A STUDY ON TRAINING AND DEVELOPMENT With reference to

SRI RAMADAS MOTOR TRANSPORT LTD, KAKINADA.

A project report S !"itte# in P$rti$% & %fi%%"ent of The Re' ire"ent for the A($r# of the De)ree of

MASTER O& *USINESS ADMINISTRATION S !"itte# !+

S, DIVYA SREE M*A-&INAL. -/,T,No,01234511140.

Un#er the E6tee"e# G i#$nce of S"t, G,SU*/A7 M,*,A,7 &$c %t+ in M$n$)e"ent St #ie6

8ERTI&I8ATE

This

is

to

certify

that

the

project

entitled

TRAINING

AND

DEVELOPMENT !ith reference to SRI RAMADAS MOTOR TRANSPORT LTD,7 9A9INADA, is the "onafide !or# done "y S,DIVYA SREE !ith Re$d.no%&'()*+''&, d-rin$ the period &''(.+' in partial f-lfill/ent of the re0-ire/ent for the a!ard of the De$ree of MASTER O& *USINESS ADMINISTRATION s-per3ision, in Aditya instit-te of P.1 st-dies affiliated to Andhra 2ni3ersity is a record of "enefited !or# carried o-t "y -nder /y $-idance and

Project G i#e S"t, G,SU*/A,

/e$# of the #ept, Mr, :,N$)en#r$ 9 "$r

DECLARATION

I, S.DIVYA SREEhere by declare that the Project work entitled A STUDY ON TRAINING AND DEVELOPMENT with reference to SRMT, KAKINADA !"b#itted by #e to the de$art#ent o% &ana'e#ent St"die!, A it!" in#tit$te of P%G#t$ ie#, SUREMPALEM i! o% #y own and ha! not been !"b#itted to any (ni)er!ity or $"bli!hed any ti#e be%ore.

PLACE& DATE&

'S%DIVYA SREE( Re) No& *+,-./+++.*

ACKNO0LEDGEMENT
I a# !olely indebted to +ead o% the De$art#ent

SRI%1%NAGEN2RA KUMAR, M3A %or hi! )al"able and $recio"! ad)i!e! and co##ent! on thi! work. I al!o e,tend #y heart %elt and $recio"! ad)i!e! and co##ent! on thi! work. I al!o e,tend #y heart %elt and obli'ed thank! to honorable %ac"lty #e#ber! o% the de$art#ent o% #ana'e#ent !t"die!, ADITYA INSTITUTE O4 PG STUDIES, #$r"56"7e5, %or e,tendin' #e, their )al"able !"''e!tion! %or the co#$letion o% the $roject work. I e,$re!! #y dee$ !en!e o% 'ratit"de to Mr#% G%SU32A "nder who!e '"idance I co"ld #ake a thoro"'h and co#$lete co$y o% #y Project work. I thank Sri%S% 3ALA RA1A SEK2AR, 6er#onne7 officer %or $ro)idin' )al"able in%or#ation and '"idance %or #y $roject work. I thank all the teachin' and non-teachin' !ta%% #e#ber! who e,tended their cordial and )al"able hel$.

.S.DIVYA SREE/ R.0122345*1333*2

CONTENTS
P%No%# C2APTER8I INTRODUCTION 0EED

61R 7+E S7(DY 189E:7IVES 16 7+E S7(DY &E7+1D1;1<Y ;I&I7A7I10S 16 7+E S7(DY C2APTER8II INDUSTRY PRO4ILE

C2APTER8III

COMPANY PRO4ILE

C2APTER8IV

T2EORETICAL 4RAME0ORK

C2APTER8V

DATA ANALYSIS AND INTERPRETATION

C2APTER8VI :10:;(SI10

4INDINGS 9 SUGGESTIONS

:UESTIONNAIRE 3I3LIOGRAP2Y 3ROC2URES

 INTRODUCTION NEED 4OR T2E STUDY O31ECTIVES O4 T2E STUDY MET2ODOLOGY LIMITATIONS O4 T2E STUDY

>

INTRODU8TION
Trainin$ and De3elop/ent pro$ra//es are considered to "e one of the i/portant aspects of or$ani4ation de3elop/ent. It is an act of increasin$ the #no!led$e and s#ill of e/ployee for doin$ a partic-lar jo". 5or learnin$ to "e effecti3e indi3id-als and or$ani4ation /-st ac0-ire rele3ant trainin$ capa"ilities and s-ccessf-lly apply the/ to the act-al !or# sit-ation. In /odern ind-striali4ed econo/y the trainin$ has "eco/e a /ajor acti3ity in any !or#in$ or$ani4ation. Today the or$ani4ation see#s the latest /eans and /ethods "y !hich they co-ld de3elop their thro-$h trainin$. Trainin$ pro$ra//es are necessary in any or$ani4ation for i/pro3in$ the 0-ality of !or# of e/ployees at all le3els partic-larly in a !orld of fast chan$in$ technolo$y, chan$in$ 3al-es and en3iron/ent. There has "een $ro!in$ need to find !ays to deter/ine the efficiency and effecti3eness of s-ch trainin$ pro$ra//es "oth in ter/s or or$ani4ation and trainin$ instit-tion. Trainin$ is a practical and 3ital necessity, for, it ena"les e/ployees to de3elop and rise !ith in the or$ani4ation and increase their Mar#et 6al-e, 7arnin$ Po!er and 8o" Sec-rity9. In trainin$ the foc-s is on learnin$ "y an indi3id-al the ne! !ays of doin$ thin$s. :ence trainin$ is or$ani4ed on the needs of the people, the projects and the pro$ra//es and therefore is perfor/ances oriented. Trainin$ /oti3ates e/ployees to -nderstand and de3elop their creati3e potential for the 0-ality !hich has "eco/e i/perati3e need of e3ery /odel, pro$ressi3e and for!ard loo#in$ ind-stry.

The p-rpose of the trainin$ is to help /eet co/pany o"jecti3es "y pro3idin$ opport-nities for e/ployees at all or$ani4ation le3els to ac0-ire the re0-isite #no!led$e, s#ill and attit-des, f-rther trainin$ sho-ld "e cond-cted in the act-al jo" en3iron/ent to the /a;i/-/ possi"le e;tent. The s-"ject of the present st-dy.9 Trainin$ and De3elop/ent9 is an inte$ral part of :-/an Reso-rce De3elop/ent <:RD=. The !ord Reso-rce9 refers to the prod-cti3e po!er of nat-ral $oods. :-/an Reso-rce is, therefore the prod-cti3e po!er in h-/an "ein$s. 2nli#e the /aterial reso-rces, h-/an reso-rces are the partic-lars as also the "eneficiaries of econo/ic de3elop/ent process. :-/an Reso-rce De3elop/ent has $ained increasin$ attention in last decade fro/ :-/an Reso-rce Specialist, Trainin$ and De3elop/ent Professionals, >hief 7;ec-ti3es and Line Mana$ers. Many di/ensions of h-/an reso-rce de3elop/ent ha3e "een inte$rated into Research, Trainin$ Or$ani4ational Desi$n and >han$e. :-/an Reso-rce De3elop/ent in or$ani4ational conte;t is a process "y !hich the e/ployees of an or$ani4ation are helped in a contin-o-s, and planned !ay to% Ac0-ire or sharpen capa"ilities re0-ire or sharpen capa"ilities re0-ired to perfor/ 3ario-s f-nctions associated !ith their present or e;pected f-t-re roles. De3elop an or$ani4ational c-lt-re in !hich s-per3isor.s-"ordinate

relationship, tea/ !or# and colla"oration a/on$ s-"-nits are stron$ and >ontri"-te to the professional !ell."ein$, /oti3ation and pride of e/ployees. De3elop their $eneral capa"ilities as indi3id-als and disco3er and e;ploit their inner potential for their o!n and ?or or$ani4ational de3elop/ent p-rposes.

NEED &OR T/E STUDY

Trainin$ and De3elop/ent pro$ra//es are considered to "e one of the i/portant aspects of or$ani4ations de3elop/ent. It is the !ay of increasin$ the #no!led$e and s#ill of a trainee for doin$ a partic-lar jo". 5or learnin$ to "e effecti3e, indi3id-als and or$ani4ation /-st ac0-ire rele3ant trainin$ capa"ilities and s-ccessf-lly apply the/ to the act-al !or# sit-ation. Today the or$ani4ation see#s the latest /eans and /ethods "y !hich they co-ld de3elop their thro-$h trainin$. The p-rpose of trainin$ is to help /eet co/pany o"jecti3es "y pro3idin$ opport-nities for e/ployees at all or$ani4ation le3els to ac0-ire the re0-isite #no!led$e, s#ill and attit-des, f-rther trainin$ sho-ld "e cond-cted in the act-al jo" en3iron/ent to the /a;i/-/ possi"le e;tent. These are the reasons@ I ha3e chosen this partic-lar topic of trainin$ and de3elop/ent !ith reference to Sri Ra/adas Motor Transport Li/ited, Ka#inada.

13

O*:E8TIVES O& T/E STUDY

+A &A BA *A To st-dy !hether the trainin$ !as $i3en accordin$ to the e/ployees need. To st-dy the e/ployees satisfaction re$ardin$ the trainin$ /ethods. To e3al-ate the effecti3eness of trainin$ pro$ra//es. To /eet the e/ployee "oth ne! and old to /eet the present as !ell as the chan$in$ re0-ire/ents for the jo" and the or$ani4ation. )A To e;a/ine the Trainin$ and de3elop/ent in SRMT.

11

MET/ODOLOGY
The present topic trainin$ and de3elop/ent has "een chosen on the acco-nt of 3ario-s factors li#e% A3aila"le of data for analysis.

>o.operation of the /ana$e/ent.

5easi"ility of cond-ctin$ the st-dy etc..,

MET/ODS O& 8OLLE8TING DATA;

5or this st-dy, trainin$ and de3elop/ent in SRMT, "oth pri/ary and secondary data is a3aila"le.

PRIMARY DATA:
Pri/ary data is a3aila"le in the for/ of feed"ac# for/s $i3en "y the trainees the/sel3es after co/pletion of their respecti3e trainin$ pro$ra//ers.

SECONDARY DATA:
Re$ardin$ 3ario-s trainin$ pro$ra//es cond-cted in SRMT, the data is a3aila"le in /an-als and other re$isters /aintained "y trainin$ depart/ent. A descripti3e st-dy has "een cond-cted and the trainin$ pro$ra//es !ere e3al-ated after disc-ssin$ !ith the concerned trainin$ officer.

12

LIMITATIONS O& T/E STUDY

The st-dy !ill "e confined to only SRMT, Ka#inada, Ti/e has "een a li/itin$ factor in the s-r3ey for the present st-dy and as s-ch in spite of the conscio-s efforts, there !ill "e possi"ility of so/e areas to "e left -ne;plored. The research st-dy !as li/ited only to the feed "ac# for/s $i3en "ac# "y the trainees. There !ere certain pro"le/s faced !hile cond-ctin$ the st-dy

The st-dy !as confined to only the or$ani4ation itself.

Ti/e has "een a li/itin$ factor in the s-r3ey for the present st-dy and as s-ch in spite of the conscio-s efforts, there !ere so/e areas !hich !ere -ne;plored.

The opinions of the e/ployees /ay not "e their Tr-e feelin$.

The res-lts of the st-dy cannot "e $enerali4ed sharply "eca-se only a fe! e/ployees are ta#en as sa/ple.

13

 INDUSTRY PRO4ILE

1*

INDUSTRY PRO&ILE
The $lo"al a-to/oti3e ind-stry is a hi$hly di3ersified sector that co/prises of /an-fact-rers, s-ppliers, dealers, retailers, ori$inal e0-ip/ent /an-fact-rers or O7Ms, after/ar#et parts /an-fact-rers, a-to/oti3e en$ineers, /otor /echanics, a-to electricians, spray painters or "ody repairers, f-el prod-cers, en3iron/ental. The a-to/o"ile and a-to/oti3e parts C co/ponents /an-fact-rers constit-te a /ajor ch-n# of a-to/oti3e ind-stry thro-$ho-t the !orld. The a-to/oti3e /an-fact-rin$ sector consists of a-to/o"ile and li$ht tr-c# /an-fact-rers, /otor 3ehicle "ody /an-fact-rers, and /otor 3ehicle parts and s-pplies /an-fact-rers. This sector is en$a$ed in /an-fact-rin$ of a-to/oti3es and li$ht d-ty /otor 3ehicles, /otor 3ehicle "odies, chassis, ca"s, tr-c#s, a-to/o"ile and -tility trailers, "-ses, /ilitary 3ehicles, and /otor 2nited States, 8apan, >hina, 1er/any and So-th Korea are the top fi3e a-to/o"ile /an-fact-rin$ nations thro-$ho-t the !orld. The 2nited States of A/erica is the !orldDs lar$est prod-cer and cons-/er of /otor 3ehicles and a-to/o"iles acco-ntin$ for E.E /illion direct and spin.off jo"s and represents nearly +'F of the G+' trillion 2S econo/y. A-to/o"ile is one of the i/portant ind-stries in the !orld, !hich pro3ides e/ploy/ent to &) /illion people in the !orld.

MA:OR MANU&A8TURING REGIONS%

Northeastern 2nited States and So-thern 1reat La#es Re$ion, North!estern 7-rope, Hestern R-ssia and the 2#raine, and 8apan are the /ajor /an-fact-rin$ re$ions of a-to/oti3e in the !orld. The !orld!ide a-to/o"ile ind-stry is lar$ely

15

do/inated "y fi3e leadin$ a-to/o"ile /an-fact-rin$ corporations na/ely Toyota, 1eneral Motors, 5ord Motor >o/pany, 6ol#s!a$en A1, and Dai/ler >hrysler. These corporations ha3e their presence in al/ost e3ery co-ntry and they contin-e to in3est into prod-ction facilities in e/er$in$ /ar#ets na/ely Latin A/erica, Middle 7ast, 7astern 7-rope, >hina, Malaysia and other /ar#ets in So-theast Asia !ith the /ain ai/ of red-cin$ their prod-ction costs.

Global Automobiles and Components % Sha e! "#$ %olume &''()

1eneral Motors . +'.+' F Toyota . I.,' F 5ord . I.I' F Others . I*.B' F

MA:OR SEGMENTS O& AUTOMOTIVE INDUSTRY

A-to co/ponents a/o-nt to B+.)F share of the $lo"al a-to/o"iles and co/ponents ind-stry $ro-pDs 3al-e. The $lo"al a-to/oti3e co/ponent ind-stry is hi$hly di3erse and co/prises of 3ario-s prod-ct se$/ents li#e en$ine parts, dri3e trans/ission and steerin$ parts, s-spension C "ra#in$ parts, electrical parts and other a-to co/ponents parts. 7n$ine Parts se$/ent in the a-to/oti3e co/ponent ind-stry co/prises of different parts li#e en$ine parts, f-el deli3ery syste/ and prod-cts s-ch as pistons, piston rin$s, en$ine 3al3es, car"-retors, and diesel."ased f-el deli3ery syste/s. 7n$ine parts for/ one of lar$est prod-ct se$/ent of the a-to/oti3e co/ponents ind-stry and ha3e a prod-ction share of B+F. A technolo$y intensi3e

1=

se$/ent, en$ine parts are /o3in$ to!ards i/pro3ed desi$ns for opti/al f-el cons-/ption and lesser e/ission. The latest trend in this sector is of o-tso-rcin$ a part of the en$ine fro/ 3endors. 7lectrical Parts se$/ent co/prises of $enerators, starter /otors and spar# pl-$s. An i/portant and relati3ely lar$er prod-ct se$/ent . en$ine parts are $ainin$ pop-larity at a faster pace in the $lo"al a-to/oti3e parts C co/ponents ind-stry. 7lectric start /echanis/ in different scooter and /otorcycles is the latest concept in the a-to/o"ile ind-stry. 7lectrical parts sector contri"-te aro-nd ,F to the a-to co/ponents ind-stry. Dri3e Trans/ission and Steerin$ Parts se$/ent has s-" se$/ents li#e $ears, !heels, steerin$ syste/s, a;les, and cl-tches. :a3in$ +,F share, this se$/ent is considered the lar$est prod-ct se$/ent after en$ine parts se$/ent. The e/er$ence of different leadin$ a-to/oti3e /an-fact-rers is intensifyin$ the co/petition in the sector especially for prod-cts li#e $ears

9EY INDUSTRY DRIVERS%

The hi$hli$htin$ feat-res of $lo"al a-to/oti3e ind-stry are%

Offers s-pport to other ind-stries s-ch as iron, steel, r-""er, $lass, plastic, petrole-/, te;tiles, oil C $as, paints C coatin$s, transportation ind-stries.

