CHAPTER-II
ORGANIZATIONAL STRUCTURE OF APSRTC- A REVIEW
The way in which an organization formally groups the work activities is
called organizational structure. The effectiveness of information system depends
on a systematic designing of organization structure, polices and procedures.
Many studies proved that there is a close relationship between organizational
structure and information system. Hence studying the organization structure and
~tsfunctions is the pre-requisite to understand the management information.
Organization structure of the APSRTC is a formal and established pattern
of relationship among various divisions of the Corporation.
The formal
relationships in the organization are open. Of course, it may sometimes happen
that when encountered with an unusual situation, new working relationship may
be evolved and which may later on become a formal structure. The formal
relat~onshipsamong various levels of authorities in the organization are depicted
In an organization chart.
The organizational chart represents important positions and their
relationship in the organization. The vertical form of the chart shows the flow of
hierarchical authority from top to bottom. The closer the position to the top, the
higher is its status and vice-versa. The lines joining the various positions
represent the formal reporting relationship between superior and subordinate.
I. LEVELS OF ORGANIZATION
Within the organization, there are different levels, and each level has a
number of activities. Managers can be distinguished according to their level in
the organizational set up. The APSRTC organization is divided into five levels
viz., Head Office, Zonal office, Regional office, Divisional office and the Depot as
shown in the Fig 11-1. However, in recent re-organization the importance of the
Zonal and the Divisional offices are reduced. Basically, these levels were formed
based on the operations like route capacity, operations of fleet position etc.
Further, to establish a division, there must be at least four depots operating
under it.
Source: Records of APSRTC
There are six zones, 23 regions, 69 divisions and 217 depots. The top.
level and zonal centers are engaged in monitoring the strategic managerial
activities. Regional and divisional centers constitute a middle level management.
The depot or unit level of the APSRTC acts at the bottom level. Each and every
level of the organization initiates certain decisions. Though there are different
decmions, they are well connected with reasonable coordination among their
activities and striving towards the achievement of the organizational goals. The
functions at different levels of management are stated in the following lines.
DEPOT LEVEL - MANAGEMENT AND FUNCTIONS:
The fundamental and self-contained unit of operations is the depot. The
organizational structure of the depot is shown in the Fig.11-2. The Depot Manager
IS
kept in charge of about 30 vehicles or more. Depots with less than 30 vehicles
In operation, are classified as satellite depots and are
attached to the nearest big
depot for the purpose of administrative control. The Depot Manager shall have
five wings for assistance in day to day work. They are Personnel, Accounts,
Traffic, MaintenanceIMechanical,and Security and Stores.
The Depot Manager shall he responsible for all the activities undertaken in
the depot. Helshe shall report to:the concerned Divisional Manager. The Depot
Manger shall maintain all personnel records relating to employees attached to
the depot and looks after other administrative ;natters, traffic, maintenance and
financial matters including income and expenditure pertaining to the depot. The
Depot Manager is given authority for taking all the necessary decisions
concerning the depot.
/ Depot hlsnaner !
Thus, the depot constitutes the basic organizational unit where the
operations are carried on and revenue is generated. The Depot Manager is the
head of this unit and has wide powers to control and perform the functions
effectively. In executing each and every function the Depot Manager takes
decisions and some times in consultation with the concerned Divisional Manager
and Regional Manager.
The major functions and decisions at depot level are shown in the Table.11I. Proper utilization of vehicles, improving the occupancy ratio, reducing the off-
road vehicles, improving the High Speed Diesel KMPL performance, and
maintaining appropriate bus-staff ratio are the important functions and decisionmaking areas at depot level management.
Table II-1.
FUNCTIONS AND DECISION MAKING AREAS OF DEPOT LEVEL
1
DEPARTMENT
A
Traff~rManagement
I
FUNCTIONS
To be concerned w~th Operat~onal wastage.
