Project Report On HR in BATA

www.final-yearprojects.co.cc | www.troubleshoot4free.
com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose.
A Project Report in The best possible employee education, executive training and management development programs for BATA INDIA LTD. that shall improve job performance and help individuals to progress towards actualization of their potential capacities.
Developed For
BATA
INDIA
Submitted On 28 / 09 / 2007
L T D.
( Batanagar Unit, Kolkata )
By
Chandan Chakraborty
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose.
Student of MBA ( III rd Semester ) Gyan Ganga Institute of Technology and Sciences ( GGITS ) Under Rani Durgawati University, Jabalpur, Madhya Pradesh
Founder of the
Bata Shoe Organisation
M r. T o m a s B a t a
( 1876 1932 )
A Message from Mr. Tomas Bata We are not afraid of the future. Millions of human beings know nothing of footgear of any kind whatever and very few of the rest is well shod. This best shows us how little we have accomplished so far, and what an immense task lies before the shoemakers of the whole world.
Tomas Bata started life as a poor boy but he did not dream of making millions, he seems, rather to be obsessed with the idea of helping his country and his people. In the young Bata there quickly ripens the wish and the determination to achieve something. He is a shoemaker - a practical man, but with a power of imagination amounting to genius. Thomas has visions of colossal factories, with the most modern machinery, installed in airy workshops, and a system of the most modern factory-hygiene. In those workshops, people freed from slavery and squalor are working for the
realization of his great social ideal : the shoeing of millions. Tomas Bata remained true to his dreams of " Good and cheap shoes, even for the very poorest, and high wages for all who worked for him ".
He coined the motto
Our customers are our masters ".
Long Service Medallion
Preface
Bata India Ltd. Is the organisation that has been ruling the world of shoe manufacturing in India for more than 75 years now and its largest plant is situated in Batanagar, 24 Parganas (s) West Bengal, on the banks of the river Ganges. With manpower of nearly 2400, the unit is producing quality foot wares hugely in demand all over the world. It has one of the oldest but excellent systems of day to day operations and record keeping including production, planning, purchase, costing, salary, personal audit etc. It also has been instrumental in starting its own chain
of retail stores which has crossed 3000 in number. Over the year it has become a household home with millions of customers loyal to its brands. Its motto, Challenge Skill Commitment Teamwork is yielding great results even in this era of fervent socio economic changes that are taking place globally. My object here was to study the existing training and development facilities in Bata India Ltd. And if necessary to develop a program that shall enhance the potential of its employees and executives. This program should be in accordance with the actual situation related to the morals, ethics, beliefs and practices of the land. It should go a long way in improving the production, quality, organisational climate, technological know-how and above all individual personal growth.
Acknowledgement
I hereby acknowledge the overwhelming help and support of the personnel department of BATA INDIA LIMITED and specially Assistant Manager ( Personnel ), Mr. Debabrata Sanyal whose heartiest cooperation was the major source of inspiration and motivation behind the completion of this project. I shall also be thankful to other departmental heads, some of whom are listed below:
All India Senior Vice-President Senior Manager (Leather) Manager (Rubber) Manager (Engineering) Manager ( R& D) General Manager (Purchase) Manager (Commercial) Manager (Payroll & Accounts) Senior Manager (Accounts) Manager (Accounts) Manager (Assembly Rubber) Asst. Manager (Admin. & Welfare) Officer (SBU Leather)
: Mr. A. H. M. Ehsanuzzaman : Mr. Shubham Kanti Mondal : Mr. Amar Nandi : Mr. Samarjeet Ghosh : Mr. Supriya Kanji : Mr. Atish Chandra Chatterjee : Mr. Sudip Dutta : Mr. Prabhat Kumar Sur : : : Mr. Animesh Mukherjee Mr. Anjan Kumar Chatterjee Mr. Dilip Kumar Nandi
: Mr. Manoj Kumar Sarkar : Mr. Kartick Chandra Routh
Asst. Manager (Procurement Leather) : Mr. Kuharan Mukhopadhyay
Each and every employee whom I met during this project, greeted me with open arms and tried to help me out with whatever he can, and I am grateful to all of them. At last but not the least, I would like to take this opportunity to thank Dr. Anil Kumar Dhagat, Director, M.B.A. department, Gyan Ganga Institute of Technology and Sciences ( GGITS ) Jabalpur, for
providing us with the opportunity of doing this project. My sincere gratitude to my family and friends, who have extended their helping hand from time to time, specially in adverse situations when I needed it the most and all those who have directly or indirectly helped the cause of successfully completing this project.
Dated :
CHANDAN CHAKRABORTY
Declaration
I Chandan Chakraborty, student of M.B.A. ( 3rd semester ), Gyan Ganga Institute of Technology and Sciences, Jabalpur (M.P.) , do hereby declare that this project has been done as a partial fulfillment of the award of post graduate degree in business administration, under Rani Durgawati University, Jabalpur ( M.P.) for the year 2007 -08. I declare that this project is entirely based upon my personal findings, analysis, judgements and is thus an original piece of work, which has not been published before in its present form any where in India or abroad. The data upon which this project is based is secondary data collected from various record books of the organisation, whose preciseness is expected, not guaranteed.
Dated :
CHANDAN CHAKRABORTY
Index
1} 2} 3} 4} 5} 6} 7} 8} 9} Introduction The Existing System The Outlook Suggestions Why training fails ? Organisations training objectives The Training Program Absenteeism in Bata India Ltd. Research Methodology 11 29 36 49 52 54 55 78 92 95
10} Data and Graphs

11} Case studies and Experiences in B.I.L. 12} Bibliography INTRODUCTION The Organisation: Bata India Limited
105 114
Bata India is the largest company for the Bata Shoe Organisation in terms of sales pairs and the second largest in terms of revenues. With 1250 stores across the country, it also has the widest retail network within the BSO. By the time Bata had come to India in 1931, it was already recognized as a leading shoe brand. Its manufacturing and marketing operations heralded the rise and the development of a modern footwear industry in India. Before Bata, footwear was produced primarily in the handicrafts and small enterprise segments. Bata, over the decades, used the current knowledge' from its international experience to create adaptive and innovative baseline standards for the shoe businesses in India.
Incorporated as Bata Shoe Company Private Limited in 1931, the company was set up initially as a small operation in Konnagar (near Calcutta) in 1932. In January 1934, the foundation
" I've missed over 9,000 shots in my career. I've lost almost 300 games. 26 times I've been trusted to take the game winning shot...and missed. I've failed over and over and over again in my life. And that is why I succeed! " - Michael Jordan
stone for the first building of Bata's operation - now called the Bata. In the years that followed, the overall site was doubled in area. This township is popularly known as Batanagar. It was also the first manufacturing facility in the Indian shoe industry to receive the ISO : 9001 certification. The Company went public in 1973, when it changed its name to Bata India Limited. Today, Bata India has established itself as one of Asia's largest footwear retailer. It has cornered around 35 % market share in the organized sector (and approx. 8.5 % of the total footwear market) Almost 98 % of the company's revenue is from the domestic market while the rest is from exports. The company currently sells over 45 million pairs of shoes every year and has an annual sales turnover of more than Rs. 8000 million (USD 178 million).
Over the years, Bata India has established a leadership position in the footwear industry and is easily the most trusted name in branded footwear. Its retail network of 1250 stores gives it a reach/ coverage that no other footwear company can match. The stores are present in good locations and can be found in all the metros and towns.
" The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy " - Martin Luther King Jr.
In terms of products, the company has now built a good, market-oriented collection that is in line with fashion trends and offers a good quality to price ratio. Its product range now encompasses classic shoes such as Ambassador for Men and comfort shoes such as Comfit for ladies, as well as a more trendy collection for ladies in the Marie Claire range and a sporty fashion collection for young adults in the North Star range. Bata's smart looking new stores supported by a range of better quality products are aimed at offering a superior shopping experience to its customers. And the new face of Bata India is now visible to the industry as well as its customers. Today, backed by a brand perception of experience, the company is working towards positioning itself as a vibrant and contemporary young brand. It has significantly transformed its retail formats to become more lifestyle-oriented, which has helped change consumer perceptions to a large extent.
The 6 Principles :
We provide quality for value. We constantly improve in what we do. Our strength is people. We are partners in progress with the communities in which we deal. We build respect and loyalty through service.
We practice A Step Ahead management.
" It is common sense to take a method and try it. If it fails, admit it frankly and try another. But above all, try something. " - Franklin D. Roosevelt
Bata is Divided into 6 regions: 1. 2. 3. 4. 5. 6. Europe North America Africa Pacific Latin America India
Bata operates in more than 70 countries worldwide with,

3000 retail outlets of its own Producing 10,00,000 pair of shoes per day Over 50,000 employees speaking 100 languages
BATA Headquarters,Toronto, Canada
" You may deceive all the people part of the time and part of the people all the time, but not all the people all the time. " - Abraham Lincoln
Purpose:
To serve the whole BATA family of companies round the world. To have the right shoe, at the right place, at the right time, at the right price
Mission:
With footwear manufacturing and marketing as its core business to achieve success and become the biggest and most skillful multiple retailing and distributing organisation with a dynamic, flexible and market responsive approach to present and future opportunities for profitable growth.
Success will be measured by the Customers, employees, shareholders, suppliers and community.
Brands :
Hush Puppies Dr. Scholls North Star Power Marie Claire Bubble Gummers
Signature Collections :
Ambassador Comfit Wind
The New Projects :

While some mega-projects are still awaiting approval, Calcutta Riverside and a few others have got the nod from the West Bengal government, the project to develop the 262-acre Batanagar estate into a modern township, with a nine-hole golf course, high-end apartments, villas, condominiums, a hotel, mall, IT park, hospital and school.
To cost Rs.1,200 cr, Calcutta Riverside is perhaps the most high profile project under Section-14(z) of the West Bengal land reforms amendment bill passed in August 2005, which envisages that sick or closed industries, which require investment to become functional again, may sell of their unused land, if part of their sale proceeds is used to restructure the units or for the labour's welfare. Riverbank Holdings Private Limited, the 50-50 joint venture between Bata India Limited and Calcutta Metropolitan Group Limited (an alliance between Kolkata Metropolitan Development Authority and United Credit Bellani group), had a master-plan ready combining commercial re-use of land with socio-economic development of the areas in the Batanagar estate. Its an equitable deal for the workers. The 1,097 families living on the estate now are to be rehabilitated in new housing, with a built space of 6,40,000 square feet.
" To live is to choose. But to choose well, you must know who you are and what you stand for, where you want to go and why you want to get there." - Kofi Annan
Further, the terms of Riverbank Holdings lay down that within 30 days after the end of each calendar year, it must contribute a sum of Rs. 35,00,000 for the benefit of the employees of BIL employed in the Batanagar factory. The existing Bata girls, boys and primary school will be upgraded and a separate school on 6.65 acre and a 300-bed hospital will be built. The 1.2 km riverfront will also be developed with recreation facilities for residents and
visitors. Post completion, Calcutta Riverside will give employment to 30,570 people. No wonder the project was cleared as part of the state's social infrastructure development programme.
BATAs Worldwide Network
"The great successful men of the world have used their imaginationthey think ahead and create their mental picture in all its details, filling in here, adding a little there, altering this a bit and that a bit, but steadily building - steadily building." - Robert Collier
Various departments operant in Bata India Ltd. Personnel department :

Personnel department is the heart of the organisation and is one of the most important portfolios, dealing with matters directly or indirectly
related to its human resource, that is its manpower. It acts as a connecting bridge between the employees, trade unions and other external entities and the management. Personal department plays a vital role in interconnecting various departments to enable smooth operation of the organisation. In Bata India Ltd., the Personnel department maintains individual personnel audit records in its kartotek and uses it for important decision makings related to the transfer, promotion, separation, performanceappraisal, welfare schemes, services and benefits, labour relations, grievance handling etc. It is also responsible for the recruitment and selection of the right people for the right job .
Accounts Department :
The accounts and payroll department is one of the busiest department of the organisation, as it has to maintain each and every transactional records in the book of accounts on a regular basis, based on commonly used double entry system. The income statements, profit & loss a/c and balance sheet are prepared on a quarterly basis for the management as well as shareholders to analyze the developments. As Bata India Ltd. Batanagar plant is not a selling unit the profit earned by it is accrued profit not actual
" One needs to be slow to form convictions, but once formed they must be defended against the heaviest odds. " - Mahatma Gandhi
profit. Accrued profit is acquired when production is completed below the estimated production limits and it is in loss when production surpasses this limit.
The extent of transactions through this department can be expressed through these facts:
Bata
India
Ltd.
( Batanagar plant ) pays property-tax to the Maheshtala municipality in the volume of nearly Rs. 5,00,000 per month.
Electricity charges for
24 hours 3 phase connection comes somewhere in the vicinity of Rs. 60,00,000 per month.
Bonus
paid
to
the
employees once in every season (6 months) amounts upto Rs. 1,20,00,000. The payroll section is in charge of preparing the fortnightly as well as monthly pay slips for its different types of employees ( such as fixed, essential, hourly fixed, special hourly fixed, accord ) payment is made by calculating many factors along with their basic pay, some of these factors are DA, Night allowance, Bonus, Production incentive, House rent, Provident fund, insurance, medical cover etc. the pay structure of Bata India Ltd. is very well structured in relation to contemporary manufacturing units, in the state of West Bengal.
Product Development Department :

