gave
the following tests.

th
Suppose Rij is the rank of the observation. i th row j for i =1, 2…., r and j=1, 2….,

k 1 . So, the two-way table for ranking can be displayed as below:

Blocks 1 2 ...... K

1 R11 R12 ...... R1k

2
R21 R22 ...... R2 k
.
. . ...... .
.
. . ...... .
.
. . ...... .
R
Rr1 Rr 2 ...... Rrk

Friedman’s test is

12 R 2
χ2 = − 3N (k + 1)
N (k )(k + 1)

which follows Chi-square distribution with k-1 degrees of freedom.

25
The statistics F is approximately described as χ 2 with (k-1) d. f .Reject H 0 , if χ 2 is

greater than (or) equal to the tabulated value of χ 2 for – level of significance and (k -
1) d . f otherwise accepts H 0 .

3.9.5 CORRELATION

Correlation is a statistical technique that can show whether and how strongly pairs
of variables are related. For example, height and weight are related; taller people tend
to be heavier than shorter people. The relationship isn’t perfect.

Formula for correlation coefficient is

 xy  x   y 
−  
r=
n  n  n 
2 2 2 2
x  x  y  y
−  − 
n  n  n  n 

Null Hypothesis: There is no relationship between Factor 1 and Factor 2

Alternative Hypothesis: There is relationship between Factor 1 and Factor 2

t test for correlation coefficient is

r n−2
t=
1− r2

which follows Student t distribution with n-2 degrees of freedom

where n = No. of sample

r = Coefficient of correlation

26
 CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 INTRODUCTION

Analysis and interpretation are central steps in the research process. The aim of the
analysis is to organize, classify and summarize the collected data so that they can be better
comprehended and interpreted to give answers to the questions that triggered the research.
Interpretation is the search for the broader meaning of the findings. Analysis is not
fulfilled without interpretation; and interpretation cannot proceed without analysis. So,
both are inter dependent.

In this chapter a detailed analysis of the collected data has been attempted as per the
objectives stated earlier. Hypothesis were also tested based on the findings of the study,
interpretations and conclusions were drawn. In this chapter the statistical techniques for
the analysis of the data gathered for the present study viz., Descriptive analysis and
Inferential statistical etc.

4.2 DESCRIPTIVE ANALYSIS ON SAMPLE

Percentage analysis is one of the statistical measures used to describe the characteristics
of the sample or population in totality. Percentage analysis involves computing measures
of variables selected of the study and its finding will give easy interpretation

27
Table 4.2.1 DESCRIPTIVE STATISTICS

QUESTIONS N Minimum Maximum Mean Std. Deviation

P1A1 100 3 5 3.58 .572

P1A2 100 2 5 3.66 .655

P1A3 100 2 5 3.60 .696

P1A4 100 2 5 3.30 .674

P1A5 100 1 5 2.72 .965

P1A6 100 2 5 2.92 .918

P1A7 100 1 5 3.50 .810

P2B1 100 2 5 3.88 .935

P2B2 100 2 5 3.66 1.130

P2B3 100 2 5 3.46 1.158

P3A1 100 2 5 3.64 1.115

P3A2 100 2 5 3.96 .898

P3A3 100 2 5 3.24 .553

P4B1 100 2 5 3.74 .981

P4B2 100 2 4 3.30 .835

P4B3 100 1 5 3.46 1.243

P4B4 100 2 5 2.96 .803

P4B5 100 2 5 3.32 .931

P4B6 100 2 5 4.08 .918

P4B7 100 2 5 2.98 .864

28
Table 4.2.1 Frequency Distribution of Gender of Employees

Gender Frequency Percentage

Male 44 44%
Female 56 56%

Fig 4.2.1 Pie-Diagram Representing Gender of Employees

Male Female Total

Male
Female

INFERENCE

Out of 100 employees, 44% are Male and 56% are female employees.

29
Table 4.2.2 Frequency Distribution of Age Group of Employees

Age Frequency Percentage

23-30 26 26%
31-40 48 48%
51-58 26 26%
Total 100 100%

Fig 4.2.2 Pie-Diagram Representing Age Group of Employees

51-58 23-30

31-40

INFERENCE

Out of 100 employees, 26% of employees are between the age group of 23-30, 48% of
employees are between 31-40 and 26% of employees are between 51-58.

