Professional Documents
Culture Documents
PROJECT REPORT
ON
PREFACE
In this era of globalization and liberalization of economy, business practices have evolved and
are in the process and procedures of government. In this context, technical and field education
has also changed its strive for excellence to meet global standard.
Giving this due consideration, practical training schedules have been inducted in curriculum of
technical studies as they give practical exposure to actual condition.
It is the matter as great pleasure for me to present the following report on my industrial implant
training in at
It out line the whole course of my training in a specific and oriented manner. The basic aim of
this report is to study the organizational set up of the industry, to study about the division of
various blocks, auxiliary unit as well as latest manufacturing techniques employed to produce
quality product.
From the electrical point of view the main strain is given on the manufacturing and latest
techniques being employed for their production which was to us at DZG department with their
best design and more accuracy. All in all I have tried my best to present this report in a very
precise manner.
EXECUTIVE SUMMARY
The project is an extensive report on how the T.T.L. makes its strategy and how the company has
been able in tackling the present tough competition and how it is cooping up by the allegations of
the quality of its products. The report begins with the history of the product and the introduction
of the .T.T.L. Ltd. This report also contains the basic marketing strategies that are used by the
T.T.L. Ltd. of manufacturing process, production policy, advertising, future prospect, The report
includes some of the key salient features of market trend issues.
In todays world of cutthroat fierce competition, it is very essential to not only exist but also to
excel in the market. Todays market is enormously more complex. Hence forth, to survive in
the market, the company not only needs to maximize its profit but also needs to satisfy its
customers and should try to build upon from there.
ACKNOWLEDGEMENT
I would like to take this opportunity to express my gratitude to all those who, directly or
indirectly, made this project possible.
I would like to my heartiest thank to the officers and staff of ..Sahibabad (A
group company of Havellss India Ltd.) particularly .(Marketing Manager) who give
me permission for this project and .who give me need full guideline and support and co
operation for conducting the summer training and preparing this report.
The training procedure session has contributed to develop my personality. I lean this fact
in natural environment. This training session give me opportunity to enhance professional skills
and give me a way for a success and achieving ambition in life.
Last but not the least, I would like to thank sincerely all the staff of TTL Ltd. who helped me
during my stay and who never made me feel as though I am not a permanent member of this
team.
TABLE OF CONTENTS
OBJECTIVE
RESEARCH METHODOLOGY
SWOT ANALYSIS
SUGGESTION
BIBLIOGRAPHY
2)
3)
In line with its constant aim of expanding its scope of capabilities and marketing off
rings, the company has entered into a strategic alliance with another major player in
high end electronic energy meters like M/S Duke Arnics Electronics Ltd. With this
alliance the Havells has become the only company in India to have complete range of
energy meters, thus taking it to the category of the leading manufacturing in the world.
It shall target international market for a rapid growth in volume and company stature.
4)
The meters can be put to industrial application for calibration and testing HT grid
metering. The company has increased its product range to include three phase
multifunction meters, LT trivector meters, HT trivector meters, portable reference
meters and complete meter networking solution for industrial applications.
5)
The company is now investing heavily in new technology development in solution for
communication with energy meters.
PLANT AT A GLANCE
: T.T.L. LTD.
: 1, Raj Narain Marg, Civil Lines
Delhi 110054
PRODUCTION UNIT
QUALIFICATION
DATE OF INCORPORATION
EMPLOYMENT
CUSTOMER
: 500 Employees
: Cochin International Airport, Citi
Bank, I.T.C. Welcome Group,
Infosys, Hotel Inter Continental,
Sahara India, Reliance Industry,
Delhi Stock Exchange, P.V.R., Priya etc.
COMPANY PROFILE
QRG ENTERPRISES
QRG is step towards integrating all our companies under one common entity, one common vision.
QRG is the holding company of all erstwhile Havells group companies, which includes
Havells India, Crabtree India, Standard Electrical, Duke Arnics, Crabtree Aquatech and TTL.
But then what is QRG?
QRG is Havells in its new avatar. With a new vision, New purpose. Now dynamism.
QRG is committed to meeting the challenges of the new economy through business ethics, global
reach and technological expertise.
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HAVELLS GROUP
Havell's Group, India's leading multi product electrical engineering organization has been offering
the industries the benefits of expertise and experience of over three decades in the field of
Electrical Switchgear, Controlgear, Energy Meters, Electrical wiring Accessories and Cables &
Wires etc.
The group has eight Manufacturing plants in and around Delhi equipped with latest stateof-art
manufacturing facilities supported by strong marketing network of 20 branch offices, 16
representative offices, over 500 authorized dealers and more than 100 approved outlets catering to
the needs of discerning buyers across the country and part of Asia and Africa. Most of our
products manufactured by Havell's bear ISI MARK and all the products comply with the latest IS
& IEC Specification. Most of our existing plants have been certified and accredited by ISO 9001
further reinforcing our commitment towards quality. Havell's has made available the best
technology to the Indian buyers by virtue of its strategic alliances with leading global
manufacturers in their respective areas viz.Schiele of Germany, Geyer of Germany, DZG of
Germany, Dorman Smith of U.K., Crabtree of U. K.
Highly qualified and experienced professionals backed up by a work force of 1800 employees
manage the company. All the branches and manufacturing facilities are computerized and the
company has successfully implemented the first phase of Enterprise Resource Planning (ERP) so
as to provide faster response to its valued customers.
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12
GEYER Germany
SCHIELE Germany
Crabtree UK
Electronic Meters -
AMPY UK
13
HAVELL'S NETWORK
Corporate office
Delhi
Branches:
Bangalore, Baroda, Bhopal, Calcutta, Chennai, Cochin, Hyderabad, Jaipur, Lucknow, Mumbai
Representatives:
Ahmedabad, Bhubneshwar, Chandigarh, Dhanbad,Guwahati, Indore, Jashedpur, Jalandher,
Ludhiana, Patiala, Pune, Sonebhadra, Varanasi
The Head Office of the group is based in Delhi. The office consist of 8'employees who were
involved in functions like sales & marketing, Accounts, Personnel & HRD, Commercial etc. Over
the years the head office has taken a multi-functional role and has evolved into a decision making,
policy formulating, monitoring & coordinating agency for the entire Group's business activities,
thereby transforming itself into the "Corporate office", besides retaining all unit based activities.
The various functions currently being performed by the Corporate, office at New Delhi are:
a). Accounts:
The main function of the accounts dept. at Head Office is to control & supervise all the
accounting functions at the head office as well as the units. It involves finalisation of accounts of
the company & all the subsidiary company. It monitors investment and fund resources. It also
complies details for income tax & sales tax assessment cases.
b). Legal:
The main function of the legal dept. is to coordinate & streamline the realisation of money due
from various parties & check out all legal compliance's applicable to Havell's as per the
Companies Act. To satisfy all correspondences & complaints of shareholders. To correspond with
stock exchange, RBI; & other related dept.
c). Marketing
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The marketing dept are responsible for overall formulation & implementation of marketing
strategies for their respective product lines. They also monitor the sales targets periodically & coordinate with the respective production dept. for timely deliveries schedules, collection of sales
proceeds, order status, dispatch details stock availability etc. Marketing dept. ensures
d). HRD & Personnel
The corporate. HRD & Personnel dept. is responsible for formulating, implementing,
administering, monitoring & reviewing periodically the personnel & HRD policies & practices
considered conducive to the overall development of the employees as well as 'the organization.
e). Business Development Department.
The main responsibility of this department is to improve the perception of the Group, pitch the
product against competition. It co-ordinate with the branches as well as the units for enquiries,
approvals & projects. This dept. also conduct seminars, product & Corporate presentation.
f). Commercial
The commercial dept. formulate policy guidelines for different units for buying of materials
sending production programs to factory, inspection cases to DGS&D, & inspection formalities. It
also involves attending liasoner, tender attending, & commercial correspondences etc.
g). Communication & Market Support
The role & responsibilities of CMS are as follows.
Release of press advertisements & press releases to agencies and print media.
Design and installation of dealers and retailers sign board, wall paintings, kiosks, bus
back panels & hoardipg
Arranging an execution meets Conferences, seminars, Exhibition and road shows &
Launches.
This dept. supervises the database at various units & also develops modules as per
requirement.
To achieve maximum penetration in South Asian, Middle east & African Market in coming
one year.
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Function:
Export function
Market development: which involves international Dealers, Agent, and direct institutional
development.
Administrative
development:
which
involves
quality
improvement
improvement.
Exim commercial:
o Export Export documentation & customer clearance.
o Import documentation & customer clearance.
o Availing export promotion benefits
o Interaction with banks for negotiation of export documents
o Interaction with A/c ( finance for arranging)
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&
packaging
Switch fuses, Fuse Switches, HRC Fuse Links, Distribution Boards, Switch isolator
and allied products.
DOMESTIC
POWER CABLES:
Control Cables
JOINING FORMALITIES
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(b) Submit copies of certificates supporting your educational qualifications, Date of birth
certificate and other testimonials, passport -size photograph, clearance certificate from your
previous employer.