The actual job of the product development department starts with collecting the information from the marketing department about the
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. " Do not be desirous of having things done quickly. Do not look at small advantages. Desire to have things done quickly prevents their being done thoroughly. Looking at small advantages
Confucius design or pattern expected to be in demand in the near future. Accordingly designs are prepared for all types footwears along with the material to be used in a particular article. This department is more concerned with providing comfort to its customers rather than style. Sizes of the shoe to be manufactured are pre-decided region wise e.g.: -
For eastern region sizes between 5 to 11 (gents) For southern region size is 7 onwards gents) and 4 to 5 general sizes for ladies products. This department consists of a separate CAD / CAM section,
where designs are prepared and cut by a computerized cutting machine. The software used for this purpose Crispin Cad Suite prepares two-dimensional view of designs. These designs along with the material are tested in the Research & Development laboratories before reaching the production department.
Production Department :
Planning
&
Control
Production planning and control section of management which delivers the estimate for the production of particular style during a specific
period, so that they may serve the best possible service to the customer without unwanted late in delivery or unwanted dumping of the produced goods. The sales department sends the estimate for the volume of the goods that is likely to sell, on the basis of statistical method, market
" Often the difference between a successful person and a failure is not one has better abilities or ideas, but the courage that one has to bet on one's ideas, to take a calculated risk and to act. " - Maxwel Maltz
research, previous years performance and promotion of selling effort they actual did. And accordingly volume of goods is projected for the production department and costing department then the costing and production department plan for the procurement of all the necessary materials, machineries, grinderies etc. and their capacities of production in terms of manpower they are having. Other functions of this department are: This department also prepares the records the volume of product in the production stream daily. This is called workshop production balance sheet. Prepares the plan sheet for the different articles that has to be sent to either the whole-seller or retailer article wise or the number of pairs of specific size so that the box of packing completes their capacity. This is called production invoice for whole sales and retails i.e. distribution of order plan wise.
Manufacturing Department :
Batanagar plant is one of the biggest manufacturing units in the state. It is a well equipped with the best machines and safety equipments, most of them imported from Korea and other countries. Some of the newly installed machines are capable of producing high quality footwear round the clock. This department is further divided into the: 1. 2. The leather factory ( producing leather shoes ) The rubber factory ( producing rubber and canvas shoes, rubber chappals )
" Desire is the key to motivation, but it's the determination and commitment to an unrelenting pursuit of your goal - a commitment to excellence - that will enable you to attain the success you seek - Mario Andretti
both within the Batanagar plant itself. Skilled employees known as rink conveyor (leather) and sandal conveyor (rubber) carry out the production through a chain of operations. Some of the operations involved in shoe manufacturing are last-preparation, upper-insole, Jaro-molding, preforming, force-last etc.. A constant quality check during the production process reduces the number of defective pairs getting to the shops. 6 Stages in production: Manipulation Prefabrication Sewing (leather & other material cut and bundled) (stamping, punching, skiving, gimping, embossing) (components stitched together)
Assembly Warehousing Retail stores
(upper & lower components brought together) (shoes checked, inspected, sorted, stored, shipped) (receive goods, check for accuracy damage, promote)
Research and Development Department :

The research and development department is responsible for validating the products and designs prepared for production. Various mechanical properties related to the materials to be used for the upper and sole of the footwears are thoroughly checked using electronic machines these include Tensile testing, flexural testing etc. designs are checked for its durability. Suggestions to improve the overall quality of the finished products are sent back to the product development department.
An overview of the company history :

1894 The T. & A. Bata, T. & A. Bata Shoe Company (T. & A. Bata) registered in Zlin, Austria-Hungary by Tomas, Anna and Antonn Bata 1895 First business crises, Tomas takes over company's control, Antonn leaves for the army, Anna gets married 1897 The Baovka, the first fabric shoe, introduced and with it production mechanization, first machine from Germany
1900 First factory building constructed 1904 Tomas first journey to the USA 1905 2,200 pairs per day produced by 250 employees, in two shifts, sales department founded 1906 Second factory building constructed, first of the "new type" 1908 Antonn dies, Tomas takes full company's control 1909 First export sales, first sales agencies in Germany, the Balkans and the Middle East; 3,400 pairs per day produced 1911 Tomas second journey to the USA 1914 World War I breaks out, large orders by the Austro-Hungarian army for military shoes 1917 World War I large scale orders contributed to company's exponential growth; 2 million pairs per year sold, 10,000 produced daily by 5,000 employees, advanced production equipment imported from Germany; "Bata community" around factory with shops, housing, schools and hospitals 1918 Second crises of the company, massive losses, non-paid deliveries for the state (Austria-Hungary, the newly founded Czechoslovakia doesn't recognize the debt); production down to 1,700 pairs daily 1919 Tomas' third journey to the USA, getting acquainted with Henry Ford's mass production
1922 Currencies devalued due to World War I, consumer purchasing power at an all time low, Bata cuts shoe prices by 50% to attract customers and to expand into 160 company shops throughout Czechoslovakia 1923 Employee profit & loss sharing introduced 1925 The Bata system organizes operations in autonomous workshops; the "Bata School of Work" founded, education and practical training to future Bata managers; 563 company shops throughout Czechoslovakia 1927 Assembly line production introduced 1929 Customs tariffs introduced in the world, Bata builds factories in Switzerland (Mohlin), Germany (Ottmuth), England (Tilbury), France (Hellocourt), Yugoslavia (Borovo), Poland (Chelmek), Holland (Best), the USA (Bel Camp) and India (Batanagar); the "House of Bata's service" opens in Prague, replacing older premises 1930 100,000 pairs produced daily; five-day, 40 hours week introduced 1931 Bata a.s. founded, replacing the former "T. a A. Bata"; by the early 1930s, Bata becomes the worlds leading footwear exporter 1932 After Tomas Batas plane crash his half-brother Jan Antonn Bata becomes head of the company; at this time the company continues the diversification into the production of tires, aircraft, bicycles, machineries; the "House of Bata's service" opens in Brno
1939 Bata operates 63 companies in various industries with footwear remaining the core business with 60 million pairs sold per year in over 30 countries; the Bata family leaves to the USA after Nazi occupation of the rest of Czechoslovakia; Jan Antonn Bata " subdues " to the plans of Nazis to save the business, on the other hand supports the exile government of Edward Benes and the Czechoslovak armed forces in Britain, he saves a large number of countrymen, including Jews by using the Bata worldwide network 1942 Tomas J. Bata (Thomas J. Bata) starts to operate from Batawa, near Toronto, Canada. Instead of leading the Canadian subsidiary
1945 All Bata companies in Eastern Europe "nationalized" by communist or procommunist governments, the company starts rebuilding itself from the remaining entities outside Eastern Europe; 1946 - Two decades of litigation ensue members of the Bata family begin to sue one another over ownership of the international subsidiaries of Bata. In spite of conflicting decisions has never been fully resolved 1947 - Jan Antonn Bata accused by the Czechoslovak communists of various "crimes" and sentenced to 15 years of hard labor in absentia and all of his properties in Czechoslovakia are confiscated.
1960s Companys headquarters relocated to Toronto by Thomas J. Bata, further expansions through new factories in local markets 1970s Pvt. Labels created: Bubble gummers, Power, Marie Claire, & North Star
1980s Bata develops retailing: Bata city stores, large format stores and sport concept stores 1989 Thomas J. Bata visits Czechoslovakia to check and negotiate on the restitution possibilities, sets up his team to do the work, later on buys some of the leftovers of the former company from the state and founds Bata a.s., now as Czech retail subsidiary 1990s Bata enters the high-price segment: Bata Premium collection. 1995 Partnerships in Eastern Europe, Bata stores in Russia, Poland, Croatia, and Slovenia 1999 Bata concentrates on design, marketing and distribution, manufacturing moves to low-cost countries and subsidiaries 2001 Thomas G. Bata, Tomas' grandson becomes the Groups chairman, restructures the business into regional " 4 meaningful business units " 2002 Bata Shoe innovation Centres for shoe development introduced worldwide 2004 In China, Bata procurement centre in Guangzhou opens, distribution partnership for the opening of Bata retail stores established 2006 A township construction began to modernize the Batanagar factory complex (near Kolkata, to be completed by 2011, with 2500 housing for employees, a hospital, a school, an IT park, a hotel and residential flats along the riverside); Branded Business Division founded to consolidate all the branded business activities
2007 - Communist Verdict Against Jan A. Bata Overturned. The City Court in Prague, Czech Republic has re-opened a 60-year-old case in which an international businessman and Czech nationalist was falsely accused of collaboration with the Nazis. Jan Antonn Bata, brother of the world famous shoemaker Tomas Bata, was sentenced in absentia in 1947 for collaboration with the Nazis by the National Court in Prague. Thomas J. Bata, 91, nephew of Jan Bata, testified on Monday in court to achieve the cancellation of the verdict against his uncle. He said that he believed that justice would win. For the last decade his descendants, led by the sprightly 92-year-old Thomas J. Bata, son of the company's founder, have fought to clear his name. They say far from being a collaborator, Jan Antonin Bata financed the Czechoslovak government-in-exile to the tune of a quarter of million dollars in secret donations or roughly four-million of today's US dollars. A former Jewish employee also testified that Jan Bata had helped her and up to 80 Jewish families escape from Nazi-occupied Czechoslovakia. All of these facts, say his family, were ignored by the court in 1947. They say the post-war Czechoslovak state, buckling under Communist pressure, was primarily interested in seizing the Bata Empire and its assets.
ORGANISATIONAL CHART
Managing Director
Deputy Managing Director
Executive Director
Exports and Commercial
Vice President Faridabad
Sr. Vice President Patna
Sr. Vice President President Batanagar
General Manager Makamahghat
Vice Bangalore & Bata Shatak
Vice President Product development Vice President Commercial
Senior Manager Manager Moulds & Equipment
Senior Manager Purchase
Senior Manager Quality assurance
Senior Manager Training & Development
Senior Manager Research & Development
Senior Tannery
Senior Manager Service
Senior Manager Personnel
Senior Manager Costing
Senior Manager Procurement
General Manager SBU (R)
General Manager SBU (L)
Senior Manager Manipulation
Source :
Quality manual 2006, B.I.L. Batanagar
THE EXISTING SYSTEM

The existing training and development program in Bata India Ltd. Comprises of specifically designed courses segregated as under: 1) Technical Courses 2) Concept Oriented Courses 3) Functional Courses 4) Management Courses 5) Industrial Relations Courses
6) Presentation Courses A more detailed structure has been given below. It should however be noted that these were developed individually at various times and places. A ) Technical Courses : 1. 2. 3. 4. 5. 6. 7. Materials for shoe making Plastics for shoe making Leather selection and grading Manipulants Course Tanners Course Basic drawing and technical steps Product development B ) Concept Oriented Courses : 1. 2. Work-Study appreciation Work measurement
3. 4. 5. 6.
Work Simplification Effective Presentation Balham Technique Costing and Cost control C ) Functional Courses :
1. 2. 3. 4. 5.
Purchasing Management Maintenance Management Accounting system Quality control Production planning D ) Management Courses :
1. 2. 3. 4.
MANDEVCO ( Managerial Development Course ) COVOSOC ( Connaisses Votre Societe ) AMA ( Part - I ) AMA ( Part - II ) E ) Industrial Relations Courses :
1. 2. 3. 4. 5. 6.
Human relations Industrial safety Interflow management Effective Communication Safety hygiene and First aid Floor administration
F ) Presentation Courses : 1. 2. Post course presentation SEMPROF ( Professional seminar)
Apart from these the operation has a set of 73 operations required in various stages of the shoe manufacturing process. Every accord employee directly involved in machine operations or other related jobs has to master a minimum of 6 skills to be eligible for working in Bata India Ltd. A separate Training and Allocation department ( TAC ) is responsible for providing these basic skills training. It should however be noted that mostly this training is given when the employee joins the organisation. The list of skill-sets has been listed below : Last preparation Upper insole preparation Sole preparation Insole preparation Counter putt Counter tight Toe puff putt Cement upper Cement insole Cement lining Cement pocket Cement strap Cement toe-tip Cement bottom Strap lacing Thong selt Derby lacing Pre-forming Force last Strap last Repairing last Lamp & Transt Sest press Removing staple Wrinkle chasing Unit moulding Toe marking Roughning Sole putting Thread cut Hammering Trimming Scouring Bott skiving Vert scouring Clamping Brushing Edge colouring Edge sett Fillering Upper polish Sole polish Spray Filler putt
/ sole Cement sole Rand roll Cement Counter nail Thumbing Astra pull Schon F part Hand last Heel last Schon B part Knotting Last putt
Air pressing Hydraulic press To go press Apply MEK Shank putting Cleaning Unlasting Rand laying Rand cut join Beating Fimac stitch Sole stitch
Foam past Sacks putting Lacing shoes Repairing F Packing Supplying
Training and Allocation department ( TAC ) judges the potential and capabilities of every employee and assigns a rating to each of them. Its indicated by colours against their names in skills register. This is done during their induction training in the organisation. Yellow Pink Brown : : : 50 % to 65 % 65 % to 85 % 85 % to 95 %
Orange : 95 % and above

MANDEVCO ( Managerial Development Course )

Duration : 12 weeks Objectives : 1. To equip selected members of the senior / middle management team with hand on techniques of professional managerial behavior. 2. To reinforce the knowledge of the product, the respective work areas and key function aspects of the company. 3. To promote interface and team building attributes. Modules : 12 nos. 1) 2) 3) 4) 5) Rubber factory Leather factory Tannery Materials Management of human resources i) ii) iii) iv) v) Communication Leadership skills Need hierarchy Motivation Change
vi) vii) 6) 7) 8) 9) 10) 11) 12)
Perception Ethics
General awareness Accounts Production planning Sales Designing and Drawing Costing Purchasing
Module Co-ordinator: Each module under a senior manager as trainer Methods : Practical work in departments Practical shoe making workshops Chalk-talks Group discussions Idea tanking Case studies Exercises Store visits Criterion for the assessment of trainees : Written tests 20 marks Practical 20 marks
Concept 10 marks Participation 10 marks Leadership skills 10 marks Attitude 10 marks Team spirit 10 marks Reliability 10 marks A confidential report with remarks is prepared by the Module Co-ordinator on each of the participants.
COVOSOC ( Connaisses Votre Societe )