Cancelled
KMs. Cancelled trips,
Route
effect~veness,Petiormance of traffic, etc
B Ma~ntenanceMallagemen1
To be concerned wlth Fleet posRlon. Off.rod
fleet pos~t~on
(cause-wtse), Fuel guzzlers, Fuel
performance, Tyre disposals
C
PersonnelManagement
D
Financ~alManagemenl
To be concerned with Employee productivity
and improvement, Personnel management
policy decisions.
Oeus~onon.Financial results, Audlt objections.
budget allocat~ons,expenses etc.
I
Mater~alsManagement
--
'?.lrce
- - _ _ _
Records OIAPSRTC
.
--A
I
1
Purchasing dec~s~onsMater~alsManagemenl.
D~sposal of
Yeh~cler.
lmprov~np the
pertorrnanceetc
.---
.
I
DIVISIONAL LEVEL - MANAGEMENTAND FUNCTIONS:
Four or five depots are generally grouped into a Division. A Divisional
Manager heads each division and monitors the activities of the depot
management with a special reference to operational functions.
Whenever, the depot management needs assistance on operational
functions or in the course of implementation of the decisions of regional
managers on traffic (operations) functions the divisional manager extends such
help. Fig.11-3 clearly shows the organizational structure of divisional level
management.
Fig.11-3
ORGANIZATIONSTRUCTURE AT DlVlSlONAL LEVEL
---
I)IC'ISIONAI. hlANA(;EH
Ir, !\\st. (I'I:KSONNEL)
INSPECTOR
Source: Records of APSRTC
The organizational set-up at the divisional level is in a simple form.
Mechanical Chargemen, Stenographer, Junior Assistant (personnel) and a Traffic
Inspector (Grade-Ill), work as subordinate staff under the Divisional Manager as
shown in the figure.
Regarding the functions and decisions of divisional
management, it is observed that there are no specific functions and operational
decisions involved at this level, except some functions related to regulation of
traffic. In other words, there is no specific decision-making activity at this level.
REGIONAL LEVEL - MANAGEMENT AND FUNCTIONS:
A Region is a part of the zone. There are 23 regions in APSRTC. Each
region covers a geographical area of about a district, facilitating the people to
gain by a well-organized transportation. The organizational structure of the
region is designed based on the operating fleet strength.
Being a separate wing in the Corporation, it maintains its own structure as
shown in the Fig.11-4.
Functions of Regional Centers of APSRTC:
Regional Centers of APSRTC have multifarious functions, some of which are
listed below.
1. Management control activities of different functional aspects of the region,
2. Identificationof the key area to improve the occupancy ratio,
3. Construction of managerial performance index to note the various DVM and
DMs performances at lower level of organization.
4. Review and analysis of operational results and wastage at region level
5. Review analysis of the account of cancelled Kilometers and Trips.
6. Review analysis of non-revenue kilometers, and rate effectiveness.
Fig, 114
ORGANIZ4TIONSTRUCTURE OF REGIONAL LEVEL
Supisor and Clmcal
Slaf
CAO.Chlel Accounls OHicer, CME. Ch~elEiethancal Engneer, CIM Ch~elTraRicManager, C P Y Ch~elPersonnel Managel,. Assl.Assblanl
7 . Review and analysis of fleet position, off-the road cases, case-wise failures,
and the status of overall performance.
8. Review and analysis of fuel efficiency, HSD ILube oil consumption and tyre
damages.
9. Preventive maintenance functions.
10. Review of employees' productivity and their performance ability.
11,Preparation of region wise list of disposable vehicles from the information
drawn out of the vehicle progressive reports.
12. Review of performance of Tyres & Tubes.
13. Identification of the depots with low-performance and follow-up to improve
further.
14.Recruitmentof required staff to place the right man at the right place,
15. Managing multifarious welfare activities for employees in accordance with the
policies of the Corporation.
16.Review and analysis of audit procedure, region-wise working results, and
financial results.
17.Performance reports, their preparation and reporting to the Corporation.