30
Table 4.2.3 Frequency Distribution of Work Experience of Employees

Experience Frequency Percentage

1-5 38 38%
6-10 34 34%
16 & above 28 28%
Total 100 100%

Fig 4.2.3 Pie-Diagram of Work Experience of Employees

16 & Above
1 to 5

1 to 5

6 to 10 6 to 10
16 & Above

INFERENCE

Out of 100 Employees, 38% of employees has experience between 1 to 5 years, 34% of
employees has experience between 6 to 10 years, and 28% of employees has experience
of 16& above years.

31
Table 4.2.4 Frequency Distribution Employees working at Various
Department in the Organization

Department Frequency Percentage

HR 16 16%
Finance 14 14%
Production 24 24%
Quality Control 20 20%
Marketing 26 26%
Total 100 100%

Fig 4.2.4 Pie-Diagram of Employees Working at Various Department

HR
Marketing

Finance

Quality Control

Production

HR Finance Production Quality Control Marketing

INFERENCE

Out of 100 employees, 8% of employees are working in HR, 7% of employees are

working in Finance, 12% of employees are working in Production, 10 % are working in
Quality Control, and 13% are working in Marketing.

32
Table 4.2.5 Frequency Distribution of Respondents for IDMS provides
transparent operations among various department

Response Frequency Percentage

Neutral 46 46%
Agree 50 50%
Strongly Agree 4 4%
Total 100 100%

Fig 4.2.5 Bar-Diagram of Respondents for IDMS provides transparent

operations among various department

Neutral Agree Strongly Agree

60

50
50
46
40

30

20

10

4
0

INFERENCE

The above Bar Chart representation shows that 46% of respondents are neutral, 50% of
respondents are Agree and 4% of the employees are Strongly Agree for the above
statement.

33
Table 4.2.6 Frequency Distribution of Respondents for Robust Security
Infrastructure

Response Frequency Percentage

Disagree 4 4%
Neutral 32 32%
Agree 58 58%
Strongly Disagree 6 6%
Total 100 100%

Fig 4.2.6 Bar-Diagram of Respondents for Robust Security

Infrastructure

70

60 58

50

40
32
30

20

10 6
4

Disagree Neutral Agree Strongly Agree

INFERENCE

The above Bar chat representation shows that 4% of respondents are Disagree, 32% of
respondents are Neutral, 58% of respondents are Agree and 6% of respondents are
Strongly Agree.

34
Table 4.2.7 Frequency Distribution of Respondents for Safety,
Authenticity confidentiality of transactions.

Response Frequency Percentage

Disagree 4 4%
Neutral 40 40%
Agree 48 48%
Strongly Agree 8 8%
Total 100 100%

Fig 4.2.7 Bar-Diagram of Respondents for Safety, Authenticity

confidentiality of transaction.

Disagree Neutral Agree Strongly Agree

60

50
48

40
40

30

20

10
8
4
0

INFERENCE

The above Bar Chart representation shows that 4% of respondents are Disagree, 40% of
respondents are Neutral, 48% of respondents are Agree and 8% of respondents are
Strongly Agree.

35
Table 4.2.8 Frequency Distribution of Respondents for Proper
Budgeting of Receipts

Response Frequency Percentage

Disagree 4 4%
Neutral 70 70
Agree 18 18%
Strongly Agree 8 8%
Total 100 100%

Fig 4.2.8 Bar-Diagram of Respondents for Proper Budgeting of receipts

80
70
70

60

50

40

30

20 18

10 8
4

Disagree Neutral Agree Strongly Agree

INFERENCE

The above Bar Chart representation shows that 4% of respondents are Disagree, 70% of
respondents are Neutral, 18% of respondents are Agree and 8% of respondents are
Strongly Agree.