Duration: 2 hours in a week for 14 consecutive weeks Objectives: Same as MANDEVCO Modules: 14 nos. 1. World of BATA ( Know your Organisation ) 2. Tannery 3. Leather SBU 4. Rubber SBU 5. Services 6. Product development 7. Costing and efficiency 8. Moulds and equipments 9. Finance and accounts
10. 11. 12. 13. 14.
Personnel and welfare Administration Safety and Environment Purchasing Procurement Methods: Lectures Exercises
The Outlook
To motivate employees to learn, one must first realize the fact that they already know a great deal and some of them have been successful to date in various organisational positions. There can be many reasons for them to be hesitant from learning more material, such as fear of the unknown or not being successful in learning new material in the past. To deal with such problems the training should be : Relevant Of value Confident of being successful ( Win Win situation ) Long lasting effect Trainee involvement Interesting
Another concern while developing a training program should be that it has to cater to individual differences. The diversity in individual human nature and characteristics is natural and is thus bound to affect a training group. Here are some suggestions of minimizing this effect, 1} Identify individual learning strengths and problems. 2} Align learning objectives to organisational goals. 3} Clearly define training objectives. 4} Involve active participation of the trainee. 5} Use systematic logically connected sequencing of learning activities, moving from lower to higher levels. 6} Use a combination of many training methods. 7} Use training material that provides a picture which is closer to real life. 8} Allow trainees to share experiences within themselves. 9} Provide a constant feedback through self-assessment. 10} Special care to be provided to senior supervisors and managers, in accordance with their learning capacity.
Story The best possible situation There was this manager of a firm, who during one of his visits to his production unit, was told by his personal assistant
that, his coat was torn from behind. Seeing no respite from this frustrating situation he coolly answered, Dont worry, everyone here knows me, who I am . After a few days, the same manager went to a meeting with foreign delegates and guess what, much to everyones surprise; he was again spotted wearing a torn coat. When told about it, he nervelessly replied, Dont worry, nobody knows me here, who I am . This is on of the finest example, of how to make best possible use of the situation on hand. One should try to make every situation work or make it better.
" Success is liking yourself, liking what you do, and liking how you do it. " - Maya Angelou
Apart from these, there are some other considerations for which answers have to be sought while designing an optimum training program. They are: How should the training material be developed ? What training methods to be used ? How much should the training cost ? How much time to allot for the training ? How many trainees to be trained at one time ?
Whether training to be on company time ? Whether training to be voluntary or mandatory ? Whether training to be located on or off site ? How to select the trainee group ? How to select the trainer and support staff ? How to evaluate the training program ? etc.etc.etc. Lets now analyze these, one by one and try to figure out the best possible answers.
" An expert is a man who has stopped thinking he knows " - Frank Lloyd Wright
1. TRAINING MATERIALS:
It is easier for the trainee to understand and remember training material in the form of text ( either in hard or soft copy ) and can be retained for longer duration for future references. They can be made more meaningful by,
Material should provide a birds eye-view of the overall picture on the programs objectives and expectations. The material should accompany a variety of similar examples from real life and day-to-day operations, possibly related to organisational functions, which makes them more acceptable. The material should be split up into meaningful chunks, i.e. chapters and articles rather than presenting it all at once. The material should carry terms and concepts that are already familiar to the trainees. The material should be organized logically, from simpler to relatively difficult chapters. The material should contain tests and exercises for the trainees self evaluation. As many visual, pictorial aids should be used as possible to argument theoretical material.
"An entrepreneur is a person who doesn't understand what an obstacle is" - Diksha Keswani
2. TRAINING METHODS :
The basic objective of choosing a particular method ahead of others is its ability to meet the training objectives. Initially, methods are evaluated on the basis of their outcomes. For example, there are methods that imparts,
Knowledge
Declarative which gives factual information Procedural tells us how and when to apply facts Strategic used for planning and monitoring
Skills operations
Ability to carry out specific technical Interpersonal skills
Attitude
Beliefs, opinions, motivation, perception etc.
Another possible classification of the training methods can be, Cognitive methods, which provides verbal or written information, concepts, rules etc. Behavioral methods, which stimulate learning through behavior and practice.
" Where you are headed is more important than how fast you are going. Rather than always focusing on what's urgent, learn to focus on what is really important " - Stephen Covey
Although no training method is sufficient in itself to provide every possible skills and knowledge, a combination of many methods are
multifaceted in scope and each is suitable for a particular situation. Thus, all the methods has to be tested for their KSA ( Knowledge, Skills and Attitude ) and those yielding maximum Yes shall be selected.
3. TRAINING COSTS:
Training costs or costs incurred to the organisation for conducting the training program is measured to be used in analyzing, whether the training cost worth it? Two approaches for doing so are:
1. Cost Benefit evaluation : It compares monetary costs of training to non-
monetary benefits.
2. Cost Effectiveness evaluation : It compares monetary costs of training to
accrued financial benefits. To find out how much does the training cost, the upper management has to look into, Trainers preparation cost and time cost i.e. the cost in actual money spent on preparing the modules and the time spent on them. Training facility rental i.e. if training is scheduled to be carried out outside the factory premises, the rent to be paid for the venue and furniture, electricity etc.
" The only way of discovering the limits of the possible is to venture a little way past them into the impossible " - Arthur C Clarke www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
Training material i.e. the amount of money consumed in preparation of the training material, modules that shall be distributed to the trainees and retained by them after the training ends. Refreshments i.e. food and drinks supplied to the trainees during the training period. Participant compensation cost i.e. the cost of total man-hours lost due to unavailability of trainees at workplace. Evaluation material cost and time cost i.e. the cost of material and time spent on the evaluation of the trainer, trainee and the training process.
4. TRAINING DURATION AND SCHEDULE:

The duration of a training program varies with the skill to be acquired, the complexity of the subject, trainees aptitude and ability to understand. The medium and aid used for training also affects the duration. Generally, whats followed round the world is that for larger training durations, schedule must be relaxed and vice-versa. A training period v/s schedule chart has been shown below:
Total training period 1 day 2 days 3 days 5 days Schedule 3 Sessions ( 2 hours - 2 & 3 hours - 1 ) 3 Sessions ( 2 hours - 2 & 3 hours - 1 ) 2 Sessions ( 3 hours each ) 2 Sessions Breaks 2 2 1 1 Actual training days 1 2 3 5 Total hours 7 14 18 30
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. ( 3 hours each ) 2 weeks 1 month 3 months 6 months 1 year 1 Session ( 4 hours each ) 1 Session ( 2 hours each ) 1 Session ( 3 hours each - alternate days ) 1 Session ( 2 hours each - alternate days ) 1 Session ( 4 hours each - once a week ) ~ ~ ~ ~ ~ 12 26 40 80 50 48 52 120 160 200
Note:
This table has been designed keeping in view the human physical and
psychological stress limits. Longer sessions tend to reduce the absorption and retention powers of the trainee that hampers the very basic criterion of fulfillment of training objectives. However, according to the factors stated above, training schedules can be tailor-made.
5. TRAINEE POPULATION:
The trainee batch size depends upon the training method applied. For example, Lectures and Demonstrations can accommodate more participants at a time than Sensitivity laboratory training, Group discussion etc. Other factors like availability of space, organisations ability to spare employees for training purpose i.e. participants compensation, trainers capability to pay equal attention to trainees etc.. Generally, it is believed that keeping in view all these facts at
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. " Believe you can do it. Believing something can be done puts your mind to work for you & helps you find ways to do it " - George Shinn
a time and for the program consisting of more than one module, The trainee batch shall not ideally exceed 30. It is also preferable that the trainees do not belong to the same department or to actual workgroups, in order to avoid any form of cartel or groupism.
6. TRAINING SITE:
This decision of assigning a location and venue for a particular training program depends upon a number of factors such as, 1) Training requirements and objectives 2) Training budget 3) Trainers availability 4) Availability of resources etc.. Modern trainers believe that the location of training, either within the factory premises or outside the factory does not affect the quality of training as does the training environment. Attractive locations can be used to motivate trainees to attend the program but has a tendency to dilute the discipline part.
7. TRAINING ENVIRONMENT:
To create a learner friendly environment for most type of training programs the following factors should be kept in mind,
" Everyone has talent. What is rare is the courage to follow that talent to the dark place it leads. " - Erica Jong
1. The hall should be large enough to accommodate the trainees and training staff along with their accessories including computer, OHP with screen etc.. 2. Its always better if the hall is square rather than rectangular. 3. Its nice if the room is windowless, in order to avoid possible distractions. 4. The walls should be painted in plain light colour without decorations. 5. The halls should be well illuminated with adjustable lights. 6. The hall should be sound proof and echo proof. 7. The temperature inside the hall should be pleasing. The ideal furniture setup or sitting arrangements for most type of training programs has been shown here,
Trainer table
Trainee table Trainee Chairs
8. TRAINER:
An effective trainer should posses the following set of knowledge, skills and attitude. About the Subject matter About the Organisation About the training objectives Knowledge About the adult learning process
About the Training methods About the use of modern technology About individual trainees Desire for immediate application of knowledge Need for logic, evidence Resistance to change Attention span Expectation level Motivation level Absorption level Retention level Topical interests Interpersonal skills Skills Verbal / Non verbal communication Organisation skills
" Don't get so busy making a living, that you forget to make a life ". - Anonymous
Commitment Helpful Understanding Attitude Calm
Confidence Self efficacy Commanding Some other important points to consider are: 1) The trainer should wear what the trainees wear ( formal or informal ) 2) The trainer should use the language that everybody present there can understand properly.
9. TRAINING EVALUATION :
Whenever evaluation of any training program is conducted its either, i) ii) Process evaluation, which examines how training was designed, developed and carried out. Outcome evaluation, which determines how well training accomplished its objectives. Evaluation must always be based on the following principles: 1) Evaluation must be done by a specialist. 2) It must be a continuous process.
" To conquer without risk is to triumph without glory " - El Cid
3) It must be specific on its observations. 4) It must be based on objective methods and standards.
5) It must consider realistic time frames for target. 6) It must also appraise the trainer. Outcomes from a training program are basically a combination of the following 4 categories: 1) Reaction of the trainees 2) Permanent change incurred in the behavior of trainees 3) Learning of skills by the trainees 4) Fulfillment of training objectives.
If you leave the smallest corner of your head vacant for a moment, other people's opinions will rush in from all quarters. " - George Bernard www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
SUGGESTIONS
The already existing training structures and modules are tested and successful in imparting the technical and conceptual knowledge and skills in Bata India Limited. It has been found to be an excellent, detailed design promising solution to employees technical problems. However a few suggestions has been made based on a few studies and research conducted by me in the Batanagar unit. These are only applicable to the existing system of training given to the accord employees. A separate training program for the clerical, supervisory and managerial staff has been designed hereby to go along with the in-factory courses. 1) For accord employees, the technological and conceptual developments in shoe making industries round the world should be provided from time to time. 2) A separate module on safety and hygiene should be given to them and short term training provided for the same. 3) Along with technical skills, conceptual knowledge related to the subject should be incorporated in the training. 4) Organisation should reward any employee if he masters, double the mandatory skills ( 6 ). 5) As the employees operate in Conveyer system, they need to work in groups, thus the following modules taken from the training program designed for the
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. A certain amount of opposition is a great help to a man. Kites rise against, not with the wind " - John Neal
clerical, supervisory and managerial staff can be modified according to their level of knowledge and understanding. This could be provided to them in a small 1 day package. 1. 2. 3. Building blocks game Guess work I want to be _________
6) Exercises such as story completion can be given to them where every participant sitting in a chain, adds a line to an incomplete story until it ends. This can make them more aware of working in groups to achieve a common objective. 7) More importantly, senior managers need to give pep talks to the employees once in 3 months, just to try and motivate them to achieve something more, for themselves as well as for the organisation. For supervisors and managers, who are above the age of 45, special care has to be taken while designing a training program for them, as they tend to learn better when, 1. 2. Working to address a current, real-world problem, They are highly vest in solving the current problem,
3. 4. 5.
They actually apply new materials and information, Exchange ongoing feedback around their experiences, From experience, rather than from extensive note taking and memorization,
6. 7.
Pre-reading material must be sent to them ahead of time, Trainer plays the role of a facilitator and counselor, rather than an instructor or a coach,
8.
Trainer has flexibility, spontaneity, empathy and compassion, Use the Ask, Pause, Call (APC) method while questioning, Training has proper technical as well as emotional support.
9. 10.
" Doing the best at this moment puts you in the best place for the next moment. " - Oprah Winfrey
WHY TRAINING FAILS ?

The following factors have been regarded as the main reasons for failure of training programs. These shall be considered before planning the implementation of programs to ensure a better success rate.
1) 2)
The benefits of training are not clear to the top management. The management hardly rewards trainees for participating in training programs.
3)
Without proper scheduling of training programs, production gets derailed during that period.
4) 5) 6)
Psychological skills or soft skills training are often neglected. Training objectives are often imprecise. Training is given on techniques and machines not used in trainees organisation.
7) 8)
Implementation of training in actual job situation is faulty. Training methods employed does not affect every trainee to the desired level.
9) 10) 11)
Opportunities to practice after training are not provided. Training environment conclusive to learning are often unavailable. Training is not planned according to trainees past experiences and background.
12)
Active participation of trainees in any training program is often found wanting.
13) 14) 15)
Constructive feedback from trainer as well as trainees is not taken. The learning caused by the training is often short lived. Expectation of progress of trainees is often set to unrealistic levels.
16)
Behavioral change in a trainee, caused by a training program does not always convert to organisational progress.
17)
Short term refresher courses in the organization are often neglected which results in the trainees loss of learning.
Opportunity is missed by most because it is dressed in overalls and looks like work " - Thomas Alva
ORGANISATIONS TRAINING OBJECTIVES

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.
Maintain dominant market share through producing high quality products in large volume within stringent cost parameters. To change Survival of the fittest mentality to Collective survival . where together we shall make a difference. To help them identify that personal development should contribute effectively to organisational development. To develop the urge of taking responsibilities without being assigned for. To develop creativeness and innovativeness in their thought process. To identify the psychological needs and aspirations of colleagues and subordinates. To be motivated to thrive for more and ability to motivate others. To provide active leadership to the work groups. To communicate properly i.e. listen, read, write and speak effectively. To have better observation, retention and persuasion power. To have better knowledge of decision making alternatives & skills to use. To be able to set priorities through time management. To be able to control stress related problems. To be confident at grievance handling / conflict resolution. To be able to move ahead from failures and Successes .
THE TRAINING PROGRAM