(c) Fill in the Provident Fund nomination form.
(d) Complete the ESIC requirement.
(e) Submit a copy of the vehicle registration form for claiming conveyance allowance.
(f) Open a saving bank A/c with the prescribed bank for crediting of your salary: All the above
documents are to be submitted to the HRD & Personnel dept.
EMPLOYMENT RULES.
(a) Timings
For Head Office:
Working Days:
Monday to Saturday.
Working Hours:
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You are required to sign the attendance register. A 'mark' is put if you late & three such marks
result in deduction of half day's leave. However employees may be permitted to inform the office
in advance about their late comings on A/c of any unforeseeable
exigencies subject however to a maximum of twice a month.
Attendance is normally calculated from the 26th of the previous month to the 25th of the present
month for the calculations of salary. However this practice may somewhat vary from one unit
/business to the other
8. PERSONNEL REGULATIONS.
(a) Probation /Confirmation
If you are newly appointed employee at the level of Dy.Manager or below you are normally
required to serve a one-year probationary period or as otherwise specifically prescribed. At the
end of the probation period,- your performance will be evaluated, and based on the assessment by
your seniors, a decision will be taken to either confirm you in the services of the company to
extend the period of probation or terminate your services and the decision as it may be, of the
management, will ,be intimated to you in writing. However it may be noted that either due to
unsatisfactory work performance or for any other reason whatsoever The services of a probationer
are liable to be terminated by the company by giving 7 (seven) days notice during the
probationary period & one month notice after confirmation.
(b) Increments & Rewards:
Depending upon your performance you may be given graded increments on the 1 st April every
year provided you had joined the conil)any before 1 st Oct of the preceding year. This practice may
somewhat vary from one unit / business location to the other. You cannot however demand an
increment as a matter of right. It will be based purely on your performance of the preceding year,
as assessed and recommended by your departmental head / unit head.
In case of very good performance, the management may decide to give you further recognition
either in status or in monetary terms, or both in appreciation of your work, and contribution.
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(c) Promotion
These are decided on the basis of consistently good performance over functional head, discussion
with the HRD & Personnel dept. or the unit head at you _location.
(d) Leave Rules
At Head office : (as per Shops & Establishment act)
Casual leave
Privilege leave
Total
= 12
= 15
= 27
=7
= 15
Total
= 22
Casual leave
Leave availed of in the nature of personnel engagements and of casual nature will be adjusted
against "CL" standing to your credit. However if there is no casual leave is standing to your
credit, it will be adjusted against your privilege only.
Remaining unavailed CL will automatically stand lapsed at the end of the leave year / calendar
year.
Privileqe leave
The term privilege leave is synonymous with "Earned Leave" or "Annual Leave" and is meant for
an employee's rest & recuperation. The company therefore expects that an employee will avail of
privilege leave at least once in each year & have an enjoyable holidays so that he returns to work
fully refreshed . 1.25 leave after every 20 actual working days and total 15 days for which one
must have' actually worked for 240 days in the previous year before his entitlement begins:
Earned leave with pay is allowed as under:
a) 3 leave after completion of first quarter., ,
b) - Balance leave after completion of 4th quarter .
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All unavailed earned leaves are encashable at the end of the year. These shall not be carried over
for accumulation in the next year.
9. SOCIAL SECURITY MEASURES
ESI (Employee State Insurance):
ESI is a statutory social security scheme extended by the Govt of India. All employees drawing a
gross salary (excluding conveyance allowance) upto Rs.6500/(Basic + HRA) per month are
covered under the scheme. They can avail of medical facilities for self, spouse, children, &
dependent parents at the rate of 1.75% by the employee and 4.75% by the employer
Provident fund (PF)
The Provident Fund Act of 1952 came into being to provide compulsory contribution on the
employer & that of the employee as an old age benefit to the employee.
According to its prevailing provision, the act states that "Every employee whose pay does not
exceed Rs.5000 PM (Basic earned) is required to becomb a member of the fund " However in our
organisation it is imperative for every employee, irrespective of the basic salary to become a
member of this fund".
The PF scheme is applicable to all the employees on the rolls of HAVELL'S and its other
associated subsidiaries companies. The employee contribution to the PF scheme is 12% of the
basic salary & Havell's also contributes an equal amount to employees provident fund account as
per EPF act 1952.
An employee can take loan from his PF contributions after fulfilling the necessary requirements.
The details of the same can be obtained from the personnel & HRD dept. at your location.
The entire contribution under this fund is payable to the employee under the following events.
(i)
(ii)
In the event of the employee's death (amount will be paid to the nominee / nominees).
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(iii)
(iv)
months )
(v)
If the employee joins another company which does not have a PF facility
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d) Gratuity
As a part of the terminal benefit extended to all the employees gratuity becomes payable upon
cessation of the employment after rendering a continuos service of not less than 5 years either in
case (six months or more are considered to be one year).
-On Retirement
-On Resignation
After completion of every one year he will be entitled for 15 days salary as gratuity. However in
case of death the Gratuity benefits will be payable (minimum one year service is required for
qualifying this. scheme). The Gratuity shall be payable for every completed year of service or part
thereof in excess of six months the employer shall pay the gratuity to an employee at the rate of
fifteen days' wages based on the rate of wages last drawn by the employee concerned on the basis
of the following formula.
15/26 x Last salary drawn x Number of completed years of service
e) Maternity benefits
According to the Maternity Benefit Act 1961 maternity benefits are applicable to all married
female employees of the company, who have worked for atleast 80 (eighty) days preceding the 12
months immediately the date of her expected delivery. The maximum duration for which any
woman is entitled to maternity benefits would not exceed 12 weeks, ordinarily six weeks upto &
including the day of the delivery & six weeks immediately following the date.
In case of miscarriage she shall on production of medical proof be entitled to avail leave with
salary (at the rate of maternity benefit) for a period of six weeks immediately following the day of
her miscarriage. In addition the employee can avail leave for a maximum period of one month in
case of her illness or illness of her child arising out of delivery. However in case of a miscarriage or illness the employee should submit a medical certificate from
the registered medical practitioner . After completion of maternity leave& before resuming duty
the employee would have to submit a fitness certificate'.
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f) Accident Insurance
Employees including managerial staff who have to travel regularly on office duty may be insured
against accident risks for an amount of Rs.1 Lac to 6 lacs according to their status as determined
by the company. The company shall pay 100% premium of such insurance. The categories are as
under:
TM (Top Mgt.)
SM (Senior Mgt.)
MM (Middle Mgt.)
Rs.6,00,000/
Rs.4,00,000/
Rs.4,00,000/
Rs.3,00,000/
Rs.2,00,000/
Rs.,1,00,000/
Entitlement (Rs.)
Equal to one month Basic Salary p.a.
The employee has to inform the company of his plan to proceed on LTA must take sanction from
the competent authorities atleast 15 days in advance.
LTA not availed in any financial year will lapse unless otherwise it is permitted by the
management due to urgency of official work. The facts should be placed on records at Head
Office for such purpose.
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c) Medical Reimbursement:
The employees drawing a salary less than 6501/- per month (Basic + HRA) are covered under ESI
and shall get free medical treatment under ESI Scheme. Hence
They shall not be entitled for any medical benefit from`the company.. Employee not covered
under ESI scheme shall get medical relief as per the mentioned norms below.
Salary
Entitlement
This benefit is extended to the employee, his spouse, children & dependent parents. Medical bills
should be submitted, minimum 60% to 70% in original and balance can
be through declaration.
c) Mediclaim Insurance Policy
Employees in the rank of GMs and above shall be covered - under "Mediclaim insurance policy "
and full premium shall be borne by the Company.
e) Leave Encashment
All the employees are entitled to this benefit. This benefit can be availed of provided privilege
leaves are standing to his credit The encashable amount would be calculated on the basis of his
prevailing total salary & is usually paid during
December/Jan every year. At the time of cessation of service either on account of Resignation,
Retirement or discharge the entire privilege standing to his credit is encashed as per the company
rule.
Loan scheme:
Presently, no specific loan scheme exists in the company but subject to availability of -additional
funds, loans may be given in exceptional cases on the 100% discretiion of the management for the
purpose of marriage of children, or dependent persons, housing, purchase of vehicle (in case of
entitlement) and or any unforeseen
circumstances.
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To avail loan prior sanction must be secured in the prescribed proforma from Head office before
any case is considered / recommended. Presently we are allowing loan facility giving salary
equivalent to one-month total salary & same should be deducted in six equal installments.
Notice of Termination
On Probation :
During the probation period, the company may terminate the services of the employee at any time
by giving 7days notice with or without assigning any reason whatsoever. Similarly the employee
would also be at liberty to leave the services of the company at any time upon giving 7days
prescribed notice.
On Confirmation
During the confirmed period, the company may terminate , the services of the employee at any
time by giving one-month notice with or without assigning any reason whatsoever. Similarly the
employee would also be at liberty to leave. the services of the company at any time giving one
month's prescribed notice.
