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INTRODUCTION

Training and Development programmes are considered to be one of the important aspects of organization development. It is an act of increasing the knowledge and skill of employee for doing a particular job. For learning to be effective individuals and organization must acquire relevant training capabilities and successfully apply them to the actual work situation. In modern industrialized economy the training has become a major activity in any working organization. Today the organization seeks the latest means and methods by which they could develop their through training. Training programmes are necessary in any organization for improving the quality of work of employees at all levels particularly in a world of fast changing technology, changing values and environment. There has been growing need to find ways to determine the efficiency and effectiveness of such training programmes both in terms or organization and training institution. Training is a practical and vital necessity, for, it enables employees to develop and rise with in the organization and increase their Market Value, Earning Power and Job Security. In training the focus is on learning by an individual the new ways of doing things. Hence training is organized on the needs of the people, the projects and the programmes and therefore is performances oriented. Training motivates employees to understand and develop their creative potential for the quality which has become imperative need of every model, progressive and forward looking industry. The purpose of the training is to help meet company objectives by providing opportunities for employees at all organization levels to acquire the requisite knowledge, skill and attitudes, further training should be conducted in the actual job environment to the maximum possible extent.

The subject of the present study. Training and Development is an integral part of Human Resource Development [HRD]. The word Resource refers to the productive power of natural goods. Human Resource is, therefore the productive power in human beings. Unlike the material resources, human resources are the particulars as also the beneficiaries of economic development process. Human Resource Development has gained increasing attention in last decade from Human Resource Specialist, Training and Development Professionals, Chief Executives and Line Managers. Many dimensions of human resource development have been integrated into Research, Training Organizational Design and Change. Human Resource Development in organizational context is a process by which the employees of an organization are helped in a continuous and planned way to: Acquire or sharpen capabilities require or sharpen capabilities required to perform various functions associated with their present or expected future roles. Develop an organizational culture in which supervisor-subordinate

relationship, team work and collaboration among subunits are strong and Contribute to the professional well-being, motivation and pride of employees. Develop their general capabilities as individuals and discover and exploit their inner potential for their own and /or organizational development purposes.

NEED OF THE STUDY

Organizing today is competing in a global environment. There is cutthroat competition in terms of technology, product and of human resource. In this context H.R.M, especially training has become key to an organization success. Every organizing needs to have well trained and experienced people to perform the activities that have to be done. In a rapidly change in society employee training and development of the employees is not an activity that an organization must resources to if it is maintain available and knowledge work space. Coromandel international Limited has a large work force with varied skills sets and levels. The organization is a highly technology derives organization, so the employees of the organization have to be continues update, with respect to the technological improvements as well as the emerging work practices. In this context the study of organizational training and development activities at Coromandel International Limited assumes its importance. Training is one of the most important functions of H.R.M. it is ongoing process in any organization. The global standards can be acquired only through training programs. The project helps to understand the training activities have been successful in the organization development.

SCOPE OF THE STUDY

Organizational training and development of the employees is an important activity for any organization where effectiveness make the organization prospers for a long time with the changing scenario is the needs of the customers, the organization takes at most care to satisfy them to their level busy. The main purpose is to maintain manpower to necessitate the management. Training and development of the employees plays a vital role in Human Resource Department. Every company has to design its own training and development in order to increase their ability as well as quality and to know about the competitor innovative development and take necessary action based on them. So the study was carried out keeping in view all the ascept of training and development and to know the product quality, present strategies and followed by competitor, the promotion development followed and the effectiveness of distribution. To make aware of job responsibilities in safe guarding the food products contamination. This ultimate task was to identify the people who were responsible directly for handling of food products. To make them aware of their job responsibility by giving training programs. Training programs must be conducted in all level by concern and make them aware of particular products which were being used.

OBJECTIVES OF THE STUDY

To review the concept and principles of Organizational training and develop of the employees. 1) To analyzes the effectiveness of the employees. 2) To measures the performance of the employees. 3) To access the advantages of training and development. 4) To known and evaluate the effectiveness 5) To understand the training and development policies of Coromandel International Limited. 6) To identify the process of training in all categories of employees. 7) To suggest steps to make the existing training policies in more effective.