Introduction
A] To start with : 1) Need to change 2) 3) 4) 5) B] Phase I : 1) 2) 3) 4) C] Phase II : 1) 2) 3) 4) Ice breaker Break your habit Communication effectiveness test Have you seen it ? Attention Retention Building blocks game What can he say ? On the other side of the table The solitary judge Parliament Give me the options Guess work
D] Phase III : 1) I want to be _______ 2) 3) 4) E] In the end : 1) 2) 3) Its an emergency Its the only time you have got Never say No Lets discuss Grid management Know your boss
Conclusion
Introduction: To begin this training program, the training objectives should be communicated to the participants along with the schedule. It should also be made clear, that there shall be no exams on these modules. The trainer shall introduce himself to the trainees in brief and ask them what they feel about the program and what are their expectations from him, as well as from the program. The support staff shall distribute the acknowledgement form to the participants and get them duly filled and signed. The acknowledgement form would contain terms like, 1) I will not talk during lectures until asked to. 2) I will refrain myself from influencing other participants. 3) I will not ask for frequent breaks. 4) I will ask questions whenever required, only to the trainer. 5) I will not eat, drink or smoke during training. 6) I vow to maintain discipline in the class. 7) I will take success and failure in the true spirit. 8) I will seriously participate in all the exercises given to me. This would help participants to feel the seriousness and importance of this program. Trainer needs to brief everyone on the fact that he is not a teacher. Knowledge is a free gift available for everyone and he is just a
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. Man is so made that when anything fires his soul, impossibilities vanish ". - Jean De La Fontaine
medium to transfer this to all the trainees. A little bit of humour to start with, would be wonderful to settle the nerves. Although he needs them to believe that he is not a strict disciplinarian, but wont tolerate any nuisance either. The trainer should spend a few initial minutes discussing general topics like news headlines, weather of the day etc. before starting the actual program.
A1] The need to change:

We live in a world that is changing every moment. The only permanent thing in this world is change. We might not see or feel this change in a shorter span of time but it becomes evident in the longer run. All the interdependent factors are changing with respect to one another. Its either developing or is degrading. Even if something ( say A ) is constant and everything else is developing, then also relatively A is degrading. Thus, in this world of ours, there is no alternative but to develop or perish. Permanent change in ones behavior is known as learning. Learning has no limit, as can be seen in the following story: One fine morning, a gentleman sitting on a crowded table of a restaurant ordered a raw egg. He challenged that if anyone could make the egg balance on the table with its tip downwards; he shall give that person Rs. 500 cash. Everyone present there tried their luck, but in vain. The tip was so pointed that it would fall down and break each time. Finally, when nobody was left to try, the gentleman who floated this bet hit the tip of an egg gently
against the table, so that a small crater appeared, in place of the pointed tip. The egg stood straight over the table. Everyone watching him shouted, Oh, we also could have done it this way. It was so easy . The gentleman replied, Everyone can do it, but once they are told, how to . A simple act such as this also needs to be taught by experts. Thus we see that there is always a scope for all of us to learn, to change for the betterment of ourselves as well as the society as a whole. Exercise: Each participant needs to specify 3 such events in their lives, where they feel that they learned something. This small segment has been designed to prepare the participants mentally to possible learning opportunities during the program.
A2] Ice-breaker:
This is the perfect way to start any training program. Although, time consuming it is designed to have fun and at the same time generate energy that will transfer to the rest of the training. In this segment, participants are allowed to move freely from one table to another and during the allotted time ( say 10 min. ) every participants needs to interview 3 others on questions like, Q1) Their name? Q2) Their family?
Q3) What type of work they do? Q4) How long they are in the present job profile? Q5) Their hobbies? etc..
" The first and worst of all frauds is to cheat one's self " - Phillip James Bailey
Once the interviews are complete, each trainee introduces one of their interviewed person to the group. Apart from releasing the tension, this also tests the listening and communication skills of the participants. The whole process needs to be speedy and the trainer shouldnt allow the exercise to slowdown at any point of time.
A3] Break your habit:

Continuing with lighter modules, this segment specifies on the fact that habits, no matter good or bad, hampers the adaptability of an individual and proves a hindrance in learning newer behaviors. Thus, in order to keep your doors open for newer experiences in the organisation, one needs to be ready and prepared for breaking their habits of doing things. One example of how many habits affect the ability of individuals would be demonstrated here. The support staff should be ready with the following accessories a paper, a pen, a stopwatch, an apron, a wristwatch and a belt. 3 volunteers from amongst the trainees should be asked to come forward. One by one, each of them would be required to complete the following tasks,
a) Wear the apron, b) Wear the wristwatch, c) Write his name on the piece of paper.
" In the long run, we shape our lives, and we shape ourselves. The process never ends, until we die. And the choices we make, are ultimately our own responsibility " - Eleanor Roosevelt
Their timings are noted. After all 3 have completed these tasks their timings are disclosed. Again they are told to perform the same tasks but in different ways, a) Wear the apron from his wrong side, b) Wear the wristwatch on his wrong hand, c) Write his name on the piece of paper backwards. ( Example : Abhishek -------- Kehsihba ) After all 3 have completed, their timings are disclosed. They are requested to share their experience with the group on how they felt the effect of this change of doing things and how they suggest, to minimize this effect.
A4] Communication effectiveness test:

This consists of an exercise to demonstrate the lack of communication skills in individuals and the volume of distortion it causes to any
information. It stresses the need for effective listening, reading, writing and speaking in an organisational environment. A participant is asked to come forward to the dais and handed a piece of paper with some complex information in it. He has to read it, go to another table and write the same on another piece of paper. The second participant then comes forward. He will again read that information written by the first participant, go to another table and write it again on another piece of
" You will never change your life until you change something you do daily. " - Mike Murdock
paper. Similarly one by one every trainee comes forward and repeats the same process. When the final participant has done his part, the trainer, in front of the gathering, reads the initial and final papers loudly. The trainer, specifying which types of information were communicated properly and which were faltered with, analyzes the distortions caused. Communication is usually described along a few major dimensions:
1. Content 2. Source 3. Form 4. Channel 5. Destination/Receiver (what type of things are communicated) (by whom) (in which form) (through which medium) (to whom)
6. Purpose/Pragmatic aspect (with what kind of results)
The same exercise is repeated with another group, this time the difference being that instead of writing the information; it should be passed
on orally to the next participant. Obviously, arrangements have to be made so that others cannot overhear the conversation. For these exercises to be more effective the minimum number of participants should not be less than 15. An example of the information to be written on the sheet of paper and given to the participants has been given here, GENOMAC, An Austrian pvt. Ltd. Company producing and exporting coolants used in nuclear reactors round the world has cut down its workforce by 40%. 42% of the employees would retire within the next 18 months. 18 weeks after that, the company proposes to shut down its 8 branches out of 12 and shift its head office to London . This exercise should be followed by a lecture on Effective Communication , its types, Specifying the use and needs of each of them, Barriers to communication and how to avoid them, etc..
A5] Have you seen it ?

This is basically a module to test individuals observation power and to point out the importance of having a sound power of observation. There are many things in our day-to-day life that we actually see, but do not register in our memory. These are things that we believe are not important in the present context but can indirectly relate itself with our existence. This segment has to be conducted through a questionnaire which every participant should answer on there own. The questions are related to things we see on a daily basis, like some examples given here. 1) How many buttons are there in your shirt?
2) 3) 4) 5) 6) 7)
Did the watchman standing at the gate has a moustache? How many stairs are there reaching your cabin or office room? How many entry gates are there in the front side of your factory? How many flower vessels are there outside the General managers chamber? How many pictures are there on the walls of the seminar hall? What is the colour of the walls in the directors chamber? etc.. A short debate can be organized on, Arjuna, in Mahabharata
saw only the birds eye while shooting his target, others saw more. Arjunas concentration was more but others got more information on the circumstances. Which one is more important and why?
" If you want things to be different, perhaps the answer is to become different yourself " Norman Vincent Peale
B1] Attention Retention:

Attention means the ability to concentrate on a particular subject for longer time periods. As to figures, human mind processes information at the rate equivalent to 400 500 words a minute while reading or speaking capability ranges between 125 200 words per minute. Generally, attention begins to dip after 15 20 minutes and can fluctuate dramatically. To address this concern, the following steps should be taken:
a) Trainees need to practice by talking throughout about the work, while doing a task. b) Use the method of symbolic coding which shall raise the involvement level. c) Meditate at least 15 minutes per day, just before going to sleep, by recollecting the events of the whole day step by step and with details. Retention means the ability to recall information after longer durations. The various ways to do this are: 1) Activation of memory from time to time. 2) Symbolic coding of information. 3) Behavioral reproduction. 4) Hypothetical situation rehearsal. In order to retain a specific skill, the steps involved are:
" To live a creative life, we must lose our fear of being wrong. " - Joseph Chilton Pearce
1) Create effective support network 2) Reduce emotional reactions 3) Diagnose support skills 4) Choose a skill to retain 5) Identify likely circumstances for relapse 6) Peer support 7) Plan to apply skills back on the job
Another effective way of checking ones ability to retain information is by giving them parts of the same story every day before training starts and at the last day of training when the whole story is complete, participants will have to reproduce the whole story once again in writing. This module should be put forward in the form of lecture and demonstrations.
B2] Building blocks game:

This game has been designed specifically involving role-plays, in order to develop a better understanding between employees in various diversified, conflicting roles within the organisation. This enables to judge each others perspective and thought process involved. This also signifies the importance of collective decision-making. Each group of 4 participants forms a department. They need to select a role they want to play, out of i. The manager, ii. The supervisor, iii. The employee, iv. The analyst. With 30 solid wooden cubes ( 4 cms. X 4 cms. ), the trio of manager, supervisor and employee need to put forward their achievement targets individually ( first manager, then supervisor and lastly employee ) of the task, which is to balance the maximum number of cubes, one over the other with closed eyes. The 3 then discuss and fix a common target, which everyone thinks and believes they can achieve at the maximum. The employee is
blindfolded and made to sit in the center with the manager and supervisor on either side. They can assist the employees on the task, without touching either the employees hands or the cubes. The analyst gives them the prefixed allotted time along with noting down his observations on targets ( individually as well as collective ) and actual achievements. Performance details of every department is compared with their respective targets & reasons discussed for their success or failures , by the analysts in front of the trainees.
B3] What can he say?

This is another role-play exercise, which is again based on understanding the perspective of the person you are dealing with. This has been basically designed to enhance ones capabilities to facilitate group dynamics by understanding individual differences. It helps tremendously in conflict resolution and increasing persuasion power of trainees. In this module, participants are divided into groups of 4 or 6. Each group is again divided into 2 subgroups having 2 or 3 participants. The group have to choose from the following list, which role they would like to perform, (1) (2) (3) (4) (5) Manager Union representative Manager Supervisor Manager Employee Supervisor Employee Senior employee - Fresher employee
A topic of discussion is decided ( from organisational context ) and communicated to the group. Persons representing a particular role are briefed upon the others role and vice-versa. Both the subgroups are expected to prepare a character description list of their role as well as the opposite role. The subgroups are then allowed to meet and put forward their cases and viewpoints on the given topic for discussion. Finally the trainer judges how much were the groups able, to guess each others views. One participant from each group will discuss their experience with the gathering.
B4] On the other side of the table:

This is another segment dealing with role reversal where the stress has been laid upon the agreeableness factor in an individual, which affects his position in a team. Some are of the view that this is a trait that comes naturally into the behavior of any person, from birth. Others believe in the theory that this is a skill and can be developed through systematic counseling and practice. In organisational context, agreeableness plays a vital role in decision-making process. In group meetings, generally a large number of ideas and suggestions are floated and debated over. Consensus can only be achieved when everybody is prepared to accept better ideas, others than theirs. The other factor that goes with this is persuasion power of individuals that forms the core of any decision making process. In this exercise participants are made
to carry forward various contradicting ideas ( most of which are not true ) in a team meet. Participants are expected to open chit with ideas written on them, which they have to accept without further questions and elaborate them. They have now have to present this idea as effectively as they can in strong, influencing manner, to the rest of the participants. Even cross-questioning is allowed, so that the extent, to which the trainees can adapt to different points of views, is tested. The Trainer will judge, which group succeeded the most in influencing their colleagues sitting on the other side of the table.
C1] The solitary judge:

Here, the in-basket training technique has been applied in order to develop decision-making skills based on procedural and strategic knowledge. These skills are primarily cognitive rather than behavioral. This exercise provides trainees with 2 files each, one containing the cases that are to be solved within a limited time period, while the other containing written information and requests such as memos, messages, records, reports etc.. Each participant receives a different but interrelated set of information. Trainees have to interact with one another to gather all the necessary data and information from other counterparts file, to solve his cases. But, one thing has to be kept in mind that prescribed organisational procedure for transfer of data from one table to another has to be strictly followed. Generally Case studies are given to the participants to respond to. They are
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. " Its better to be defeated on principle than to win on lies. " - Arthur Calwell
also entitled to ask for additional information for effectively completing the exercise. After completion, a discussion with the trainer follows in which trainees describe the rationale for his decisions. Alternative ideas are also welcomed from participants on each others decisions. The process of work done is also evaluated.
C2] Parliament :
This is just like a debate or elocution competition but the systematic procedure involved in it makes it more interesting and develops a lot of soft skills. The most important part of this game is the presentation skills. This is the unification process of a variety of views, some of which might be even contradicting. Generally, very new and exiting ideas emerge from within the participants, which add a new dimension to the whole training process. Say, for a group of 30 participants, 10 topics, generally related to organisational problems or general business related problems are given to them on a black board. Voting, by raising of hands is done for each topic, one by one where the participants are expected to support the one they can relate to in a better way. The 8 most voted topics are listed again for the second round voting. The most voted 6 topics are listed for the final voting and then 4 are selected. The final group is based on who supported these 4 topics.
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. " Happiness depends more on the inward disposition of mind than on outward circumstances. - Benjamin
Each one is named after some famous political parties, celebrities, etc.. The game begins where each group has to nominate 3 candidates, who shall represent the party and present their point of view, on why they support their topic. In the first round of presentation, one representative from each group gets a chance to impress others and voting is done after that to see whether someone wants to shift to another party. Round 2 and 3 also has the same format. Finally, an attempt is made to have 51 % of the trainees, supporting a single topic. If a consensus is achieved upon, the winner is obvious; else a Hung Assembly is declared.
C3] Give me the options:

This section is for option hunting in real life situational problems. The foremost thing in such situations is to decide whether we can do anything in the given circumstances or its out of our hands. Next step involves looking for possible options and then to evaluate each of them in a virtual environment resembling the actual one. Finally, the best option is selected and implemented upon. Feedback is taken on the result and the decision is evaluated. But, many individuals have the problem of unavailability of options, while taking decisions and thus they become one-dimensional. They cannot
create or innovate newer ideas, as their thought process is limited only to usual ways.
" Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, ambition inspired, and success achieved " - Helen Keller
To look into this problem the existence of this problem, the following exercise has been designed. Each participant is provided with a list of problems for which he has to suggest 5 options (minimum) for solving each of them. He also has to select the best option out of them and write the logic of doing so. Question papers are interchanged amongst participants and a list of suggested options is prepared and debated upon.
C4] Guess work :