Risin$ forei$n in3est/ents ha3e led to the rapid $ro!th in ter/s of a-to/o"ile prod-ction and e;ports. O3erseas co/panies are /a#in$ h-$e in3est/ents and are installin$ e;tensi3e prod-ction capacities in de3elopin$ co-ntries.

1>

>ontin-o-s in3est/ent in research C de3elop/ent has res-lted in increased prod-cti3ity and "etter 0-ality a-to/o"iles, a-to/oti3e accessories and parts.

Increase in standards of li3in$ and p-rchasin$ po!er parity ha3e res-lted in the increase de/and of a-to/o"iles especially fo-r.!heelers in de3elopin$ nations, /ostly in So-th Asian re$ion.

This sector pro3ides e/ploy/ent to /ajor ch-n# of h-/an pop-lation in the !orld i.e. &) /illion. This ind-stry not only pro3ides /illions of jo"s to the people, "-t also prod-ces "illions of dollars in ter/s of !orld!ide re3en-es.

Ade0-ate infrastr-ct-ral facilities in for/ of po!er s-pply, /achinery, capital, ready a3aila"ility of ra! /aterials and la"or help in the tre/endo-s $ro!th of this ind-stry.

&UTURE OUTLOO9
The a-to/oti3e ind-stry is !itnessin$ tre/endo-s and -nprecedented chan$es these days. This ind-stry is slo!ly and $rad-ally shiftin$ to!ards Asian co-ntries, /ainly "eca-se of sat-ration of a-to/o"ile ind-stry in the !estern !orld. The principal dri3in$ /ar#ets for Asian a-to/oti3e ind-stry are >hina, India and AS7AN nations. Lo! cost 3ehicles na/ely scooters, /otorcycles, /opeds and "icycles ha3e led to the /assi3e $ro!th of so/e of the fastest de3elopin$ econo/ies li#e >hina and India. The f-t-re of a-to/oti3e ind-stry in the Asian co-ntries s-ch as Thailand, Philippines, Indonesia, and Malaysia is "ri$ht and pro/isin$ "eca-se of the AS7AN free trade area -nder !hich the e;port tariffs are 3ery less.

14

On a $lo"al scale, the assets of the top ten a-to/oti3e corporations acco-nts for &(F of the assets of the !orldDs top )' co/panies, &,F of their e/ploy/ent and B'F of their total sales. In the year &''E, the 2nited States of A/erica sold aro-nd +E /illion of ne! a-to/o"iles, Hestern 7-rope sold aro-nd +) /illion, !hile >hina and India sold * /illion and one /illion respecti3ely. Latin A/erica, Middle 7ast, 7astern 7-rope, >hina, Malaysia and other So-th.Asian nations are no! e/er$in$ as the do/inant /ar#ets of the a-to/oti3e ind-stry.

MAR9ET &ORE8ASTS;
Hith the -pco/in$ /ar#etin$ strate$ies of the /an-fact-rers, the a-to parts ind-stry is e;pected to ha3e reached a 3al-e of 2SD )(E "illion "y year &'',. Accordin$ to reports, the co/po-nd ann-al $ro!th rate of this ind-stry is &.EF for the period of &''* . &'',. G%o!$% A to 8o"ponent6 &orec$6t V$% e < USD !i%%ion 0114 < 011= Jear &''* &'') &''E &''I &''( &'', >A1R 2SD "illion )+).) )&E.& )B(., ))B.* )E,.+ )()., &''* . &'', % &.EF F 1ro!th &.B' &.+' &.*' &.I' &.(' B.''

1?

It is "elie3ed that "y &'+), the $lo"al a-to co/ponent ind-stry !o-ld reach 2SG +., trillion. Hith different lo! cost co-ntries e/er$in$ at a fast pace in this ind-stry, it is also e;pected that aro-nd *'F of the /oney !ill "e so-rced fro/ s-ch co-ntries. India is one of s-ch lo! cost co-ntries. At present, it has only '.*F of the $lo"al a-to co/ponents trade of 2SG +() "illion. Ky the year &'&), it is e;pected that India /i$ht "e a/on$ the top fi3e a-to co/ponent The a-to/o"ile ind-stry has chan$ed the !ay people li3e and !or#. The earliest of /odern cars !as /an-fact-red in the year +(,). Shortly the first appearance of the car follo!ed in India. As the cent-ry t-rned, three cars !ere i/ported in M-/"ai LIndiaA. Hithin decade there !ere total of +'&) cars in the city. Da!n of a-to/o"ile act-ally $oes "ac# to *''' years !hen the first !heel !as -sed for transportation in India. In the "e$innin$ of +)th cent-ry Port-$-ese arri3ed in >hina and the interaction of the t!o c-lt-res led to a 3ariety of ne! technolo$ies, incl-din$ the creation of a !heel that t-rned -nder its o!n po!er. Ky +E''s s/all stea/.po!ered en$ine /odels !as de3eloped, "-t it too# another cent-ry "efore a f-ll.si4ed en$ine.po!ered 3ehicle !as created.

/ISTORY

O&

AUTOMOTIVE

INDUSTRY

A8ROSS

T/E

WORLD
23

A*STRA+IA A2TOMOTI67 IND2STRJ IN A2STRALIA

A-stralia first "e$an to prod-ce cars in +(,I !ith cars /ade "y Tarrant Motor C 7n$ineerin$ >o. The first /ajor A-stralian car/a#er !as the 5ord Motor >o/pany of A-stralia, follo!ed "y :olden.

#RA,I+ A2TOMOTI67 IND2STRJ IN KRAMIL

The Kra4ilian a-to/oti3e ind-stry prod-ced al/ost B /illion 3ehicles in &''I. Most of lar$e $lo"al co/panies are present in Kra4il@ s-ch as 5iat, 6ol#s!a$en 1ro-p, 5ord, 1eneral Motors, Nissan, Toyota, MAN S7, Mits-"ishi, Mercedes.Ken4, Rena-lt etc, and also the e/er$in$ national co/panies s-ch as Troller, Marcopolo S.A., A$rale, Randon S.A. a/on$ others. The Kra4ilian ind-stry in re$-lated "y the AssociaNOo Nacional dos 5a"ricantes de 6ePc-los A-to/otores LAnfa3eaA, created in +,)E, !hich incl-des a-to/a#ers La-to/o"iles, li$ht 3ehicles, tr-c#s and "-sesA and a$ric-lt-re /achines !ith factories in Kra4il. Anfa3ea is part of the Or$anisation Internationale des >onstr-cte-rs dDA-to/o"iles LOI>AA, "ased in Paris.

CANADA A2TOMOTI67 IND2STRJ IN >ANADA

21

>anada is c-rrently the ++th lar$est a-to prod-cer in the !orld Las per &''( statisticsA, do!n fro/ Ith a fe! years a$o. Kra4il and Spain recently s-rpassed >anadian prod-ction for the first ti/e e3er. >anadaDs hi$hest ran#in$ e3er !as &nd lar$est prod-cer in the !orld "et!een +,+( and +,&B. The >anadian a-to ind-stry traces its roots to the 3ery "e$innin$ of the a-to/o"ile. The first lar$e.scale prod-ction of a-to/o"iles in >anada too# place in Hal#er3ille, near Hindsor, Ontario in +,'*. In the first year of operations, 1ordon Mc1re$or and Hallace >a/p"ell, alon$ !ith a handf-l of !or#/en prod-ced ++I Model Q>Q 5ord 3ehicles at the Hal#er3ille Ha$on Hor#s factory. Thro-$h /ar0-ees s-ch as Kroo#s Stea/, Redpath, T-dhope, McKay, 1alt 1as.7lectric, 1ray.Dort, Kroc#3ille Atlas, >.>.M., and McLa-$hlin, >anada had /any do/estic a-to "rands. In +,+( McLa-$hlin !as "o-$ht "y an A/erican fir/, 1eneral Motors, and !as re."randed as 1eneral Motors of >anada. Dri3en "y the de/ands of Horld Har I, >anadaDs a-to/oti3e ind-stry had $ro!n, "y +,&B, into the second.lar$est in the !orld, altho-$h it !as still /ade -p of relati3ely inefficient plants prod-cin$ /any /odels "ehind a hi$h tariff !all. :i$h cons-/er prices and prod-ction inefficiencies characteri4ed the >anadian a-to ind-stry prior to the si$nin$ of the +,E) A-to/oti3e Prod-cts Trade A$ree/ent !ith the 2nited States. The +,E* A-to/oti3e Prod-cts Trade A$ree/ent or A-to Pact9 represents the sin$le /ost i/portant factor in /a#in$ the >anadian a-to/oti3e ind-stry !hat it is today% a stron$, s-ccessf-l ind-stry that has a si$nificant positi3e i/pact on the >anadian econo/y. Key feat-res of the A-to Pact !ere the +%+ prod-ction to sales ratio and >anadian 6al-e Added re0-ire/ents.

22

Ma$na International is >anadaDs "i$$est do/estic fir/ in the sector, and is the !orldDs third.lar$est a-to parts fir/, prod-cin$ entire 3ehicles at its Ma$na Steyr plant in A-stria.

C-INA A2TOMOTI67 IND2STRJ IN >:INA

>hinaDs a-to/o"ile ind-stry has "een de3elopin$ rapidly since the year &'''. In &''(, ,.B*) /illion /otor 3ehicles !ere /an-fact-red in >hina, s-rpassin$ the 2nited States as the second lar$est a-to/o"ile /a#er, after 8apan. Moreo3er, d-e to the c-rrent financial crisis, >hina !as the lar$est a-to/o"ile /ar#et and /an-fact-rer in the !orld for the first ++ /onths of year &'',, !ith total sales of +&.&B /illion, and total prod-ction of +&.&I /illion 3ehicles. >hina !ill s-rpass 2nited States and "eco/e the lar$est car /ar#et for the !hole year of &'',. The top ei$ht car sellers for the first nine /onths of &'', are 1eneral Motors, 6ol#s!a$en, :y-ndai, >hana, Nissan, >hery, KJD and Toyota

GERMANY A-to/oti3e ind-stry in 1er/any

23

6ol#s!a$en asse/"ly line, Holfs"-r$, in +,IB The petrol en$ined a-to/o"ile !as in3ented in 1er/any "y Karl Ken4. 5-rther/ore, the fo-r.stro#e internal co/"-stion en$ine -sed in /ost a-to/o"iles !orld!ide today !as in3ented "y Ni#ola-s Otto in 1er/any. In addition, the diesel en$ine !as also in3ented "y 1er/an R-dolf Diesel. 1er/any is fa/o-s for the hi$h.perfor/ance and hi$h.0-ality sports cars /ade "y Porsche, and the cars of Mercedes, A-di and KMH are fa/o-s for their 0-ality and technolo$ical inno3ation. Dai/ler.Ken4Ds predecessor Dai/ler.Motoren. 1esellschaft !as the ind-stryDs oldest fir/, Dai/ler.Ken4 co/pany dates fro/ +,&E. In +,,(, it "o-$ht the A/erican a-to/o"ile /an-fact-rer >hrysler, then sold o-t in &''I at a hea3y loss, as it ne3er /ana$ed to "rin$ the di3ision to lon$ ter/ profita"ility. In the pop-lar /ar#et, Opel and 6ol#s!a$en are /ost !ell #no!n. Opel !as a "icycle co/pany that started /a#in$ cars in +(,(@ 1eneral Motors "o-$ht it o-t in +,&,, "-t the Na4i $o3ern/ent too# control, and 1M !rote off its entire in3est/ent. In +,*(, 1M ret-rned and restored the Opel "rand. 6ol#s!a$en is do/inant in the pop-lar /ar#et@ it p-rchased A-di in +,E*, !hich e3ent-ally lead to the for/ation of todaysD 6ol#s!a$en 1ro-p. 6ol#s!a$enDs /ost fa/o-s car !as the s/all, "eetle. shaped econo/ical QpeopleDs carQ, !ith a rear./o-nted, air.cooled en$ine. It !as desi$ned in the +,B's "y 5erdinand Porsche -pon orders fro/ Adolf :itler, !ho !as

2*

hi/self a car enth-siast. :o!e3er, prod-ction /odels only appeared after the !ar@ -ntil then, only rich 1er/ans had a-to/o"iles. Ky +,)', 6ol#s!a$en !as the lar$est 1er/an a-to/o"ile prod-cer. Today, the 1ro-p is one of the three "i$$est a-to/oti3e co/panies in the !orld, and the lar$est in 7-rope@ and is no! part.o!ned "y Porsche A-to/o"il :oldin$ S7 In the /eanti/e, ten different car /an-fact-rers "elon$ to the /-lticorporate enterprise% Porsche A1, 6ol#s!a$en, A-di A1, K-$atti A-to/o"iles SAS, A-to/o"ili La/"or$hini S.p.A., Kentley Motors Li/ited, R#oda A-to, S7AT, S.A., alon$ !ith tr-c# /a#ers MAN A1 and Scania AK. 1er/any is fa/o-s for its -pscale saloons. They feat-re ad3anced s-spension syste/s that pro3ide "oth a soft ride, and $ood handlin$ characteristics. Many /an-fact-rers li/it their a-to/o"iles electronically to dri3in$ speeds of &)' #ilo/etres per ho-r L+)) /phA for safety reasons. 5or factory.t-ned /odels li#e Mercedes.AM1 fro/ Mercedes Ken4, A-di RS fro/ 0-attro 1/":, and KMH M fro/ KMH M 1/":, for an additional pay/ent, it is possi"le to derestrict their top speed, so that the fastest /odels easily reach /ore than B'' #ilo/etres per ho-r L+(E /phA.

INDIA A2TOMOTI67 IND2STRJ IN INDIA

25

An e/"ryonic a-to/oti3e ind-stry started in India in the +,*'s. :o!e3er, for the ne;t )' years, the $ro!th of the ind-stry !as ho""led "y the Socialist policies and the "-rea-cratic h-rdles of the license raj. 5ollo!in$ econo/ic li"eralisation in India fro/ +,,+, and the $rad-al easin$ of restrictions on ind-stry, India has seen a dyna/ic +IF ann-al $ro!th in a-to/o"ile prod-ction and B'F ann-al $ro!th in e;ports of a-to/oti3e co/ponents and a-to/o"iles. India prod-ces aro-nd & /illion a-to/o"iles c-rrently. The Lar$est co/panies in India are TATA and Mahindra C Mahindra. Total t-rno3er of the Indian a-to/o"ile ind-stry is e;pected to $ro! fro/ 2SD B* Killion in &''E to 2SD +&& Killion in &'+E. Tata Motors has j-st la-nched Tata Nano, the cheapest car in the !orld at 2SD &&''. Recently India has o3erta#en >hina in $lo"al a-to e;ports of co/pact car this year . S-4-#i Motor >orp, :y-ndai Motor >o, and Nissan Motor >o are /a#in$ India a /an-fact-rin$ h-" of /inicars.

ITA+Y A2TOMOTI67 IND2STRJ IN ITALJ

The a-to/oti3e ind-stry in Italy "e$an !ith the constr-ction of the first 5IAT plant L5a""rica Italiana A-to/o"ili TorinoA in +(,, "y 1io3anni A$nelli. In the follo!in$ years at least )' other /an-fact-rers appeared, the "est #no!n "ein$ Isotta 5raschini in +,'', Lancia in +,'E, Alfa Ro/eo in +,+', Maserati in +,+*, 5errari in +,B,, and La/"or$hini in +,EB. D-rin$ the first and the second Horld Hars and the econo/ic crisis of the I'Ds, /any of these "rands disappeared or !ere "o-$ht "y 5iat or forei$n /an-fact-rers. Today the Italian a-to/oti3e ind-stry "oasts a !ide ran$e of prod-cts, fro/ 3ery co/pact city cars to sport s-percars s-ch as 5errari and Maserati. As of 8-ne &'', 5iat also holds ro-$hly &'F sta#e in the A/erican "rand >hrysler. 2=

.APAN A2TOMOTI67 IND2STRJ IN 8APAN

8apan, !ith its lar$e pop-lation s0-ee4ed into 3ery hi$h density cities !ith $ood p-"lic transit, has li/ited road!ays that carry 3ery hea3y traffic. :ence, /ost a-to/o"iles are s/all in ter/s of si4e and !ei$ht. 5ro/ a h-/"le "e$innin$, 8apan is no! the "i$$est a-to /an-fact-rin$ co-ntry in the !orld. Nissan "e$an /a#in$ tr-c#s in +,+*, and sold cars -nder the Dats-n "rand -ntil it s!itched to Nissan in the +,('s. It opened its first 2.S. plant in Tennessee in the early +,('s, and a 2.K. plant in +,(E. In the North A/erican /ar#ets, its l-;-ry /odels carry the "rand Infiniti. :onda, !hich "e$an !ith /otorcycles, e/er$ed after Horld Har II. In the North A/erican /ar#ets, its l-;-ry 3ehicles are sold -nder the Ac-ra "rand. Toyota "e$an /a#in$ cars in the +,B's, and is no! the !orldDs lar$est prod-cer. The Toyota >orolla is the !orldDs "est sellin$ na/eplate. Its l-;-ry /odels carry the Le;-s "rand. Toyota is fa/o-s for its inno3ati3e, 0-ality.conscio-s /ana$e/ent style, and its hy"rid $as. electric 3ehicles, especially the Pri-s, !hich !as la-nched in +,,I. Other /ajor co/panies incl-de S-"ar-, Mits-"ishi, Ma4da, Daihats-, S-4-#i, and Is-4-. 8apanDs prod-ction of cars increased fro/ B.+I, /illion to I.'B( /illion "et!een +,I' and +,(', !hile de/and for lar$er A/erican cars !as disastro-sly fallin$. 8apanese cars are often credited !ith s-perior relia"ility and dependa"ility, efficiency, and ad3anced technolo$y.