18.Annual performance reports relating to Traffic, Maintenance, Personnel and
Financial Management functions.
Decision- Making at Regional Level:
The information gathered from the depots are scrutinized, processed and
consolidated at regional level and comprehensive information outcome is
released every month. Based on this information, the Regional Managers take
decisions regarding some specific and important issues like occupancy ratio, fuel
efficiency, breakdowns, tyre performance etc., for the improvement of the overall
performance of the regional offices.
The Corporation's management regarding the development of the regional
offices takes number of useful and pertinent decisions and fixes up
responsibilities on the concerned Depot Managers for better results. The
Regional Managers along with all other section heads follow up to improve the
inefficient activities, which in turn, form the backbone of the organizational
development. So it is the collective decision-making with proper coordination that
is paving the way for the regional level development.
ZONAL LEVEL - MANAGEMENTAND FUNCTIONS:
For exercising effective control on transport operations, the Corporation is
conveniently divided into six zones. These Zonal offices of APSRTC are
geographically divided based on the quantum of operations in each zone. The
Fig.ll-5 shows the Corporation's Zonal arrangement.
Fig. 11-5
ZONAL SET-UP OF
APSm
El
CORPORATION
Source' Records of APSRTC
For every two zones there is an Executive Director (ED) who is placed at
the headquarters of the Corporation, assisted by a Dy. Chief Personnel Officer
staying at the same zonal office.
The Fig.11-6 shows the zonal level
organizational structure.
Functions of Zonal Management of APSRTC:
The APSRTC has set up the zonal centers with high expectations in the
reorganization process. The zonal organization structure is given a prominent
place after the Corporation's head office. In the recent past, taking number of
changes into account, the zonal formation has experienced contraction and some
of the powers and functions have been transferred to regional management. The
zonal offices carry out the following functions.
fig ll-i
ORGANIZATION STRUCTURE OF lONAL LEVEL
I
1 rnceic]
-
i DIRECTOR
/
I
PERSOME1
P~urctBlwldol APSRTC
MAINTENANCE
1. Review of regional management functions and decisions.
2. Inter zonal and inter state relationship continuance and related negotiations.
3. Personnel management.
4, Implementation and monitoring of government policies and regulations.
5. Review of regional accounts.
6.Transmitting of regional accounting information to the head office.
7. Recommendations for the expenditure on both regional and zonal levels.
8. Review of profit & loss accounts of regional centers
9. Review of scrap sales and auctions.
10. Managing of non-operating earnings of APSRTC.
11. Region-wise allocation of the fleet.
12. Review of appeals of maintenance staff.
13. HSD & Lube oils, inter-state transactions on oils.
14
Monitoring on KMPL.
15.All functions related to purchases and stores of APSRTC that are handled by
the zonal management.
16. Procurement of materials and stationery for various jobs and departments.
17. Purchasing of oils, tyres, buses etc., for number of depots Iregional stores.
As such, there is no major decision-making authority vested in the hands
of the zonal management. It can only review and monitor different functions
performed at lower level of the Corporation.
ORGANIZATION STURCTURE AT CORPORATE LEVEL:
The organization structure at corporate level is presented in Fig.11-7. As it
can be observed that there are four grades of people involved in the entire
system.
Grade-IV are the unit level managers and staff, who are directly
involved in the operational activities. The remaining grades viz., Grade-Ill, II and
I are engaged in middle and top order management activities. Each level has
different departments, and these departments are headed by the Executive
Directors (ED), supported by the staff at the remaining levels,
It. APSRTC
- DEPARTMENTATION
In the accomplishment of organization goal, management is forced to
perform certain crucial functions with a given set of resources. The functions of
management are inter-woven and interrelated. None of them can be performed
independently. Each function and technique will have a tilting effect on the other
and all are closely interrelated in a system to form the major components of the
system of management.