This module is a visual illusion test, which provides an indepth measure of an individuals perception of things and events. Here, every participant is made to sit in a dark room with visual images on a screen in front of him. These images create sort of illusions that provide multiple descriptions. The participants are expected to see the multifaceted images and note down their characteristics. The outlook of the trainees to analyze these images is evaluated by the trainer. Individuals knowledge, prejudices, bias, likes and dislikes are reflected in his answers. A sample of such an illusion has been given below. Please refer to the cd supplied along with this project report, to get more samples.
A BIRD IN THE THE BUSH

Most participants when asked to read this would say, A bird in the bush whereas actually it says, A bird in the the bush .
D1] I want to be _______ :

This is a self-evaluation technique where participants analyze themselves with respect to their ideal and feel the urge to acquire the missing knowledge, skills and attitudes. In organisational context, self-development is a vital component in any training program and is supposed to be the best method of incurring permanent behavioral changes. Participants in groups of 4 need to suggest names of individuals from within the factory or department whom they consider as their ideal and select the best out of them by discussion. The positive characteristics of that person are listed. Each participant then individually figures out the difference, while relating those characteristics with his own. They are directed to write down the ways by which they can also acquire those KSAs.
D2] Its an emergency:

This is an adaptation from the virtual reality technique, where trainees are put in artificial, 3-dimensional environment that stimulates situation. The trainee interacts with these situations to accomplish goals. This
" The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy " - Martin Luther King Jr
teaching method is much more realistic to actual work environment and trainees can actually feel the real pressure of the given situation. Scope of learning increases tremendously, in such methods. Here, trainees are taken to the factory unit where machines and other production logistics are kept. Every group of 4 trainees is sent to such different units, where they encounter major problems, close to real life and an emergency is declared. In such a situation, the trainees have to take appropriate measures with the available resources in very less time. This exercise is usually carried under the supervision of a senior manager of that unit, as they can create a virtual reality within the unit with their experience. Some problems to be considered for such programs are, (1) (2) (3) (4) Machine breakdown, Accidents, Lockouts, Power-grid failure,
(5) (6)
Huge order in less time, Overflow of stocks, etc..
D3] Its the only time you have got :

This is a course on time management where participants are taught how to effectively manage the only time they have got in their hands. It stresses over the need to try to prioritize their jobs, so as to effectively
" The man who removes a mountain begins by carrying away small stones " - William Faulkner
complete their assignments in time. Here, the participants are required to list down their assignments to be completed within the next week. It shall include their organisational, social as well as personal works. Then, those assignments are to be classified according to the following features, Urgent and Important Urgent but Not Important Not Urgent but Important Not Urgent and Not Important Important I Not Important II Urgent
a)
b)
c)
d)
III
IV
Not Urgent
D4] Never say No :

This is a behavioral approach that is used on a daily basis in every organisation. Requests are made to managers whom they accept or reject based on their merit. We should try to make every situation better for the organisational point of concern. Thus while accepting any request we
" Every noble work is at first impossible " - Thomas Carlyle
should make it clear that under what situation it has been accepted and the organisations expectations from him in return. While rejecting an offer, He should again state the detailed circumstances for the decision and say, Sorry for now, lets try to give it another chance, sometime later. This is to avoid saying No or any negative sentences, which can at times, prove fatal and damage the morale of employees, beyond repair.
E1] Lets discuss :

This uses the brain storming method to find out the needs of employees in the organisation and to find methods to take them towards a sense of fulfillment and self-actualization as far as their work goes. To start this segment, a lecture is given on the Maslows need hierarchy, with detailed
examples of every level specifically. Every participant is made to sit in a single table where through seminars and creative discussions, they have to decide which need level do they belong to and the same for their subordinates also in general. Everyone is expected to suggest on how they can take their subordinates to the next need level in the Maslows hierarchy. The trainer here needs to coordinate the discussions, in order to give it a proper direction. He needs to be aware that the participants understand human behavior which is directed towards the fulfillment of aspirations, needs, drives, wants, etc.. So they have to find answers for, why the employees behave in a particular way? and what motivates them ?
" Knowledge of what is possible is the beginning of happiness " - George Santayana
Lastly trainees need to specify the factors, which according to them would satisfy the employees in general and what are the factors that are not motivators as such, but absence of which, leaves the employees dissatisfied. They should then rank these in order of preference.
E2] Grid management:

Developed by R. Blake and J. Mounton, the grid shows the two - dimensions of management ie. Concern for production and Concern for people. 9
( 1,9 ) 5 ( 1,1 ) 1 1 5
Concern for production
( 9,9 )
Concern for people
( 5,5 ) ( 9,1 )
Infact the above chart is divided into 9 X 9 ie. 81 squares. The participants are needed to assess in which block their organisation currently belongs to and where they would ideally like it to be. This affects the leadership style of managers and helps them to acquire a balanced approach that shall in
" Honest differences are often a healthy sign of progress " - Mahatma Gandhi
the long run help the organisation to achieve cent percent achievement oriented and participative leaders.
E3] Know your boss :

The last segment of this program is an assignment to be given to the trainees, which they are required to complete within the next week, after completion of the training. This deals with the managers or employees psychological barrier restricting them to interact with seniors and know them
better as individuals. If you know the person you are dealing with, it becomes easier to cooperate and move ahead together towards realization of the organisational objectives. Here, all the participants have to prepare some questionnaires regarding social and organisational issues of concern and interview his immediate boss to get his views on them. He should also report on the training program and its benefits to him and seek his advice on implementing them in the job situation. This talk should be one on one and preferably in an informal environment.
" There are two kinds of people, those who do the work & those who take the credit. Try to be in the first group, there is less competition there. " - Indira Gandhi
Conclusion :
After completion of this training process, the trainees should fill feedback forms on the trainer and training program. Certificates should be distributed thereafter and volunteers from amongst the trainees to be requested to say a few words on the training program.
This training program is basically concerned with those methods that develop the soft skills of the trainees in a more participative manner. These behavioral techniques are expected to stimulate learning through practice. It minimizes the individual differences in adapting to changes in their behavior and is thus sure to affect the morale and working standards of the participants. Along with the existing training programs of Bata India Ltd., this program shall go a long way in preparing managers and staffs to face the ever-evolving challenges of the 21st century. I strongly believe in the contents of this training program and the process of imparting training and hope it succeeds in the Batanagar plant. I wish this organisation all the best.
" If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude " - Colin Powell
Problem of Absenteeism in Bata India Ltd.