SO*T- /OREA A2TOMOTI67 IND2STRJ IN SO2T: KOR7A

2>

Asse/"ly line at :y-ndai Motor >o/pany car factory in 2lsan, So-th Korea. The So-th Korean a-to/o"ile ind-stry is today the fifth lar$est in the !orld in ter/s of prod-ction 3ol-/e and the si;th lar$est in ter/s of e;port 3ol-/e. )' years a$o, its initial operations !ere /erely the asse/"lin$ of parts i/ported fro/ 8apan and the 2nited States. The :y-ndai Kia A-to/oti3e 1ro-p is today the second lar$est a-to/a#er in Asia, after Toyota. Ann-al do/estic o-tp-t e;ceeded one /illion -nits in +,((. In the +,,'s, the ind-stry /an-fact-red n-/ero-s in.ho-se /odels, de/onstratin$ not only its capa"ilities, and si$nalin$ its co/in$ of a$e than#s to the hea3y in3est/ent to infrastr-ct-re in the co-ntry o3er the decades. The 0-ality of their a-to/o"iles has i/pro3ed dra/atically in recent years, $ainin$ international reco$nition.

SPAIN A2TOMOTI67 IND2STRJ IN SPAIN

In &'', the a-to/oti3e ind-stry $enerated B.) percent of the co-ntrySs 1DP and $a3e e/ploy/ent to a"o-t nine percent of the !or#in$ pop-lation. Spain is on the ei$ht place in car /an-fact-rin$ co-ntries, "-t &''( and &'', sho!ed a decrease in car prod-ction. The do!n!ard spiral started a"o-t ten year a$o, !ith an a"andonin$ policy of /any consec-ti3e $o3ern/ents. The res-lt has "een the loss of all Spanish car "rands /an-fact-rers, !hich are no! in hands of forei$n co/panies. 24

T-AI+AND A2TOMOTI67 IND2STRJ IN T:AILAND

The Thai."ased a-to/o"ile /an-fact-rer is ThaiR-n$ or !ell.#no!n as TR, /an-fact-red "y Thai R-n$ 2nion >ar P-"lic >o. Ltd. LTR2A. The co/pany !as esta"lished in +,EI in Kan$#o#, Thailand. Ori$inal na/e !as Thai R-n$ 7n$ineerin$ >o. Ltd., and chan$ed its na/e to Thai R-n$ 2nion >ar >o. Ltd. in +,IB. TR2 !as listed on the Stoc# 7;chan$e of Thailand in +,,*. TR2 "-siness is ran$in$ fro/ prod-ct desi$n and de3elop/ent, a-to/oti3e parts /an-fact-rin$, ind-strial e0-ipte/nts /an-fact-rin$, car asse/"ly lines and financial "-siness. So/e discontin-ed TR 3ans po!ered "y Land Ro3er en$ine in co/"ination !ith Thai. de3eloped "ody desi$n and platfor/. Modern TR cars are "-ilt on s/all or /edi-/ tr-c#s "ase into S26 or se3en.seat /-lti.p-rpose 3ehicles -sin$ TR.o!ned technolo$y, desi$n, de3elop/ent and asse/"ly s#ills. The c-rrent /odels are &'', TR Ad3ent-re and TR Allroader.

*NITED /INGDOM A2TOMOTI67 IND2STRJ IN T:7 2NIT7D KIN1DOM

2?

Lot-s >ars final asse/"ly line The Kritish /otor ind-stry has al!ays "een e;port oriented. Today it e/ploys a"o-t ()',''' people and prod-ces a"o-t +.) /illion cars and &+E,''' co//ercial 3ehicles per year, I)F of !hich are e;ported. The top fi3e 2K car prod-cers are Nissan, Toyota, :onda, MINI and Land Ro3er. :o!e3er, international

co/petiti3eness of 2K cars has declined consistently since the +,,'s and the co-ntry "eca/e -na"le to s-stain prod-ction on par !ith 1er/any or 5rance. Since &''', /otor 3ehicle prod-ction fell fro/ +,(+B,(,* to +,I)',&)B. The co-ntry has "een o3erta#en "y fast ind-strialisin$ econo/ies s-ch as Kra4il, India and Me;ico. The 2K is the +Bth lar$est a-to/o"ile prod-cer in the !orld.

33

COMPANY PRO4ILE

8OMPANY PRO&ILE

31

>o/pany !as esta"lished in the year +,** !ith the fleet of , "-ses and Mini Hor#shop to -nderta#e repairs "y SAR6ASRI LAT7 6ALASAPALLI SAT:IRA82 and NAKKA S2RJANARAJANA M2RT:J associated "y fe! other share holders !ho e;tend and ardent and acti3e s-pport to their enterprisin$ spirit. Ri$ht fro/ the inception, their "-s ser3ice earned $ood !ill fro/ p-"lic 3irt-e of their /otto that the con3enience to passen$ers in pri/ary and their fleet had "een increased to sin fold that !hat it !as at the "e$innin$ !ithin a short period. It !as follo!ed "y the addition of a store !ell stoc#ed in +,*I, to /eet the re0-ire/ents of their !or#shop and then co-nter sellin$ !as also introd-ced s-"se0-ently an inter district "-s ser3ice !as started connectin$ the t!o districts na/ely, 7ast 1oda3ari and 6i4a$. +,)B !hen i/ported spare parts !ere not a3aila"le and d-e to the a3aila"ility of inferior 0-ality or indi$eno-s st-ff, the co/pany !ith the ai/ to the self reliant in respect of spare parts re0-ired for replace/ent in their !or#shop !ell as their fleet 3ehicles. Made h-/"le "e$innin$ !ith the /an-fact-re of #in$ pins, Shac#le pins and "olts -nder the "rand of SRMT. At the o-tset, the res-lt o-tlined "y the/ !ere rather enco-ra$in$ than e;pected, !hen tested their fleet 3ehicles in 3ie! of their perfor/ance and d-ra"ility, for !hich response at their co-ntries fro/ fleet operators in the district !as rather enco-ra$es and its penetrated to the nei$h"orin$ districts in the state. In the year +,)) M?s. TATA 7n$ineerin$ and Loco/oti3e >o/pany Li/ited, 8a/shedp-r !ho !as /an-fact-rin$ TATA Diesel 6ehicles. Hhich are pre3io-sly called on TATA Mercedes Kenny 6ehicles, after #no!in$ o-r a"ility, stat-s and entreprene-rship ha3e appointed as distri"-tors for their 3ehicles for three districts 32

appointed as distri"-tors for their 3ehicles for three district appointed as distri"-tors for their 3ehicles for three districts T 7ast 1oda3ari, 6i4a$ and Sri#a#-la/ and !ell e0-ipped. Ser3icin$ Station to pro3ide ser3icin$ facility has e;tended. Later the co/pany has esta"lished "ranches in 6ijaya!ada T Parcel Office, 6isa#hapatna/ !orship and Sri#a#-la/ T sales in order to catch the needs of their parties effecti3ely in and s-rro-ndin$ areas of those places. Since the ad3ent of independence and !ith the i/ple/entation of the plannin$, the need for sand road Transports !as felt necessary to share the /o-ntin$ "-rden of the $ood traffic !hich the Rail!ays ha3e not "een a"le to cape -p !ith i/portant fa/e in Andhra Pradesh. :ence the>o/pany has ta#en -p introd-cin$ a Parcel Ser3ices in the year +,)E. >onnectin$ first !ith Orissa and then !ith other nei$h"orin$ states Ta/ilnad-, Karnata#a and Pondicherry in apse pro$ra//e. It stren$th it "ein$ a-$/ented fro/ ti/e to ti/e to /eet the -nendin$ increase to the $oods traffic and is no! r-nnin$ !ith BE) "ranches and a fleet of +)' Lorries. SRMT A-to Parts are standard "est in the a-to/o"ile ancillary ind-stry of the co-ntry and that too !itho-t any forei$n colla"oration and technical no! ho!. After ha3in$ penetrated deeply and s-ccessf-lly into the So-th Indian Mar#et, !here the prod-cts of the >o/pany are enjoyin$ en3ia"le position. The >o/pany t-rned to 7aters Re$ion, ne;t to north and -lti/ately to Hestern re$ion !ith re/ar#a"le s-ccess. Th-s -lti/ately the !hole co-ntry has "een con3eyed -p "y its f-ll.fled$ed representation. Hhen their >apital 3al-e crossed the tar$et fi;ed "y the de3elop/ent !in$ LMinistry of Ind-stryA the 1o3ern/ent of India Ne! Delhi to $et the >o/panies na/e re$istered in it to o"tain license for the U-ota of forei$n e;chan$e the >o/pany

33

for its na/e re$istered to i/port Machinery and ra! /aterial !ith sy/pathetic consideration, the 1o3ern/ent of India $rated li"eral U-ota of license forei$n e;chan$e that !hat !as e;pected. It has "een rene!ed to ti/e !ith increase allocation. 7nco-ra$ed "y the re/ar#a"le response fro/ e3ery corner of the ho/e /ar#et. The >o/pany e;panded its factory !ith the installation of latest a-to/atic /achinery in order to /eet the /o-ntin$ ele/ent for their prod-cts. After e;pansion of their factory, they are not only caterin$ to the need of co-ntry T !ide /ar#et "-t ha3e also steppin$ into the e;port /ar#et "-siness s-pplyin$ to the State Transports in the co-ntry since +,EB. 2nder the a$ree/ent

concl-ded !ith the Association of State Transport -nderta#in$s Ko/"ay. Hhich is no! at Delhi and the inception they a ha3e e;ported to Iran, Syria, 2nited Ara" Rep-"lic and So-th T 7ast Asian >o-ntry, Hhere response in enco-ra$in$ for their prod-cts this has res-lted in repetition of se3eral orders. No! their endea3or to "eco/e as s-ppliers of ori$inal e0-ip/ent had s-cceeded in 3ie! of their stren-o-s efforts and are s-pplyin$ their prod-cts to 3ehicles /an-fact-res in the co-ntry. :a3in$ "een approached "y the >o/pany to o"tain license to !iden their e;istin$ ran$e !ith the addition of ne! ite/s 3ery recently. Ministry of Ind-strial De3elop/ent, 1o3ern/ent of India, Ne! Delhi, 1rated an Ind-strial License Per/ittin$ it to li#e -p the /an-fact-re of ne! ite/s. Hhat !as started B) years "ac# has "eco/e one of the "i$$est ind-stries not only in the State of Andhra Pradesh "-t also of the co-ntry "y 3irt-e of their contri"-tors to the a-to/o"ile ancillary ind-stry.The factory o!ns +)' 3ehicles, !hich carry parcels to the State of Ta/ilnad-, Orissa, and Karnata#a and to the so/e parts of Andhra Pradesh.

3*

The >o/pany is tryin$ to $et the US ,''' Accreditation. Jo-n$ the ener$etic Sri . K. SARAT: !ho !as pre3io-sly the director of the >o/pany is no! its >hair/an and Mana$in$ Director. 2nder his dyna/ic leadership the >o/pany has /ade rapid strides to!ards re/ar#a"le pro$ress.

LO8ATION O& T/E WOR9S/OP;

The Hor#shop and the Ser3icin$ Station are located at the S-"hash Road, Ka#inada.

DES8RIPTION O& T/E WOR9S/OP;

There are different sections in the !or#shop. So/e of the Sections in Hor#shops are% 7n$ine Section, 2nit Section, 5itter Section, Machine Shop, Re"orin$ Section, Kattery Section, and Klac#s/ith Section. A?c Section, Paintin$ Section, >arpenter Section, Hater Ser3icin$ Section etc. The !or#shop is sit-ated in areas of a"o-t B acres and a lar$e e;tends of "ac#yard. A n-/"er of sheds are constr-cted !here in the en$ines of >ars and Lorries is carried on in the front area of the !or#shop and the Ser3icin$ is carried on in a "i$ hall. Hhich is j-st "ehind the !ater Ser3icin$ Section. The ad/inistrati3e "-ildin$ is j-st "esides the !or#shop. A sales depart/ent is fo-nd in the ad/inistrati3e "-ildin$ !here 3ariety of spare parts of en$ines is sold. A >anteen is noticed on the -pstairs of the ad/inistrati3e "-ildin$ shed, !hen coffee, tea, idly, 3ada, dosa etc., are s-pplied at the confessional rate

LO8ATION O& &A8TORY;

35

The /an-fact-rin$ of 3ario-s parts of a-to/o"iles LMotor >ars, Lorries, 6ansA is carried on in a h-$e "-ildin$ sit-ated in "et!een Sarpa3ara/ 8-nction and A.P.S.P., this "-ildin$ is a $-ttin$ the /ain Ka#inada, Pithap-ra/ Road.

DES8RIPTION O& &A8TORY;

As re$ards the place !here /an-fact-rin$ of 3ario-s parts are carried on a "-nch of "-ildin$s are fo-nd in area of +* acres sit-ated at Sarpa3ara/. The >o/pany /an-fact-res 3ario-s prod-cts li#e pits on pins, 2ni3ersal 8oint >rosses, Hater P-/p Shafts, 7n$ine Keddin$ Kolts etc., in these "-ildin$. The SRMT >o/pany is one of the lar$est >o/panies of 7ast 1oda3ari District in Andhra Pradesh. It !as started firstly !ith sole ai/ of the Transportation then the >o/pany started to /an-fact-re A-to Parts "eca-se of hea3y de/and of A-to Spare Parts. The SRMT >o/pany /an-fact-rin$ nearly ('' types of Spare Parts In the SRMT >o/pany nearly +E'' !or#ers are !or#in$ at present. 5or the !or#ers and Staff "-ses are pro3idin$ "y the >o/pany for transportation to attend fro/ their ho/e. In /ar#etin$ di3ision. Mar#etin$ Mana$er, Assistant /ar#etin$ Mana$er and other staff are !or#in$ co/p-ter di3ision is also placed in the Mar#etin$ Di3isions. Officer roo/s of Personnel Officer, Assistant Personal Officer and Sales Officer are present at the :ead Office of the >o/pany. SRMT >o/pany is $i3in$ preference to Mana$e/ent Trainees. It has a Ser3icin$ >entre placed at the Middle of the To!n alon$ !ith the Sales Di3ision.

3=

ORGANI>ATION STRU8TURE;
Or$ani4ation in3ol3es the deter/ination of the !or# to "e done to "e done in the concern. To assi$n/ent of different f-nction to different people e/ployed in the concern and the co.ordination the acti3ities to "e perfor/ed "y all of the/ the efficiency of the concern depends -pon the Hay in !hich it is or$ani4ed and spirit of loyalty. De3otion the d-ty !ith !hich the different people perfor/ this !or#. The deter/ination !or# to "e done in a factory and the assi$n/ent of the different ite/s of !or# of different people e/ployed in the concern nat-rally constit-te. So/e of the /ost cr-cial steps in or$ani4in$ the concern the assi$n/ent i/ply that there /-st "eco/e persons !ho ha3e t a-thority to assi$n d-ties to others. It follo!s that in the or$ani4ation there sho-ld "e so/e e/ployees !ho sho-ld "e a"le to e;ec-te the orders !hich are assi$ned to the/ "y the hi$her $ro-ps. I sho! the ti/e of a-thority and s-"ordination that is the position on desi$nation of each person in hierarchy of the or$ani4ation. A dia$ra//atic representation on the li3e of a-thority and the s-"ordination position of each e/ployee in the or$ani4ation is called Or$ani4ation >hart9. The Or$ani4ation str-ct-re presents a s-//ari4ed 3ie! of the !hole or$ani4ation it sho!s not only the position !hich e3ery e/ployee occ-pies in the or$ani4ation. Section L&EA& of the >o/panies act defines Mana$in$ Director as a Director !ho is instr-cted !ith s-"stantial po!er of /ana$e/ent !hich !o-ld not other!ise "e e;ercise a"le "y hi/

3>

In SRMT the 7lection of Mana$in$ Director is held as per the re$-lation of >o/panies Act. The Mana$in$ Director has ta#en #een interestin$ 7;port /a#ers. :e also loo#s after the $eneral ad/inistration and f-nctionin$ 3ario-s depart/entsV reports to hi/. :e 7;ercise po!er as a representati3e of share holder son all the officers of the >o/pany.