Full And Final Settlement
In case employee decides to leave the organization he will have to submit his letter of
resignation to the Departmental head / Reporting manager.
Once accepted he will fill in a clearance form & get it signed from his departmental head. Therelieving letter would be issued. Only after the acceptance of his resignation & when the
clearance form reaches the HRp & personnel dept. The full & final settlement of dues would be
initiated as soon as the relieving letter is issued.
Marketing & Sales dept.
The marketing and sales department has to submit No due certificate from all the dealers, before
leaving the company
Service Certificate:
27
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Servicing of products tips for proper use & preventive maintenance of products.
The various training programs will be conducted at Head office in Delhi and Regional offices
such as Calcutta, Chennai, Ahmedabad, Mumbai, Cochin, Hyderabad, Jaipur, Chandigarh etc.
Training programs are conducted for executives & managers to improve Technical & Professional
skills so as to ensure positive contribution towards enhancing all round development of our
29
employees as well as organisation thus equipping all concerned towards better cohesiveness,
improved, performance, & achievement of targeted results. These training programs build a sense
of comrade ship among the branches and also inter branch colleagues.
The training aims at updating the employees on the product, system & building the confidence to
motivate them in taking up the challenges to achieve growth, profitability & excellence.
30
AN INTRODUCTION TO TRAINING:
Successful candidates placed on the job need training to perform their duties effectively Workers
must be trained to operate machines, reduce scrap and avoid accidents It is not only workers but
executives and supervisors who need training as well in order to enable them to acquire maturity
of thought and action Training and development constitute an ongoing process in any
organization Training thus means to turn members into productive insiders It is the second step
after recruitment, screening and selection The principles of learning make training work ,thus
how a person learns should be the guiding principle in explaining how a person should be trained
Thus training requires
Practice
Feedback
Motivation to learn
Thus training is systematic and intentional basically involving the felicitation of the learning
process Further training enhances three broad classes of skills
No organization has unlimited resources, so training has to be done on the basis of identified
resources in three phases
PRE TRAINING
-Clear understanding of the situation that calls for more effective behavior
TRAININGImplementing the effectiveness in behavior
POST TRAININGThe management has to handle a person who is more confident, post training A lot of adjustment
is needed on both sides
31
32
According to Edward B. Flippo Training is the act of increasing the knowledge an skills of
an employee for doing a particular job
Thus training is an organized activity for increasing the knowledge and skills of people for a
definite purpose It involves a systematic procedure for transferring technical know how to the
employees so as to increase their knowledge and skills for doing specific jobs with proficiency In
other words, the trainees acquire technical knowledge, skills and problem solving ability by
undergoing the training programme Training objectives should always be expressed in behavioral
terms to remove ambiguity and vagueness e.g. To have more productive workers (vague)
To increase output by 10%over current levels (behavioral terms)
EDUCATION TRAINING AND DEVELOPMENT: DIFFERENCE
The processes of training and development are often confused Training means learning of basic
skills and knowledge necessary for a particular job or a group of jobs But development on the
other hand means growth of the individual in all respects However education is afar broader term
in comparison to the above two Its purpose is to develop the individuals It is concerned with
increasing the general knowledge and understanding of the environment as a whole Education is
more formalized then development and is in general imparted in schools and colleges The
distinction between the three can be made as under:
TRAINING VERSUS DEVELOPMENT
According to Dale Yoder the use of terms training and development in todays employment
setting is far more appropriate than training alone since human resources can exhibit their full
potential only when the learning process goes far beyond the simple routine
TRAINING
Training means
learning
skills
DEVELOPMENT
and Development means the growth of an
knowledge for doing a particular job It employee in all respects It shapes attitudes
increases the job skills
The term training is generally used to The term development is associated with
indicate imparting specific skills among the overall growth of the executives
operative workers and employees
Training is concerned with maintaining and Executive development seeks to develop
improving the current job performance competence
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and
skills
for
future
perspective
Training is job centered in nature
Development is career centered in nature
The role of trainer or supervisor is very All development is self development The
important in training
EDUCATION
Theoretical orientation
Classroom learning
General concepts
Broad perspective
To conclude, in order to bring about a distinction, amongst training development and education
in sharp focus it can be said that training is offered to operatives, whereas development
programmes are meant for employees in higher position Education however is common to all
employees their grade not withstanding
TRAINING OBJECTIVES
Interaction during training programmes lets the management understand what motivates
or satisfies the workers
Manpower planning
Unifying individual objectives with those of the organization and vice versa
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Motor skills
Interpersonal skills
It also enables to operate machines and use other equipment with least damage and scrap
Without the basic skill an operator will not be able to function properly Motor or psychomotor
skills on the other hand refer to performance of specific physical activities These skills involve
learning to move various parts of ones body in response to internal and external stimuli Lastly
employees particularly supervisors and executives need interpersonal or the people skill to
understand oneself and others better and act accordingly
EDUCATION
The purpose of education is to teach theoretical concepts and develop a sense of reasoning and
judgment that any T&D programme must contain an element of education is well understood by
the HR professionals Any such programme has university professors as resource person to
enlighten participants about theoretical knowledge of the topics proposed to be discussed
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DEVELOPMENT
Another component of training and development programme is development, which is less skill
oriented but stresses on knowledge An organization expects the following from its mangers when
they are deputed to attend training and development programme
How to make managers self-starters How to imbue them with a sense of commitment
and motivation so that they become self-starters?
How to make them subordinate their parochial, functional loyalties to the interests of the
organization as a whole?
How to make them result oriented? How to help them to see and internalize the
differences between activity and results between efficiency and effectiveness?
How to make them sensitive to the environment in which they function both at the
workplace and outside
How to make them aware of themselves their potentials and their limitations How to
help them to see themselves as others see them?
How to teach them to communicate without filters to see and feel others view points
How to help them to understand power and thereby develop leadership styles which
inspire and motivate others?
How to instill a zest for excellence a divine discontent a nagging dissatisfaction with the
status quo
ETHICS
There is a need for imparting greater ethical orientation as they are largely ignored It is also
significant because of the following reasons:
Ethics correspond to the basic human needs All of s want to be ethical in our personal
lives and business dealings too
Values lend management credibility with employees They provide a common language
for aligning a companys leadership and its people
Ethical attitudes help management make better decisions which are in the interest of the
public the employees and in the long run the company itself
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Ethical practices are good even from the profitability point of view According to a survey
organizations that showed the highest concern were the ones that showed highest profits
Finally ethics are important because government and law cannot always protect the
society but ethics can
ATTITUDNAL CHANGES
Attitude represent feelings and beliefs of individuals towards others Attitudes affect motivation,
satisfaction and job commitment Negative attitudes need to be converted into positive ones
Negative attitudes are difficult to change because
The trainees would be unwilling to participate in training if the trained employees are being
paid less
THE ENTIRE PROCESS OF TRAINING
Just like the budget TNA estimates the training needs of the different levels of employees in the
organization Although this is done at the beginning of the year, yet to make my concepts clearer I
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was asked to submit an exhaustive list of many topics, on which training could be carried out at
he different levels The levels were classified into:
Top level
Middle level
Lower level
DIAGRAM
SHOWS
THE
DIFFERENT
ORGANIZATION
These were the training areas identified:
FOR THE TOP LEVEL
1. Management development programmes
2. Emotional training
3. Succession plan
4. Leadership
5. Quality management
6. Cost cutting and maintenance
7. Motivation
8. Employee retention
9. Risk management
10. Manpower planning
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MANAGEMENT
LEVELS
IN
AN
39
4. Technology trends
5. Self appraisal (skilled/semiskilled)
6. Civil rights and equal opportunity programs
7. Work performance and conduct
8. Effective communication
9. Quality management
10. Prevention of stock shortages and equipment failure
11. Hygiene
12. Safety: generic and machine specific
13. Cost cutting
14. Motivation (skilled)
15. Standard operating procedures (semiskilled/unskilled)
THE TRAINING CALENDAR
Once the training needs are identified a training calendar giving the training schedule for each
month is prepared specifying the training needs for different cadres of employees. The calendar
may be altered if required
At the Havells India Limited, training is taken at all levels on a regular basis A few days before
the actual training programme the, a notice of the same is sent out to the nominated trainees or
the HR department may ask the respective department heads to nominate their own trainees. The
training calendar is consulted at the beginning of each month and a notice of the programme to
be conducted is given out
THE TRAINING NOTICE
The training notice contains all the information related to the training programme It is generally
in the form of an internal memo It contains the date on which the training programme is to be
conducted, the venue the nominees etc
THE TRAINING PROGRAMMES ATTENDED AT THE HAVELLS INDIA LIMITED
Training is a regular feature at the Havells India Limited. Due to some internal problems no
training could be held for the period of May 2004 Some of the topics scheduled for May were
taken over in the first week of June All the topics dealt with were for the workers To enable more
41
number of workers to gain knowledge the venue was shifted over to the companys garden The
timings were 6:00-7:00PM i.e. after the days work was over
Mr. Sanjay Kumar Nagar provided the training, Head HR &Administration He imparted training
on the following topics
1.Effective communication
2.5s
3.Kaizen
4.Hygiene and safety
Hindi in its simplest and spoken form was used, as a medium of instruction Humor was an
important element without which the attendance would have been quite low these meetings had