Apart from our regular project work in Bata India Ltd, Batanagar plant, we were fortunate enough to get an opportunity to work on the problem of absenteeism which hampering the rat of growth of the
organisation to a great deal. It has been observed that the phenomenon of absenteeism does not exist only in Indian industries but it is a universal fact, the only difference is in terms of magnitude. Reports show that some engineering base industries in West Bengal suffer from absenteeism in the vicinity of 10.1 % - 17.3 %, which is slightly on the higher side, in the all India perspective. Random absenteeism data collected by me from a few departments of the rubber factory ( 321 327 ) show a trend of employees in access of 9 % being absent from work place. The actual figures in the whole Batanagar unit might be more alarming. If we add 1 % of the employees coming late ( more than 10 minutes ) from scheduled start and 2 % of employees taking one - hour emergency leave, to the absenteeism figure of 9 % the total man - hours lost, per day stands approximately at 1,900 hrs, out of 20,400 hrs that is 9.3 %. It should be noted that the figures given here are not accurate but only approximate indications.
" If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude " - Colin Powell
Week - 1 Working days Dept Absentee Total staff Total Man-days 5 % Absenteeism Dept Absentee Total staff Week - 2 Working days Total Man-days 5 % Absenteeism
321 322 323 324 325 326 327 19 6 12 14 0 22 16 51 47 52 47 46 47 72 Week - 3 Working days Dept 321 322 323 324 325 326 327 Absentee 26 9 5 18 0 15 30 Total staff 51 47 52 47 46 47 72 Week - 5 Working days Dept 321 322 323 324 325 326 327 Absentee 18 20 9 15 0 23 18 Total staff 51 47 52 47 46 47 46 Week - 7 Working days Dept 321 322 323 324 325 326 327 Absentee 31 24 24 16 0 29 39 Total staff 51 47 52 47 46 47 49 Total Man-days 255 235 260 235 230 235 245 5 % Absenteeism 12.16 10.21 9.23 6.81 0.00 12.34 15.92 Dept 321 322 323 324 325 326 327 Absentee 16 17 16 18 37 28 21 Total staff 51 47 52 47 46 47 49 Total Man-days 204 188 208 188 184 188 184 4 % Absenteeism 8.82 10.64 4.33 7.98 0.00 12.23 9.78 Dept 321 322 323 324 325 326 327 Absentee 37 34 36 34 0 40 38 Total staff 51 47 52 47 46 47 46 Week - 8 Working days Total Man-days 255 235 260 235 230 235 245 5 % Absenteeism 6.27 7.23 6.15 7.66 16.09 11.91 8.57 Total Man-days 255 235 260 235 230 235 360 5 % Absenteeism 10.20 3.83 1.92 7.66 0.00 6.38 8.33 Dept 321 322 323 324 325 326 327 Absentee 35 14 29 16 0 24 33 Total staff 51 47 52 47 46 47 46 Week - 6 Working days Total Man-days 255 235 260 235 230 235 230 5 % Absenteeism 14.51 14.47 13.85 14.47 0.00 17.02 16.52 255 235 260 235 230 235 360 7.45 2.55 4.62 5.96 0.00 9.36 4.44 321 322 323 324 325 326 327 21 25 22 22 0 29 43 66 47 52 47 46 47 72 Week - 4 Working days Total Man-days 204 188 208 188 184 188 184 4 % Absenteeism 17.16 7.45 13.94 8.51 0.00 12.77 17.93 330 235 260 235 230 235 360 6.36 10.64 8.46 9.36 0.00 12.34 11.94
" From what we get, we can make a living; what we give, however, makes a life " - Arthur Ashe www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
Week - 9 Working days Dept 321 322 323 324 325 326 327 Absentee 20 19 21 23 38 25 27 Total staff 51 47 52 47 46 47 49 Week - 11 Working days Dept 321 322 323 324 325 326 327 Absentee 62 62 58 47 56 45 75 Total staff 71 47 52 47 46 47 49 Week - 13 Working days Dept Absentee 321 322 323 324 325 326 327 18 18 21 18 27 24 25 Total staff 71 47 52 47 46 47 64 Total Man-days 355 235 260 235 230 235 320 Week - 15 Working days Dept Absentee 321 322 323 324 325 326 327 21 19 17 14 34 16 38 Total staff 71 47 52 47 46 47 66 Total Man-days 355 235 260 235 230 235 330 5 % Absenteeism 5.92 8.09 6.54 5.96 14.78 6.81 11.52 Dept Absentee 321 322 323 324 325 326 327 19 12 22 20 28 15 45 Total staff 71 47 52 47 46 47 70 5 % Absenteeism 5.07 7.66 8.08 7.66 11.74 10.21 7.81 Dept Absentee 321 322 323 324 325 326 327 18 14 19 19 29 28 39 Total staff 71 47 52 47 46 47 66 Week - 16 Working days 355 235 260 235 230 235 350 5 5.35 5.11 8.46 8.51 12.17 6.38 12.86 Total Man-days % Absenteeism Total Man-days 355 235 260 235 230 235 245 5 % Absenteeism 17.46 26.38 22.31 20.00 24.35 19.15 30.61 Dept 321 322 323 324 325 326 327 Absentee 17 13 27 17 30 23 18 Total staff 71 47 52 47 46 47 49 Week - 14 Working days 355 235 260 235 230 235 330 5 5.07 5.96 7.31 8.09 12.61 11.91 11.82 Total Man-days % Absenteeism Total Man-days 255 235 260 235 230 235 245 5 % Absenteeism 7.84 8.09 8.08 9.79 16.52 10.64 11.02 Dept 321 322 323 324 325 326 327 Absentee 17 5 11 31 39 20 16 Total staff 51 47 52 47 46 47 49 Week - 12 Working days Total Man-days 355 235 260 235 230 235 245 5 % Absenteeism 4.79 5.53 10.38 7.23 13.04 9.79 7.35 Week - 10 Working days Total Man-days 255 235 260 235 230 235 245 5 % Absenteeism 6.67 2.13 4.23 13.19 16.96 8.51 6.53
There's no such thing as Perfection. But, in striving for it, we can achieve excellence " www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ - Vince Lombardi
Week - 17 Working days Dept Absentee 321 322 323 324 325 326 327 16 15 11 18 32 18 16 Total staff 71 47 52 47 46 47 70 Total Man-days 284 188 208 188 184 188 280 Week - 19 Working days Dept Absentee 321 322 323 324 325 326 327 35 18 23 13 28 18 33 Total staff 71 47 52 47 46 47 49 Total Man-days 355 235 260 235 230 235 245 Week - 21 Working days Dept Absentee 321 322 323 324 325 326 327 10 5 8 9 22 21 24 Total staff 49 47 52 47 46 47 49 Total Man-days 245 235 260 235 230 235 245 Week - 23 Working days Dept Absentee 321 322 323 324 325 326 327 41 56 49 65 38 53 80 Total staff 62 47 52 47 46 47 49 Total Man-days 310 235 260 235 230 235 245 5 % Absenteeism 13.23 23.83 18.85 27.66 16.52 22.55 32.65 Dept Absentee 321 322 323 324 325 326 327 27 35 27 32 35 58 48 5 % Absenteeism 4.08 2.13 3.08 3.83 9.57 8.94 9.80 Dept Absentee 321 322 323 324 325 326 327 5 % Absenteeism 9.86 7.66 8.85 5.53 12.17 7.66 13.47 Dept Absentee 321 322 323 324 325 326 327 14 7 16 15 13 39 35 4 % Absenteeism 5.63 7.98 5.29 9.57 17.39 9.57 5.71 Dept Absentee 321 322 323 324 325 326 327 26 31 32 24 43 30 28
Week - 18 Working days Total staff 71 47 52 47 46 47 70 Week - 20 Working days Total staff 49 47 52 47 46 47 70 Week - 22 Working days Total staff 0 Total Man-days % Absenteeism 245 235 260 235 230 235 350 5 5.71 2.98 6.15 6.38 5.65 16.60 10.00 Total Man-days % Absenteeism 355 235 260 235 230 235 350 5 7.32 13.19 12.31 10.21 18.70 12.77 8.00 Total Man-days % Absenteeism
Week - 24 Working days Total staff 62 47 52 47 46 47 49 310 235 260 235 230 235 245 5 8.71 14.89 10.38 13.62 15.22 24.68 19.59 Total Man-days % Absenteeism
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. " The man who removes a mountain begins by carrying away small stones. " - William Faulkner
Week - 25 Working days Dept Absentee 321 322 323 324 325 326 327 22 31 13 26 23 38 31 Total staff 49 47 52 47 46 47 66 Total Man-days 245 235 260 235 230 235 330 Week - 27 Working days Dept Absentee 321 322 323 324 325 326 327 31 19 22 20 32 17 24 Total staff 46 47 52 47 46 47 46 Total Man-days 230 235 260 235 230 235 230 Week - 29 Working days Dept Absentee 321 322 323 324 325 326 327 9 17 16 11 25 16 26 Total staff 71 43 52 47 46 47 46 Total Man-days 355 215 260 235 230 235 230 Week - 31 Working days Dept Absentee 321 322 323 324 325 326 327 20 14 28 12 27 21 23 Total staff 49 47 52 47 46 47 49 Total Man-days 245 235 260 235 230 235 245 5 % Absenteeism 8.16 5.96 10.77 5.11 11.74 8.94 9.39 Dept Absentee 321 322 323 324 325 326 327 16 35 30 16 36 36 26 Total staff 49 47 52 47 46 47 45 5 % Absenteeism 2.54 7.91 6.15 4.68 10.87 6.81 11.30 Dept Absentee 321 322 323 324 325 326 327 17 13 6 5 23 22 22 Total staff 49 47 52 47 46 47 49 5 % Absenteeism 13.48 8.09 8.46 8.51 13.91 7.23 10.43 Dept Absentee 321 322 323 324 325 326 327 28 21 18 22 27 14 31 Total staff 49 47 52 47 46 47 46 5 % Absenteeism 8.98 13.19 5.00 11.06 10.00 16.17 9.39 Dept Absentee 321 322 323 324 325 326 327 26 21 15 14 27 32 26 Total staff 49 47 52 47 46 47 66 Week - 26 Working days Total Man-days 245 235 260 235 230 235 330 Week - 28 Working days Total Man-days 245 235 260 235 230 235 230 Week - 30 Working days Total Man-days 245 235 260 235 230 235 245 Week - 32 Working days Total Man-days 245 235 260 235 230 235 225 5 % Absenteeism 6.53 14.89 11.54 6.81 15.65 15.32 11.56 5 % Absenteeism 6.94 5.53 2.31 2.13 10.00 9.36 8.98 5 % Absenteeism 11.43 8.94 6.92 9.36 11.74 5.96 13.48 5 % Absenteeism 10.61 8.94 5.77 5.96 11.74 13.62 7.88
" Obstacles are those frightful things you see when you take your eyes off your goal " - Henry Ford
Week - 33 Working days Dept Absentee 321 322 323 324 325 326 327 29 36 24 21 33 27 35 Total staff 51 47 52 47 43 47 51 Total Man-days 204 188 208 188 172 188 204 Week - 35 Working days Dept Absentee 321 322 323 324 325 326 327 13 16 10 8 16 5 5 Total staff 46 47 52 47 46 47 49 Total Man-days 230 235 260 235 230 235 245 Week - 37 Working days Dept Absentee 321 322 323 324 325 326 327 18 0 4 6 0 7 14 Total staff 46 47 52 47 46 47 55 Total Man-days 230 235 260 235 230 235 275 Week - 39 Working days Dept Absentee 321 322 323 324 16 0 7 6 Total staff 71 47 52 47 Total Man-days 284 188 208 188 4 % Absenteeism 5.63 0.00 3.37 3.19 321 322 323 324 A C P L 5 % Absenteeism 7.83 0.00 1.54 2.55 0.00 2.98 5.09 321 322 323 324 325 326 327 35 0 16 17 0 23 11 71 47 52 47 46 44 44 5 % Absenteeism 5.65 6.81 3.85 3.40 6.96 2.13 2.04 Dept Absentee 321 322 323 324 325 326 327 15 0 7 4 0 8 7 Total staff 51 47 52 47 46 47 49 4 % Absenteeism 14.22 19.15 11.54 11.17 19.19 14.36 17.16 Dept Absentee 321 322 323 324 325 326 327 15 40 19 12 37 30 40 Total staff 46 47 52 47 46 47 40 Week - 34 Working days Total Man-days 230 235 260 235 230 235 200 Week - 36 Working days Total Man-days 255 235 260 235 230 235 245 Week - 38 Working days Dept Absentee Total staff Total Man-days 355 235 260 235 230 220 220 Week - 40 Working days Dept Absentee Total staff Total Man-days 0 % Absenteeism 5 % Absenteeism 9.86 0.00 6.15 7.23 0.00 10.45 5.00 5 % Absenteeism 5.88 0.00 2.69 1.70 0.00 3.40 2.86 5 % Absenteeism 6.52 17.02 7.31 5.11 16.09 12.77 20.00
325 326 327 0 16 6 46 47 44 184 188 176 0.00 8.51 3.41 325 326 327
" When you are not practicing, remember, someone somewhere is practicing, and when you meet him he will win "
Week - 41 Working days Dept Absentee 321 322 323 324 325 326 327 Week - 43 Working days Dept Absentee 321 322 323 324 325 326 327 68 0 34 73 0 61 63 Total staff 71 47 52 47 46 47 47 Total Man-days 355 235 260 235 230 235 235 Week - 45 Working days Dept Absentee 321 322 323 324 325 326 327 21 0 11 22 0 20 20 Total staff 71 47 52 47 46 47 47 Total Man-days 355 235 260 235 230 235 235 Week - 47 Working days Dept Absentee 321 322 17 0 Total staff 46 47 Total Man-days 230 235 5 % Absenteeism 7.39 0.00 321 322 23 0 71 47 5 % Absenteeism 5.92 0.00 4.23 9.36 0.00 8.51 8.51 321 322 323 324 325 326 327 15 0 5 13 0 23 11 71 47 52 47 46 47 48 5 % Absenteeism 19.15 0.00 13.08 31.06 0.00 25.96 26.81 321 322 323 324 325 326 327 21 0 15 28 0 18 32 66 47 52 47 46 47 47 A C P L Total staff Total Man-days 0 % Absenteeism 321 322 323 324 325 326 327 27 0 18 42 0 25 25 71 47 52 47 46 47 47 Week - 42 Working days Dept Absentee Total staff Total Man-days 355 235 260 235 230 235 235 Week - 44 Working days Dept Absentee Total staff Total Man-days 330 235 260 235 230 235 235 Week - 46 Working days Dept Absentee Total staff Total Man-days 355 235 260 235 230 235 240 Week - 48 Working days Dept Absentee Total staff Total Man-days 355 235 5 % Absenteeism 6.48 0.00 5 % Absenteeism 4.23 0.00 1.92 5.53 0.00 9.79 4.58 5 % Absenteeism 6.36 0.00 5.77 11.91 0.00 7.66 13.62 5 % Absenteeism 7.61 0.00 6.92 17.87 0.00 10.64 10.64
- Ed Macauley
323 324 325 326 327 13 12 0 31 24 52 47 46 47 48 260 235 230 235 240 5.00 5.11 0.00 13.19 10.00 323 324 325 326 327 11 22 0 27 24 52 43 46 43 47 260 215 230 215 235 4.23 10.23 0.00 12.56 10.21
" A cynic is a man who knows the price of everything but the value of nothing. " - Oscar Wilde
Week - 49 Working days Dept Absentee Total staff 321 322 323 324 325 326 327 17 0 23 16 0 26 16 66 47 52 47 46 47 46 Total Man-days 330 235 260 235 230 235 230 Week - 51 Working days Dept Absentee Total staff 321 322 323 324 325 326 327 11 0 18 12 0 16 10 66 47 52 47 46 47 46 Total Man-days 330 235 260 235 230 235 230 5 % Absenteeism 3.33 0.00 6.92 5.11 0.00 6.81 4.35 321 322 323 324 325 326 327 12 0 21 19 0 17 11 66 47 52 47 46 43 46 5 % Absenteeism 5.15 0.00 8.85 6.81 0.00 11.06 6.96 321 322 323 324 325 326 327 85 0 71 58 0 71 66 71 47 52 47 46 47 46 Week - 50 Working days Dept Absentee Total staff Total Man-days 284 188 208 188 184 188 184 Week - 52 Working days Dept Absentee Total staff Total Man-days 330 235 260 235 230 215 230 5 % Absenteeism 3.64 0.00 8.08 8.09 0.00 7.91 4.78 4 % Absenteeism 29.93 0.00 34.13 30.85 0.00 37.77 35.87
Absenteeism data Summary 2006 ( Dept 321 to 327 ) Weeks 1 2 3 4 5 6 7 Departments 323 324 4.62 8.46 1.92 13.94 4.33 13.85 9.23 5.96 9.36 7.66 8.51 7.98 14.47 6.81
321 7.45 6.36 10.20 17.16 8.82 14.51 12.16
322 2.55 10.64 3.83 7.45 10.64 14.47 10.21
325 0.00 0.00 0.00 0.00 0.00 0.00 0.00
326 9.36 12.34 6.38 12.77 12.23 17.02 12.34
327 4.44 11.94 8.33 17.93 9.78 16.52 15.92
8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 6.27 7.84 6.67 17.46 4.79 5.07 5.07 5.92 5.35 5.63 7.32 9.86 5.71 4.08 A 13.23 8.71 8.98 10.61 13.48 11.43 2.54 6.94 8.16 6.53 14.22 6.52 5.65 5.88 7.83 9.86 5.63 A A 7.61 19.15 6.36 5.92 4.23 7.39 6.48 5.15 29.93 3.33 3.64 7.23 8.09 2.13 26.38 5.53 7.66 5.96 8.09 5.11 7.98 13.19 7.66 2.98 2.13 23.83 14.89 13.19 8.94 8.09 8.94 7.91 5.53 5.96 14.89 19.15 17.02 6.81 0.00 0.00 0.00 0.00 6.15 8.08 4.23 22.31 10.38 8.08 7.31 6.54 8.46 5.29 12.31 8.85 6.15 3.08 C 18.85 10.38 5.00 5.77 8.46 6.92 6.15 2.31 10.77 11.54 11.54 7.31 3.85 2.69 1.54 6.15 3.37 C C 6.92 13.08 5.77 4.23 1.92 5.00 4.23 8.85 34.13 6.92 8.08 7.66 9.79 13.19 20.00 7.23 7.66 8.09 5.96 8.51 9.57 10.21 5.53 6.38 3.83 27.66 13.62 11.06 5.96 8.51 9.36 4.68 2.13 5.11 6.81 11.17 5.11 3.40 1.70 2.55 7.23 3.19 16.09 16.52 16.96 24.35 13.04 11.74 12.61 14.78 12.17 17.39 18.70 12.17 5.65 9.57 P 16.52 15.22 10.00 11.74 13.91 11.74 10.87 10.00 11.74 15.65 19.19 16.09 6.96 0.00 0.00 0.00 0.00 P P 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.91 10.64 8.51 19.15 9.79 10.21 11.91 6.81 6.38 9.57 12.77 7.66 16.60 8.94 22.55 24.68 16.17 13.62 7.23 5.96 6.81 9.36 8.94 15.32 14.36 12.77 2.13 3.40 2.98 10.45 8.51 8.57 11.02 6.53 30.61 7.35 7.81 11.82 11.52 12.86 5.71 8.00 13.47 10.00 9.80 L 32.65 19.59 9.39 7.88 10.43 13.48 11.30 8.98 9.39 11.56 17.16 20.00 2.04 2.86 5.09 5.00 3.41 L L 10.64 26.81 13.62 8.51 4.58 10.00 10.21 6.96 35.87 4.35 4.78
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
17.87 31.06 11.91 9.36 5.53 5.11 10.23 6.81 30.85 5.11 8.09
10.64 25.96 7.66 8.51 9.79 13.19 12.56 11.06 37.77 6.81 7.91
Absenteeism Dept. - 321

% Absenteeism 40.00 30.00 20.00 10.00 0.00 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 Weeks

30.00 25.00 20.00 15.00 10.00 5.00 0.00 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 Weeks
% Absenteeism