GENERAL MANAGER;
The 1eneral Mana$er is the a-thorityVs person sent to the Mana$in$ Director. :e is acco-nta"le and responsi"le to the Mana$in$ Director. They and directly responsi"le to the 1eneral Mana$er and carry o-t his Directors.

*RIE& DIS8RIPTION O& DI&&ERENT DEPARTMENTS AT S,R,M,T

S.R.M.T. is a !ell de3eloped transport co/pany !hich is flo-rishin$ in a rapid !ay consists of different depart/ents perfor/in$ all the i/portant f-nctions re0-ire/ent for the fl-rish/ent of the co/pany. S.R.M.T. is no! directly e/ployin$ /ore then +E'' personal !or#in$ in different depart/ents at S.R.M.T. A "rief description of different depart/ents at S.R.M.T. is $i3en "elo!.

PERSONA+ DEPARTMENT:

34

Personal depart/ent, !hich is perfor/in$ all the i/portant personal f-nctions at S.R.M.T., consists of ( e/ployees doin$ their d-ties at the personal depart/ent. The personnel /ana$er is Mr. P. SRINI6ASA TA1OR7.

ACCO*NTS DEPARTMENT:
Acco-nts Depart/ent at S.R.M.T., !hich perfor/s the i/portant acco-ntin$ f-nctions, consists of &) e/ployees perfor/in$ their d-ties. The head of acco-nts depart/ent is Mr, A, RAMA MURT/Y,

SA+ES DEPARTMENT:
Sales Depart/ent at S.R.M.T., !hich perfor/s all the i/portant Sales acti3ities. It consists of &E e/ployees. The head of the depart/ent is Mr, P, SATYA PRASAD,

EDP DEPARTMENT:
7.D.P. Depart/ent at S.R.M.T., !hich perfor/s all the i/portant f-nctions re0-ired, consists of +' e/ployees perfor/in$ their d-ties. The head of the depart/ent is Mr, T,S,V,S, 9IS/ORE,

PROD*CTION DEPARTMENT:
Prod-ction Depart/ent of S.R.M.T., !hich perfor/s all the prod-ction f-nctions, consists of E') e/ployees perfor/in$ their d-ties. The head of the depart/ent is Mr, 9,S,SRIRAM, Prod-ction Mana$er.

TRANSPORT DEPARTMENT:

3?

Transport Depart/ent of S.R.M.T., !hich perfor/s all the prod-ction f-nctions, consists of *&& e/ployees perfor/in$ their d-ties. :ead of the depart/ent is Mr, P,A,S,*,S, *A*U RAO, Transport Mana$er.

SEC*RITY DEPARTMENT:
Sec-rity Depart/ent of S.R.M.T., !hich perfor/s all the prod-ction f-nctions, consists of B'e/ployees perfor/in$ their d-ties. :ead of the depart/ent is Mr, V,GOPALA 9RIS/NA, Sec-rity Officer.

DISTRI*UTION O& TOTAL WOR9ERS O& T/E 8OMPANY AND LIST O& EMPLOYEES
S,No, '+. '&. 'B. '*. '). 'E. 'I. '(. ',. +'. ++. +&. +B. +*. +). +E. +I. +(. Section6 Ad/inistration Acco-nts Personnel Hor#shop 7DP Depart/ent Sales 6ijaya!ada Sales Rajah/-ndry Hor# shop Sri#a#-le/ Kranch 6isa#hapatna/ Sales 6isa#hapatna/ Kranch Rajah/-ndry Sales >hennai Mar#etin$ Kan$alore Mar#etin$ 6isa#hapatna/ P>D Sales 6isa#hapatna/ P>D Hor# shop 6isa#hapatna/ P>D Sho!roo/ Prod-ction Depart/ent *3 & E ) I B) I )(E * +( ,B Tot$% No of E"p%o+ee6 & &) +' &+& ( &* + +I

+,. &'.

Transport >ochin Mar#etin$ TOTAL ;

*I) ) ......... 5340 .........

ORGANI>ATION STRU8TURE O& PERSONNEL DEPARTMETN O& S,R,M,T

PERS100E; 166I:ER

ASSIS7A07 PERS100E; 166I:ER .+EAD 166I:E/

@E;6ARE 166I:ER .6A:71RY/

7I&E 166I:ER . 6A:71RY @1RA S+1P /

:;ERI:A; S7A66

O*:E8TIVES O& PERSONNEL MANAGEMENT AT S, R, M, T

*1

The personnel depart/ent of this co/pany has set for itself certain o"jecti3e !ithin the fra/e !or# of the co/pany policies as indicated "elo!. The i/portant o"jecti3es 3is-ali4ed "y personnel depart/ent of this co/pany incl-de the follo!in$. +. To recr-it the "est talent and s#ills a3aila"le and to faster their de3elop/ent. &. To de3elop fair syste/s of appraisal and to ad3ise the pro3ision /a;i/-/ !or# satisfaction to e/ployees thro-$h fair treat/ent and opport-nities for constr-cti3e !or#. B. To ad3ise and assist on the pro3ision of facilities and decent !or#in$ conditions for the e/ployees. *. To attain constr-cti3e and achie3e/ent oriented -nion and /ana$e/ent relations. ). To sec-re fair in3ol3e/ents for e/ployees co//ens-ration !ith their perfor/ance and the reso-rces of the co/pany. E. To ad3ice on the pro3ision for e/ployees for increase earnin$s thro-$h hi$her prod-cti3ity and personnel de3elop/ent.

&UN8TIONS7 O*:E8TIVES AND POLI8IES O& PERSONNEL

*2

DEPARTMENT AT S, R, M, T T-E PERSONNE+ 0*NCTION AT SRMT:

Ta#in$ first and ill-stration of a lar$e or$ani4ation in Andhra Pradesh, na/ely SRI RAMADAS MOTOR TRANSPORT P6T., LTD., This >o/pany, pop-larly #no!n as S. R. M. T, /ade its tre/"le "e$innin$ in +,** !ith nine ro-te "-ses and a s/all !or#shop for their "-ses. Ri$ht fro/ the "e$innin$, #eepin$ in 3ie!s the satisfaction and !elfare of passen$ers as the /ain o"jecti3e. The "-s ser3ice !as r-n !ith -t/ost care and the stren$th of fleet and had "een increased si;ty ti/es fro/ !hat it !as in the "e$innin$. In the year +,)B, a 3ent-re !as /ade to /an-fact-re so/e of the a-to/o"ile co/ponents pri/arily to cater to the needs of their 3ehicles. In +,)*, installin$ /odern /achinery, the te/po of the prod-ction has "een stepped -p and co//enced the "rand na/e of S. R. M. T. In the year +,)), S. R. M. T has -nderta#e the distri"-tion of Tata Mercedes Ken4 3ehicles for the three districts 6isa#hapatna/, 7ast 1oda3ari, 6i4iana$ara/, Sri#a#-la/ fro/ M?S. Telco, 8a/shedp-t. Hor#shop to -nderta#e repairs on lar$e scale and ser3ice stations !ere e;panded "y e0-ippin$ the !or#shops !ith /odern /achinery and tools. Another hall/ar# !as the ta#in$ of the distri"-tion of Mico prod-cts fro/ MesserVs Motor Ind-stries >o/pany Ltd., Kan$alore, foe the si; coastal districts. In the year +,)E, the co/pany di3ersified its acti3ities to parcel lorry ser3ice !hen the $o3ern/ent of Andhra Pradesh anno-nced the proposal for the

*3

nationali4ation of Road Transport in respect of Passen$er traffic. The co/pany t-rned its attention to other alternati3es and concentrated /ore on the de3elop/ent of /erchandi4e traffic. The re$-lar parcel ser3ice is $reatly de3eloped in the recent past and the co/pany is ha3in$ +B) 3ehicles and ( 3ans !ith "ranches thro-$h o-t Andhra Pradesh and so/e places in Orissa, Ta/ilnad- and Karnata#a. The co/pany also /ade its /aiden e;ports to 2AR and Iran d-rin$ +,I'. S. R. M. T is $ettin$ re$-lar orders fro/ Mlaysia, K-r/a, and Sin$apore apart fro/ 2AR and Iran. In fact the S. R. M. T is !innin$ orders in the firchy co/petiti3e international /ar#et spea#s 3ol-/e of the 0-ality and rep-tation of S. R. M. T prod-cts. The co/pany th-s started in +,** !ith li/ited /en and /eans is no! directly e/ployin$ /ore than +E'' personnel. The personnel depart/ent here is responsi"le for the selection and e/ploy/ent of personnel, personnel ad/inistrati3e, la"o-r relations !elfare of e/ployees, collecti3e "ar$ainin$ and the /ana$e/ent of joint cons-ltati3e co//ittees. The or$ani4ation str-ct-re of the personnel depart/ent is sho!n "elo!. The personnel f-nctions !ill "e noticed incl-din$ recr-it/ent, pro/otin$, appoint/ents, transfers, incre/ents, lea3e, $rie3ance, !elfare, enforce/ent of la"o-r la!s and ind-strial relations !ith in the di3isions. Ind-strial relations for S. R. M. T as a !hole, -nion ne$otiations and the ind-strial relations ad3isor !or# in close coordination.

TRAINING ? DEVELOPMENT IN SRMT

**

Trainin$ !as j-dicially -sed as a tool in 3ario-s sta$es of de3elop/ent and $ro!th of SRMT fro/ the inception to the preset state of a hi$h profile $ro-p of co/panies. The /ain foc-s !as on de3elopin$ a tea/ of professionals dra!n fro/ di3erse sectors li#e $o3ern/ent, p-"lic sector and pri3ate sector and -nitin$ and initiatin$ the/ into a c-lt-re of 5a/ily9 concept. Today, e3ery e/ployee of the SRMT $ro-p ta#es pride to "e a /e/"er of SRMT fa/ily. The re$-lar trainin$ i/parted to the !or#shop !or#ers "y dep-tin$ the/ to T7L>O, 8-/shedp-r or P-ne to ac0-ire ne! /odel of i/pro3ed 3ersions. 5or sales people and representati3es re$-lar trainin$ classes !ill "e $i3en as In.ho-se and e;ternal for the re0-ire/ents are arised. 73ery e/ployee !hether cas-al or te/porary, !as $i3en ISO,''& a!areness pro$ra//ed to /a#e the/ fit in the en3iron/ent.

IMPA8T O& TRAINING POLI8Y;

SRMT attaches $reat i/portance to :RD and the trainin$ pro$ra//ers are therefore desi$ned to e;pose technical personnel to classroo/ sessions, on latest technolo$y and process in the spare parts ind-stry. Arran$e/ents are "ein$ /ade to $i3e practical trainin$ to #ey technical personnel in /odern technolo$y in the co-ntry. To indicate co/panyVs intention to de3elop its personnel to pro3ide $-idance for the trainin$ and i/ple/entation of pro$ra//ers and to pro3ide infor/ation concernin$ the/ to all concerned. To disco3er critical areas !here trainin$ is to "e $i3en on a priority "asis. To pro3ide s-ita"le opport-nities to the e/ployee for his "etter/ent.

*5

O*:E8TIVES O& TRAINING;

To i/port "asic #no!led$e and s#ills a/on$ the e/ployees.

To assists trainees to f-nction /ore effecti3ely in their position.

To /a#e the e/ployees a!are of the latest concepts and technolo$y.

To "-ild trainees as co/petent technicians and help the/ in their career de3elop/ent.

To pro3ide opport-nities for de3elopin$ /any s#ills.

TRAINING IS T/E RESPONSI*ILITY O& &OUR MAIN GROUPS:

The top /ana$e/ent !hich fra/es the trainin$ policy. The personnel depart/ental, !hich plans, esta"lished and s-pply

de3elop/ental proced-re. S-per3isors !ho identify the trainin$ needs, i/ple/ents and s-pply de3elop/ental proced-re. 7/ployees !ho pro3ide feed"ac#, re3ision and s-$$estions for 3ario-s trainin$ pro$ra/s cond-cted.

P/ASES O& TRAINING ;

Trainin$ at SRMT ta#es place in three phases. They are as follo!s.

P-ASES 1:

*=

MISSION! %ISION AND %A+*ES:

The chair/an of SRMT $ro-p placed a /ission, 3ision and 3al-es on a hi$h pedestal and he fir/ly "elie3ed that only a tea/ !ith hi$h 3al-es and ha3in$ indi3id-al characteristics can "-ild a stron$ co/pany. The Initial foc-s !as on trainin$ to e/ployees on /ission, 3ision and 3al-es of the co/pany, !ith e/phasis on the code of "eha3ior in order to e3ol3e a -ni0-e c-lt-re at SRMT. Trainin$ in 3al-es of life and self./ana$e/ent !as also i/ple/ented "y o-tside a$encies.

P-ASES & : TRAINING IN /NO2+EDGE! S/I++S AND #E-A%IOR :

In the second phase the concentration !as on trainin$ the e/ployees in the field of #no!led$e, s#ills and "eha3ior patterns in order to increase the prod-cti3ity, stren$then the s#ills and to /o-ld the aptit-des to s-it the fa/ily9 concept !ith -lti/ate ai/ of /aintain har/onio-s ind-strial relations and hi$hly satisfied e/ployees.

P-ASES 3 : IDENTI0ICATIONS O0 TRAINING NEEDS:

De3elop/ent of indi3id-al for/s an inte$ral part of perfor/ance /ana$e/ent syste/s "ein$ practiced "y the $ro-p in the co/pany. Trainin$ is reco$ni4ed as a tool not only for enhancin$ the perfor/ance of each e/ployee "-t also to foc-s on life s#ills s-ch as plannin$ oneVs settin$ life $oals, ali$nin$ indi3id-al $oals !ith those of

*>

the or$ani4ation, reco$ni4in$ the talent and -tili4in$ the/ opti/ally, plannin$ career $ro!th etc., The trainin$ needs of each e/ployee and identified !ith the -lti/ate ai/ of i/pro3in$ perfor/ance in c-rrent jo". To ac0-ire s#ills of added responsi"ilities in the c-rrent jo".

To ac0-ire s#ills for hi$her responsi"ilities.

TYPES O& TRAINING;

The trainin$ pro$ra//es in SRMT are "roadly cate$ori4ed into t!o types. aA "A Internal trainin$ 7;ternal trainin$

The trainin$ pro$ra/s cond-cted !ith in the or$ani4ation are called internal trainin$ pro$ra/s or in.ho-se trainin$, The trainin$ pro$ra/s internally are cond-cted "y the e/ployees of SRMT. The trainin$ pro$ra/s cond-cted "y the e;ternal fac-lty are called e;ternal trainin$ pro$ra/s.

INTERNA+ TRAINING:
Internal trainin$ is f-rther cate$ori4ed into fi3e /ain cate$ories. That is +A &A BA Safety trainin$ pro$ra//es. Technical trainin$ pro$ra//es Mana$e/ent trainin$ pro$ra//es.

*4

*A )A

:ealth trainin$ pro$ra//es. Infor/ation technolo$y trainin$ pro$ra//es.

SA0ETY TRAINING PROGRAMMES:

The trainin$ pro$ra//es !hich are cond-cted in the field of ind-strial safety are called safety trainin$ pro$ra//es $enerally are ed-cati3e and the are to "e follo!ed in the or$ani4ation 3ery strictly. The Safety /eas-res in SRMT are follo!ed 3ery strictly and the e/ployees are ta-$ht ho! to protect the/sel3es as !ell as the ind-stry.

TEC-NICA+ TRAINING PROGRAMMES:

These are the pro$ra//es !hich are cond-cted for /aintenance of ind-stry. The technical trainin$ pro$ra//es deals !ith the trainin$ of technical e/ployees !hich are cond-cted thro-$ho-t the year !ith different #inds of technical pro$ra//es. The technical pro$ra//es are cond-cted first at the ti/e of ind-ction. Later the trainin$ pro$ra//es are cond-cted dependin$ on the needs of partic-lar depart/ent and the specific indi3id-al needs. These pro$ra//es are $enerally cond-cted to -pdate the #no!led$e for the e/ployees on latest technolo$y.

