Abstract.Trigonal, R 3c, Z = 6, 2(Mo Kot) = 0.71069 A, T= 300 K. (I) C10H~6.3SC(NH2) 2, M r = 364-6, a= 16.187 (7), c= 12.578 (7)A, V= 2854 (4) A 3,

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PurposeWith rapid industrialization and population growth in the urban and rural areas in India, the demand for public transport has risen sharply. In the fast changing scenario in the public transit sector, the role of a bus depot manager (DM) has also undergone substantial transformation. This paper aims to identify and gauge the organizational and individual training needs of DMs, necessary to design and delivery of effective training.Design/methodology/approachPrimary data were collected by visiting three bus depots, nine in‐depth interviews with the top management team, 15 in‐depth interviews with DMs, performance data of 15 DMs and a survey of 114 DMs, using open ended questions. After primary analysis a ranking order instrument was designed and administered to 114 DMs.FindingsThe results explored current and future training requirements for the role of bus DMs based on their preference and priority. Seven differentiating competencies and ten priority training areas were identified using “priority index”. Further suggestions have been made for enhancing training effectiveness.Practical implicationsThe paper provides practical insights into how to conduct training needs analysis for bus DMs using differentiating competencies and priority index. Training managers may use such tools to identify training gaps in different roles while designing effective training strategies. It provides insights into the role of bus DMs, current and future role requirements, seven differentiating competencies and training gaps in the role of a DM.Research limitations/implicationsThe findings are presented based on one single role in one organization only, i.e. DMs of Gujarat State Road Transport Corporation (GSRTC). Replication studies should examine different roles across different functions.Originality/valueThis paper investigates how to identify training needs for depot managers using differentiating competencies and priority index. It provides inferences on how to align business objectives, individual performance and training needs. The tools used are ready‐to‐use and replicable for different roles in medium and large MNCs.

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A new series of compounds, succin-as-eins(SAE)–methyl phenol SAE, methyl resorcinol SAE, methyl catechol SAE, methyl quinol SAE, methyl phloroglucinol SAE, methyl pyrogallol SAE and methyl orcinol SAE have been prepared by condensing 2-acetyl propionic acid with appropriate phenols. The structure of methyl resorcinol SAE, based on chemical reactions and spectral data is discussed. The λmax values for few of the dyes are comparable with their analogous succineins and phthaleins.