T
tirade. ill
1
I
I
I
i
One important aspect of an organization is the designing and
establishment of departments. The word department designates a distinct area
or division of an organization over which the manager has authority for the
performance of specified activities. The departments in
APSRTC are the
administrative department, traffic department, store B materials department,
finance & accounts department, maintenance and engineering department and
MIS department, as shown in the Fig.11-8.
ADMINISTRATIVE DEPARTMENT
Planning, organizing, controlling and leading are the major functions of the
administrative department of any organization. In APSRTC, these functions are
carried out by the administrative department with the aim of achieving
organizational goal in an efficient and effective mannei.
Fig 11-8
FUNCTIONAL DEPARTMENTS OF APSRTC.
I! ---;--1APSRTC- DEPARTMENTS
Administrative
Source: Records of APSR 1'C
+
Traffic
Department
Department
The administrators are responsible for combining and coordinating human,
financial, physical and information resources to achieve the organizational goals.
The Executive Director (ED) is the head of the department and helshe reports
directly to the Chairman and Managing Director. Chief Personnel Officer, Deputy
personnel Manager and Personnel Officer support the ED as subordinate staff.
The structure of the Administrative ~epartmentis shown in the Fig 11-9.
Fig: 11-9.
STRUCTURE OF ADMINISTRATIVE DEPARTMENT
CHAIRMAN
Ly?
ED AdminisIralion
Grade- I
(Zonal)
Grade - II
(Regional)
Ch~efPersonnel
I
Grade - Ill
(Divisional)
Dy.Personnel
Manaaer
Grade - IV
(Depot)
Source: Records of APSRTC
Personnel
The functions carried out by this department are as follows:
1. Administrative functions like planning, organizing and directing of the
various departments and providing necessary guidelines.
2. Sanctioning of various plans and procurements.
3. Preparation of planning and processing of recruitment of new
incumbents.
4. Providing training facilities to various employees in the organization.
5. Transfer and promotion recommendations.
6. Industrial relations.
TRAFFIC DEPARTMENT:
Route effectiveness analysis, identification of best profitable route to
operate the fleet, identification of high revenue routes, and identification of nonrevenue routes are the important functions of traffic management. The hierarchy
of this department is ED (Operations), Chief Traffic Manager, Dy. Traffic
Manager and Traffic Managers. The structure of traffic management is shown in
the Fig 11-10.
Operation managers are concerned with creating and managing the
system that create an organization's products and services.
Typical
responsibilities of operations managers in APSRTC include fleet control,
punctuality, reduction of breakdowns and cancellation of trips, etc. ED
operations handle all major duties in this area and are stationed at the
headquarters. As subordinate staff, Chief Traffic Manager, Dy. Chief Traffic
Manager and Traffic Managers help the ED to perform this function efficiently.
The major functions and decisions carried by these heads at all levels of the
organization are as follows:
Rg 11-10
STRUCTURE OF TRAFFIC DEPARTMENT
Grade- I
(Zonal)
Grade - II
(Regional)
Chief Traffic
I
-
Grade Ill
(Divisional)
Grade - IV
(Depot)
Dy. Ch~efTraffic
Manager
--a
Traffic
Manager
Source: Records of APSRTC
1. Performing the operational activities to the satisfaction of the
commuters.
2, Review and identification of the rbute effectiveness.
3, identifying of revenue and non-revenue KMs.
4. Cancellation of fleet.
5. Opening of new routes.
6. Running of the buses with punctuality.
7. Reducing of fatal accidents.
8. Identification of best profit routes through occupancy ratio
calculations.
9. Avoiding the unnecessary cost in their fleet operations.
In APSRTC, operations decision-making involves traffic planning and
control. The first element of operational planning and control is the maintenance
schedule and dispatch programs, and the second element is the Corporation's
vehicle utilization. In these two areas the operational or traffic managers are very
conscious to take the appropriate decisions.