MANAGEMENT TRAINING PROGRAMMES:

These pro$ra//es are cond-cted to e3ery e/ployee of the or$ani4ation irrespecti3e of their cadre. These pro$ra//es are f-rther di3ided "ased on f-nctional needs of the depart/ents and there are so/e $eneral /ana$e/ent pro$ra//es cond-cted !hich are $enerally ai/ed at creatin$ a positi3e personality and i/pro3in$ the -nderstatin$ of a person. *?

-EA+T- TRAINING PROGRAMMES:

These are cond-cted to create a!areness a/on$ the e/ployees. The /ana$e/ent "elie3es in the ada$e :ealth is Health9. The health pro$ra//es ha3e also concentrated on red-cin$ the stress of the e;ec-ti3es in partic-lar.

IN0ORMATION TEC-NO+OGY TRAINING PROGRAMMES:

These pro$ra//es are $i3en to the e/ployees !ho do not ha3e any co/p-ter #no!led$e. 1enerally these pro$ra//es are cond-cted to /a#e the e/ployees co/petent to the ne! technolo$y and latest soft!are -p $radation.

E@TERNAL TRAINING;
7/ployees are sent for trainin$ in rep-ted trainin$ instit-tes of the co-ntry "ased on the trainin$ needs identified for each e/ployee. In order to #eep a"reast the technolo$y ad3ances in respecti3e fields of operations, the co/pany to attend 3ario-s se/inars, !or#shops and conferences sponsor e/ployers. The no/inations of these pro$ra//es are cate$ori4ed into B /ain foc-s areas of #no!led$e, s#ills and "eha3ior. The /ain ai/ of sendin$ the e/ployees for e;ternal trainin$ pro$ra//es is to ens-re that !hate3er trainin$ is not possi"le to i/part internally sho-ld "e f-lfilled "y these.

IN&RASTRU8TURE &A8ILITIES;
It is the "ac# "one and 3ital in$redient re0-ired for a s-ccess of any trainin$ pro$ra//es. It is essential to create a con$enial learnin$ at/osphere in order to achie3e the effecti3eness of the trainin$.

53

EVALUATION O& TRAINING AND DEVELOPMENT PROGRAMMES

Since /ana$e/ent de3elop/ent e/phasi4es on 3ario-s types trainin$ these /-st "e e3al-ated in order to find o-t their effecti3eness. :o!e3er trainin$ e3al-ation can "e /ore /eanin$f-l if the follo!in$ process is adopted% Deter/ination of trainin$ o"jecti3es 5i;ation of e3al-ation criteria >ollection of infor/ation rele3ant to trainin$ e3al-ation Analysis.

TRAINING AND DEVELOPMENT; RESPONSI#I+ITIES:

Trainin$ and de3elop/ent. in.char$e is responsi"le for Preparin$ the trainin$ sched-les and /od-les -nder the $-idance of :-/an reso-rces de3elop/ent depart/ent head. Or$ani4in$ trainin$ pro$ra//es as per ann-al trainin$ calendar and re0-ests in accordance !ith the proced-re. Initiatin$ e3al-ation of trainin$ pro$ra//es cond-cted for their effecti3eness as per proced-res.

51

 Maintainin$ the records rele3ant to the 0-ality syste/ proced-ral re0-ire/ents. Assistin$ :-/an reso-rces de3elop/ent depart/ent head in all h-/an reso-rces de3elop/ent acti3ities. Assistin$ the h-/an reso-rces de3elop/ent depart/ent head in f-rnishin$ rele3ant data and infor/ation pertainin$ to 0-estionnaires and entry for/s recei3ed fro/ e;ternal a$encies LorA instit-tions and or$ani4in$ "ench /ar#in$ acti3ities ? co/petitions ? data collection e;ercises. Day to day ad/inistration of the depart/ent. 73en d-rin$ the initial sta$es of the co//ence/ent of the trainin$ acti3ities, !or#ers sho!ed i//ense interest in trainin$. The reason "ehind this is that this ind-stry is process ind-stry and in process ind-stry !or#ers can enhance their s#ills and increase their efficiency if they properly follo! the trainin$ pro3ided to the/. The co/pany is ha3in$ is o!n trainin$ cell !ith the help of !hich the !or#ers are pro3ided necessary trainin$ to carry on their !or# in the /ost efficient /anner As a res-lt of the trainin$, the e/ployees !ere /oti3ated and this res-lted in a hi$her le3el of /orale and increase in the efficiency of the e/ployees. The /a;i/-/ o-t co/e of trainin$ !as seen in the e/ployees !ho !ere s#illed. Their s#ills !ere satisfactorily -p$raded. The trainin$ res-lts !ere also e;cellent in case of the e/ployees.

52

The or$ani4ation ta#es -p the trainin$ pro$ra//es #eepin$ in 3ie!, the ti/e period as !ell as the needs of the or$ani4ation and e/ployees.

AREAS O& TRAINING:

Or$ani4ations pro3ide trainin$ to their e/ployees in the follo!in$ areas % +A &A BA *A )A EA >o/pany policies and proced-res Specific s#ills :-/an relations Pro"le/ sol3in$ Mana$erial and s-per3isory s#ills Apprentice trainin$

ROLE O& A TRAINER;

The con3entional 3ie! a"o-t the role of a triner is to cond-ct the trainin$ pro$ra//es. A $ood trainer /-st necessarily "e a"le to ta#e sessions in different trainin$ co-rses. :is ratin$s in these trainin$s pro$ra/s /ostly deter/ine his s-ccess or other !ise as a trainer. Keca-se of ind-strial re3ol-tion there has "een a stress on /an-fact-rin$ f-nction, as the ind-strial re3ol-tion !as "ro-$ht a"o-t "y the technolo$y of /ass prod-ction personnel /ana$ers on /an po!er de3elop/ent /ana$ers !or#in$ in the /an-fact-rin$ c-lt-re of or$ani4ations too# a /an-fact-rin$ approach to de3elop/ent of h-/an reso-rces. This approach starts !ith a "elief that as ra! /aterial "y processin$ is con3erted to final prod-ct so is a h-/an reso-rce

53

!hich !hen p-t thro-$h different de3elop/ent pro$ra//es is con3erted into a $ood h-/an reso-rce. Th-s the trainer "eca/e a /an-fact-rer9 of trainin$ pro$ra//es.

EVALUTION O& T/E TRAINING PROGRAMME:

Trainers today are so "-sy cond-ction trainin$ pro$ra//es that they ha3e not ti/e to find o-t !hat res-lts their trainin$ efforts ha3e prod-ced. There is a fa/o-s jo#e a"o-t trainin$ effecti3eness. On a re0-est fro/ the #in$, a trainer a$$resses to teach the #in$s horses to fly in a year. To his s-rprised and apprehensi3e friends he says, Hho !orryW Hith in a year /any thin$s co-ld happen. The #in$ co-ld die, or I /ay dies, or !ho #no!s, the horse /ay fly9. Th-s the trainin$ pro$ra//es are cond-cted !ith apio-s hope that they !ill ha3e9 so/e% effect No do-"t /eas-rin$ trainin$ effecti3eness is a diffic-lt jo". :o!e3er, this diffic-lt jo" /-st "e done and done !ell to ens-re the contin-ed faith of /ana$e/ent and trainin$. The -s-al !ay to $et the done is ta#e so/e "ody fro/ o-t side !ho st-dies the i/pact of so/e selected trainin$ pro$ra//es. :e st-dies and /a#es a presentation to the line /ana$ers on the res-lts o"tained as a res-lt of these trainin$ pro$ra//ed. The process of trainin$ e3al-ation has "een defined as any atte/pt to o"tain infor/ation on the efforts of trainin$ perfor/ance and to assess the 3al-e of trainin$ the li$ht of that infor/ation9. 73ol-tion leads to controllin$ and correctin$ the trainin$ pro$ra//es. :a/"len s-$$ested 5i3e le3els at !hich e3al-ation can ta#e place.

5*

REACTIONS:
Trainin$ pro$ra//es is e3al-ated on the "asis of traineeVs reactions to the -sef-lness of co3era$e of the /atter, depth of the co-rse content, /ethod of presentation, teachin$ /ethods etc.,

+EARNING:
Trainin$ pro$ra//es, trainerVs a"ility and trainee a"ility are e3al-ated on the "asis of 0-ality of content learned and ti/e on !hich it is learned and learners a"ility to -se of apply, the content he learned.

ORGANI,ATION:
This e3al-ation /eas-res the -se of trainin$, learnin$ and chan$e in the jo" "eha3ior of the depart/ent?or$ani4ation in the for/ of increased prod-cti3ity, 0-ality /orale, sales t-rno3er and the li#e.

*+TIMATE %A+*E :
It -s the /eas-re/ent of -lti/ate res-lt of the contri"-tions of the trainin$ pro$ra//es to the co/pany $oals li#e s-r3i3al, $ro!th, profita"ility, etc, and to the indi3id-al $oals li#e de3elop/ent of personality and social $oals li#e /a;i/i4in$ social "enefits

55

PLA8E O& TRAINING IN 8OMPANY MANAGEMENT;

SYSTEMATIC %IE2S O0 TRAINING:

The trainin$ process in3ol3es three /ajor steps. They are NeedVs Assess/ent, De3elop/ent and 73al-ation. Nee#6 A66e66"ent <<< DeAe%op"ent <<<< EA$% $tion

Identi%y need! %or trainin' by cond"ctin' need! analy!i!. 1r'aniBation 7a!k or 9ob

Identi%y or de)elo$ criteria to e)al"ate trainin' o"tco#e!. Reaction! ;earnin' 8eha)ior chan'e 1r'aniBational re!"lt!

Deri)e in!tinct"al objecti)e!

:hoo!e e)al"ation de!i'n

De!i'n a learnin' en)iron#ent by E,a#inin'2 :haracteri!tic! o% ad"lt learner! ;eanin' $rinci$al!

Identity or de)elo$ trainin' #aterial and #ethod!

:ond"ct trainin'

NEEDBS ASSESSMENT;
:ond"ct e)al"ation and co!t E%%ecti)ene!! o% trainin' $ro'ra# 5=

The first step in trainin$ is to deter/ine !hether a need for trainin$ act-ally e;ists or not. An or$ani4ation sho-ld co//it its reco-rses to trainin$ acti3ity only if the trainin$ can "e e;pected to achie3e so/e or$ani4ational $oals. The decisional cond-ct trainin$ /-st "e on the "est a3aila"le data, !hich is collected "y cond-ctin$ a needVs assess/ent. A needVs assess/ent is a syste/atic, o"jecti3e deter/ination of trainin$ needs, !hich in3ol3es cond-ction three pri/ary types of analysis. They are or$ani4ational analysis, jo" analysis and person analysis. These analysis are -sed to deri3e o"jecti3es for the trainin$ pro$ra//es.

ORGANI>ATIONAL ANALYSIS;
An or$ani4ational analysis tries to ans!er the 0-estion of !here the trainin$ e/phasis sho-ld "e placed in the co/pany and !hat factors /ay effect the trainin$. The re3ie! of short and lon$ ter/s $oals of an or$ani4ation and any trends that /ay effect these $oals is done to channel the trainin$ to!ards specific iss-es of i/portance to the fir/. A re3ie! of cli/ate and efficiency inde; is i/portant to identify the pro"le/ that co-ld "e ele3ated thro-$h trainin$. >li/ate indices or 0-ality of !or# oli3e indicates and incl-de records on t-rno3er, $rie3ances, and a"senteeis/. Prod-cti3ity, accidents, attit-de s-r3eys, e/ployee s-$$estions and la"o-r /ana$e/ent data. It is i/portant to identity any or$ani4ation syste/ constraints or trainin$ efforts.

:O* ANLYSIS;

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8o" analysis tries to ans!er the 0-estion of !hat sho-ld "e ta-$ht in the trainin$ so that the trainee can perfor/ the jo" satisfactorily. Hhen cond-ctin$ a jo" analysis to deter/ine the trainin$ needs, "oth a !or#er oriented approach, !hich foc-ses on identifyin$ "eha3iors and a tas# oriented approach, !hich descri"es the acti3ities perfor/ed sho-ld "e -sed

PERSON ANALYSIS;
Person analysis atte/pts to ans!er the 0-estion of !ho needs trainin$ in the fir/ and the specific types of trainin$ needed. The perfor/ance of indi3id-als, $ro-ps or -nits or /ajor jo" d-ties is co/pared to the e;pected perfor/ance standards. One sho-ld "e a"le to deter/ine !hich jo" inc-/"ents are s-ccessf-l at co/pletin$ the tas#s re0-ired. Perfor/ance discrepancies are -sed to indicate areas !hich needs attention. 7/ployees can also "e $athered "y -sin$ a perfor/ance test.

DEVELOPMENT O& TRAINING PROGRAMME;

After a needs analysis has "een cond-cted and the :-/an Reso-rce Professional is confident that trainin$ is needed to address the perfor/ance pro"le/ or to ad3ance the fir/s /ission, the trainin$ pro$ra//ed is de3eloped. This can "e done "y an in.ho-se trainin$ staff or "y o-tside cons-ltants. The pro$ra//ed can "e de3eloped "y settin$ -p preconditions for learnin$ and "y arran$in$ the trainin$ en3iron/ent to ens-re learnin$. In desi$nin$ a trainin$ pro$ra//ed in !hich learnin$ !ill "e facilitated, there sho-ld "e a re3ie! of the "asic principles of ho! the indi3id-als learn. This is to set -p effecti3e preconditions for learnin$ so that the trainees !ill "e prepared for the trainin$ pro$ra//ed, Learnin$ principles sho-ld "e re3ie!ed and

54

inte$rated into the desi$n of the trainin$ pro$ra//ed and the /aterials. Trainees /-st "e ready to learn "efore they are placed in any trainin$ pro$ra//ed. To ens-re this, it sho-ld "e deter/ined !hether trainees are traina"le and ha3e the a"ility and /oti3ation to lern. They sho-ld try to $ain the s-pport of trainin$ and their s-per3isors prior to act-ally i/ple/entin$ the trainin$ pro$ra//ed.

TRAIN*ILITY;
Kefore a learner can "enefit fro/ for/al trainin$, he?she /-st "e traina"le or ready to learn. This /eans that the trainee /-st ha3e "oth the a"ility and the /oti3ation to learn. To ha3e the a"ility. The trainee /-st possess the s#ills and #no!led$e prere0-isites to /aster the /aterials. Assessin$ traineeVs a"ility to learn is of increasin$ concern to the corporate. It is not only eno-$h for trainees to ha3e a"ility to learn the s#ills, "-t also /-st ha3e the desire or /oti3ation to learn.. The ass-/ption is that the indi3id-als !ho are /ore hi$hly in3ol3ed !ill ha3e hi$her /oti3ation to learn. So/e co/panies also lin# s-ccessf-l co/pletion of trainin$ pro$ra//ers !ith co/pensation.

SUPPORT O& TRAINEES AND OT/ERS;

If trainees do not see the 3al-e of trainin$, they !ill "e -nli#ely to learn polished "eha3ior and -se the/ in their jo"s. Trainees sho-ld "e Infor/ed in ad3ance a"o-t the "enefits that !ill res-lt fro/ trainin$. If they see so/e incenti3es for trainin$, it /ay stren$then their /oti3ation to learn the "eha3ior@ the trainees /-st point o-t e;trinsic and intrinsic "enefits of attendin$

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trainin$. In addition to $arnerin$ the s-pport of trainees for trainin$. The s-pport to their s-per3isors, co.!or#ers and s-"ordinates sho-ld "e so-$ht. :-/an reso-rce professionals can i/pro3e the li#elihood of ac0-irin$ others s-pport for trainin$ "y $ettin$ their opinions of the content of trainin$. Location and ti/e.

TRANS&ER O& TRAINING:

The -lti/ate $oal of any or$ani4ational trainin$ pro$ra//ed is that the learnin$ that occ-rs d-rin$ trainin$ can "e transferred "ac# to the jo". To /a;i/i4e the si/ilarity "et!een the trainin$ conte;t and the jo" conte;t sho-ld rese/"le the jo" as closely as possi"le. Incl-de a 3ariety of sti/-l-s sit-ations in the practice so that trainees !ill learn to $enerali4e their #no!led$e and s#ills. La"el or identify the i/portant feat-res of the content to "e learned, in order to distin$-ish the /ajor steps in3ol3ed. Ma#e s-re that the $eneral principles -nderlyin$ the specific content are -nderstood thoro-$hly. 7ns-re that there is a s-pporti3e cli/ate for learnin$ and for transferrin$ ne! "eha3ior. This can "e done "y "-ildin$ /ana$erial s-pport of trainin$. Ky pro3idin$ trainees !ith the freedo/ to set personal perfor/ance $oals, and "y enco-ra$in$ trainees to ta#e ris#s. Incl-de a 3ariety of sti/-l-s sit-ations in the practice so that trainees !ill learns to $enerali4e their #no!led$e and s#ills. La"el or identify the i/portant feat-res of the content to "e learned, in order to distin$-ish the /ajor steps in3ol3ed. Ma#e s-re that the $eneral principles -nderlyin$ the specific content are -nderstood thoro-$hly. =3 3i4., the trainin$

7ns-re that there is a s-pporti3e cli/ate for learnin$ and for transferrin$ ne! "eha3ior. This can "e done "y "-ildin$ /ana$erial s-pport of trainin$. Ky pro3idin$ trainees !ith the freedo/ to set personal perfor/ance $oals, and "y enco-ra$in$ trainees to ta#e ris#s.