" We may have to fight a battle more than once to win it. " - Margaret Thatcher
30.00 25.00 20.00 15.00 10.00 5.00 0.00 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52 Weeks % Absenteeism


www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. " Fantasy is a necessary ingredient in living, it's a way of looking at life through the wrong end of a telescope, which enables you to laugh at life's realities. " - Pinkey Dangi
In-depth analysis of department wise absenteeism data and graphs suggests hidden information and their reasons, which can be of utmost importance in organisational planning and decision-making. Clearly evident suggestions include: 1. All departments show an increase or decrease in absenteeism in the same time periods. It can be thus be said that the factors leading to absenteeism affect most people and most departments equally. Thus, individual problems go out of the picture. 2. Absenteeism tends to be higher up to alarming levels (above 20%) 3 to 4 times in a year. In 2006, all departments showed a steep rise in absenteeism during 11th week, 23rd week, 43rd week, and 50th week. 3. It should be specially noted that weeks following holidays (ACPL) showed high rate of absenteeism. This suggests that the role of religious ceremonies and employees going to their hometowns is significant in determining the causes of absenteeism. 4. It should be specifically noted that in 2006, weeks no. 21st, 29th, 35th, 44th, and 51st showed tremendous decline in absenteeism (less than 5%) in all the departments. The interesting fact here is that the difference between these lowest tips is more or less equal (in the vicinity of 6 to 7 weeks).
Here we have tried to find out a few possible reasons for the employees practice or habit of staying away from his scheduled work:
" The only way of discovering the limits of the possible is to venture a little way past them into the impossible " - Arthur C Clarke
1. Maladjustment with colleagues coming from different religions and tastes speaking different languages belonging to different socio economic status. 2. Social and religious ceremonies. 3. Sickness, accidents and maternity. 4. For those staying far from their homes, frequent visits to their village are a major cause of absenteeism. 5. Industrial fatigue. 6. Working conditions, heat, moisture, noise, vibrations, dust, fumes, overcrowding etc. 7. Inadequacy to meet the performance standards. 8. Indebtedness. 9. Alcoholism. 10. 11. 12. Lack of commitment towards industrial growth. Over identification with family affairs. Dissatisfied with the status, importance or authority and responsibility involved in his job. Specifically the problem of absenteeism in Bata India Ltd, Batanagar plant is a mere combination of all these factors. Out of these points
2, 3, 6, 8, 10 seem to be more effective and deeper causes for high rate of absenteeism than the others. A few remedies or measures for control of absenteeism have also been listed below:
" The past is like a river flowing out of sight; the future is an ocean filled with opportunity and delight " - Anna Hoxie
1. A well defined recruitment procedure that stresses on the employees adaptability or the ability to change. 2. Study the level of motivation of workers and push them to thrive for more. 3. Improved communication within various levels of organisation and prompt redressal of grievances. 4. Education programs for personal developments of individual employees. 5. Spread awareness of employees rights and obligations. 6. Trained the employees in group dynamics along with interpersonal skills. 7. Take measures to improve employees loyalty and devotion towards his work and work place. 8. Regularity in attendance can be transformed in to monetary rewards and other pecuniary inducements. 9. Provision for ever-developing working conditions.
Above all, the employees should be communicated that it is the religion of insects and animals to procure, eat and reproduce. If we are born as human being, it is our moral responsibility to do more.
" Being happy doesn't mean everything's perfect. It means that you have decided to see beyond the imperfections " - Frank Kaiser
RESEARCH METHODOLOGY
Research refers to, the systematized approach to gain new knowledge, concerning generalization and formulation of a theory. Research work carried out for this project is basically what is known as library research, which includes analysis of historical records and documents, statistical compilations and manipulations. This is a scientific method of solving the research problem as it, Is committed only to objective considerations. Presumes neutrality and aims at nothing but making only adequate and correct statements about population objects. Results into probabilistic predictions. Realize on factual empirical evidence.
RESEARCH PROBLEM
The objective of this particular research work, by collecting data (secondary in nature) related to performance achievements, by various departments is to relate them with another variable, i.e. time. It can then be utilized to draw the learning curve, which shall again be analyzed with respect to the effect of appraisals or training programs on them.
RESEARCH DESIGN
The research design appropriate for this particular research problem involves the following considerations: " Motivation determines what you do, attitude determines how well you do it. - Anon Means of obtaining the information :- Bata India Ltd, (Batanagar plant),
where this research work was based, has a unique system of maintaining production details in their record book Saldo and re-entered to the salary controlling statements in order to calculate the production incentives. All data were to be collected from these documents.
Time available for obtaining the information :- The sampling design as
described below made it possible to extract adequate data in the stipulated time period of 2 weeks.
SAMPLING DESIGN
The items under consideration in this field of enquiry or the universe (also known as population) stretched over the production details of 7 departments, 274 employees and 33 months ( 143 weeks ). The volume of data required the use of a sampling design, which must result in a truly representative sample, must result in a small sampling error and systematic bias can be controlled in a better way. The most practical way of sampling in this specific case is the systematic cluster sampling, where groups of 6 consecutive months were considered as the sample. The sample size happened to be 50.35 % of the total population.
DATA COLLECTION
The relevant data were collected from the S alary C ontrolling S tatement ( Volume - 3B ) of the respective weeks listed below, all data
There are two kinds of failures: Those who thought and never did, and those who did and never thought. " - Laurence Peter
belonged to the general shift. The payroll departments record room provided the said documents. Data were also collected from the Saldo, provided by the rubber factory. Data were collected for the durations of: I. October 2004 to March 2005 ( 6 months ) II. January 2006 to June 2006 ( 6 months ) III. January 2007 to June 2007 ( 6 months ) ( Total - 18 months )
MANIPULATION AND ANALYSIS OF DATA

Weekly data obtained for the research purpose, was converted into a monthly average, so as to reduce the amount of data for analysis purpose. The weeks containing less than 5 working days were extrapolated to a 5 working days per week standard. The monthly average basically constituted of the first 4 weeks of that particular month. The external factors effecting production, were considered to be stable during the period in question or diversity (if any) being negligible. Individual departments ability to cope up with changing production targets, periodical appraisals and training / development programs is to be determined by comparing these data with other events, informations and factual evidences. Please refer to the segment Data and Graphs for further information.
" A great attitude does much more than turn on the lights in our worlds; it seems to magically connect us to all sorts of serendipitous opportunities that were somehow absent before we changed. " - Earl Nightingale
Data and Graphs :

2004
Weeks
Dept : 321
% Achievement
Dept : 322
% Achievement
Dept : 323
% Achievement
Dept : 324
% Achievement
Dept : 325
% Achievement
Dept : 326
% Achievement
Dept : 327
% Achievement
41
128
136
148
145 120
122
42 110 112 133 www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
43 44 45 46 47 48 49 50 51 52 130 122 100 134 121 112 121 110 100 125 125 117 115 117 112 130 110 120 138 120 116 124 125 132 101 136 146 144 125 143 125 127 131 121 136 130 140 110 122 105 125 127 125 113 118 127
2005
Weeks
Dept : 321
% Achievement
Dept : 322
% Achievement
Dept : 323
% Achievement
Dept : 324
% Achievement
Dept : 325
% Achievement
Dept : 326
% Achievement
Dept : 327
% Achievement
1 2 3 4
115 129
105 127
117 135
135
120 145
128 133
5 6 7 8 9 10 11 12 19 20 21 22 23 24
125 130 150 125 126 124 136 160 132 160 150
120 115
126 134 134
145 134 140 133 141 150 150 150 150 150 134
145 140 140 140 147 147 140 143 150 147 120
100 123 135 121 135 147 147 142 150 142 119
108 115 127 125 122 134 134 113
124 134 140 143 129 134 134 106
150 150
128 127
128 123
150 150
140 140
2006
Weeks
Dept : 321
% Achievement
Dept : 322
% Achievement
Dept : 323
% Achievement
Dept : 324
% Achievement
Dept : 325
% Achievemen t
Dept : 326
% Achievement
Dept : 327
% Achievement
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
160 172 172 111 120 172 171 180 175 185 180 190 195 190 170 180 135
130 123 144 115 107 137 139 134 123 140 121 126 117 120 116 132 119
140 125 134 107 117 145 123 134 120 134 96 110 121 112 125 143 100
137 130 139 110 118 148 150 148 147 142 136 140 112 123 130 150 120 116 109 122 91 134 128 134 123 136
140 140 147 116 118 147 141 150 150 150 145 150 140 134 147 144 101
144 170 160 101 104 134 140 150 150 150
140 120 129 188 200 160
18 19 20 21 22 23 24
150 180 150 118
114 134 134 115
120 134 134 115
140 147 140 134
120 137 140 120
134 150 134 134
200 200 190 160
135 170
128 124
134 128
134 142
125 134
190 205
2007
Weeks
Dept : 321
% Achievement
Dept : 322
% Achievement
Dept : 323
% Achievement
Dept : 324
% Achievement
Dept : 325
% Achievement
Dept : 326
% Achievement
Dept : 327
% Achievement
1 2 3 4 5 6 7 8 9
170 200 190 148 101 180 195 193 182 110 100
155 150 150 118 90 147 150 152 152
150 147 140 108 93 150 150 154 150
150 150 147 101 141 150 155 147 150
154 155 150 120 90 204 215 215 215
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
127 172 155 195 161 130 152 136 143 155 180 160
147 143 150 130 166 139 166 130 120 117 134 120
150 150 147 195 177 147 163 149 108 134 142 118
154 122 150 150 150 147 179 141 140 134 147 134
177 170 155 158 166 143 169 140 140 140 113 106
165 175
126 136 134
127 147
115 134
There are two prisoners shackled to the wall of a deep dark dungeon. Spread-eagled, they are securely lashed by manacles and
chains and actually hanging suspended, side by side, a few feet above the damp floor of the dungeon. There is only one small window high above their heads, maybe thirty or forty feet up. They are immobile and alone, pinned inexorably to the wall. One prisoner turns to the other and whispers, Heres my plan !
Monthly Performance Summary ( Oct 2004 to Jun 2007 )
Departments Month Oct-04 Nov-04 Dec-04 Jan-05 Feb-05 Mar-05 May-05 Jun-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 321 119.00 119.25 121.00 122.00 132.50 136.50 146.00 150.00 153.75 160.75 182.50 183.75 153.75 322 124.00 115.00 115.25 116.00 114.33 122.30 134.00 122.00 128.00 129.25 127.50 121.25 125.18 323 124.50 121.25 126.00 129.50 136.50 134.00 119.00 126.50 129.75 115.00 125.25 122.00 324 140.50 128.75 137.33 135.00 138.00 147.75 150.00 144.66 129.00 141.00 141.25 128.75 136.75 325 126.00 134.00 130.25 115.66 122.00 326 132.50 125.00 129.56 132.50 141.25 144.25 148.50 133.33 135.75 139.00 148.75 141.25 129.75 327 121.66 119.75 120.75 130.50 119.75 142.75 146.00 119.00 143.75 132.00 146.66 159.00 187.50
Jun-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 141.00 177.00 167.25 159.00 159.50 153.50 166.66 122.33 100.50 125.66 143.25 134.75 148.00 150.25 125.25 127.33 136.66 136.00 136.83 149.25 170.50 133.00 126.00 120.00 131.00 137.16 148.25 144.00 156.50 140.50 136.00 185.00 144.75 181.00 179.00 159.00 133.25 118.33
Monthly Performance Dept. - 321
200.00 % Performance 150.00 100.00 50.00 0.00
ec -0 4 Fe b05 Ap r-0 5 Ju n05 Au g05 O ct -0 D 5 ec -0 5 Fe b06 Ap r-0 6 Ju n06 Au g06 O ct -0 D 6 ec -0 6 Fe b07 Ap r-0 7 Ju n07 O ct -0 4
Months
M onthly Performance Dept. - 322

160.00 140.00 120.00 100.00 80.00 60.00 40.00 20.00 0.00
-0 4 ec -0 4 Fe b05 Ap r-0 5 Ju n05 Au g05 O ct -0 D 5 ec -0 5 Fe b06 Ap r-0 6 Ju n06 Au g06 O ct -0 D 6 ec -0 6 Fe b07 Ap r-0 7 Ju n07 D O ct
% Performance
Months
160.00 140.00 120.00 100.00 80.00 60.00 40.00 20.00 0.00
O ct -0 De 4 c0 Fe 4 b0 Ap 5 r- 0 5 Ju n0 Au 5 g0 O 5 ct -0 De 5 c0 Fe 5 b0 Ap 6 r- 0 Ju 6 n0 Au 6 g0 O 6 ct -0 De 6 c0 Fe 6 b0 Ap 7 r- 0 7 Ju n07
% Performance
Months
180.00 160.00 140.00 120.00 100.00 80.00 60.00 40.00 20.00 0.00
O ct -0 D 4 ec -0 4 Fe b05 Ap r-0 5 Ju n0 Au 5 g05 O ct -0 D 5 ec -0 5 Fe b06 Ap r-0 6 Ju n06 Au g06 O ct -0 D 6 ec -0 6 Fe b07 Ap r-0 7 Ju n07
% Performance
Months
M onthly Performance Dept. - 325

160.00 140.00 120.00 100.00 80.00 60.00 40.00 20.00 0.00
-0 4 ec -0 4 Fe b05 Ap r-0 5 Ju n05 Au g05 O ct -0 D 5 ec -0 5 Fe b06 Ap r-0 6 Ju n06 Au g06 O ct -0 D 6 ec -0 6 Fe b07 Ap r-0 7 Ju n07 D O ct
% Performance
Months
200.00 % Performance 150.00 100.00 50.00 0.00
O ct -0 De 4 c0 Fe 4 b0 Ap 5 r- 0 5 Ju n0 Au 5 g0 O 5 ct -0 De 5 c0 Fe 5 b0 Ap 6 r- 0 Ju 6 n0 Au 6 g0 O 6 ct -0 De 6 c0 Fe 6 b0 Ap 7 r- 0 7 Ju n07
Months