METHODOLOGY
Methodology is of two types: Primary data Secondary data Primary data: The researcher has collected the primary data will help the standard and accepted techniques which are in the use for this kind of studies. To administer the structured questionnaire, a stratified random sampling technique was used. Along with the questionnaires, group and personnel, discussions were also made with the executives supervisors, and workers, to understand their views on the problem of research. Coromandel International Limited, Kakinada has a total strength of 1034 workers in various Departments at different levels including contract labor. The data was collected on the basis of Random sampling. This technique minimized the sampling strength. Secondary data: For this secondary data,investigator has thoroughly gone through the company reports, records, etc. Preparation of the questionnaire: Keeping in view of the above objective questionnaire was prepared for distributing among the employees to know their views about training and development of the employees in Coromandel International Limited Kakinada, 15 objective type

questions, which are common to all the employees, were prepared. These questions were and developed into all full fledged questionnaire with a suitable scale. Selection of sample: 150 employees were selected on random sampling basis the work force to get a wider data and the investigator also conducted oral interviews with the other employees.

LIMITATIONS

There were certain obstacles due to which the following limitations appear in study. As the study was for short span of 8 weeks and due to lack of time other areas could no be focused Certain type information which is deemed to be confident, was not given to me I could not get much first hand information from the executives, they were busy or unavailable.

PROFILE OF INDIAN FERTILIZERS INDUSTRY


Fertilizers refer to any materials, which supplies nutrients to plants in fields, which can be readily absorbed by them. Since the essential physiological attribut of seeds is their ability to Convert a great duel of nutrients into grain. The spread of this variety lead for greater Consumption of fertilizers simultaneously with increasing demographic pressure on the Agricultural productivity has assumed more importance. This also contributed to the raising Demand for fertilizers. The fertilizers, which are most widely used, are classified as under basing the nutrients available. The most widely nutrients are nitrogen, phosphorus and potash. Straight nitrogenous fertilizers (UREA, A.S, CAN) Straight phosphoric fertilizers (SSP, ROCK, PHO) NP fertilizers (DAP,20:20:0, 28:28:0) Straight potash fertilizers (MOP, SOP) NPK fertilizers (NPK, 17:17:17 etc) Other fertilizers (ZS etc). Consequently fertilizers have become a key agricultural input so that the existance of a Domestic fertilizers industry in crucial to ensure the regular supply of fertilizers and attain goals Self-sufficiency and food security accordingly government policy is also encouraged the industry by giving several benefits. India has made great studies in the development of fertilizers industry and ranks as the fourth largest producer in the world during 1991-92. Consumption of fertilizer has gone up marginally to 12 million tones in 19911992. On the Recommendations of joint parliamentary committee on fertilizer pricing and potassic fertilizers withdrawn. In order to enter encourage indigenous manufactures of die-ammonium phosphate to compete with theimported D.A.P. the customs duty on import of phosporic acid and ammonia was abolished. Need of Fertilizers: The primary sector agriculture plays a dominant role in our inidan economy. Nearly 70.6% of population depends on agriculture for their livelihood. The agricultural sector Constributes 30% of national income and 10% of the earths surface area is used to grow Agricultural crops now. This is in past nearly all that can be utilized for the Purpose while the planets popultion is increasing continually and 8

even greater quantities of Food is required to feed obviously. Sicne the cultivated area cannot be expaned to any considereate degree, the only way to supply the needed nutrition is to raise soil fertility. Fertilizers are mined commercial by products, which contain one or more essential plant Nurtients from a material to the quantity of fertilizers it should contain nutrients in appreciable amount and in readily. In addition, a fertilizer just like any other item should not contain or produce any substance, which is toxic to the soil, plants or human being above permissible limits. Many contries including india has laws as to what can or cannot be labeled as fertilizers. Fertilizers are used for improving soil fertility so that it can support larger invests. Fertilizers represent the most common currentlyl used by farmers to deposited plant nutrients into their soil to ensure that adequate nutrients are available to feed the crop. Fertilizers have played a key rol in our much towards achieving selfsufficiency in food grains production while we have achieved a great deal towards self reliance in fertilizers and food that future is more challenging than was in the past. India needs about I million tones incremental fertilizer nutrient to us per annum in the 90s to feed our growing population. The incentive orientation of the administrated pricing system linked to efficiency has not only attracted fresh investment but also encouraged the existing units to improve operational efficiency and overall better management of resources. The fertilizers consumption in India has invested man foods during last two decades most of its is being appllied manually; in regard low fertilizer use efficency crop producation in india has undergone a reasonable change in last 25 years. Modern agricultural is high energy dependent in addition; this encergy input is predominantly based on fssil fuels. Fertilizers accounts for 50% of total commercial energy imput used in modern india agriculture. The advent of the chemical fertilizers has helped making in solving one of the most Challenging tasks of food production and sustaining soil fertility. Our countrys requirements of fertilizers or continuously on the increasing year after year. Fertilizer use has increase from 4.6kg/ha in 1965-66 to 50kg/ha in 1984-85 in india total fertilizer consumption (NPK) for the country exceeded 8.72 million tones. The number of farm holding using fertilizers is above 65%. If remaining farmers are also 9