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T2EORETICAL 4RAME0ORK

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T/EORETI8AL &RAMEWOR9
TRAINING:
Trainin$ enco/passes acti3ities ran$in$ fro/ the ac0-isition of a sin$le /otor s#ill -p to the de3elop/ent of a co/ple; technical #no!led$e inc-lcation of ela"orate ad/inistrati3e s#ills, and the de3elop/ent of fa3ora"le attit-des to!ards the or$ani4ation. Trainin$ is a short ter/ process -tili4in$ a syste/atic and or$ani4ed proced-re "y !hich non./ana$e/ent personnel learn technical #no!led$e and s#ills for a definite. Trainin$ is a learnin$ e;perience in that it see#s a relati3ely per/anent chan$e in an indi3id-al that !ill i/pro3e his a"ility to perfor/ the jo".

A 0E2 DE0INITIONS:QA planned process to /odify attit-des, #no!led$e or s#ill "eha3ior thro-$h learnin$ e;periences to achie3e effecti3e perfor/ance in an acti3ity a ran$e of acti3ities. Its p-rpose, in the !or# sit-ation, is to de3elop the a"ility of the indi3id-al and to satisfy the c-rrent and f-t-re needs of the or$ani4ation.Q ... LMan po!er ser3ices co//ission +,(+A QThe p-rpose of teachin$ ne! e/ployees the "asic s#ills they need to perfor/ their jo"s. .... L1ary Dressler +,()A

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QTrainin$ consists of planned pro$ra/s desi$ned to i/pro3e perfor/ance at the indi3id-al $ro-p and ?or or$ani4ational le3els !hich in t-rn $i3es /eas-ra"le chan$es in #no!led$e, s#ills, attit-des and ? or social "eha3ior.Q .... LHayne cascio, +,,)A

QTrainin$ is the act of increasin$ the #no!led$e and s#ills of an e/ployee for doin$ a partic-lar jo".Q ... LAr-n /-nappa and saiyadainA

P*RPOSE O0 TRAINING:
Reasons for e/phasi4in$ the $ro!th and de3elop/ent of personnel in an or$ani4ation are related to the follo!in$ p-rposes% >reatin$ a pool of readily a3aila"le and ade0-ate replace/ents for personnel !ho /ay lea3e or /o3e -p in the or$ani4ation. 7nhancin$ the co/panyDs a"ility to adopt and -se ad3ances. K-ildin$ a /ore efficient, effecti3e and hi$hly /oti3ated tea/ !hich enhances the co/panyDs co/petiti3e position and i/pro3es e/ployee /orale. 7ns-rin$ ade0-ate h-/an reso-rces for e;pansion into ne! pro$ra/s. Increases prod-cti3ity. Red-ced e/ployee t-rno3er. Increased efficiency res-ltin$ in financial $ains. Decreased need for s-per3ision.

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TRAINING MET/ODS;
There are /ainly t!o /ethods -s-ally -sed and /entioned. They are On the jo" /ethods

Off the jo" /ethods

ON T/E :O* MET/ODS

This type of trainin$ is also #no!n as jo" instr-ction trainin$ in the indi3id-al is placed on a re$-lar jo" and ta-$ht the s#ills necessary to perfor/ that jo" on the jo" trainin$ has a ad3anta$e of $i3in$ first hand #no!led$e and e;perience -nder the act-al !or#in$ conditions.

"a) .O# ROTATION:4

This type of trainin$ in3ol3es the /o3e/ents of the trainee fro/ one jo" to another. The trainee recei3es jo" #no!led$e and $ains e;perience fro/ his s-per3isors or trainer in each of the different jo" assi$n/ents. This /ethod $i3es an opport-nity to the trainee to -nderstand the pro"le/s of e/ployee on other jo"s and respect the/.

"b) COAC-ING:4
The trainee is placed -nder a partic-lar s-per3isor f-nctions as a coach in Trainin$ the indi3id-al, the s-per3isor pro3ides feed "ac# to the trainee in his perfor/ance and offers hi/ so/e s-$$estions for i/pro3e/ents often the trainees

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share so/e of the d-ties and responsi"ilities of the coach and relie3es hi/ of his "-rden. A li/itation of this /ethod of trainin$ is that the trainee /ay not ha3e the freedo/ or opport-nity to e;press his o!n ideas.

"5) .O# 4 INSTR*CTION:4

This /ethod is also #no!n as trainin$ thro-$h step "y step. 2nder this /ethod, trainer e;plains the trainees the !ay of doin$ the jo"s. 8o" #no!led$e, s#ills and also hi/ to do the trainee, pro3ides feed "ac# infor/ation and corrects the trainee.

"D) COMMITTEE ASSIGNMENT:4

2nder the co//ittee assi$n/ent, $ro-ps of trainees are $i3en and as#ed to sol3e on act-al or$ani4ational pro"le/s. The trainees sol3e the pro"le/s jointly. It de3elops tea/ !or#.

MERITS O& ON<T/E :O* TRAINING;

On the jo" trainin$ /ethod has the follo!in$ i/portant ad3anta$es for consideration% Trainin$ can "e deli3ered at the opti/-/ ti/e.

The trainin$ !ill ha3e opport-nities to practice.

The trainin$ !ill ha3e i//ediate feed"ac#.

Trainin$ is deli3ered "y collea$-es "y inte$ration the trainee into the tea/.

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Trainee de3elops confidence "y !or#in$ !ith o!n speed and prod-cti3ity.

DEMERITS O& ON<T/E :O* TRAINING;

So/e i/portant disad3anta$es of on.the jo" /ethod are stated "elo! for ta#in$ preca-tions% There is a tendency to fit O8T in !hen it is con3enient for office ro-tine rather than at the opti/-/ ti/e for learnin$. The trainin$ /ay "e $i3en piece/eal and not properly planned and the trainee $ains a fra$/ented pict-re of the or$ani4ation. Too /-ch trainin$ can "e deli3ered in one session leadin$ to infor/ation o3erload and trainee fati$-e. The trainer /ay not ha3e s-fficient #no!led$e of the process or e;pertise in instr-ctional techni0-es.

O&& T/E C :O* MET/ODS

2nder this /ethod of trainin$, trainee is separated fro/ the jo" sit-ation and his attention in foc-sed -pon learnin$ the /aterial related to his f-t-re jo" perfor/ance.

"A)6%ESTI#*+E TRAINING:4
In this /ethod, act-al !or# conditions are sti/-lated in a class.roo/. Material, files and e0-ip/ent those are -sed in act-al jo$ perfor/ance are also -sed

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in trainin$. This type of trainin$ is co//only -sed for trainin$ personnel for clerical and se/i.s#illed jo"s.

"#) RO+E 7 P+AYING:4

It is defined as a /ethod of h-/an interaction that in3ol3es realistic "eha3ior in i/a$inary sit-ation. This /ethod of trainin$ in3ol3es action, doin$ and practice. The partic-lars play the role of certain characteristics, s-ch as the prod-ction /ana$er, /echanical en$ineer, fore T /en and the li#e. This /ethod is /ostly -sed for de3elopin$ inter.personal inter.actions and relations.

"C) +ECT*RE MET-OD:4

This lect-re is a traditional and direct /ethod of instr-ctions. The instr-ctor or$ani4es the /aterial and $i3es it to a $ro-p of trainees in the for/ of a tal# to "e effecti3e. The lect-re /-st /oti3ate and create interest a/on$ the trainees. An ad3anta$e of lect-re /ethod in that it is direct and can "e -sed for a lar$e $ro-p of trainees. Th-s costs and ti/e in3ol3ed are red-ced.

"d) CON0ERENCES OR DISC*SSIONS:4

It is a /ethod of trainin$ the clerical professional and s-per3isory personnel. This /ethod in3ol3es a $ro-p of people !ho possess ideas, e;a/ine and share facts, ideas and data. Test ass-/ptions, and dra! concl-sions, all of !hich contri"-te to the i/pro3e/ent of jo" perfor/ance. Disc-ssions has the disc-ssion in3ol3es t!o.a!ay co//-nications and hence feed."ac# is pro3ided.

"e) PROGRAMMED INSTR*CTIONS:4

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The s-"ject T/atter to "e learnt is presented in a series of caref-lly planned se0-ential -nits. These, -nits are arran$ed fro/ sin$le to /ore co/ple; le3els of instr-ctions. The trainee $oes thro-$h these -nits "y ans!erin$ 0-estions or fillin$ in the "lan#s. This /ethod is e;pensi3e and ti/e cons-/in$. "8) A*DIO4%IS*A+ MEDIA:4 A-dio.6is-al /ethods ta#e ad3anta$e of 3ario-s /edia to ill-strate or de/onstrate the trainin$ /aterial. A-dio.3is-al /edia can "rin$ co/ple; e3ents to life "y sho!in$ and descri"in$ details that are often diffic-lt to co//-nication in other !ays. A-dio.3is-al /ethods can "e classified into three $ro-ps% static /edia, dyna/ic /edia, and teleco//-nications. "9)#*SINESS GAMES AND SIM*+ATIONS:4 K-siness $a/es are intended to de3elop or refine pro"le/.sol3in$ and decision./a#in$ s#ills. This techni0-e tends to foc-s pri/arily /ana$e/ent decisions s-ch as /a;i/-/ 4in$ profits. K-siness $a/es, partic-larly co/p-ter si/-lations of or$ani4ations and ind-stries and !idely -sed in "-siness schools.

MERITS O& O&&< T/E :O* TRAINING;

Off the jo" trainin$ /ethod has the follo!in$ i/portant /erits to "e considered% 2se of specialist trainers and acco//odation.

7/ployee can foc-s on the trainin$ and not "e distracted "y !or#.

Opport-nity to /i; !ith e/ployees fro/ other "-sinesses.

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DEMERITS O& O&& <T/E :O* TRAINING;

Off the jo" trainin$ /ethod has the follo!in$ i/portant de/erits% 7/ployee needs to "e /oti3ated to learn

May not "e directly rele3ant to the e/ployeeDs jo".

>osts inc-rred are /ore li#e transport, co-rse e;a/ination fees, /aterial.

IMPORTAN8E O& 8ONSUMING TRAINING; 5, RED*CTION IN +EARNIG TIME:

A !ell planned syste/atic trainin$ help al!ays to shorten the trainin$ ti/e the reach the accepta"le le3els of perfor/ance in the a"sence of trainin$ pro$ra/ e/ployees learn "y trail and error or "y o"ser3in$ fello! e/ployees at !or#. The in3ol3es !aste of ti/e and also the ris# that e/ployee are not perfectly trained.

0, #ETTER PER0ORMANCE O0 EMP+OYEE:

The syste/atic trainin$ leads to "etter perfor/ance of e/ployees in their present jo" "eca-se their #no!led$e and s#ills for doin$ the jo" i/pro3es.

D, #OOST EMP+OYEE MORA+E:

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Trainin$ pro3ides a "i$ "oost to the /orale of the e/ployee. :i$h /orale is e3idence "y the e/ployeesV enth-sias/, 3ol-ntary perfor/ance !ith r-les and re$-lation and !illin$ness to co.operate !ith others in acco/plish/ent of or$ani4ation o"jecti3es

4, RED*CTION IN S*PER%ISION:
Trainin$ "rin$s a"o-t a hi$h de$ree of self discipline and self s-per3ision a/on$ e/ployees. Since /an "y nat-re li#es /ore freedo/, a-tono/y and less s-per3ision /ana$e/ent control and s-per3ision !ith trained e/ployees "eco/e easy and s/ooth.

3, RED*CTION IN OPERATION PRO#+EM

Trainin$ of "oth s-per3isory and operatin$ e/ployees can help to red-ce operational pro"le/s s-ch as t-rno3er, a"senteeis/, "rea#a$es, accidents, and $rie3ance rates lo! /orale e;cessi3e, !aste, scrape loss. Poor !or# /ethods and poor c-sto/er ser3ice.

E, 0*+0I++ MANPO2ER NEEDS O0 T-E ORGANI,ATION:

It is "elie3ed "y /any esta"lish/ents that the "est !ay to o3erco/e rec-rrin$ pro"le/s of recr-itin$ s#illed !or#ers is to esta"lish apprentice trainin$ pro$ra//e.

F, INCREASING T-E ORGANIN,ATION STA#I+ITY AND 0+E:I#I+ITY:

Or$ani4ational sta"ility /eans the a"ility of an or$ani4ation to s-stain its effecti3eness despite the loss of #ey personnel and fle;i"ility refers to its a"ility to >2

adj-st itself to short r-n 3ariation in the 3ol-/e of !or# !ith the a3aila"ility of trained personnel in the or$ani4ation.

2, #EN0ICIA+ TO EMP+OYEES:
Trainin$ is "eneficial to e/ployees in or$ani4ation "eca-se ne! #no!led$e and s#ills !ill increase their /ar#et 3al-e and they ha3e "etter chance for pro/otion and a"ility to accept hi$her responsi"ilities.

*ENE&ITS O& TRAINING;

Trainin$ "enefits the or$ani4ation, indi3id-als, the personnel and h-/an relations. Let -s #no! ho! trainin$ "enefits each of these fields independently.

TRAINING #ENE0ITS TO ORGANI,ATION:

Leadin$ to i/pro3ed profita"ility and ?or /o3e positi3e attit-des to!ards profit orientation. I/pro3es the jo" #no!led$e and s#ills at all le3els of the or$ani4ation. I/pro3es the /oral of the !or#force. :elps people identity !ith or$ani4ational $oals. :elps create a "etter corporate i/a$e. 5osters a-thenticity, openness and tr-st. I/pro3es relationship "et!een "oss and s-"ordinate Aids in or$ani4ational de3elop/ent. :elps #eep costs do!n in /any areas, e.$.% prod-ction, personnel, ad/inistration etc. :elps prepare $-idelines for !or#. >3

De3elops a sense of responsi"ility to the or$ani4ation for "ein$ co/petent. Pro3ides infor/ation for f-t-re needs in all areas of the or$ani4ation. Or$ani4ation $ets /ore effecti3e decision./a#in$ and pro"le/.sol3in$ s#ills I/pro3es la"or./ana$e/ent relations. Aids in de3elopin$ leadership s#ills, /oti3ation, loyalty, "etter attit-des, and other aspects that s-ccessf-l !or#ers and /ana$ers -s-ally display. Aids in increasin$ prod-cti3ity and?or 0-ality of !or#. >reates an appropriate cli/ate for $ro!th, co//-nication. Aids in handlin$ conflict, there"y helpin$ to pre3ent stress and tension.

EVALUATION O& TRAINING PROGRAMME;<

The specification of 3al-es for/s a "asic for e3al-ation. The "asic of e3al-ation and the /ode of collection of infor/ation necessary for e3al-ation sho-ld "e deter/ined at the plannin$ sta$e. The process of trainin$ e3al-ation has "een defined as any atte/pt to o"tain infor/ation on the effects of trainin$ perfor/ance and to assess the 3al-e of trainin$ in the li$ht of that infor/ation . 73al-ation leads to controllin$ and correctin$ the trainin$ pro$ra//e. :a/"lin s-$$ested fi3e le3el at !hich e3al-ation of trainin$ can ta#e place.

L+A REACTION;<
Trainin$ pro$ra//e is e3al-ated on the "asis of trainer reaction to the -sef-lness of co3era$e of the /atter ,depth of the co-rse content /ethod of presentation, teachin$ ,/ethods etc.,

"&) +EARNING:4

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Trainin$ pro$ra//e, trainersV a"ility and trainersV a"ility are e3al-ated on the "asis of the 0-antity of content learned and ti/e in !hich it is learned and ti/e in !hich it is learned and learnerVs a"ility to -se or apply, the content he learned.

LBA .O# #E-A%IOR%.

The e3al-ation incl-des the /anner and e;tent to !hich the trainee has applied his learnin$ to his jo".