an air of relaxed informality where participation and questions were encouraged on the part of
workers
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PROGRAMME
43
Produce a
-Target population analysis
-Task analysis
-Performance analysis
accurate decisions
Need for employees who have skills in the technical
aspect of the job
Need for managers who have skills in management
Recognition of the
Stimulus
Recognition of the
need to change
Diagnosis
Goals
In other words we can say that Training needs assessment (TNA) is the examination or the
diagnostic portion of the training system, the system that TNA examines are often referred to as
perceived performance deficiencies A perceived performance deficiency exists where there is a
difference between the expected and perceived job performance Perceived performance
deficiency can be equated with the reasons that often lead to losses within organizations or with
the symptoms of the need to change The example below depicts this in a clearer way:
46
Failure to train
workers
effectively
1.low productivity
2.high absenteeism
3high turnover
4low employee morale
5high grievances
Failure to
motivate the
employees
Analysis of the knowledge and skills needed to accomplish the procedures; and
Identification of the special problems of the job and analysis of any particular kind of
skill needed to meet the problem
Selection policy and size and general skill level of the available work force are two of the
important factors that affects the general ongoing training programme of an organization
Training programmes should be formulated by the line personnel with the advise and assistance
of the staff An important point to be noted is that training can also be given in lieu of the
high standards accomplished by the employees i.e. in the form of a reward
47
48
MOTIVATION: The trainee must be motivated to learn Unless the trainee is motivated and
interested in learning, even a good instructor cannot train him Thus a positive attitude towards
learning must be inculcated in the trainee
REWARDS AND INCENTIVES: Rewards and incentives act as a stimulus for the trainee to
satisfy his need for social approval For any effective training programme the management must
have a provision for the trainees The management must give sufficient information about the
reward whether in the form of financial or non financial benefits to the trainees who will come
out successfully of the training programme
At present there is no systematic standardization of the different training programmes in India
Each organization has developed its own method of training both for workers and supervisors
However management must consider a systematic training to improve the efficiency and morale
of the employees systematic training programme will help the management to standardize the job
performance as well as the selection and placement programme As already specified for the
success of any training programme the selection of trainer is of prime importance The trainer
must be picked from the immediate supervisors in case of on the job training programme
Secondly the statues of the training in charge should be equivalent to that of the personal
manager in the organisationThirdly the needs of training should be based on organizations needs
The last but not the least important point is the importance of human relations for the
development of an effective organization Training in good human relations means training good
leadership and developing sound relationship among people in the organization
CATAGORIES OF TRAINING NEEDS ANALYSIS
A TNA can be categorized based upon whether it is reactive or proactive
A reactive (i.e. remedial) TNA occurs when the perceived performance deficiency is a
discrepancy between perceived and expected performance for the employees current job A
proactive TNA is conducted to respond to the perception that current job behavior reflects an
inability to meet future standards or expectations There are two variants of the proactive TNA
namely:
Preventive approach
49
Developmental approach
The preventive approach is designed to assure that an employee will be able to meet future
expectations for his or her current job The developmental approach is conducted when current
job behavior leads to the perception that the individual has the potential but is not yet ready to
perform at a higher level position A proactive TNA rests on the ability of someone to predict or
anticipate a future problem
Any well done TNA is time consuming and costly ,it may seem logical that many organizations
do not conduct a TNA prior to training
TNA increases the probability of a successful training effort by determining if and how training
can help to solve a particular problem It is impossible for trainers to prove that their training
activity caused an improvement in job performance without conducting a TNA
HOW SHOULD A TNA BE CONDUCTED
To pinpoint the range of training needs and define their content, the HR department uses
different approaches to need assessment It may survey potential trainees to identify specific
topics about which they want to learn more Another HR led approach is task identification
Trainers begin by evaluating the job description to identify the salient task that the job requires
Trainers are also alert to others sources of information that may indicate a need for training such
as production records quality control reports grievances, safety reports, absenteeism and turnover
statistics and exit interviews of departing employees may reveal problems that should be
addressed through training and development efforts Training needs may also become apparent
from career planning discussions or performance appraisal reviews Supervisors see employees
on daily basis and thus are another source of recommendation for training The HR department
also reviews self nominations to learn whether training is actually needed Self nominations
appears to be less common for training situations but more common for developmental activities
50
Identifying the job requirements, trainees skills and abilities and environmental
constraints on correcting the deficiency
1. PERSON ANALYSIS
A person analysis compares the individual with the task requirements The individual must
have the necessary KSA as well as the motivation and the opportunity to perform the task
Training the incumbent can typically rectify the deficiencies that are due to lack of skill or
knowledge To ascertain whether a lack of KSA is the cause of the performance deficiency the
incumbent must be asked to perform the desired behavior
51
OF
SUCCESS:
The
objective
of
training
is
to
improve
correct timing is effectively administered there are still a variety of factors that may inhibit
behavioral change One such factor is the particular climate/culture of the organization
Orientation towards development is a dimension of climate that has been identified by
several researchers The table on the next page lists a variety of resources that can be used in
organizational analysis.
52
DATA SOURCE
RECOMMENDED
Organizational goals Were the training emphasis can and should be placed These
and objectives
Manpower inventory
performance problems
Where training is needed to fill the gaps caused by
retirement turnover age etc This provides an important
demographic data base regarding possible scope of the
training programme
Number of employees in each skill group, knowledge and
Skill inventory
skill level training time per job etc This provides an estimate
of the magnitude of the specific training needs Useful in
Organizational
climate indices
training components
Analysis of effective Cost accounting concepts may represent ratio between
indices
actual performance and the standard or desired
Changes in system or New or changed equipment may present training problems
subsystem
Management
requests
interrogation
Exit interviews
MBO
or
Of all the sources listed the most useful for an organizational analysis is the organizations
goal and objectives In larger organizations a formal strategic document exists which the
trainer should not only read but analyze to get the true feeling for the direction in which the
organization is headed
53
Performance standards
job
work
literature Possibly useful in comparison analysis of job
54
DISTINCTION
BETWEEN
KNOWLEDGE,
SKILLS
AND
ATTITUDE
While the purpose of training in the business context has changed very little over the past several
years, the approach, the methods and the techniques used have progressed considerably
Specialists have become more aware of what their role should be, what trends to motivate people
to work in various kinds of employment and what are the most acceptable and profitable ways of
achieving the desired performance from individuals and groups Employers too have grown to
recognize the value of investing in training with these ends in view
It has been accepted over some years that all training can be categorized under the heading of
knowledge skills and attitudes At one time little distinction was made between these three areas
Skills were seen to be acquired when knowledge of the method process or system was passed on
either by word of mouth or in writing Learners were expected to be proficient in a job after being
told what to do Those who were slow learners were considered untrainable and thus discharged
55
The approach to attitude in training was negative Employees were often seen to have the wrong
attitude when they failed to meet the employers demand but it wasnt in practice to inculcate the
right attitude i.e. the one that could be accepted as constructive But the work of behavioral
scientists has helped to bring about a change in the recent years Trainers today are aware that
men cannot be treated like machines
The distinction between knowledge and skills has also come about much by reason of workers
pressure as because of managerial enlightenment Employees were outsiders and the business
secrets were not divulged to them They lived in blissful ignorance of the aims of the organization
and the significance of themselves Today managements have become aware of the facts that
employees who re kept in the picture about what is going on are likely to accept and give
commitment to management decisions After all uncertainty can have a more damaging effect on
workforce than bad news
Moreover employees need to be continually updated in specific work areas Many, but not
employees are dedicated enough to undertake private study to keep abreast of the latest
developments in their field Self development according to most trainers is the best and the most
effective means of training Nevertheless the employers have a responsibility towards the
employees Thus there is a continuous need for knowledge training Not only is it necessary to
cover the knowledge required to enable an employee to carry out a specific job but a good deal
more information about the business has to be imparted if a person is to be made the contributing
member of the team
In selecting training and development techniques, trade off exists That is no single technique
is always best: the best method depends on: cost effectiveness, desired programme content,
learning principles, appropriateness of the facilities, trainee preferences and capabilities The
importance of these six trade offs depend s on the situation There is a range of teaching
methods available to trainers Each method has its advantages and disadvantages in terms of
the objective of a particular training programme The difference between training methods
lie mainly in terms of the trainees personal involvement or participation in the process of
learning The choice of the training method depends on
How much a particular group of trainees will learn from a particular method or a
combination of methods
56
The intellectual level and educational background of the participants, the participants
age and practical experience
Depends on the social and cultural factors in the environment Now many participative
methods are accepted and used in management training
Some methods are more effective in achieving certain objectives than others
It also depends on the time and availability of resources and infrastructure al facilities
Training may be classified lucidly as given by Yoder into the following categories
1. General training methods
2. Rank and file job training methods
3. Craft training method
4. Executive training method
5. Special training method
The second classification can be on the basis where the training takes place i.e.