motivated to come with in the fold of adopters and fertilizers use is increased to recommended level; the fertilizers will cerainly go much igher. Commercial fertilizers are used in modern agriculture to correct known plant nutrient Deficiences, to provide high levels of nutrition to maintain optimum soil fertility conditions in adition, to improve crop quality. In essence, fertilizers are used to make certain that soil fertillity is not a liking factor in crop production. The major factor influencing the selection of the rate and placement of fertilizers are the crop characteristics and climate especially moisture supply, yield goal and the cost of fertilizer to the sales price of the crop. Agriculture in India: The growth of indian economy is based on grains consumption it is estimated that india will nedd 235 million tonnes of food grain bt 2000 A.D. During the 1980-81 and 1990-91 food grain production increased by about 40 million tonnes, which are, needed a challenging tasks. Due to population explosion in india, the net per capital availibility of cultivatd land that was just 0.3 hectares in 1950 is reduced to less than 0.14 hectare by turn of the century, during the past three decades 1960-61 to 1990-91 the total food grain production increased by about 90 million tonnes of this 90% increase in the production of food grains and has been a marginal increase in other Commodities further the crops growth is nearly 70% of countys rain fed area.s these areas Contributed to production of more than 40% of food grains, 80% of Maize, 90% of pellet and Sorghum. About 95% of pales and 75% of oil seeds are also grown in these ares. Nearly 56% of rice is grown in high rainfall areas without supplementary irrigation, similary, 70% of cotton and almost whole jute and menthe are grown under rain fed conditions. The average annual growth in agriculture pdocution during the 8th five-year plan has addressed, itself to meet due challenge for agriculture production, agricultur being the most vital sector of the economy. The strategy for agriculture Development in the 8th plan aims not agriculture commoditis for export to increase the income level of the former. The existance of a domestic fertitlizers industry is crucial to ensure the regulars supply of fertilizers and action goals of sufficiency and food security as fertilizers have become a key agricultural input.

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Accordingly government policy has also encouraged the industry by giving several benefits india ranks as the 4th larget producer in the world during 1991-92 as a result of great studies made in the development of fertilizers industry. Consumption of fertilizers has gone up marginally to 12 million tones. In 1991- 92 on the recommendations of joint parliamentary committee on fertilizer pricing, potassium fertilizers had withdrawn. In order to encourage indigenous manufactures of die ammonium phosphate to compete with the improved dap the customs duty on import of phosphoric acid and ammonia was abolished. The fertilizers industry in the core sectors of th economy and rightly, since it is one of the major industries, which provides vital input for agriculture growth i.e.; fertilizers. The crucial role and importance of fertilizeers have now been from levy of custom duty. This will have a significant in the cost of producton of fertilizers. Origin and development of Fertilizers industry in India: The first plant for production of nitrogenous fertilizer was built in 1940, in small capacity which argument with production of abut 50,000 per annum. Nitrogen in the form ammonium soleplate 1951 in the first public sector fertilizer plant in SINDRI since thn, the government of India taken the idea to built a fertilizer plant at every state of the country. The real Expansion of the industry took place in 1960s and since then it has been expanede at rapid rate in public, private or joint sector to meet growing demand for fertilizer, both nitrogenous and phosphoric. The farmer always wanted the fertilizers at low format price. The procedures always wanted increase the next factory price. In 1977, the indian government took a decisive step towards food sufficiency, the arrived that the best way to increae the fertilizer consumption and through that food grain, production by keeping fertilizer prices afforadable for the farmer. Since producer would not be willing to sell at that price the government made good differential by paying them a subsidy.