"() ORGANI,ATION:4
The e3al-ation /eas-res the -se of trainin$, learnin$, and chan$e in the jo" "eha3ior of the depart/ent?or$ani4ation in the for/ of increased prod-cti3ity, 0-ality, /orale, sales t-rn o3er and the li#e.

(5) *+TIMATE %A+*E:It is the /eas-re/ent of -lti/ate res-lt of the contri"-tions of the trainin$ pro$ra//e to the co/pany $oals li#e s-r3i3al, $ro!th profita"ility etc., and to the indi3id-al $oals li#e de3elop/ent of personality and social $oals li#e /a;i/i4in$ social "enefit.

8RITERIA &OR EVALUATION%.

The criteria -sed in e3al-atin$ trainin$ pro$ra//e !ill 3ary accordin$ to o"jecti3e of the pro$ra//e "-t "roadly there are three types of criteria. L+A Internal L&A 7;ternal LBA Participants.

INTERNA+ CRITERIA:4

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It refers directly to the pro$ra//e contest and in partic-lar to the a"sorption "y the trainees of instr-ctions, $-idelines, facts, i/parted s#ills and techni0-es etc., incl-ded as inp-ts in the pro$ra//e.

E:TERNA+ CRITERIA:4
It concerned !ith the "oard ,o3er all o"jecti3es of the trainin$ pac#a$e s-ch as de3elop/ent of inter personal 0-estion ,ac0-irin$ of ne! prospect-s "eco/in$ /ore decision oriented ,c-lti3atin$ $reater self a!areness , chan$in$ of personal /ana$e/ent styles self a!areness ,chan$in$ of personal /ana$e/ent styles , $oin$ thro-$h attit-dinal transfor/ation , etc. all these leadin$ to e;ternally o"ser3a"le res-lt as s-ch as increased sale t-rn o3er ,$reater /ar#et penetration hi$her prod-ction o-tp-ts or lo!er ad/inistrati3e costs.

PARTI8IPANTS REA8TIONS;
It /eans the feelin$s of the trainees !ho ha3e $i3en thro-$h the trainin$ pro$ra/ and their 3ie!s a"o-t the "enefits and dra!"ac#s of that pro$a//e. The $eneral field opinion a/on$ the e;perts is that it in /ore effecti3e to -se /-ltiple criteria in e3al-atin$.

DEVELOPMENT;
The ter/ De3elop/ent refers "roadly to the nat-re and direction of chan$e ind-ced in e/ployees, partic-larly /ana$erial personnel thro-$h the process of trainin$ and ed-cati3e process. National Ind-strial >onference Koard has defined de3elop/ent as follo!s%

>=

Mana$erial De3elop/ent is all those acti3ities and pro$ra//es !hen reco$ni4ed and controlled, ha3e s-"stantial infl-ence in chan$in$ the capacity of the indi3id-al to perfor/ his assi$n/ent "etter and in doin$ so are li#ely in increase his potential for f-t-re assi$n/ents. Th-s, /ana$erial de3elop/ent is not /erely trainin$ or a co/"ination of 3ario-s trainin$ pro$ra//es, tho-$h so/e #ind of trainin$ is necessary it is the o3erall de3elop/ent of the co/petency of /ana$erial personnel in the li$ht of the present re0-ire/ent as !ell as the f-t-re re0-ire/ent. In dayVs co/petiti3e en3iron/ent, an or$ani4ation has to "e concerned a"o-t the de3elop/ent. De3elop/ent in the preparation and ed-cation of /ana$e to effecti3ely /an$er their people !hile at the sa/e ti/e achie3in$ the strate$ies and $oals of their co/pany .De3elop/ent in a contin-o-s process and see#s to "ein$ a"o-t "eha3ior chan$e in trainee /an$ers "y c-lti3atin$ their /ental and inherent 0-alities. The Major U-alities of the De3elop/ent Pro$ra//e Are%. The contin-in$ i/pro3e/ent and de3elop/ent of present /ana$ers.

Pro3isions of an ade0-ate n-/"er of !ell 0-alified /ana$ers for the f-t-re.

Opti/-/ -tili4ation of /an po!er of the or$ani4ation.

Pre3ention of /ana$erial a"sence.

AN E00ECTI%E DE%E+OPMENT PROGRAMME TO AC-IE%E TO A#O%E MENTIONED O#.ECTI%ES S-O*+D INC+*DE T-E 0O++O2ING :4

>>

LaA A caref-lly considered plan and or$ani4ation and for carryin$ o-t the pro$ra//e. L"A A periodic appraisal or e3al-ation of each /ana$er re$ardin$ his perfor/ance in the 3ario-s sta$es of de3elop/ent -nder the pro$ra//e. LcA A contin-o-s application and s-pport fro/ top /ana$e/ent. A n-/"er of /ana$e/ent /ethods are a3aila"le .Anyone of the/ can contri"-te to the o"jecti3es of the or$ani4ation "-t only if the techni0-es is pr-dently selected, dili$ently and ri$oro-sly e3al-ated. Often techni0-es are -sed in the co/"ination in lon$ ter/ de3elop/ent pro$ra//e. So/e of these techni0-es are% L+A >oachin$ and co-nselin$. L&A LBA L*A L)A LEA 8o" Rotation >onference ? disc-ssion. Pro$ra//ed and co/p-ter aid instr-ction. Role playin$. Tea/ $ro-p trainin$.

"1) COAC-ING AND CO*NSE+ING :4

This is one of the /ost pop-lar /ana$e/ent de3elop/ent techni0-es !here effecti3e senior /ana$er teach the ne! /ana$ers. The coach s-perior sets a $ood e;a/ple of !hat a /ana$er does !hile doin$ a"o-t daily "-siness.

>4

The ne! /ana$er e;e/plifies the correct "eha3ior attit-des, assi$ned specific and challen$in$ $oals and pro3ides trainees !ith fre0-ent and i//ediate feed "ac# concernin$ their jo" perfor/ance. The coach also dele$ates eno-$h a-thority to the trainees to /a#e so/e decisions. This approach not only pro3ides opport-nities to learn "-t allo!s a feelin$ of self confidence to de3elop. The "road o"jecti3e of s-ch a coachin$ ?co-nselin$ approach in to increase e/ployee /oti3ation !ith their s-perior, concrete feed "ac# on areas needin$ i/pro3e/ent and positi3e enforce/ent.

-0. .O# ROTATION:4

XMo3e the /ana$er aro-nd Xhas often "een preached "y /ana$e/ent T trainers and ed-cationists. Hhen the /ana$er is /o3ed fro/ one depart/ent to another, it $i3es hi/ a "road e;pos-re to the stren$th and !ea#ness of the co/pany and /-ch "etter -nderstandin$ then he co-ld other!ise possess.

-D. G*IDED CON0ERENCE ; DISC*SSIONS :4

The $-ided disc-ssions type of conference in an i/pro3e/ent o3er strai$ht lect-rin$, the instr-ctor #no!n in ad3ance !hat infor/ation or proced-re he !ants to "rin$ o-r , and $-ides the disc-ssions accordin$ly.

-4. PROGRAMMED AND COMP*TER AID INSTR*CTIONS :4

Pro$ra//ed instr-ctions are "ased on certain "eha3ioral la!s that relate to principles of reinforce/ent. The i/portant feat-res of pro$ra//ed instr-ctions are that it pro3ides i//ediate feed "ac# on !hether the participants ans!ered correctly or not. To facilitate this , the instr-ction are desi$ned in s-ch a !ay that all f-t-re learnin$ depend on re0-isition and retention of pre3io-s learnin$ .Pro$ra//ed

>?

instr-ctions can and ha3e "een de3eloped in co/p-ter aided for/at .In s-ch a for/at ,a /an$er sit at a co/p-ter ter/inal !ith a /onitor . The co/p-ter is pro$ra//ed !ith the trainin$ /aterials. >o/p-ter.aided instr-ctions is no! "een -sed in a !ide 3ariety of /ana$e/ent de3elop/ent pro$ra//es. The potential for co/p-ter "ased trainin$ is 3irt-ally -nli/ited. It is $enerally a$reed that "eca-se of s-ch ad3anta$e as self pacin$, pri3acy, i//ediate feed "ac# con3enience and adopta"ility, it !ill "eco/e one of the /ost pop-lar trainin$ and de3elop/ent approaches a3aila"le.

-3. RO+E 7 P+AYING :4

In !hich roles as assi$ned to trainees to act o-t as they !o-ld do in their real life. It is helpf-l in trainin$ /ana$ers to deal !ith h-/an relation /ana$e/ent. Participants learn to appreciate others point of 3ie!. They e;perience a sit-ation e/otionally. It /a#es the/ /ore self.conscio-s and analytical in their "eha3ior. It also per/its the participants to sho! i/a$inations and care in finali4in$ sol-tions.

-E. TEAM GRO*P TRAINING :4

This techni0-e is also #no!n as sensiti3ity trainin$, la"oratory trainin$ and e;ec-ti3e action. Tea/ $ro-p trainin$ is concerned !ith the real not si/-lated pro"le/ e;istin$ !ith in the tea/ $ro-p itself. It helps participants to learn a"o-t the/sel3es their !ea#nesses and e/otions to de3elop insi$hts in to ho! they react to other and also ho! others react to the/, to find o-t ho! to "eha3e /ore effecti3ely in inter personal relations to de3elop /ore open, a-thentic relations a/on$ people. T. 1ro-p are really s/all disc-ssion $ro-ps !ith no set leader, they ha3e no fi;ed and

43

/-t-al i/pact of the participants. K-t T.$ro-p trainin$ in3ol3es creation of stress sit-ation !hich $o o-t of control.

"<) E4+EARNING
7.learnin$ /eans the deli3ery of a learnin$ pro$ra/ "y electronic /eans. 7. learnin$ in3ol3es the -se of a co/p-ter or any other any electronic de3ice to pro3ide trainin$. 7.learnin$ is any 3irt-al act or process -sed to ac0-ire data, infor/ation, s#ills, and #no!led$e. It co3ers a !ide set of applications and process s-ch as !e" "ased learnin$, co/p-ter "ased learnin$, 3irt-al class roo/s, di$ital colla"oration.

41

DATA ANALYSIS AND INTERPRETATION

42

DATA ANALYSIS AND INTERPRETAION

The trainin$ pro$ra//es held in SRMT, Ka#inada are e3al-ated on the "asis of feed"ac# $i3en "y the e/ployees in the or$ani4ation. This feed "ac# is to

e3al-atin$ the effecti3eness of the pro$ra//es is the oldest for/ and the /ost tr-sted one. Trainin$ pro$ra//e e3al-ation has "een defined as any atte/pt to o"tain infor/ation on the efforts of trainin$ perfor/ance and to assess the 3al-e of trainin$ in the li$ht of that infor/ation. 73al-ation leads to controllin$ and correction of the trainin$ pro$ra//es9.

43

+A

Trainin$ pro$ra//es are pro3ided as per the e/ployee needs.

S,NO + & B

PARTI8ULARS J7S NO TO SOM7 7YT7NT TOTAL

NO, O& RESPONDENTS B, * I )'

PRE8ENTAGE I(F (F +*F +''F

GRAP/;

TRAINING PROGRAMMES AS PER T2E EMPLOYEE NEEDS

133C RESPONDENTS 43C =3C *3C 23C 3C YES 01 PARTICULARS 71 S1&E ED7E07

INTREPRATION; 5ro/ the a"o3e $raph it is clear that I(F of e/ployees felt that trainin$ is pro3ided as per e/ployee needs, (F of e/ployees felt that trainin$ is not pro3ided as per e/ployee needs and the re/ainin$ +*F responded as to so/e e;tent.

4*

&A

Satisfaction of e/ployees !ith the trainin$ facilities pro3ided "y SRMT.

S NO + & B

PARTI8ULARS 7Y>7LL7NT 1OOD SATIS5A>TORJ TOTAL

NO, O& RESPONDENTS +) &( I )'

PER8ENTAGE B'F )EF +*F +''F

GRAP/;

EMPLOYEE SATIS4ACTION LEVEL

1*C

33C ED:E;;E07 <11D SA7IS6A:71RY

5=C

INTERPERTATION;

45

5ro/ the s-r3ey cond-cted a/on$ )' e/ployees B'F of e/ployees !ere responded as e;cellent !ith trainin$ facilites,)EF !ere responded as $ood !ith trainin$ facilities and +*F are satisfied !ith trainin$ facilities pro3ided "y SRMT. BA Percenta$e of applyin$ #no!led$e thro-$h trainin$ pro$ra//es.

S,NO + & B * )

PARTI8ULARS +''.I)F I*.)'F *,.&)F &*.+F NOT APPLJIN1 TOTAL

NO, O& RESPONDENTS +' &' &' ' ' )'

PER8ENTAGE &'F *'F *'F ' ' +''F

GRAP/;

PERCENTAGE O4 APPLYING KNO0LEDGE

*3C 35C 33C 25C RESPONDENTS 23C 15C 13C 5C 3C

133->5C

>*-53C PARTICULARS

*?-25C

INTERPERTATION; The data reflects that &'F of e/ployees are applyin$ their +''.I)F trainin$ #no!led$e in their jo"s, *'F of e/ployees are applyin$ their I*.)'F trainin$ #no!led$e in their jo"s and *'F of e/ployees are applyin$ their *,.&)F trainin$ #no!led$e in their jo"s.

4=

*A Acceptance of ne! technolo$y.

S NO + & B

PARTI8ULARS J7S NO TO SOM7 7YT7NT TOTAL

NO, O& RESPONDENTS B+ ) +* )'

PER8ENTAGE E&F +'F &(F +''F

GRAP/;

ACCEPANTENCE O4 NE0 TEC2NOLOGY

>3C =3C RESPONDENTS 53C *3C 33C 23C 13C 3C YES 01 PARTICULARS 71 S1&E ED7E07

INTERPERTATION% It is e3ident fro/ the a"o3e $raph that E&F of e/ployees are acceptin$ ne! technolo$y, +'F of e/ployees are not prepared to accept ne! technolo$y and the re/ainin$ &(F responded as to so/e e;tent.

4>

)A Or$ani4ation is $i3in$ i/portance to feed "ac# on trainin$.

S NO + & B

PARTI8ULARS J7S NO TO SOM7 7YT7NT TOTAL

NO, O& RESPONDENTS &, ) +E )'

PER8ENTAGE )(F +'F B&F +''F

GRAP/;

IMPORTANCE O4 4EED3ACK ON TRAINING

32C

YES 01 54C 71 S1&E ED7E07

13C

INTERPREATION;

44

5ro/ the a"o3e $raph it is clear that )(F of e/ployees felt that or$ani4ation is $i3in$ i/portance to their feed"ac#,+'F of e/ployees felt that not $i3in$ i/portance to their feed"ac# and the re/ainin$ B&F responded as to so/e e;tent.

EA

Role of :R /ana$er in cond-ctin$ trainin$ and de3elop/ent pro$ra//es.

S,NO + & B * ) GRAP/;

PARTI8ULARS 7Y>7LL7NT 1OOD A67RA17 K7LOH A67RA17 TOTAL

NO, O& RESPONDENTS +) &) +' ' )'

PER8ENTAGE B'F )'F &'F ' +''F

ROLE O4 2R MANAGER

53C *3C RESPONDENTS 33C 23C 13C 3C ED:E;;E07 <11D PARTICULARS AVERA<E

INTERPERTATION; The data reflects that B'F of e/ployees responded that role of :R /ana$er in cond-ctin$ trainin$ and de3elop/ent pro$ra//es is e;cellent, )'F are $ood, &'F are a3era$e.

4?

IA TJP7 O5 TRAININ1 N77D7D.

S, NO + & B

PARTI8ULARS ON T:7 8OK TRAININ1 O55 T:7 8OK TRAININ1 KOT: TOTAL

NO, O& RESPONDENTS +' , B+ )'

PER8ENTAGE &'F +(F E&F +''F

GRAP/;

TYPE O4 TRAINING NEEDED

23C 10 7+E 918 7RAI0I0< 166 7+E 918 7RAI0I0< 817+

=2C

14C

INTREPRETATION; It can "e analy4ed that &'F of e/ployees re0-ires on the jo" trainin$ and +(F of e/ployees off the jo" trainin$ and E&F of e/ployees need "oth.

?3

(A Mana$e/ent /oti3ate to ta#e trainin$ and de3elop/ent pro$ra//es.

S NO + & B

PARTI8ULARS J7S NO TO SOM7 7YT7NT TOTAL

NO, O& RESPONDENTS *) ' ) )'

PER8ENTAGE ,'F 'F +'F +''F

GRAP/

MOTIVATION 3Y MANAGEMENT
?3C 43C >3C =3C 53C RESPONDENTS *3C 33C 23C 13C 3C

YES

01 PARTICULARS

71 S1&E ED7E07

INTREPRETATION;

?1

The a"o3e $raph sho!s that ,'F of e/ployees e;pressed their opinion as /ana$e/ent is /oti3atin$ to ta#e trainin$ and de3elop/ent pro$ra//es and +'F of e/ployees responded as to so/e e;tent.