STORES & MATERIALS DEPARTMENT
A transport service organization often groups its activities around a
process or a type of equipment. In this kind of departmentation, people and
material are brought together in order to carry out any particular operation. Fig.1111 illustrates organizational arrangement of Stores and Materials department.
Stores and materials management is concerned with buying the material
and resources needed to create production and services. In other words, the
concerned managers are engaged in buying the material and maintaining the
stores. The purchasing manager of the Corporation buys necessary materials,
parts and machines required by the organization.
STRUCTURE OF SORES & MATERIALS DEPARTMENT.
Grade- I
(Zonal)
;
i
Grade - I1
(Regional)
Grade - Ill
(Divisional)
Stores
of Stores
Controllers of
Stores.
Grade - IV
(Depot)
Slores
Source: Records of APSRTC
The managers responsible for purchasing must balance a number of
constraints. Buying too much of materials would lead to locking up capital and
increasing storage costs. On the other hand, buying less quantity increases the
reordering costs. Hence, special care has to be taken to balance both the
aspects. The department also makes sure that the quality of what is purchased
to meets the organization's needs, besides checking up the reliability of the
supplier, and the competitive terms of financial aspects.
The Mechanical Engineering Department of APSRTC shall prepare norms
for the consumption of standard items. These norms are reviewed from time to
time by the department and fresh norms are initiated to the Stores Officer (S&O).
The fixation of norms is done based on the previous year's consumption, fleet
strength, conditions and expected life of the spare parts. The ED Stores at zonal
level is responsible in this aspect.
1. As a functional head of the Stores & Materials Department, the ED (Stores)
performs the following functions.
a. Procurement of materials.
b. Storing of the materials.
c. Distribution of materials to different sections.
2. Chief Controller and Controller of Stores: The Chief Controller of Stores is
the head of the Stores and Materials department at regional level. Controller
of Stores assists the Controller of Stores stationed at divisional office. Both
officers function in coordination with each other while carrying out their
functions. The materials that come under the chief controller are as follows:
a. Tyre, Tubes and Flaps.
b. Vulcanizing material.
c. HSD Oil and Lube Oil purchases.
d. All other " A Class items including paper for the printing press, staff
uniforms of all varieties and cleaning cloth.
The functions of the chief controller are as follows:
1. Equipment procurement and maintenance, such as;
a. Machinery.
b. Furniture.
2. Co-ordination of area purchasing.
3. Body Building Units, such as all "A" and " 0 class items.
4. Import, Tax, License work.
5. Co-ordination of ancillary development units.
3. Stores Officer: The stores officer is responsible for the acquisition and
seeking the following:
(I).
All "C" class items for Body Buildings Units.
(ii).
Medical.
(iii).
Stationery and Forms.
(iv).
Local purchase items.
Decision-making -Stores & Materials Department:
Material accounting as an important part of the accounting system due to
its cost saving nature is mainly based on correct receipts, issues, returns, and
rejections that are the part of transaction processing system of the organization.
For the purpose of material management, a comprehensive database with all the
three components viz. purchasing, inventory, and material review are of utmost
importance.
The purchasing department decisions'are responsible for the efficient
Purchasing process which is highly cost effective in its nature, besides helping
the administration in setting up policies for perfect purchase indents, acceptance
of tenders, monitoring of purchase orders against schedules of delivery, vendor
rating, and monitoring payments against deliveries.
The inventory (Stores) department decisions are responsible for the
efficient stores management procedures to be adopted in the organization as the
good administration of stores will prove a super saver to the administration and
can set the principles for preparing standard consumption specifications for
regular consumption items, for undertaking prompt inspection and acceptance of
delivered goods, preparation of receipt documents, monitoring stock balance,
purchase dues, indents dues, monitoring the procurement of regular
consumption items, decentralized consumption control, analysis of consumption
and movement of items for control, forecasting and budgetary control of
consumption and procurement and so on.
FINANCE & ACCOUNTS DEPARTMENT
Finance and Accounting function plays a significant role in the
management control. Hence, management controls system functions around the
finance and accounting department.