1. On the job training
2. Off the job training
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This is based on similarities in training on several specific jobs This type of training can
either be imparted in a class room or on the job It is performed by foreman or a group leader
Its advantages arise in so far as it is realistic and economical and does not hamper production
as well as necessitate transition from classroom to job situations Its limitations include
1. The trainer may be an incompetent teacher
2. The shop floor maybe busy
3. There may arise heavy production losses
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SUPERVISORY TRAINING
Supervisory training needs reveal utmost divergence in view of the divergent duty of
the supervisor Employee attitude survey s help in finding areas of supervisory
training Likewise supervisors themselves may be requested to indicate the areas
where they need training Frequently these surveys indicate that supervisors need
training in human relations, production control, company policies and how to instruct
Supervisory courses consist of Job method training (JMT) and Job relations training
(JRT)
The JMT helps the supervisors to improve methods in their departments, while the
JRT helps them in handling human relations problems in their departments
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The trainer may be a skilled workman He may be a superior who breaks in the
new man and then turns him over to the skilled workman who continues to
guide the learner
JIT may include the following steps
1. The trainee receives an overview of the job, its purpose and its
desired outcomes with an emphasis on the relevance of the training
2. The trainer demonstrates the job to give the employees a model to
copy
3. The trainee then mimics the trainers example
4. Demo by the trainer and practice by the trainees is continued till the
job is mastered
5. On the above basis a continuous feedback is received
6. Finally the employee performs the job without supervision, although
the trainer may visit the employee to see if there are any lingering
questions
ADVANTAGES
DISADVANTAGES
The worker in his haste for immediate production may fail to learn the best
way of doing the job
The actual costs considering the trainers time loss (if the trainee fails to learn
the job properly) as well as the wasted material and damaged equipment may
be heavy
Many established workers find teaching a new recruit to be a nuisance and the
new employee may be pressured to master the task too quickly
Before implementing effective JIT programme, one should take into account
certain things, these are as under:
Firstly the choice of trainers should be based upon their ability to teach and
their desire to take this added responsibility
JOB ROTATION
To cross train employees in a variety of jobs, some trainers move a trainee from job to job by job
instruction training This is a method of training wherein workers rotate through a variety of jobs,
thereby providing them a wider exposure Trainees are placed in different jobs in different parts
of the organization for a specified period of time They may spend several days or even years in
different company locations In this way they get an overall perspective of the organization
Besides giving workers variety in their jobs it helps the organizations in vacations ,absences
downsizing or when resignations occur It helps workers to sharpen their skills and is used to
develop people for higher level positions by exposing them to a wide range of experience in a
relatively short span of time It is used for both blue collared as well as white collared positions
ADVANTAGES
Workers having the right skills can step in to fill open slots
The method provides new and different work on systematic basis giving
employees a variety of experiences and challenges
Employees also increase their flexibility and marketability as they can perform a
wide array of tasks
LIMITATIONS
Due to individual differences different employees are not equally suited for all
jobs It weakens a workers commitment to a given job
Job rotation also challenges one of the basic principles of personnel placement:
that workers be assigned to job that best matches their talents and challenges
APPRENTICESHIP
Apprenticeship training is ancient device An apprentice is a worker who is learning a trade but
who has not reached the state where he is competent to work without supervision It is
particularly common in the skilled trades. Organizations that employ skilled trade people such as
plumbers, carpenters, masons, printers and sheet metal workers may develop journeymen by
conducting formal apprentices programmes A new worker is tutored by a established worker An
apprenticeship lasts 2 to 5 years Classroom instructions are imparted typically in the evenings for
144 or more hours per year Each apprentice is usually given a workbook consisting of reading
material, tests to be taken and practice problems to be solved The apprentice serves as an
assistant and learns the craft by working with a fully skilled member of the trade called a
Journeyman This training is used in such trades ,crafts and technical fields in which proficiency
can be acquired after a relatively long period of direct association with the work and under the
direct supervision of experts At the end of apprenticeship programme ,the person is promoted
to journeyman
ADVANTAGES
Training is intense, lengthy and usually on one to one basis
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DISADVANTAGES
This kind of training basically discriminates and gives preference treatment to friends and
relatives
Time use in the programme is on basis of advancement rather than demonstrated ability This
result in some skilled apprentices remaining at minimal wages, a situation that companies
sometimes have exploited
The members of the trade predetermine the amount of time an apprenticeship lasts
COACHING
At management levels, coaching of immediate subordinates by their managers is common
Coaching is similar to apprenticeships because the coach attempts to provide a model for the
trainee to copy It tends to be less formal than an apprenticeship programme because there are
few formal classroom sessions and because it is provided when needed rather than being part of a
carefully planned programme Coaching is almost always handled by the supervisor or the
manager not by the HR department
ADVANTAGES
Participation, feedback and job transference are likely to be high in this form of learning
DISADVANTAGES
VESTIBULE TRAINING
To keep instructions from disrupting normal operations, some organizations use vestibule
training This type of training is often used in production work A vestibule consists of training
equipment that is set up a short distance from actual production line The method is good for
63
promoting practice a learning principle involving the repetition of behavior These special
training areas are used for skilled and semiskilled jobs particularly those involving technical
equipment
ADVANTAGES
Trainees can practice in the vestibule without getting in the way or slowing down the production
line
DISADVANTAGES
Vestibule is small so relatively few people can be trained at the same time
OFF THE JOB TRAINING TECHNIQUES
Off the job methods are those training and development programmes that take place away from
the daily pressures of the job and are conducted by highly competent outside resource people
who often serve as trainers, which is one of the main advantages of this method Such people
include technicians, consultants and university faculty Its major drawback is the transfer problem
Too often trainees learn new facts and principles at lectures workshops and conferences but have
no idea how to apply them, once they are back in their jobs
LECTURES
The lecture method is a popular form of instruction in educational institutions Even though the
effectiveness of the lecture method is often questioned many instructors find themselves 30%50% of their time lecturing It is also used in industry Lectures consist of meeting in which one or
a small number of those present actually play an active part The lecturer may be a member of the
company or a guest speaker Before preparing a lecture the following 4 questions must be
considered
DEMERITS:
It gives very little opportunity for active practice, development, knowledge of results and
transfer of learning
There is a little chance for dialogue, questions or discussion of individual problems and
special interests
It is not suitable for courses where people with work experience are participating
The method cannot adopt itself to the individual differences and is farthest from reality
65
Useful for training people in a work process or a sequence as they can more readily trace
the pattern of work flow when laid out graphically
The trainer can readily face the audience retaining an eye contact and thus make his talk
more effective
Videotapes are extremely useful in time and motion study in recording employees job
behavior which can be later evaluated and feedback provided
66
They are time saving as copies of the same films can be mailed to all plants at one time
Trainees can also be provided with immediate visual feedback of their behavior when
necessary
LIMITATIONS:
A trainer cannot modify formal visuals in response to new situations and in answering
questions
Stimulated participants readily join in the discussion and then receive feedback on
their ideas from others in the group This method is used to enhance knowledge or
attitudinal development
67
This method does not usually involve any tangible assets other than people, the
attitudes, enthusiasm and verbal communication skills of the participants affect the
outcome more than for any other training method
DEMERIT
This method is only restricted to small groups and therefore, it proves to be costly
ROLE PLAYING:
Role playing believes that learning is facilitated by active participation rather than passive
reception This is a training method often aimed at enhancing either human relations, skills or
sales techniques Role playing can be defined as an educational or therapeutic technique in which
some problems involving human interaction, real or imaginary is presented and then
spontaneously acted out Participants suggest how the problem can be handled more effectively in
the future The acting is followed by discussion and analysis to determine what happened and
why and if necessary how the problem can be handled in the future Role playing is less
structured than acting, where performers have to say lines on cue Participants are assigned
different roles in the scenario to be enacted so in this way it is a device that forces trainees to
assume different identities Usually participants exaggerate each others behaviour Ideally ,they
get to see themselves as others see them The experience may create greater empathy and
tolerance of individual differences and is therefore well suited to diversity training which aims to
create a work environment conducive to a diverse workforce The unique values of role playing
include the following
It requires a person to carry out a thought or decision he may have reached Role playing
experience demonstrates the gap between thinking and doing
It permits the practice of carrying out an action and make it clear that good human
relations require skills
Attitudinal change is effectively accomplished by placing the person in the specified role
It trains a person to be aware of, and be sensitive to others feelings The information
serves as feedback of the effect his behaviour has on other people
Single role play consists of two or three playing out roles in front of a class
ADVANTAGE
It allows the entire class to examine in depth all the dynamics and complexities
involved when individuals attempt to solve a problem or understand one another
69
DISADVANTAGES
a. If players do badly, it may be difficult for the trainers to
comments about them that are likely to emerge in the discussion following the role play
b. Regardless of the number of roles in any written role play, burden is placed on only one
of the players
c. Some players tend to feel embarrassed performing in front of the entire class
Multiple role play is the one in which all the trainees are players Each player
is given a written role or an assignment as an observer and then the entire
class role plays at the same time It causes almost no embarrassment to the
players and sharply reduces the problems related to negative comments about
ineffective role play behaviour The problem in this type is that very little time
can be allowed for discussion of process experiences of each individual