36
Table 4.2.9 Frequency Distribution of Respondents for E-Governance
in the Department

Response Frequency Percentage

Strongly Disagree 2 2%
Disagree 52 52%
Neutral 24 24%
Agree 16 16%
Strongly Agree 6 6%
Total 100 100%

Fig 4.2.9 Table 4.2.9 Bar-Diagram of Respondents for E-Governance in

the Department

Strongly Disagree Disagree Neutral Agree Strongly Agree

60
52
50

40

30
24

20 16

10 6
2
0

INFERENCE

The above Bar Chart Representation shows that 2% of respondents are Strongly Disagree,
52/5 of respondents are Disagree, 24% of respondents are Neutral, 16% of respondents
are Agree and 6% of respondents are Strongly Agree.

37
Table 4.2.10 Frequency Distribution of Respondents for Reduce Usage
of Paper works in the organization

Response Frequency Percentage

Disagree 40 40%
Neutral 34 34%
Agree 20 20%
Strongly Agree 6 6%
Total 100 100%

Fig 4.2.10 Bar-Diagram of Respondents for Reduce Usage of Paper

Works in the Organization

45
40
40
34
35

30

25
20
20

15

10
6
5

Disagree Neutral Agree Strongly Agree

INFERENCE

The above Bar Chart representation shows that 40% of respondents are Disagree, 34% of
respondents are Neutral, 20% of respondents are Agree and 6% of respondents are
Strongly agree.

38
Table 4.2.11 Frequency Distribution of Respondents for Detailing the
Business Process and make it simple

Response Frequency Percentage

Strongly Disagree 2 2%
Disagree 6 6%
Neutral 40 40%
Agree 44 44%
Strongly Agree 8 8%
Total 100 100%

Fig 4.2.11 Bar-Diagram of Respondents for Detailing the Business

Process and make it simple

50
44
45
40
40

35

30

25

20

15

10 8
6
5 2
0

Strongly Disagree Disagree Neutral Agree Strongly Agree

39
60

50 48

40

30
26

20
14
12
10

Disagree Neutral Agree strongly Agree

40
40

35 34

30 28

25 24

20

15 14

10

Disagree Neutral Agree Strongly Disagree

41
 Disagree Neutral Agree Strongly Agree

30
28
26
25 24
22

20

15

10

42
40

35

30

25

20

15

10

0
Disagree Neutral Agree Strongly Agree

Disagree Neutral Agree Strongly Agree

43
40

35

30

25

20

15

10

0
Disagree Neutral Agree Strongly Agree

Series1 Series2 Series3 Series4

44
 Disagree Neutral Agree Strongly agree

80
70
70

60

50

40

30
24

20

10
4
2
0

45
50
46
45

40

35 32

30

25

20
16
15

10
6
5

Disagree Neutral Agree Strongly Agree

46
60
54

50

40

30
24
22

20

10

Disagree Neutral Agree

47
 Strongly Disagree Disagree Neutral Agree Strongly Agree

35

30 32

28
25
26

20

15

10 12

2
0

48
50 48

45

40

35
30
30

25

20 18

15

10
4
5

Disagree Neutral Agree Strongly Agree

49
50
46
45

40

35

30
26
25 22
20

15

10
6
5

Disagree Neutral Agree Strongly Agree

50
 Disagree Neutral Agree Strongly Agree
50
46
45

40
36
35

30

25

20

15
10
10 8

51
40 38

35 34

30

25 24

20

15

10

5 4

0
Disagree Neutral Agree Strongly Agree

52
Table 4.3.1One-Sample Kolmogorov-Smirnov Test for Normal Distribution

Factors N Mean Standard Z value P value

Deviation
Administrative 100 23.2800 3.12074 0.279 0.000
Requirement
Technical 100 11.0000 2.76340 0.186 0.62
Requirement
Human 100 10.8400 1.82419 0.203 0.054
Requirement
Performance 100 23.8400 5.18101 0.180 0.003
Requirement
Overall 100 68.9600 10.79087 0.164 0.009
Effectiveness
of DBMS

INFERENCE

Since P value is greater than 0.05, the factors, Technical Requirement and Human
Requirement follows Normal Distribution. Hence Parametric tests are applied

53
HYPOTHESIS 2
Null Hypothesis: There is no significant difference between male and female with
respect to Human Requirement.