Financial accounting system is intended to report the outcome of the
business operations and its financial position. There are sub-systems that have
been developed for recording the business events and preparation of financial
statements, i.e. the journal, the ledger and the trial balance. Cost accountant
assists in the presentation of in-depth cost per unit informationfrom cost records,
which are helpful to the managers for decision-making. It also assists in
collection, classification, analysis, allocation and absorption of costs through
appropriate accounting system.
Functions:
Financial Control:
The Chief Accounts Officer is the head of the Finance & Accounts
Department of APSRTC and the immediate subordinates are the Chief Auditor,
Deputy Chief Accounts Officer, and Accounts Officers placed at various levels of
the organization, as shown in Fig 11-12.
Fig 11-12.
STRUCTURE OF FINANCIAL AND ACCOUNTS DEPARTMENT
CllAlRMAN
VC & MD
I
Grade- I
(Zonal)
Grade - II
(Regional)
-
F.A B CAO
Auditor
Dy. Chief
Grade 1
I1
(Divisional)
-
Grade IV
(Depot)
Accounts
Officers
Source: Records of APSRTC
67
Financial Managers deal primarily with an organization's financial
resources. They are responsible for the activities such as accounting, cash
management, and investments. In APSRTC, financial manger's responsibilities
are so many in counts. These responsibilities of managers at different levels are
as follows:
The main functions of accounts and finance department are as follows:
1. Advising the management on the advantages of its operations from the
appraisal of the periodical assessment of the performance in relation to
operations prepared by the managers.
2. Review of monthly production in workshops.
'
3. Periodical review of expenditure and income, and their targets.
4. Coordinating in the preparation of budgets.
5. Forecastingthe extent of financial requirements, which would be useful for
the internal generation of funds and for the outside borrowings.
6. Controlling of expenditure to ensure reasonable return on capital invested.
7. Attending to all tax matters of the Corporation.
8. Assessing the total working capital requirements and investing surplus
funds in interest earning deposits.
9. Monitoring and implementation of financial policies laid down by the
administration.
10.Providing specialized services in respect of all aspects of financial
4
functions of Depot Managers, Divisional Managers and other staff
members.
11.Advising the depot managers in all financial and allied matters to enable
them to achieve the organizational objectives.
12.Responsible for planning, organizing, directing, coordinating and
controlling of both accounting and audit wings to ensure the successful
accomplishment of this function.
13.Analyzing the variation between actual performance and budget
estimates.
14. Responsiblefor the assessment of the required total working capital of the
organization in each year.
15.Coordinating all the matters concerning the stores department.
Decision Making in Financial Management
Management Information System requires necessary database comprising
the inputs like cash transactions, receipts, issues, returns, interests, depreciation,
etc. The other inputs are counted in the routine procedures of accounting and
salary I wage payments. Based on the above different daily, monthly statements,
and final accounts (profit 8. loss accounts, balance sheet) are prepared
scrupulously by the finance and accounts department.
In addition to this, the systems like management accounting, cost
accounting, pay-roll accounting, supplier ledgeh, and the preparation of capital
and revenue budgets, investment and budget planning support the organization
of finance department enabling it to bloom into a versatile, comprehensive and
efficient unit of the Corporation. Thus, the financial department with its perfect
financial system provides a backbone support to the concerned officials
responsible to take decisions in the organization.
MAINTENANCE DEPARTMENT
In any Road Transport Corporation, healthy fleet is one of the vital
parameters, which contributes for its success in a big way. Indeed, vehicles are
the prime property of the Corporation and much of the capital of the Corporation
is in the form of vehicles. Hence it is imperative that the vehicles are maintained
in healthy condition, throughout their life in order to make them serve the
Corporation on the most possible economical and profitable terms.
The APSRTC is adopting two-tier system in their fleet maintenance. The
first system envisages route preventive maintenance activities, such as Schedule
I, 11, Ill, IV, Oil changes, Unit Changes, Fitness Condition and the Running
Repairsjobs as per permissible repair schedules.