group
Role rotation consists typically of one person playing the role usually that of
an individual who has a problem and having several class members attempt
to use their skills to handle the situation Participants tend to feel less
embarrassed and are more willing
2.Spontaneous role play is used to help the participant acquire an insight into
his own problem and not on skill development The trainee elicits some problem
from the group itself and does not use written material
ADVANTAGE
It tends to develop more deeply into motivations and assumptions that influences
a role players behaviour
DISADVANTAGE
The major problem is that it requires extremely high skills on the part of the
trainer and only a few persons get an opportunity of active participation
The typical role-play involves three phases:
70
Those who have volunteered to role play are given briefing sheets and
sent out of the room with the instruction of not to communicate among
themselves
The instructor should clarify all the doubts that the role player might
have
To begin the role play, the trainer sets the scene by restarting the identity
of the roles being enacted and making a brief statement about what has
just happened
POST ENACTMENT:
In
conducting
post
enactment
discussion,
reaction
to
role-play
71
ADVANTAGE
By putting their feet in the other persons shoe participants gain some
understanding of what it is like to experience interpersonal conflict from
someone elses position
DISADVANTAGE
Some people tend to put more emphasis on acting out rather than problem
solving
However managerial personnel have indicated only a fair acceptance of this method of training
CASE STUDY:
By studying the case, trainees learn about real or hypothetical circumstances and the action s
others take under those circumstances Besides learning the content of the case a person can
develop decision making skills particularly the analytical skills
According to KR Andrews business case is a written description of an actual situation in
business which provokes in the reader the need to decide what is going on what the situation
really is or what the problems are and what can and should be done
Cases are organized around one or more problems or issues that are confronted by an
organization Cases are designed primarily to illustrate problem issues rather than to portray
success stories Cases can range in length from one page to over fifty pages The method calls
for language skills But many people are sent to case study courses primarily because they lack
communication skills
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ADVANTAGES
When cases are meaningful and similar to work related situations there is
some transference
DISADVANTAGES
According to Castore trainees may grow tired of case study after being exposed to it for
awhile and find other methods more involving and more interesting
Survey results indicate that the case method is considered by the training directors to be the best
method of developing problem solving skills
SIMULATION
Simulation is an approach that replicate certain essential characters of the real world organization
so that the trainees can react to it as if it were the real thing and then consequently transfer what
has been learned from the to their job As the name implies, simulation training is based on a
reproduction of some aspect of job reality
Coppard defines simulation as a representation of a real life situation which attempts to
duplicate selected components of the situation along with their interrelationships in such a way
that it can be manipulated by the user Simulation usually enhances cognitive skills, particularly
decision making Avery popular training technique for higher level jobs in which the employees
must process large amounts of information
Simulation have many forms some use expensive technical instruments while others are far less
costly Some simulations need only one participant, while others may involve as many as 15 to 20
people working together as a team Simulations are broad based training techniques that can be
adapted to suit a companys need By using equipment simulators workers can practice new
behaviour and operate certain complex equipment free of danger to themselves Equipment
73
simulators can range from simple mock ups to computer based simulations of complete
environments Some of them are utilized to train a single individual and others are used for team
training
A.IN BASKET EXERCISE
It simulates how managers make decision an the allocated time The name is derived from the
famous IN and OUT trays found on the table of executives These trays are more prominent in the
case of government officials and public sector managers
The managers proceeds through the line basket and makes decision about the matters that need
attention Usually there are 12-15 items in the basket IN basket; the entire exercise may take 2-3
hours to be completed Problem from various management field may be put in the form of letters
memos and memoranda in the IN basket of the participant The participant is required to respond
to these items as he might do on the job Judges unconstructively observe and evaluate the
participants performance along certain dimensions such as the quality and quantity of work
accomplishes
ADVANTAGES
The biggest advantage is that this method is rooted in the real life situation of the
corporate world It effectively enhances skills in decision making and problem solving
The technique can be applied to all managerial positions
It is the best method to assess specific dimensions like written communication skills,
sensitivity, risk taking, initiative planning and organizing, management control,,use of
delegation ,problem analysis and decision making
74
DISAVANTAGES
B. BUSINESS GAMES
It is described as a dynamic training exercise utilizing a model of a business situation This trains
the employee in certain skills within the rules of the game participants try to meet the stated
objectives of the exercise Participants may be divided into various teams which are placed in
competition to each other in resolving some problem information which may be supplied to all
the teams The game illustrates the value of analytic technique such as use of mathematical model
to arrive at the optimal solution
Business games are developed to simulate interpersonal relations problems, financial, budgeting
and resource allocation problems It is a simulation which consists of a sequential decision
making exercise structured around the hypothetical model of an organizations operations in
which the participants assume roles in managing the simulated operations It attempts to
reproduce the social psychological and economic dynamics or organizational behaviour in an
artificial setting Participants are told about the objective of the game and evaluated on the basis
of how far they are able to meet the objectives
ADVANTAGES
They are time saving thereby provide the trainees with many years of experience in a
few days
They are able to demonstrate some very broad but vital facets of organizational life
They give the trainee the opportunity to learn from experience without the fear of failure
or the consequences
75
They are excellent means of emphasizing the importance of long range planning i.e. a
business should run on the basis of well established policies rather than short range
opportunistic one
DISADVANTAGES
It is too costly in cases where computers are needed, the cost goes still higher
Some games may be too simplified models of reality to be effective for real learning of
actual business situations
Many games involve only quantitative variables completely ignoring the human aspect
PROGRAMMED INSTRUCTION
It is a training approach which makes the advantage of private tutoring available to large group
of students being trained in new skills Programmed instruction is one of the innovations used in
teaching technology developed in recent years but its origin goes to the research of learning
theorist BF Skinner The method involves an actual piece of equipment usually called the
Teaching machine or a specially constructed paper booklet In either case, the method has
three characteristics:
The participants are active and they determine their own learning pace
What is to be learned involves many discrete pieces of material, and the participants get
immediate feedback on whether they have learned each piece
The material to be learned is prepared in such a way that it can be presented to the learner
in a series of sequential steps These steps progress from simple to more complex level of
instruction The information to be taught is presented in the form of a programme The
person who writes the programme is is called the programmer and the people for whom
the programme is being written is referred to as the target population
LINEAR PROGRAMMING :In this method which was developed by Skinner, the
student works through all the sequences of a book in a straight path from the first page to
the last He is given feedback in every step
76
ADVANTAGES
Since the material is presented in a precise and systematic manner there is no gap in
presentation
The participants are active learners, there is a constant exchange of information among
them
When participants make mistakes they suffer no embarrassment as they are the only one s
who know that a mistake has been made
Fast learners dont have to wait for the slow ones to catch up
DISADVANTAGES
There is an absence of a teacher, the book becomes the teacher The learner has to be
highly motivated to continue learning
The material has to be broken into a number of logical steps since there are several
correct ways to perform a task
This method does not appear to improve training performance in terms of immediate
learning or retention over a time compared to other conventional methods
77
CAI has the advantage of individual pace instruction and a considerably wider range of
application
It requires less time to teach the same amount of information than any conventional
method Trainees also react favorably to this method
The computer is capable of assessing the progress of the trainees and can also adapt to
his needs by virtue of its storage and memory capacities
DISADVANTAGE
The major drawback to CAI for most organizations is the initial high costs
78
SYNDICATE METHOD
Working in small groups to achieve a particular purpose is described as Syndicate method
The essence of this method is that the participants learn from each other and contribute their
own experience to the fullest The syndicate method is designed to provide the participant an
environment that would help him to reflect critically on his own work and experience; to
update his knowledge of new concepts and techniques with the help of other co participants
to develop sound judgment through greater insight into the human behaviour The method is
suitable for training and development of executives with considerable experience It is not
useful in the case of management students without any experience
The participants are divided into groups consisting of about eight to ten participants These
groups are called syndicates Each syndicate functions as a team that can represent various
functions as well as interest areas The syndicates are given assignments which have to be
furnished and a report submitted by specific date and time By rotation each member of the
syndicate becomes the leader for completing the specific task Each assignment to the
syndicate is given in the form of a brief This is a carefully prepared document by the
faculty Generally each syndicate is required to submit a report which is circulated to other
syndicates for critical evaluation
ADVANTAGES
For the practicing managers their own experience is the starting point in this method
The method gives the participant a practice in communicating with his colleague and
understanding them
It provides an environment far away from his daily working situation and thus free from
the pressures and biases
It involves interaction over an extended period of time and living together with a large
cross section of people from different types of organizations with varied functional
interest
79
DISADVANTAGES
If the syndicate is not structured properly it could lead to a lot of wastage of time and
cause frustration
BEHAVIOUR MODELLING
According to social learning theory, most human behaviour is learnt observationally through
modeling when social learning theory is applied to industrial training programme it is
commonly referred to as behaviour modeling. It is generally used to improve the interpersonal
and communication skills of supervisors in dealing with the subordinates.