Table 4.3.2 Student T test for significant difference between male and female
with respect to Human Requirement

Factors Influencing
Gender
effectiveness of
DBMS Male Female
standard
mean standard deviation mean deviation

Human Requirement 11.3182 1.91412 10.4643 1.67293

T test for difference between two means is

x1 − x 2
t=
1 1
S +
n1 n 2

(n1 − 1) s12 + (n2 − 1) s 22

S=
n1 + n2 − 2

(44−1)(1.91412)2 +(56−1)(1.67293)2
√
44+56−2
=

𝑆 = 1.7827

x1 − x 2
t=
1 1
S +
n1 n 2

54
 |11.3182−10.4643|
=
1 1
1.7827√ +
44 56

= 2.378

Hence calculated value of t = 2.378

INFERENCE

Since P value is less than 0.05, the null hypothesis is reject at 5% level of
significance. Hence concluded that there is significant difference between male and
female with respect to Human Requirement.

55
HYPOTHESIS 3

Null Hypothesis: There is no Significant difference between male and female with
respect to overall effectiveness of IDMS.

Table 4.3.3 Mann-Whitney Test for significant difference between male and female
with respect to overall effectiveness of IDMS

Independent
N Mean Rank Sum of Ranks Z value P value
Variable
Overall 44 58.77 2586
2.565 0.10
Effectiveness 56 44.00 2464

| U − E (U ) |
Z=
V (U )

Where,

n1 (n1 + 1)
U = n1 n2 + − R1
2

44(44 + 1)
𝑈 = (44)(56) + − 2586
2

U = 870

n1 n2
E (U ) =
2

(44)(56)
𝐸(𝑈) =
2
𝐸(𝑈) = 1232

(44)(56)(44 + 56 + 1)
𝑉(𝑈) =
12

56
 𝑉(𝑈) = 20738.66

| U − E (U ) |
Z=
V (U )
|870 − 1232|
𝑍=
√20738.66

Z = 2.513

INFERENCE

Since P value is less than 0.01, the null hypothesis is rejected at 1% level of significance.
Hence concluded that there is a significant difference between male and female with
respect to overall effectiveness of IDMS.
`

57
HYPOTHESIS 4

Null hypothesis: There is no significant difference among mean rank of

experience group with respect to overall Effectiveness of IDMS.

Table 4.3.4 Kruskal-Wallis test for significant difference among mean rank of
experience group with respect to overall Effectiveness of DBMS

Experienc Size Mean Sum of chi P

e (N) Rank Rank ® R2/n square Value

1 to 5 38 47.39 1800.82 85340.85

6 to 10 34 47.44 1612.96 76518.82

16 & Above 28 58.43 1636.04 95593.81

Total 100 2.885 0.224

Kruskal - Wallis test is

k 2
R
12 i
n
χ2 = i =1 i − 3( N + 1)
N ( N + 1)

= ((12*257459.48)/ (100*101)) -(3*101)

=2.885

Hence calculated value of χ2 = 2.885

INFERENCE

Since P value is More than 0.05, the null hypothesis is accepted at 5% level of
significance. Hence concluded that there is no significant difference among mean
rank of experience group with respect to overall Effectiveness of DBMS.

58
HYPOTHESIS 5

Null Hypothesis: There is no significant difference among Mean Rank towards

factors on the effectiveness of DBMS.

Table 4.3.5 Friedman Test for significant difference among Mean Rank towards
factors on the effectiveness of DBMS

Chi-
Mean Sum of Square P
2
Factors Rank Rank ® R Value value
Performance
Requirement 3.51 351 123201
Administrative
Requirement 1.45 145 21025
Technical
Requirement 1.55 155 24025

Human Requirement 3.49 349 121801 245.216 0

Friedman’s test is

12 R 2
χ2= − 3N ( K + 1) ]
N ( K )( K + 1)

12(290052)
= − 3(100)(5)
100(4)(5)

=245.216

Hence calculated value of χ2 = 245.216

INFERENCE

Since P value is less than 0.01, the null hypothesis is rejected at 1% level of
significant. Hence concluded that there is significant difference among Mean Rank
towards factors on the effectiveness of DBMS.

59
HYPOTHESES 6

Null Hypothesis: There is no relationship between Performance and overall

effectiveness of IDMS.