200.00 % Performance 150.00 100.00 50.00 0.00
ec -0 4 Fe b05 Ap r-0 5 Ju n05 Au g05 O ct -0 D 5 ec -0 5 Fe b06 Ap r-0 6 Ju n06 Au g06 O ct -0 D 6 ec -0 6 Fe b07 Ap r-0 7 Ju n07 O ct -0 4
Months
These graphs shown here with percentage performance on one axes and time duration ( in months ) on another is also known as the Learning Curve as it represents the effect of learning through training programs or by sheer experience on the performance (productivity) of individuals, groups, departments and even organizations. Analysis of the following graphs suggests that:
1. Departments fail to stick to their performance standards due to many external factors such as absenteeism, frequent change in articles to be produced etc. 2. Frequent ups and downs in the curve are visible which indicates variable levels of efforts from the employees. 3. Pointed peaks and Vs means that increase in level of performance or decreased are short-lived. This indicates the involvement of a sense of self-satisfaction at times and motivation from failure. 4. Unstable productivity levels tend to indicate the absence of training and motivation programs, which constantly tries to improve performance of its employees. 5. Curves of all the departments show a more or less similar trend, more efficient production scheduling is possible when approximate improvement or decrease in departments performance is predictable. STORY OF A BUTTERFLY WHO NEVER WAS A man found a cocoon of a butterfly. One day a small opening appeared. He sat and watched the butterfly for several hours as it struggled to force its body through that little hole. Then it seemed to stop making any progress. It appeared as if it had gotten as far as it could, and it could go no further. So the man decided to help the butterfly. He took a pair of scissors and snipped off the remaining bit of the cocoon.
The butterfly then emerged easily. But it had a swollen body and small, shriveled wings. The man continued to watch the butterfly because he expected that, at any moment, the wings would enlarge and expand to be able to support the body, which would contract in time. Neither happened! In fact, the butterfly spent the rest of its life crawling around with a swollen body and shriveled wings. It never was able to fly. What the man, in his kindness and haste, did not understand was that the restricting cocoon and the struggle required for the butterfly to get through the tiny opening were God's way of forcing fluid from the body of the butterfly into its wings so that it would be ready for flight once it achieved its freedom from the cocoon.
CASE STUDIES AND EXPERIENCES IN B.I.L.
1.
Case of Absenteeism :
Mr. NRS ( actual name not disclosed ) is an accord employee
of BATA INDIA LTD. Batanagar. He is directly involved in the shoe manufacturing conveyor. He was known to be a regular absentee, but at the same time a multi-skilled worker with lots of experience. The organisations personnel department looked at the possible options to solve this problem. During the first half of 2007, NRS surpassed his casual and medical leaves available by more than 125 (days), as per organisations SOR (Standing Orders
and Rules, as in agreement with Bata Mazdoor Union). Show-Cause notices were issued under section 15(h), requiring him to explain in writing, the reasons for his continuous absence from work. NRS replied within the stipulated time along with a Medical Certificate proving his illness. An in depth scrutiny of the Medical Certificate proved that the documents were fake under the provision of 19(A) of the SOR. The guilty can be terminated from his present job. However the management decided to give him one last chance to mend his ways (and not to lose a skilled employee) and handed him three days suspension without pay. The personnel manager planned the process to regularize his unauthorized absence and fraudulent means by creating an atmosphere where NRS should fully recognize
" Success does not consist in never making blunders, but in never making the same one a second time. " - Josh Billings
what is expected of him in the future. He was scolded by one manager and was comforted by another as was planned before to make him aware of this last golden opportunity, provided to him. As of date NRS is still an employee in BATA INDIA LTD. And his problem has relatively minimized to a great deal. This incidence proves that human resource planning is not only to follow the rulebook but also to invent complimentary ways to solve such type of problems in long run interest of the organisation.
2.
Case of Misconduct :
A permanent line cutter of a production department in BATA INDIA LTD, Batanagar plant, Mr. SKR (actual identity not disclosed) was involved in a particular job for sometime. He was trailing behind his colleagues working in the same conveyor, hampering the rate of production, and thus was allotted a new job by his immediate boss (Asst. officer) Mr. DKB (actual identity not disclosed for obvious reasons). Unable to mentally adapt to this decision to shift him to another job, Mr. SKR started abusing his superior Mr. DKB and also attempted to physically assault him. He also threatened to cause him harm outside the factory. The case was reported to the personnel department the very same day and a show cause notice issued to the defaulter Mr. SKR, to be answered within 48 hours as per clauses D and K under section 21 (a) of the
" It is the mark of an educated mind to be able to entertain a thought without accepting it " - Aristotle
standing orders and rules (SOR) of Bata India Ltd. and clause 14 of the model standing orders applicable to all industrial establishments of India. The said employee pleaded guilty and was ashamed of his act and promised not to repeat the same. The serious nature of the offence demanded disciplinary action but considering it as his first minor offence was let of with a warning and written undertaking.
This case is another fine example that the organisation provides ample opportunity to rectify their improper acts and every opportunity provided to him to put forward his version of the unwanted event. Thus the disciplinary policy is preventive, corrective, reformative rather than punitive. Although, one important information missing here is that whether the Asst. officer Mr. DKB was advised to forgive and forget , which would have been the perfect way to conclude this natural justice?
3.
Case of Termination : (Rise of Absenteeism to an abnormal level)

Mr. PKM (actual identity not revealed) was an employee of Bata India Ltd. Batanagar plant for more than 19 years. He was terminated for prolonged unauthorized absence in 1993, but reinstated in 1995 through a special request by the Bata Mazdoor Union ( B.M.U. ). This opportunity provided to him by the organisation was not fully utilized as his unauthorized, unexplained, avoidable
" Some succeed as they are destined to, but most succeed because they are determined to. " - Anonymous
& willful absence from work continued there after. According to his leave and absence card 2004 and 2005 :
S No. From 1 2 3 4 5 6 7 1/1/2004 9/2/2004 23/04/2004 12/5/2004 28/07/2004 31/08/2004 1/11/2004 LEAVE AND ABSENCE CARD 2004 To 20/01/2004 7/4/2004 30/04/2004 25/06/2004 3/8/2004 29/09/2004 31/12/2004 C/L -------Ordinary leave 5 62 8 40 6 30 61 Sick Leave 15 -------
LEAVE AND ABSENCE CARD 2005 S No. From 1 2 3 4 1/1/2005 30/05/2005 25/10/2005 7/11/2005 To 18/05/2005 23/09/2005 26/10/2005 31/12/2005 C/L --2 -Ordinary leave 123 116 -41 Sick Leave 15 ----
Mr. PKM once again remained absent without notice from 7/11/2005 to 17/3/2006 and was issued registered show cause notices under clause 15(h) of the Standing Order and Rules (SOR). He was asked to report within 2 weeks, his case was forwarded to the chief medical officer (C.M.O.),
" We are what we repeatedly do. Excellence, therefore, is not an act but a habit " - Aristotle
who declared him fit to join his duties, but he did not. Further, show causes were not replied. Finally the management decided to terminate him with effect from 14/04/2006. This highlights the peculiar and abnormal magnitude of absenteeism prevailing in Indian industries. Thus, the importance of taking such decisions in the longer interest of the organisation becomes absolutely necessary at times. In order to send a clear message to the employees that organisations tolerance has a limit. As such serious problems regarding absenteeism involves heavy expenses, including overhead costs of reserves as well as of the idle equipments.
My Experiences :
Bata India Ltd, Batanagar plant was the first instance our career where the practical applications of managerial functions in an organisation were displayed before us. We got ample exposure to the versatility of the managers role as a figurehead meeting the routine, obligatory, social & legal duties, as a leader, maintaining, developing and motivating the human resources, as a disseminator distributing selected information to others outside the unit, as an entrepreneur developing the unit, to take advantage of existing opportunities and anticipated threats, as a resource-allocator integrating the activities and resources utilization, as a negotiator, bridging the gap between
" Our lives begin to end the day we become silent about things that matter " www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. - Martin Luther King Jr.
the management and employee unions and as a spokes person to us, distributing selected information and conveying the appropriate image of the unit. Asst. Manager (Personnel) who guided me throughout this project was instrumental in providing opportunities to directly get involved in the day to day functioning of the department. He said books make a manager, but practical experiences make them successful . I worked on absenteeism, late-coming, early-going, union demands on major organisational issues etc. where the manager acts as disturbance handler and has to take many aggressive, unwanted decisions at times along with initiating some creating ideas, keeping in view the long term interest of the organisation. I was invited at one of Bata India Ltd. retirement / farewell party, to get me acquainted with the organisational culture and managements perspective towards its human resources. In a simply organized program in the seminar hall of the personnel department, the organisation bid adieu to three of its employees after a long and dedicated service period in the vicinity of 30-35 years. A soul touching speech was given by one of their long-time colleague, which touched the soul of everyone present on the occasion. He said, This is not only to recognize their contribution over the years, but also to learn from their experiences . Mementos and gifts were given to the departing employees and refreshments served to the gathering. The event was significant in specifying the importance of a formal and planned separation of employees from the organisation.
" If people never did silly things, nothing intelligent would ever get done. " - Ludwig Wittgenstein
I cherish the time spend in the leather factory, actually seeing for the very first time, the step by step evolution of the various discrete parts transformed into the final product, a shoe. Every shoe has to pass through many hands, machines setup as a chain known as Rink conveyors. Experienced hands along with creative brains have elevated shoe manufacturing up to the level of art. Its for sure now, that I shall value, each and every shoe that I am going to buy in the future. The finished goods after passing the quality checks are tagged with quality symbols which Bata people call the ornament of the shoes. They are then packed and travel hundreds and thousands of miles to reach your feet. Another experience worth sharing is visiting the Batanagar estate. Stretching over 303 acres on the banks of the river Ganges, the area is 18 kilometers from Kolkata. Developed during the 1930s under the British colonial powers it has its own ferry-ghat, cinema-hall, sports-stadium, market, hospital, residential colonies, community halls, auditorium, schools, childrenparks etc.. This self-sufficient estate is well connected with public conveyance facilities to nearby towns. Maintenance of such a huge fixed asset infrastructure for providing every possible facility to its employees is worth appreciating & admittingly rarer these days. Just as a fact, Batanagar once
owned a Territorial Army for security purposes, which adds a sense of nostalgia to the name of Batanagar .
" All that we are is the result of what we have thought. The mind is everything. What we think we become. " - Buddha
STORY : The Window Two men, both seriously ill, occupied the same hospital room. One man was allowed to sit up in his bed for an hour a day to drain the fluids from his lungs. His bed was next to the room's only window. The other man had to spend all his time flat on his back. The men talked for hours on end. They spoke of their families, their homes, their jobs, their involvement in the military service, where they had been on vacation. And every afternoon when the man in the bed next to the window could sit up, he would pass the time by describing to his roommate all the things he could see outside the window. The man in the other bed would live for those one-hour periods where his world would be broadened and enlivened by all the activity and color of the outside world. The window overlooked a park with a lovely lake, the man had said. Ducks and swans played on the water while children sailed their model boats. Lovers walked arm in arm amid flowers of every color of the rainbow. Grand old trees graced the landscape, and a fine view of the city skyline could be seen in the distance. As the man by the window
described all this in exquisite detail, the man on the other side of the room would close his eyes and imagine the picturesque scene. One warm afternoon the man by the window described a parade passing by. Although the other man could not hear the band, he could see it in his mind's eye as the gentleman by the window portrayed it with descriptive words. Unexpectedly, an alien thought entered his head: Why should he have all the pleasure of seeing everything while I never get to see anything? It didn't seem fair. As the thought fermented, the man felt
ashamed at first. But as the days passed and he missed seeing more sights, his envy eroded into resentment and soon turned him sour. He began to brood and found himself unable to sleep. He should be by that window and that thought now controlled his life. Late one night, as he lay staring at the ceiling, the man by the window began to cough. He was choking on the fluid in his lungs. The other man watched in the dimly lit room as the struggling man by the window groped for the button to call for help. Listening from across the room, he never moved, never pushed his own button, which would have brought the nurse running. In less than five minutes, the coughing and choking stopped, along with the sound of breathing. Now, there was only silence deathly silence. The following morning, the day nurse arrived to bring water for their baths. When she found the lifeless body of the man by the
window, she was saddened and called the hospital attendant to take it away--no words, no fuss. As soon as it seemed appropriate, the man asked if he could be moved next to the window. The nurse was happy to make the switch and after he was comfortable, she left him alone. Slowly, painfully, he propped himself up on one elbow to take his first look. Finally, he would have the joy of seeing it all himself. He strained to slowly turn to look out the window beside the bed. It faced a blank wall.
" No one can read your mind, so what they see, hear & feel from you is what they will know you for. " - Anonymous
Bibliography
Books :
1. Kothari C.R.,
Research methodology
methods and techniques, New age

international publishers, New Delhi, 2007.
2. Mamoria C.B., Gankar S.V.,
Personnel
management text and cases, Himalaya publishing house, Mumbai, 2001.

3. Blanchard P.N.,Thacker J.W.,
Effective training systems strategies and
practices, Pearson education, Delhi. 2007.
www.final-yearprojects.co.cc | www.troubleshoot4free.com/fyp/ Final Year Project's is One place for all Engineering Projects, Presentation, seminar, summer training report and lot more. NOTE:-This work is copyright () to its Authors. This is only for Educational Purpose. 4. Sikula A.F.,
Personnel administration and human resource management,
John Wiley and sons, New York, 1976.
Websites :
1.
www.en.wikipedia.org/wiki/Bata_S hoes
2. www.ggits.org 3. www.google.org 4. www.rdunijbpin.org 5. www.bata.com 6. www.bata.org 7. www.bata.in

Project Report On HR in BATA

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Project Report On HR in BATA

Uploaded by

Copyright:

Available Formats

www.final-yearprojects.co.cc | www.troubleshoot4free.

( Batanagar Unit, Kolkata )

Bata Shoe Organisation

Our customers are our masters ".

Long Service Medallion

: Mr. Manoj Kumar Sarkar : Mr. Kartick Chandra Routh

Asst. Manager (Procurement Leather) : Mr. Kuharan Mukhopadhyay

10} Data and Graphs

We practice A Step Ahead management.

Bata operates in more than 70 countries worldwide with,

BATA Headquarters,Toronto, Canada

The New Projects :

BATAs Worldwide Network

Various departments operant in Bata India Ltd. Personnel department :

Electricity charges for

Product Development Department :

Assembly Warehousing Retail stores

Research and Development Department :

An overview of the company history :

Deputy Managing Director

Exports and Commercial

Vice President Faridabad

Sr. Vice President Patna

Sr. Vice President President Batanagar

General Manager Makamahghat

Vice Bangalore & Bata Shatak

Senior Manager Manager Moulds & Equipment

Senior Manager Purchase

Senior Manager Quality assurance

Senior Manager Training & Development

Senior Manager Research & Development

Senior Manager Service

Senior Manager Personnel

Senior Manager Costing

Senior Manager Procurement

General Manager SBU (R)

General Manager SBU (L)

Senior Manager Manipulation

Quality manual 2006, B.I.L. Batanagar

THE EXISTING SYSTEM

F ) Presentation Courses : 1. 2. Post course presentation SEMPROF ( Professional seminar)

Foam past Sacks putting Lacing shoes Repairing F Packing Supplying

Orange : 95 % and above

MANDEVCO ( Managerial Development Course )

vi) vii) 6) 7) 8) 9) 10) 11) 12)

COVOSOC ( Connaisses Votre Societe )

10. 11. 12. 13. 14.

Ability to carry out specific technical Interpersonal skills

Beliefs, opinions, motivation, perception etc.

4. TRAINING DURATION AND SCHEDULE:

Trainee table Trainee Chairs

Commitment Helpful Understanding Attitude Calm

WHY TRAINING FAILS ?

Active participation of trainees in any training program is often found wanting.

13) 14) 15)

ORGANISATIONS TRAINING OBJECTIVES

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

THE TRAINING PROGRAM

A1] The need to change:

A3] Break your habit:

A4] Communication effectiveness test:

6. Purpose/Pragmatic aspect (with what kind of results)

A5] Have you seen it ?