There are a number of training sessions and each session follows the same format The topic is
first introduced by the trainer and then a film is shown depicting the supervisor model effectively
handling a situation followed by asset of three to six learning parts that are shown in the film
immediately before and after the model is presented A group discussion is held in which the
effectiveness of the method is discussed After this the practice session starts in which one of the
trainee assumes the role of an employee And then feedback from the training class is given on
the effectiveness of each trainee in demonstrating the desired behaviour.
At the end of each training session the trainees are given copies of the learning points and are
asked to try and apply them to their job in the following week It has been found that this
programme has had desirable effects on learning behaviour and performance criteria
Employees may learn a new behaviour by observing and then imitating the new behaviour
recreation of the behaviour may be videotaped so that the trainer and the trainee can review it
When watching the ideal behaviour the trainee also gets to see negative consequences of not
following the right behaviour By observing the positive and negative consequences the
employee receives enforcement that enables him to correct the behaviour This approach has
been successful in teaching supervisors how to discipline employees and is particularly
common in athletics
SENSTIVITY TRAINING
It provides the participants with an opportunity to actually experience some concept of
management just as a manager would experience them in his organizational situation Sensitivity
80
training purports to develop awareness and sentiments to ones own and others behavioral
patterns is a group training method that uses intensive participation and immediate feedback for
self analysis and change The method provides face to face learning of on going behaviour within
a small group and lacks structure In this the participants remain involved and enthusiastic This
attempts to develop the diagnostic ability of the participants the ability to perceive reality The
individual is made more aware of himself and his impact on others At a group level one learns
about normative structures and authority relationships leading to better team work It increases
sensitivity and awareness towards others and their styles It helps to understand how conflicts
arise and are resolved
Obviously the learning is at an emotional rather than at an intellectual level Being an emotional
experience the degree of change depends on the amount of emotional involvement A
predominant problem with the effectiveness of sensitivity training is the transfer problem that is
the inability of the participant to apply concepts and awareness gained in the laboratory or group
to his job
ROLE OF THE TRAINER
The trainer acts as the facilitator to obtain the feed back and check severe psychological damage
to the participants He is responsible for creating an environment with time and space in which
learning can take place He should focus on the discussion and group learning for constructive
purposes It allows the participants to form their own conclusion based on HERE AND NOW
i.e. learning from the interactions with the group
GOALS OF SENSTIVITY TRAINING
Introspection or awareness, the ability to reflect on feelings and ideas within oneself
Thus sensitivity training is aimed at developing the entire person and not just a particular skill
The method is likely to increase managerial sensitivity and trust and enhance respect for the
contribution of others However the method has not received proper recognition in the business
world
81
T-GROUP
STRANGER
GROUP
TRANSACTIONAL
ANALYSIS
FAMILY
GROUP
COUSIN
GROUP
T-GROUP
One of the significant and repeated methods of sensitivity training is the Tgroup T group leads to
understanding of self and contribute towards organizational change and development through
training in attitudinal change in the participants and create better team work
CAMPBELL, DUNNETTE, LAWLER AND WEICK HAVE SUMMARIZED THE MAIN
GOALS OF T GROUP AS FOLLOWS
To give the trainee an understanding of how and why he acts towards other people as he
does and of the way in which he affects them
To provide some insights into why people act the way they do
To teach the participants how to listen i.e. actually hear what other people are saying
rather than concentrating on a replay
To provide insights concerning how groups operate and what sorts of processes groups go
under certain conditions
To provide a setting in which an individual can try new ways of interacting with people
and receive feedback as to how these new ways affect them
COUSIN GROUPS: Persons are from the same organization or institution but not in the
same department or hierarchical level They are quite independent of one another
TRANSACTIONAL ANALYSIS:
He basic philosophy and approach to TA was developed by Dr Eric Berne, a psychologist
searching for alternatives to Freudian therapeutic procedure she realized that all of us have one
of three operating ego states Parent adult or child at any given time
TA can be used to eradicate or minimize the dysfunctional aspect of the personality The
dysfunctional aspect of ones personality develop from cultural assumptions assimilated during
childhood, the ways in which we are supposed to control and nurture others and the way in
which we have to learn to deal with our own feelings
The TA programme can vary from one day capsule to a five day programme It involves sharing
of concepts and knowledge of TA, playing structural exercises and games leading the participants
to assess their own personalities
FISHBOWL METHOD
It is essentially used in providing skills for understanding human behaviour It effectively uses
group interaction to develop in the participants a degree of self awareness The primary objective
of this method is to inculcate in the participants the discipline of observing others and on the
basis of this provide feedback to learn about ones behaviour and personality as seen through the
eyes of others
83
Content of communication
Interpersonal relations
METHODOLOGY :
The exercise can involve up to 25 participants seated in 2 circles one inner and one outer The
inner group is the target group, members of this group will either discuss a reselected topic or
move towards the completion of a group task After the discussion by the members of the inner
group the outer group is asked to comment on the content and more importantly the dynamics
and processes of the inner group members Feedback may be obtained by one of the following
methods:
Each member of the outer group observes all the members of the inner group on a
specific dimension of the group process
Each member of the outer group observes one member of the inner group on all the
dimensions of group activity
Participants must learn to provide feedback with clarity and precision Feedback must never be
critical or lose its constructive nature After one cycle is completed the outer circle changes places
with the inner circle and the cycle repeated
NON-GROUP METHODS:
Under this method the assessment is made on an individual basis It is of three types:
Counseling
Understudy system
Special projects
84
COUNSELING : It helps the trainees to observe their weaknesses and involve measures to
overcome them It is related to periodic appraisal or rating Specific counseling purports to help
the subordinates to do their job better picture of how they are doing their job build strong
personal relationships and eliminate or minimize anxiety.
UNDERSTUDIES SYSTEM: In this the trainees work directly with individuals whom they are
likely to replace However ,it is disappointing as a training method because of the likelihood of
imitation of week and strong points of the seniors
SPECIAL PROJECT ARRANGEMENTS: These are likely to be highly effective training
systems In these systems a task force is built representing varied functions in the company The
special projects enable the trainees to achieve knowledge of the subject assigned as well as to
learn how to deal with others who have varied view points
Some of other methods of training that can be useful particularly for management students and
beginners are
Field trips
Prescribed reading
Distance learning
Induction training
CONCLUSION:
Of all the methods mentioned above none can be quoted as the best A combination of methods
can be used or it can be changed according to the changing circumstances
ADVANTAGES AND DISADVANTAGES OF ON THE JOB AND OFF THE JOB
TECHNIQUES
ON THE JOB METHOD
ADVANTAGES
DISADVANTAGES
Risk to machine, equipment etc and increase in scrap due to lack of experience
Under this method trainee attention can be obtained more easily as the distraction is
minimum
DISADVANTAGES
Finding out the gap between the actual and set standard performance
Follow up studies
87
Many training directors dont have the proper skills to conduct a rigorous evaluation research
Some managers are just reluctant to evaluate something which they have already convinced
themselves is worthwhile
Many organizations carry out training because their competitors are doing so or the unions
are demanding it
Some training cannot be evaluated because of the complexity of the behaviour being taught
BENEFITS OF TRAINING
Leads to improved profitability and or more positive attitude towards profit orientation
The organization may learn from the inputs given by the trainees
88
SECONDARY
DATA
ON
TRAINING
NEEDS
IDENTIFICATION
IN
INDIAN
INDUSTRIES
A few years ago a survey was conducted to identify the training needs in Indian industry I have
included this to get a better view of the the overall picture
SAMPLE
The questionnaire was distributed to 1000 executives of which about 400 completed forms were
received This sample of companies was drawn up on the basis of three criteria
Adequate representation of various industry groups
Enough common ground to allow meaningful comparison between companies
All core aspects of management were covered i.e. Production, Marketing Finance, Personnel,
Systems etc
TOOL
The data was collected through as structured questionnaire namely Training Needs Assessment
Questionnaire developed by Pattanayak and Dhar, 1996 The questionnaire comprised of 44
items is designed to elicit detailed information with respect to the assessment of training needs
PROCEDURE
The questionnaire was distributed to the executives both personally and through post and later on
collected The participants for the various Executive Development Programmes (EDP) at NITIE
were also contacted and they filled questionnaires
The TNA variables were evaluated on the pre decided scale as shown
Strongly agree
- 5 points
Agree
- 4 points
Neutral
- 3 points
Disagree
- 2 points
89
Public sector
Private sector
Senior level
Middle level
ANALYSIS
On the basis of data collected under the structured questionnaire the analysis was drawn on
statistical packages and the various graphs and charts were obtained to draw out results
CONCLUSION OF THE STUDY
Statements for the training needs were classified into three categories namely personal,
development, organizational development and customer relationship development based on the
following criteria:
1. Personal development related statements are those which primarily target individual
growth and development Statements under this category include training needs to
improve personal performance, promote positive attitude facilitate individual growth and
development, acquisition of new skills, learning and practice of ethical values, increased
awareness of safety measures, updating technical skills and general knowledge, shaping
creative potentials, development and managing self etc
2. Organizational development training need s are those which when imparted, improve
organizational efficiency and effectiveness by understanding organizational climate and
job requirements Statements under this include understanding quality requirements of
the job, enhancing organizational effectiveness minimizing gap between planning and
implementation, increasing job involvement, professional management, learning MIS,
managing conflict etc
3. Customer development specific needs include training to serve customer needs in terms
of delivery, complaint settlement, quality of product and service, understanding of needs
and expectations These are required to improve the external image of the company
90
Based on the survey conducted, the results were analyzed and inferences drawn from senior,
middle and junior level executives of public and private sectors
1. SENIOR LEVEL EXECUTIVES
a) PUBLIC SECTOR: The questions which received the maximum waitage
pertained to:
Senior level executives of public sector laid almost equal stress on all the facets of development
with a marginally extra importance to personal development (34%) and organizational
development (34%) followed by customer development (33%)
b) PRIVATE SECTOR: The points which received the maximum support by senior
executives of private sector organizations were:
Executives have laid maximum stress on the organizational development (35%) followed by
personal development (33%) and customer relationship development (32%) This can be
attributed to the fact that these personnel that have gone through severe screening procedure and
have grown up with customer relations related education passed on to them quite early
Moreover, maximum needs is realized for organizational development so as to increase
effectiveness in an increasing competitive scenario.