Alternative Hypothesis: There is a relationship between Performance and overall

effectiveness of IDMS.

Table 4.5.6 Correlation Coefficient test for relationship between Performance and
overall effectiveness of IDMS

Factor 1 Factor 2 r value t value P value

(X) (Y)
x = 2384  y =6896 0.973 41.51 0.000
2 2
 x = 59492 y

=487076
 xy =273284

Formula for correlation coefficient is

∑ 𝑥𝑦 ∑𝑥 ∑𝑦
− (
𝑛 𝑛 )( 𝑛 )
𝑟=
2 2
∑ 2 ∑ 2
√∑ 𝑥 − (∑ 𝑥 ) √ 𝑦 − ( 𝑦)
𝑛 𝑛 𝑛 𝑛

273284 2384 6896

−( )( )
𝑟= 100 100 100
2 2
√59492 − (2384) √487076 − (6896)
100 100 100 100

r = 0.973

Hence calculated value of correlation, r = 0.973

t test for correlation coefficient is

60
 which follows Student t distribution with n-2 degrees of freedom

where n = No. of sample

r = Coefficient of correlation

r n−2
t=
1− r2

0.973√100 − 2
𝑡=
√1 − (0.973)2

t = 41.51

INFERENCE:

The correlation coefficient between overall effectiveness of IDMS and Performance

requirement is 0.973, which indicates 97.3% positive relationship between overall
effectiveness and Performance requirement

61
HYPOTHESIS:

NULL HYPOTHESIS: There is no relationship between Human Requirement and

Overall effectiveness of DBMS.

ALTERNATIVE HYPOTHESIS: There is relationship between Human Requirement

and Overall Effectiveness of DBMS.

Table 4.3.7 Correlation Coefficient test for relationship between Human

Requirement and Overall Effectiveness of IDMS.

Factor 1 Factor 2 r value t value P value

(X) (Y)
x = 1084  y =6896 0.892 41.51 0.000
2 2
 x = 12080 y

=487076
 xy =273284

INFERENCE:

The correlation coefficient between overall effectiveness of IDMS and Human

requirement is 0.892, which indicates 89.2% positive relationship between overall
effectiveness and human requirement.

62
HYPOTHESIS

Null Hypothesis: There is no relationship between Technical Requirement and Overall

effectiveness of IDMS.

Alternative Hypothesis: There is relationship between Technical Requirement and

Overall effectiveness of IDMS.

Table 4.3.7 Correlation Coefficient test for relationship between Human

Requirement and Overall Effectiveness of IDMS.

Factor 1 Factor 2 r value t value P value

(X) (Y)
x = 1100  y =6896 0.816 24.162 0.000
2 2
 x = 12856 y =487076

 xy =273284

INFERENCE:

The correlation coefficient between overall effectiveness of IDMS and Technical

requirement is 0.816, which indicates 81.6% positive relationship between overall
effectiveness and Technical requirement.

63
 CHAPTER 5

CONCLUSION

5.1 FINDINGS

5.1.1 FINDINGS ON DESCRIPTIVE ANALYSIS:

➢ Out of 100 respondents, 40% of respondents are Disagreeing, 34% of respondents

are Neutral, 20% of respondents are Agreeing and only 4% of respondents are
strongly agreeing to the statement “IDMS has reduced the usage of paper works
in then organization”.

➢ Out of 100 respondents, 24% of respondents are Disagreeing, 14% of respondents

are Neutral, 34% of respondents are Agreeing, 28% of respondents are strongly
agreeing to the statement “IDMS provides multiple service delivery option”.

➢ Out of 100 employees, 38% of employees has experience between 1 to 5 years,

34% of employees has between 6 to 10 years of experience and 28% of employees
has experience between 16 & above.

➢ Out of 100 respondents, 28% of respondents are disagreeing, 24% of respondents

are Neutral, 22% of respondents are agreeing and 26% of respondents are strongly
agreeing to the statement “IDMS has simplified and streamlined the procedures
through process Reengineering.

➢ Out of 100 respondents, 2% of respondents are strongly disagreeing, 26% of

respondents are disagreeing, 28% of respondents are neutral, 12% of respondents
are agreeing and 32% of respondents are strongly agreeing to the statement
“IDMS ha reduced human actions to optimal level”.

