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    GSRTC

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    viv3kswamy
    GSRTC is the state road transport corporation of Gujarat, India, which was established in 1960 to provide public transportation. It carries over 2.4 million passengers daily but has been losing market share to private operators in recent years due to issues like an aging fleet and lack of technical skills among depot managers. Depot managers (DMs) play a key role in managing GSRTC's bus depots and operations. However, 80 of GSRTC's 114 DMs have little professional education and training. Recognizing the need to equip DMs with leadership and management skills to meet organizational goals, GSRTC's top management decided to conduct a training needs assessment to identify priority areas and competencies for intensive DM

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    GSRTC

    Uploaded by

    viv3kswamy
    139 views2 pages
    GSRTC is the state road transport corporation of Gujarat, India, which was established in 1960 to provide public transportation. It carries over 2.4 million passengers daily but has been losing market share to private operators in recent years due to issues like an aging fleet and lack of technical skills among depot managers. Depot managers (DMs) play a key role in managing GSRTC's bus depots and operations. However, 80 of GSRTC's 114 DMs have little professional education and training. Recognizing the need to equip DMs with leadership and management skills to meet organizational goals, GSRTC's top management decided to conduct a training needs assessment to identify priority areas and competencies for intensive DM

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    Training needs analysis at GSRTC

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    GSRTC is the state road transport corporation of Gujarat, India, which was established in 1960 to provide public transportation. It carries over 2.4 million passengers daily but has been losing market share to private operators in recent years due to issues like an aging fleet and lack of technical skills among depot managers. Depot managers (DMs) play a key role in managing GSRTC's bus depots and operations. However, 80 of GSRTC's 114 DMs have little professional education and training. Recognizing the need to equip DMs with leadership and management skills to meet organizational goals, GSRTC's top management decided to conduct a training needs assessment to identify priority areas and competencies for intensive DM

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    139 views2 pages

    GSRTC

    Uploaded by

    viv3kswamy
    GSRTC is the state road transport corporation of Gujarat, India, which was established in 1960 to provide public transportation. It carries over 2.4 million passengers daily but has been losing market share to private operators in recent years due to issues like an aging fleet and lack of technical skills among depot managers. Depot managers (DMs) play a key role in managing GSRTC's bus depots and operations. However, 80 of GSRTC's 114 DMs have little professional education and training. Recognizing the need to equip DMs with leadership and management skills to meet organizational goals, GSRTC's top management decided to conduct a training needs assessment to identify priority areas and competencies for intensive DM

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    Training Needs Analysts at GSRTC

    Indias public transit sector is dominated by state Transport Undertakings (STUs), a


    body incorporated under the Road transport corporations Act, 1950. Gujrat State
    Road Corporation (GSRTC) is one of the STUs of Gujrat State which was incorporated
    in 1960.
    The demand for public transport is ever increasing due to high Gross domestic
    product (GDP) growth rate of the state. Most of the STUs over the years
    accumulated deficits and avg. not been able to meet the increasing public transit
    needs, due to diseconomies of scale in the long run (Singh, 2000).
    The customer profile of GSRTC is changing with multifold expectations. GSRTC buses
    carry, on an average, 2.4 million passengers daily which is a challenge in itself.
    Simultaneously, the competition from private players is increasing, as they have a
    greater flexibility in their operations. These private transporters do provide
    subsidized travel to certain categories, do not operate uneconomic routes and pay
    substantially less passenger tax to the state as compared to GSRTC.
    GSRTCs assessment of current capabilities to meet the changing environment
    indicated that in spite of induction of new fleet of buses, the market shares and
    overall stature of the GSRTC has been shrinking with time. During the last few year
    challenges before the GSRTC have become even more formidable. Reduced fleet
    size, over-aged buses, and lack of technical and functional competencies among
    DMs were identified as major causes for the negative growth.
    A DM is the officer who is the overall in-charge of a bus depot, managing operations
    of services and maintenance of buses. The cadre of the depot Managersi (DMs) is
    the key cadre among all the staff cadres in GSRTC. The role of the DM involves
    multitasking activities (annexure 1). It is a strategic position, representing the
    cutting edge role as they are managing whole depot, which is the revenue
    generating source. GSRTC has 114 DMs as on 31-12-11.
    It is imperative that this cadre is staffed with highly skilled professionals as the role
    demands administrative expertise, technical prowness; traffic insights and
    leaderships. Out of 114 DMs, 80 have little exposure to professional education as
    they have risen in the organization from the lowest cadres. Brown (2006) in his
    research emphasized that key roles are critical and companies need to invest
    substantial time, money and training efforts into them.
    The management of GSRTC has realized that the cadre of DMs need to be well
    equipped with the managerial and leadership competencies, enabling them to
    perform their duties and meet the diverse expectation of the stakeholders. The top
    management of GSRTC was proactive and keen to understand the need of training
    for DMs for the overall organizational changes and effectiveness. They believed that
    DMs in GSRTC need to be trained intensively and extensively in a range of subject
    areas to develop required business competencies and achieve organizational goals.

    But since there existed no record about training preference, priority training areas
    and differentiating competencies of bus DMs, the management felt the need to
    conduct a TNA.

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