2. MIDDLE LEVEL EXECUTIVES
91
a) PUBLIC SECTOR: Maximum training needs were identified in the areas such as:
Whereas relatively lesser response was received from areas such as ethical values, middle level
public sector employees were sensitive to training in areas of personal development (34%) and
organizational development (34%), which is marginally ahead of customer development needs
(32%)
b) PRIVATE SECTOR: For this segment training needs were maximum for:
Whereas fairly average response was received for training on ethical values, occupational health,
etc importance to organizational development and personal development related training needs
was 2%ahead of customer development needs (32%) We observe similarity between public and
private sector in middle level executive category This shows equal concern for improvement in
personal performance
3.JUNIOR LEVEL EXECUTIVES
a) PUBLIC SECTOR: Maximum training needs are felt for:
Improving performance
However a mediocre response was received in the field of learning and practicing the ethical
values Personal development needs (34%) are a slightly more than customer development needs
(33%) and organizational development needs (33%)
b) PRIVATE SECTOR: Maximum training needs were:
Improving performance
However a lesser need was felt for training in serving the customer in terms of quality of product
or service, and enrichment of the organizational culture Overall organizational development
(34%) was felt slightly more compared to the need for personal development (33%) and
customer development (33%)
93
SUMMARY
Cumulative results of the senior level executives surveyed showed that they had greater
concern for training needs in the areas as organizational and personal development
Cumulative results of the middle were also along the pattern of senior level executives
with greater emphasis on personal and organizational development
Junior survey differ from senior and middle level executives survey who identified
maximum training needs for organizational development
There are certain areas in which almost all level executives both public and private sector wanted
some sort of training, which varied with individual requirements
1) Performance improvement
2) Quality of work life improvement
3) Quality improvement of the job itself
4) Managing organization professionally
5) Improving presentation and communicational skills
Some of the areas which remained untouched i.e. in which they remain least bothered are:
1) Increasing ethical values in business
2) Commitment to organization
3) Increasing awareness about occupational health
RESULTS
Graphical presentation of the findings is as follows:
94
33%
33%
CUSTOMER DEVELOPMENT
PERSONAL DEVELOPMENT
0RGANISATIONAL DEVELOPMENT
34%
33%
34%
COUSTOMER DEVLOPMENT
PERSONAL DEVLOPMENT
ORGANIZATIONAL DEVLOPMENT
33%
95
32%
ORGANISATIONAL DEVELOPMENT
34%
PERSONAL DEVELOPMENT
CUSTOMER DEVELOPMENT
34%
32%
34%
CUSTOMER DEVELOPMENT
PERSONAL DEVELOPMENT
ORGANISATIONAL DEVELOPMENT
34%
96
32%
35%
CUSTOMER DEVELOPMENT
PERSONAL DEVELOPMENT
ORGANISATIONAL DEVELOPMENT
33%
32%
34%
CUSTOMER DEVELOPMENT
PERSONAL DEVELOPMENT
ORGANISATIONAL DEVELOPMENT
34%
97
PERCENT
60
56
50
COMPLETELY SUCCESSFUL
40
GENERALLY SUCCESSFUL
LIMITED SUCCESS
30
20
25
FAILED
17
10
1
0
FACTORS
98
60
PERCENT
50
LIMITED SUCCESS
40
30
FAILED
22
20
20
10
COMPLETELY SUCCESSFUL
GENERALLY SUCCESSFUL
0
FACTORS
99
45
45
41
40
PERCENT
35
COMPLETELY SUCCESSFUL
30
GENERALLY SUCCESSFUL
25
LIMITED SUCCESS
20
15
10
FAILED
10
3
5
0
FACTORS
45
45
40
37
PERCENT
35
COMPLETELY SUCCESSFUL
30
GENERALLY SUCCESSFUL
25
20
15
LIMITED SUCCESS
15
FAILED
10
3
5
0
FACTORS
100
50
PERCENT
40
31
FAILED
30
18
20
10
LIMITED SUCCESS
GENERALLY SUCCESSFUL
COMPLETELY SUCCESSFUL
0
FACTORS
PERCENT
40
COMPLETELY SUCCESSFUL
28
30
GENERALLY SUCCESSFUL
LIMITED SUCCESS
20
FAILED
15
10
0
FACTORS
101
PERCENT
80
75
60
YES
40
UNCERTAIN
23
NO
20
0
ANSWERS RECEIVED
PERCENT
80
62
60
YES
31
40
20
NO
UNCERTAIN
0
ANSWERS RECEIVED
102
55
PERCENT
50
40
30
24
NOT ANYTHING
18
20
NOT MUCH
10
0
ANSWERS
37
33
35
PERCENT
30
IGNORE EFFECTS
25
20
15
17
13
NEUTRAL
MODERATELY INTERESTED
ASSIST IN PRACTISING
10
5
0
ANSWERS
103
PERCENT
50
40
33
DEPARTMENT INTERESTED
30
20
CAN'T PRACTICE
19
DEPARTMENT PROBLEMS
10
0
ANSWERS
62
60
PERCENT
50
40
YES
31
UNCERTAIN
30
NO
20
7
10
0
ANSWERS
104
60
PERCENT
50
40
YES
32
30
UNCERTAIN
20
10
NO
0
ANSWERS
105
WEAKNESS
OPPURTUNITIES
Huge potential for growth in the market because of excellent process operations
THREATS
Irregularity in training can demotivate the employees leading to failure and downfall
106
SUGGESTIONS:
Often it so happens that the management is so focused on achieving the targets set that
training takes a backseat and is ignored This should not happen and training should be
made a part of regular organizational activity
Generally programmes for training are so designed that a few topics like communication,
kaizen etc get more priority and others like personal development and skill enhancement
are ignored If training programme is carried on a regular basis probably all topics will get
equal attention
In my view leadership skills can be developed more effectively by day to day interactions
rather than short term training programmes
More reading material should be provided which can be kept for later use
Efforts should be made to make training programmes bi-directional and where both the
trainer and trainee are equally at work This can be done if methods other than coaching
such as roleplays, audiovisuals etc are used
Training results must be immediately measured and stored for future reference This
should be done keeping in view the Continuous Process Improvement (CPI) tenet
Nothing improves until it is measured and the corollary As soon as something is
measured it automatically begins to improve
107
SUMMARY
Thus to sum up success is a journey and not a destination Likewise its true for an organization
as well In order to enable continuous improvement a continuous training programme must
be carried out An organization is like a sapling, if it receives regular care and nutrition then
it grows to provide shelter and food else in adverse circumstances it vanes and dies out
The success of an organizations plans for the future depends largely on a sound training strategy
In the face of continuous technological innovation higher levels of knowledge and skills and
their applications are crucial resources that can only be mobilized by training Training and
development infact, maximize the growth of the executives in the organization, improve
their competence and skills, foster a higher level of motivation and build behavior
adaptability to changes in technology, structure and environment of the organization
But these can be of use only when the organizations perceive and attach importance to training
and development of their managers and plan to ensure successful conduct of training
programmes for employees as well
108
BIBLIOGRAPHY
109