➢ Out of 100 employees, 44% are Male and 56% are female employees.

➢ Out of 100 employees, 26% of employees are between the age group of 23-30,
48% of employees are between 31-40 and 26% of employees are between 51-58.

64
➢ Out of 100 employees, 8% of employees are working in HR, 7% of employees are
working in Finance, 12% of employees are working in Production, 10 % are
working in Quality Control, and 13% are working in Marketing.

➢ Out of 100 respondents, 46% of respondents are neutral, 50% of respondents are
Agree and 4% of the employees are Strongly Agree for the statement IDMS
provides transparent operations among various department.

➢ Out of 100 respondents, 4% of respondents are Disagree, 32% of respondents are

Neutral, 58% of respondents are Agree and 6% of respondents are Strongly Agree
for the statement Robust Security Infrastructure.

➢ Out of 100 respondents, 4% of respondents are Disagree, 40% of respondents are

Neutral, 48% of respondents are Agree and 8% of respondents are Strongly Agree
for the statement Safety, Authenticity confidentiality of transactions.

➢ Out of 100 respondents, 4% of respondents are Disagree, 70% of respondents are

Neutral, 18% of respondents are Agree and 8% of respondents are Strongly Agree
for the statement Proper Budgeting of receipts.

➢ Out of 100 respondents, 2% of respondents are Strongly Disagree, 52/5 of

respondents are Disagree, 24% of respondents are Neutral, 16% of respondents
are Agree and 6% of respondents are Strongly Agree for the statement E-
Governance in the Department.

➢ Out of 100 respondents,

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Detailing the Business Process and make it simple.

Out of 100 respondents,

Out of 100 respondents,

Out of 100 respondents,

Out of 100 respondents,

Out of 100 respondents,

Out of 100 respondents,

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 Out of 100 respondents,

Out of 100 respondents,

Out of 100 respondents,

Out of 100 respondents,

5.1.2 FINDINGS ON INFERENTIAL ANALYSIS:

➢ From T-Test, it is sketched out that there is significant difference between mael
and female with respect to human requirement. It is also found that mean level of
male (11.31) is more than the mean level of female (10.46) towards human
requirement. From the Descriptive Analysis, it is found that the mean level of
effectiveness of decision making through IDMS influences the male and female
employee towards effectiveness of IDMS.

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➢ One of the Non-Parametric test, Man-Whitney test concludes that there is
significant difference between male and female with respect to overall
effectiveness of IDMS. The mean value of these factors E-governance followed
by Usage of paper works and Quality of Services are comparatively low. Thus,
this implementation of IDMS doesn’t have any impact on these factors.

➢ From Kruskal-Wallis test, it is identified that there is no significant difference

among mean rank of experience group with respect to overall effectiveness of
IDMS. This is because the experience of employees working at Aavin doesn’t
have any impact on the implementation of IDMS.

➢ From Friedman test, it is found that there is no significant difference among mean
rank of towards factors on effectiveness of IDMS. Mean Rank of Performance
Requirement (3.51) is extremely important dimension towards the overall
effectiveness of IDMS followed by Human Requirement (3.49), Technical
Requirement (1.55) and Administrative Requirement (1.45) is the last important
dimension.

➢ Followed from the results of Friedman test mean rank towards performance
requirement dimension stands high, through correlation coefficient analysis it is
proved that 97% of performance requirement dimension is highly correlated with
overall effectiveness of IDMS.

➢ Followed from the results of Friedman test mean rank towards human requirement
dimension stands high, through correlation coefficient analysis it is proved that
89% of human requirement dimension is highly correlated with overall
effectiveness of IDMS.

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➢ Followed from the results of Friedman test mean rank towards technical
requirement dimension stands high, through correlation coefficient analysis it is
proved that 81% of technical requirement dimension is highly correlated with
overall effectiveness of IDMS.

➢ Followed from the results of Friedman test mean rank towards administrative
requirement dimension stands high, through correlation coefficient analysis it is
proved that 59% of administrative requirement dimension is highly correlated
with overall effectiveness of IDMS.