The second system of preventive maintenance is at regional workshops
which facilitate repairs and overhauling of vehicles. The preventive maintenance
is provided with multi-skilled labour, sophisticated machinery, testing the rings
and expensive spare parts, that are required for undertaking major repairs.
Generally, regional workshops are designed to cater to the needs of a fleet of
about 12000 to 15000 vehicles, which can accommodate and afford the optimum
utilization of machinery and men.
Efficient fleet operations and effective maintenance of the vehicles ensure
safe, reliable, punctual, efficient and economical vehicle operations. The
Corporation reviews from time-to-time the maintenance policies. The Executive
Director of Engineering acts as the head of the Mechanical Engineering
Department (Maintenance), who will be ultimately responsible to the Managing
Director for assuring the healthy condition of fleet against minimum expenditure.
AS
subordinates, the Chief Mechanical Engineer, Dy. Chief Mechanical Engineer
and Asst. Mechanical Engineer support the ED in carrying out the functions
effectively.
Fig.11-13 shows the structure of Maintenance Department of
APSRTC.
Fig 11-13:
Grade- I
(Zonal)
Grade - I1
(Regional)
Chief Mech.
1
Engineer
I
I
Grade - Ill
(Divisional)
I
Grade - IV
IDeoot)
Source: Records of APSRTC
Asst. Mech.
I
Enaineer.
1
Executive Director- Engineering, Chief Mechanical Engineer, Dy. Chief
Mechanical Engineer and Asst. Mechanical Engineer are the managers in this
department. As it is an important functional area of the organization, the
Corporation pays much attention to the activities of this department.
The main functions of the maintenance department are as follows.
1. Maintenance: It is a major function in the Corporation, and the Executive
Director is responsible to monitoring it as a head of the department of
maintenance.
2. Chassis procurement
3. Bus body fabrication.
4. Land acquisition for new bus depots, and bus shelters.
5. Construction of bus depots, busstations and workshops.
6. Monitoring Workshop production.
7. Tyre, bus body building and unit production.
8. Land acquisition and construction of depots, bus stations and workshops.
There are two types of maintenances, preventive maintenance and,
breakdown maintenance. While preventive maintenance can be planned in
advance, the breakdown maintenance is invariably unplanned and sudden. While
talking about preventive maintenance, one cannot forget that perfect planning
and scheduling are immensely important in respect of the benefits like time
saving and cost reducing.
For taking comprehensive and effective decisions, the Corporation
generates MIS reports for equipment control, such as equipment register,
equipment histoiy and major failure report, forecast on maintenance schedules,
report on work control, workshop performance report, mechanics' performance
report,maintenance planning efficiency report, over time report, resource leveling
,port,
delay cause reports etc.
The Corporation shall carry on preventive maintenance as per the
following schedules:
r
Daily Maintenance- Schedule-I.
r
Weekly Maintenance- Schedule-11.
r
Monthly Maintenance- Schedule-Ill.
r
Quarterly Maintenance- Schedule-IV
r
Oil Changes at prescribed kilometers.
k Fitness Certificate of vehicles at prescribed intervals
r
Major unit changes on chasseing of the vehicle.
hecution of Schedule-I Maintenance (Daily)
The daily maintenance is derived from the daily check up of the vehicles. It
enables the maintenancedepartment to diagnose any damage or trouble such as
leakage, loose nuts, and incorrect level of oils in all the vital parts of the vehicle
and FIP, besides paying attention to the items mentioned in the Schedulal.
Execution of Schedule-11Maintenance (Weekly) :
The schedule-ll maintenance is mainly intended to ensure proper greasing
of the vehicles. Separate staff are allotted for this maintenance schedule as due
importance is very much necessary.
Execution of Schedule-Ill Maintenance (Monthly):
The monthly maintenance schedule is one of the important and basic
schedules at the depots level to ensure breakdown free services during each
month.