,A Proced-re of trainin$ pro$ra//es.

S,NO + & B

PARTI8ULARS PRA>TI>AL T:7OR7TI>AL KOT: TOTAL

NO, O& RESPONDENTS +' +' B' )'

PER8ENTAGE &'F &'F E'F +''F

?2

GRAP/;

PROCEDURE O4 TRAINING PROGRAMMES

23C PRA:7I:A; 7+E1RE7I:A; =3C 23C 817+

INTREPRATION; The data reflects that &'F of e/ployees felt that they need practicality in trainin$ pro$ra//es and &'F of e/ployees felt that they need theoretical and E'F felt that they need "oth.

+'A Type of trainin$ re0-ired.

S,NO +

PARTI8ULARS SA57TJ TRAININ1

NO, O& RESPONDENTS +)

PER8ENTAGE B'F

?3

& B GRAP/;

T7>:INAL TRAININ1 KOT: TOTAL

+) &' )'

B'F *'F +''F

TYPE O4 TRAINING RE:UIRED

*5C *3C 35C 33C 25C 23C 15C 13C 5C 3C SA6E7Y 7RAI0I0< 7E:+I0A; 7RAI0I0< PARTICULARS 817+

INTERPRETATION; It is e3ident fro/ the a"o3e $raph that B'F of e/ployees felt that safety trainin$ is re0-ired and B'F of e/ployees felt that technical trainin$ is re0-ired and *'F re0-ired "oth.

++A >o/ple;ity in trainin$ sessions.

RESPONDENTS

S NO + & B

PARTI8ULARS J7S NO TO SOM7 7YT7NT TOTAL

NO, O& RESPONDENTS +' B' +' )'

PER8ENTAGE &'F E'F &'F +''F

?*

GRAP/;

COMPLE;ITY IN TRAINING SESSIONS

23C

23C YES 01 71 S1&E ED7E07 =3C

INTERPRETATION; The a"o3e $raph sho!s that &'F of e/ployees felt co/ple;ity in trainin$ sessions , E'F are not felt co/ple;ity in trainin$ sessions and the re/ainin$ &'F responded as to so/e e;tent.

+&A Method of trainin$ follo!in$ fre0-ently.

S NO + & B *

PARTI8ULARS L7>T2R7 M7T:OD INT7RA>TI67 TRAININ1 S7SSIONS ROL7 PLAJ ALL TOTAL

NO O& RESPONDENTS ( +* I &+ )'

PER8ENTAGE +EF &(F +*F *&F +''F

?5

GRAP/;

4re<$ent7! fo77owin) tr"inin) 5etho

;E:7(RE &E7+1D 1=C *2C 24C 1*C I07ERA:7IVE 7RAI0I0< SESSI10S R1;E P;AY A;;

INTERPRETATION% 5ro/ the a"o3e analysis +EF of the e/ployees responded for lect-re /ethod in the trainin$ pro$ra//e of SRMT, &(F in interacti3e sessions, +*F for role. play and the re/ainin$ *&F follo!s all the /ethods in SRMT.

+BA Re$ardin$ the criteria for the trainin$ pro$ra/. S NO +A PARTI8ULARS >OMPANJ O67R ALL D767LOPM7NT NO O& RESPONDENTS +) PER8ENTAGE B'F

?=

&A BA *A

>OMP7T7N>J IMPRO67M7NT 52T2R7 >AR77R 1ROHT: K7TT7R P7R5ORMAN>7 TOTAL

+* ++ +' )'

&(F &&F &'F +''F

GRAP/;

CRITERIA 4OR TRAINING

:1&PA0Y 1VER A;; DEVE;1P&E07 23C 33C :1&PE7E0:Y I&PR1VE&E07 6(7(RE :AREER <R1@7+ 8E77ER PER61R&A0:E

22C 24C

INTERPRETATION% 5ro/ the a"o3e analysis o-t of )' respondents, B'F of the 7/ployees of SRMT felt that the criteria for the trainin$ is co/pany o3er all de3elop/ent, &(F felt it as co/petency i/pro3e/ent, &&F felt it as f-t-re career $ro!th and &'F felt it for "etter perfor/ance.

?>

+*A 2sa$e of trainin$ pro$ra/s in yo-r acti3ities.

S NO + & B

PARTI8ULARS TO LAR17 7YT7NT TO SOM7 7YT7NT TO LITTL7 7YT7NT TOTAL

NO, O& RESPONDENTS &' &' +' )'

PER8ENTAGE *'F *'F &'F +''F

GRAP/;

USAGE O4 TRAINING PROGRAMMES

*3C 35C 33C 25C RESPONDENTS 23C 15C 13C 5C 3C

71 ;AR<E ED7E07

71 S1&E ED7E07 PARTICULARS

71 ;I77;E ED7E07

INTERPRETATION% 5ro/ the a"o3e analysis *'F of the e/ployees responded to Lar$e e;tent for the -sa$e of trainin$ pro$ra/s in their acti3ities , *'F to so/e e;tent and re/ainin$ &'F to little e;tent.

?4

+)A Interaction "et!een participants and the fac-lty.

S NO + & B

PARTI8ULARS J7S NO TO SOM7 7YT7NT TOTAL

NO, O& RESPONDENTS &) ) &' )'

PER8ENTAGE )'F +'F *'F +''F

GRAP/;

INTERACTION 3ET0EEN PARTICIPANTS AND 4ACULTY

*3C 53C 13C

YES 01 71 S1&E ED7E07

INTERPRETATION% ??

5ro/ the a"o3e analysis )'Fof the e/ployees at SRMT felt that their is interaction "et!een the participants and the fac-lty , +'F felt that their is no interaction "et!een the participants and the fac-lty and the re/ainin$ *'F responded as to so/e e;tent.

4INDINGS SUGGESTIONS CONCLUSION

133

&INDINGS
+A &A BA *A Trainin$ pro$ra//e is !ell planned in the or$ani4ation. Trainin$ pro$ra//es are pro3ided as per the e/ployee needs. So/e of the e/ployees are applyin$ their trainin$ #no!led$e in their jo"s. 7/ployees opinion re$ardin$ the infrastr-ct-re facilities !hich are pro3ided at SRMT are hi$hly ad3anced !ith /odern technolo$y. )A EA IA (A The feed "ac# /echanis/ in the or$ani4ation is 3ery effecti3e. Trainin$ pro$ra//es are cond-cted to #no! the effecti3eness of trainin$. Mana$e/ent is /oti3atin$ to!ards trainin$ and de3elop/ent pro$ra//es. Role of :R /ana$er is $ood in cond-ctin$ trainin$ and de3elop/ent pro$ra//es. ,A Koth practical and theoretical or$ani4ation. +'A Most of the e/ployees felt no co/ple;ity in trainin$ sessions. trainin$ pro$ra//es are cond-ctin$ in the

131

++A The interaction "et!een the participants and the fac-lty is $ood, it helps the e/ployees to $ain the "enefits of trainin$ to the f-llest. +&A The or$ani4ation has "oth internal and e;ternal trainin$ pro$ra/s for the "enefits of the e/ployees at SRMT. +BA 73ery e/ployees !hether cas-al or te/porary !ere $i3en ISO,''& a!areness pro$ra//es to /a#e the/ fit in the en3iron/ent. +*A The factory o!ns +)' 3ehicles, !hich carry parcels to ta/ilnad- , orrisa , Karnata#a, and to so/e parts of AP +)A As per the st-dy, the /ission, 3ision, 3al-es of the co/pany are clearly e;plained to the ne! e/ployees d-rin$ the trainin$ pro$ra//e. +EA Most of the e/ployees depicted that e/ployees are helped ac0-ire, technical #no!led$e C s#ills thro-$h trainin$ is tr-e to a $reater e;tent. +IA As per the st-dy, it is #no!n that trainin$, is $i3en ade0-ate i/portance in SRMT.

132

SUGGESTIONS
+A As per the analysis /ost of the e/ployees opined that it !o-ld "e "etter if the 7/ployees in the or$ani4ation !ere cons-lted in deter/inin$ the trainin$ needs. &A BA Trainin$ d-ration sho-ld "e increased to so/e e;tent. The e/ployees need to ha3e practical #no!led$e of the plant especially those !ho are in the technical and process field. *A )A The feed"ac# ta#en sho-ld "e i/ple/ented i//ediately for effecti3e trainin$. Trainin$ and de3elop/ent pro$ra//es sho-ld "e desi$ned in s-ch a !ay that it Moti3ates the e/ployees and /atch !ith the needs of e/ployees. EA The trainin$ pro$ra//es need to ha3e practical and interestin$ learnin$ Techni0-es, so that trainees -nderstand "etter. IA More n-/"er of e;ternal fac-lty need to "e in3ited to share their e;perienced >ases so that the e/ployees -nderstand !hat the pro"le/s are and ho! the Sol-tions need to "e applied at the sit-ation occ-rred.

133

(A

Still there is a scope for the i/pro3e/ent in se0-ence of topics, #no!led$e inp-ts recei3ed and e;tent of participants in3ol3e/ent in the pro$ra//es.

,A

Keha3ioral pro$ra//es needs to "e cond-cted to rise -p their attit-des and Moti3ation.

+'A Introd-ce the latest /ethods of trainin$ s-ch as classroo/ /ethods, screenin$ /ethods, slide and doc-/entaries so that the e/ployees can perfor/ "etter. ++A There sho-ld "e /-t-al -nderstandin$ C co. operation a/on$ the top Mana$e/ent, h-/an reso-rce de3elop/ent depart/ent and trainees sho-ld "e i/pro3ed f-rther. +&A >ase st-dies need to "e e;hi"ited in trainin$ period.

13*

8ON8LUSION
The present st-dy is oriented !ith trainin$ and de3elop/ent practices in S.R.M.T. li/ited, Ka#inada. The si$nificance of selectin$ this topic relates to itVs i/portance in achie3in$ the or$ani4ational o"jecti3es thro-$h personal de3elop/ent. This reports already co3ered in si; chapters. Hith reference to the /ethods of the trainin$ needVs assess/ent, it /ay "e concl-ded that the or$ani4ation -ses the perfor/ance appraisal and considers the e/ployees opinions to identify trainin$ needs. The analysis relatin$ to the

pro$ra//es of the or$ani4ation sho!s that a $ood n-/"er of internal and e;ternal trainin$ pro$ra//es !ere or$ani4ed "y the co/pany in the areas of Mana$e/ent, Technolo$y, safety, infor/ation Technolo$y and :ealth. The or$ani4ation has "oth internal and e;ternal trainin$ pro$ra//es !here the e/ployees are $i3en a chance to i/pro3e the/sel3es. The or$ani4ation in3est a lot on internal trainin$ pro$ra//es for the "enefit of the e/ployees. The feed "ac#

135

for/s collected after the trainin$ pro$ra//es help the or$ani4ation to i/pro3e the trainin$ pro$ra//es cond-cted. As per the analysis e3al-ated "y 0-estionnaire , !e can say that the e/ployees are satisfied !ith the trainin$ pro$ra//es cond-cted in the or$ani4ation and -tili4es the "enefits fro/ these pro$ra//es. Pro"a"ly, the /ana$e/ent is satisfied !ith the !orth o"tained fro/ its e/ployees, ne3ertheless, as an MKA st-dent. I s-$$est that so/e latest /ethods of trainin$ !hich incl-des class roo/ /ethods, screenin$ /ethods and so/e slides and doc-/entaries sho!in$ the possi"le so-rces of errors leadin$ to accidents re/edial and pre3enti3e /eas-res to "e follo!ed, lead to e0-ippin$ the e/ployees "etter in the interest of the !or#er as !ell as the e/ployer. In e3ery respect :R depart/ent /aintains 3ery hi$h standards for e;a/ple% >anteen, K-s Ser3ice, Safety, Medical facilities, 7scalators !ere hi$hly pro3ided !ith $ood infrastr-ct-ral facilities. The infrastr-ct-ral facilities !hich are "ein$ pro3ided are hi$hly ad3anced !ith /odern technolo$y. The co/pany has $ot a positi3e !or#in$ cli/ate and hi$h de$ree of /oti3ation a/on$ the e/ployees t-rno3er rate in the or$ani4ation is accordin$ly 3ery /ar$inal. The le3el of jo" satisfaction is also hi$h a/on$ the e/ployees. Most of e/ployees fo-nd their jo"s to "e interestin$ C challen$in$ and they are satisfied !ith !or#in$ conditions of the or$ani4ation. It can "e concl-ded that a sta"le C healthy en3iron/ent is /aintained in or$ani4ation, !hich -nderscores the need contin-ity for li3elihood of e/ployees.

13=

5inally it /ay "e concl-ded that if the a"o3e /eas-res are ta#en into re$ard serio-sly. The $ood pro$ra//es /ay "eco/e e;cellent pro$ra//es !ith in a short !hile.

:UESTIONNAIRE

13>

GUESTIONNAIRE
7/ployee Na/e% LOptionalA 7/p. No. Depart/ent % %

+.

Hhether trainin$ pro$ra//es are pro3ided as per the e/ployee needs or notW AA yes "A no cA to so/e e;tent

&.

Are yo- satisfied !ith the trainin$ facilities pro3ided "y SRMT. aA 7;cellent "A $ood cA satisfactory

B.

2p to !hat e;tent yo- are applyin$ yo-r #no!led$e !hich yo- $ot thro-$h trainin$ pro$ra//e. AA +'' T I)F 7A not apply "A I* T )'F cA *, T &) F dA &* T +F

134

*.

Are yo- acceptin$ ne! technolo$yW AA yes "A no cA to so/e e;tent

).

Hhether or$ani4ation is $i3in$ i/portance to yo-r feed"ac#s on trainin$W aA yes "A no cA to so/e e;tent

E.

Hhat is the role of :R.Mana$er in cond-ctin$ trainin$ C de3elop/ent pro$ra//esW aA e;cellent dA "elo! a3era$e "A $ood cA a3era$e

I.

Hhich type of trainin$ do yo- needW aA on the jo" trainin$ "A off the jo" trainin$ cA "oth

(.

Does the /ana$e/ent /oti3ate yo- to!ards ta#in$ trainin$ C de3elop/ent pro$ra//esW aA yes "Ano cAto so/e e;tent

,.

Hhat is the proced-re they follo! in trainin$ pro$ra//esW aA practical "A theoretical cA"oth

+'. Do yo- re0-ire only safety trainin$ or technical trainin$W aA safety trainin$ ++. "A technical trainin$ cA "oth

Do yo- feel any co/ple;ity in yo-r trainin$ sessionW

13?

aA yes +&.

"A no

cA to so/e e;tent

Hhich /ethod of trainin$ is follo!ed fre0-entlyW aA lect-re /ethod cA role play "A interacti3e trainin$ sessions dA all

+B.

In yo-r opinion !hat is the criterion for $i3in$ trainin$W aA >o/pany o3er all de3elop/ent cA f-t-re career $ro!th "A co/petency i/pro3e/ent dA "etter perfor/ance

+*.

To !hat e;tent do yo- fo-nd the trainin$ pro$ra//es -sef-l for yo-r acti3ities in yo-r assi$n/ent W aA to lar$e e;tent "A to so/e e;tent cA to little e;tent

+).

Do yo- feel interaction "et!een participants and the fac-lty is $ood at SRMTW aA yes "A no cA to so/e e;tent

+E. Do yo- li#e to $i3e any s-$$estions for the i/pro3e/ent of the trainin$ pro$ra/ in SRMTW

113

3I3LIOGRAP2Y

111

*I*LIOGRAP/Y

N$"e of the *ooH +. :-/an Reso-rce Mana$e/ent

E#ition

P !%ic$tion6 Tata Mc.1ra! :ill

A thor A. As!athappa

*th 7dition

>o/panies T Ne! Delhi

&. Personal C :-/an Reso-rce Mana$e/ent B. :-/an Reso-rce Mana$e/ent *. Personal Mana$e/ent He"sites% !!!.sr/t.co/ !!!.!e#ipedia.co/ &nd 7dition Ith 7dition Brd 7dition

:i/alaya P-"lishin$ :o-se T M-/"ai

P. S-""a Rao

7;cel Koo#s T Ne! 6.S.P. Rao Delhi TATA Mc.1ra! :ill T Ne! Delhi 7d!in K. 5lippo

112

3ROC2URES

&OUNDER

113

8OMPANY

MANU&A8TURING UNITS

PRODU8TS

11*

9in) Pin6 Unit

9in) Pin6

* 6t%e6

115