5.3 MANAGERIAL IMPLICATION:

➢ The implementation of IDMS does not have a worthy impact on few factors
such as E-governance, usage of paper works and quality of service. The above-
mentioned factors should be concentrated for the effectiveness of IDMS
implementation.

➢ There is a positive and high relationship between performance requirement,

human requirement, technical requirement, administrative requirement and
overall effectiveness of IDMS. Hence, there is good connectivity between the
organization and IDMS implementation. And therefore, it should be
maintained and engaged for the betterment of IDMS.

➢ From the Descriptive statistics the mean value (3.96) of process transparency
and friendly environment between male and female leads to effective
functioning of IDMS.

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5.4 CONCLUSION:

The research tries to study about the effectiveness of Integrated Dairy

Management System (IDMS) implemented at Aavin. For this purpose, a primary
and secondary objective were set. The research mainly focused on four
dimensions, performance requirement, administrative requirement, technical
requirement and human requirement. The research has bought out various aspects
inbuild in the IDMS and how its been impacted towards the organization’s
performance. Few findings are highlighted and suggested in managerial
implication.

5.5 SCOPE OF FUTURE RESEARCH

The mean value of male employees is highly influenced towards overall

effectiveness of IDMS through Mann-Whitney test. So, the researcher
recommends the management to identify & study the factors that influenced male
employee at Aavin.

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 WEBLIOGRAPHY

[Link]

[Link]

[Link]

[Link]

71
72
 A STUDY ON THE EFFECTIVENESS OF DBMS IN AAVIN

Dear Sir/Madam,

I am P Archana student of Meenakshi Sundararajan School of Management

pursuing MBA (Human Resource & Management). As a part of my curriculum I am
required to do a final year project on HR and all the responses given by you will be strictly
kept confidential and used for academic purpose only.

PART 1

DEPARTMENT : ☐HR ☐Finance ☐Production ☐Quality Control

☐Marketing ☐Engineering

AGE : ☐23yrs -30yrs ☐31yrs-40yrs ☐41yrs-50yrs

☐51yrs-58yrs

EXPERIENCE : ☐< 5yrs ☐5yrs-10yrs ☐10yrs-15yrs

☐15yrs-20yrs ☐20yrs-25yrs ☐25yrs-30yrs

GENDER : ☐Male ☐Female

PART 2

ADMINISTRATIVE Strongly Disagree Neutral Agree Strongly

REQUIREMENT Disagree Agree
(1) (2) (3) (4) (5)
1. Implementation of IDMS
(Integrated Dairy
Management System) has
provided transparent
operations among various
department.

73
2. This computerized system has
developed robust security
infrastructure.
3. It maintains safety,
authenticity confidentiality of
transactions.
4. IDMS helps to ensure proper
budgeting of receipts.
5. It has created an institutional
framework for e-governance
in the Department.
6. IDMS has effectively reduced
the usage of paper works in the
organization.
7. It helps in detailing the
business process and make it
simple.

TECHNICAL Strongly Disagree Neutral Agree Strongly

REQUIREMENT Disagree Agree
1. This IDMS system has
created process level interface
with other co-functional units.
2. This Technological Service
provides multiple service
delivery option.
3. IDMS has simplified and
streamlined the procedures
through process re-
engineering.

74
[Link] HUMAN Strongly Disagree Neutral Agree Strongly
REQUIREMENT Disagree Agree
1. IDMS improves systematic
deficiencies in the manual
legacy system of operation.
2. This IDMS implementation
has created a transparent and
citizen friendly
environment.
3. IDMS has improved
effectiveness of decision
making.

[Link] PERFORMANCE Strongly Disagree Neutral Agree Strongly

REQUIREMENT Disagree Agree
1. IDMS implementation has
minimized Turnaround
Time (TAT) of services.
2. IDMS has saved time in the
process of accounts
reconciliation through
automation.
3. This implementation has
reduced human actions to
optimal level.
4. The implementation of
IDMS has reduced the
hassles (complications) in
the operations of various
departments.

75
5. It has Demystified (Easier)
the complicated functional
areas in the organization.
6. It has improved the
efficiency of employees
through its Information
Technology.
7. This IDMS has improved
the quality of service
provided from all the
operations.

76