Execution of Schedule-IV Maintenance (Quarterly) :
It is an important schedule of maintenance, as it provides for major
attention to the vehicle in general compared to any other schedule.
MIS DEPARTMENT
Information systems are an important part of any modern organization. Its
impact on the organization will be cognizant and its effects are felt in a variety of
ways. In particular, information system will bring about a thorough positive
change in the successful performance of the organization. Organizations install
information system because they think that the introduction of IT in the
organization will bring about the required effectiveness and efficiency.
Indeed, consensus seems to be growing towards the feeling that a welldefined information system is beneficial for any organization. Organizations need
to invest time and resources to go for reorganization, and accomplish creation of
well-structured information system.
In APSRTC, ED- MIS is responsible for maintaining the department of
information system. The ED- MIS is placed at zonal level who reports to the top
management.
AS
subordinates, the Chief Statistical Officer of Gradell level, the Chief
statistical Officer (Computers) of Grade -111 level, and the Statistical Officer of
Grade - IV level will assist the ED-MIS. The structure of Management
InformationSystem department of APSRTC is shown in the Fig 11-16.
Fig 11-16.
STRUCTUREOFMISDEPARTMENT
CHAIRMAN
VC & MD
Grade- I
(Zonal)
Grade - II
(Reg~onal)
Off~cer
Grade - Ill
(Dlvls~onal)
Grade - IV
(Depot)
Source Records of APSRTC
Statrsttcal
FUNCTIONS OF MIS DEPARTMENT:
The main function of MIS department is to prepare and organize the data
reports of various departments and make them available to concerned decisionmakers. The main functions carried out by this department are as follows.
1. Preparation of information reports based on the information collected from
the depots and divisional offices.
2. Sending the information reports to the concerned decision-making
centers.
3. Designing of computer networking for processing information.
4. Preparation of detailed reports on the performance ability of the
Corporation.
5. Sending the prepared reports to the concerned department heads.
6. Storing of information for future references.
In sum, organizational structure of APSRTC is a formal and established
pattern of relationship amongst various levels and departments. The Corporation
is divided into five levels viz., Head office, Zonal office, Regional office, Divisional
office and the Depot. There are six zones, 23 regions, 69 divisions and 217
depots. Each and every level of the organization initiates certain managerial
functions and decisions.
The depot constitutes the basic organizational unit where the operations
are carried on and revenue is generated. Proper utilization of vehicles, improving
the occupancy ratio, reducing off-road vehicles, improving the HSD KMPL
and maintaining appropriate bus-staff ratio are the important
functions and decision-making areas at depot level management. The depot
manager is responsible for all the activities undertaken in the depot.
Four or five depots are generally grouped into a division. Divisional
manger heads each d'ivision and monitor the activities of the depot management
with a special refer to operational functions. A region is a part of the zone, and
each region covers particular geographical areas of about a distinct facilitating
the people to gain by a well-organized transportation.
The organizational
structure of the region is designed based on the operating fleet strength and
have multifarious functions. The information gathered form the depots are
scrutinized, processed and consolidated at regional level and comprehensive
information outcome is released every month.
The zonal office of APSRTC is geographically divided based on the
quantum of operations in each zone. For every two zones there is a Executive
Director who is placed at the headquarters of the Corporation, assisted by a
Dy. Chief Personnel Officer staying at the same zonal office. The zonal officers
carry out the various functions.
The head office or corporate level organizational hierarchy has the four
grades of people; they are Grade-I, 2, 3 and 4. Grade4 are the unit level
managers and staff, who are directly involved in the operational activities , and
the remaining viz., grade-3,2, and 1 are engaged in middle and top management
activities. The departments in APSRTC are the administrative, traffic, stores and
material, finance and accounts, maintenance and engineering, and MIS
departments. These departments carried out different functions and decisionmakings for the betterment of the organization.