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The Government fixes to Prices: The price at which the manufacturer should sell fertilizers to farmers. The price fixed at level affordable to the farmers and is uniform for all manuafactors. A fair price at which the manufacturer ought to have received from farmer the price is based on prescribed efficiency norms in regard to capacity utilization. Consumption of raw material and usage of utilities differ with every plant thus each plant would have different retention price is so designed that ofter covers and the mandatory cost the company that operated at 90% would earn a 12% post tax return or net worth. A unit operator at higher operating rates would benefits by way of enhanced recovery of fixed operating as also capital related charges. The government selling price to the manufacturer as subsidy. The cost of transporting the material form the factory to the consumpiton point it is also reimbursable to the producer as equated freight. The Retention-Pricing Scheme(RPS) was first introduced for Nitrogenous Fertilizers in 1977, for phosphoric fertilizers other than Single Super Phosphate (SSP) in 1982. In the same year imports of DAP were canalized through MMTC in order to project the local marketed by 1991. The spiriting expenditure on Fertilizers as fertilizer subsidy have led to the widening of the Budgetary deficit. The rao government than on a tough ride toward economic liberaliztion, was Under Pressure to knock of fertilizers subsides, which as snowballed from Rs.25 core in Fiscal 1978 to Rs. 3730 core in fiscal 1991. In july 1991,3 nitrogenous fertilizers namely ammonium Sulphate (As) Calcium ammonium Nitrate (CCN) and ammonium chloride (ACP) wre Decontrolled while the spelling price of all other Fertilizers were raised by 40%. In the din of the political notice that followed, this was reduced to 30T, with small and marginal formers fully exempted from the like. The exception Abandoned soon. In august 1991 the government tracked at the nitrogenours segment by putting as, CAN and ACI again under control, re introduced subsidy scheme and declared DAP. The decontrol sent the price of phosphoric fertilizer very hight this led to a sharp fall in the Consumption of the fertilizers. To partially conpensate the increase the government got into the act. If introduced a subsidy have Rs.500 to 12

Rs.800, per ton on their complex fertilizers. The idea was that there would be corresponding reductionin the selling price of these fertilizers. Latr it made certain smart concesions like, it remover customs duty on improted phosphoric acied, allowed import of raw materials for productions of phosphoric fertilizers.

DAP units in India with annual capacity of production

S.No. tons) 1 2 3 4 5 6

State / Name of the Location

Annual

capacity

(In

Andhra Pradesh, C.F.L. (N.P), Vizag. Andhra Pradesh, G.C.F.L. (N.P.), Kakinda. Goa, Xuari Agro chemical (DA), Zuari Nagar Gujarat, Gujarat state fertilizers co (DA), Sikkim IFFCO (DAP), Kandal Gujarat, Gujarat state fertilizers (18:46:0 / 20:20), Vadodara.

251.00 300.00 150.00 326.00 N.A. 108.00

Karanataka, Mangalore Chemicals & fertilizers ltd. (MCFL) (DAP), Mangalore N.A. N.A. 720.00 N.A.

8 9 10 11

Kerala, Fact (DAP), Amabalamedu. Orissa, Pradeep phosphoric ltd (DAP), Pradeep Tamilnadu Madras fertilizers ltd., (MFC) (DAP), Manali. Spic (DAP) Tuticorin, West Bengal, Hidustan Level (DAP) Haldia.

154.00

13

Import of DAP: Form countries:- Jordan, Germany, Canda, Rumania, U.K., Japan, U.S.A, Norway, Saudi Arbia, Philippines, Mexico, Former, U.S.S.R and others. During the period 1981-82 it was 375 cores where the year 1990-91 it was increased to 4800 Cores. Some of the reasons for increase are agricultural growth, increase in cost of Production consumption of fertilizers etc. the joint parliamentary committee reports 1991 suggested to do control phosphoric and phosphate Fertilizers in order to reduce the subsidy burden to the Government, accordingly the same with effect from 24th of August 1992.

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Major Fertilizer Consuming Countries: In million metric tons, year ending June 30*
COUNTRY 2002-03 2003-04 2004-05 2005-06 2006-07

Nitrogen China India United States France Pakistan 2.5 2.1 2.5 2.1 Phosphate China India United States Brazil Australia 9.3 4.0 4.2 2.0 11.1 9.4 4.1 3.9 2.0 1.0 9.0 4.8 3.9 2.0 1.1 8.7 4.3 3.9 2.3 1.1 8.9 4.3 4.20 2.5 1.2 2.6 2.2 2.3 2.3 2.4 2.2 23.0 11.0 11.2 22.9 11.4 11.3 24.1 11.6 11.2 22.1 10.9 10.5 22.5 11.3 10.9

Potash United States China Brazil India 3.4 2.4 1.4 3.5 2.3 1.4 3.4 2.2 1.7 3.5 2.6 1.6 4.0 2.7 1.7 4.8 4.5 4.5 4.5 4.5

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Major Fertilizer Producing Countries: Million metric tons, years Ending June 30* COUNTRY 2002-03 2003-04 2004-05 2005-06 2006-07

Nitrogen China India United States Russian Federation Canada 3.7 3.7 Phosphate Unitd states China India Russian Federation Brazil 1.4 1.4 Postash
Canda Rusian Federation Belarus Germany Isarael 3.3 3.4 1.5 3.4 3.6 1.7 3.6 3.5 1.7 3.4 4 1.7 3.7 3.5 1.8 9.0 3.4 9.2 3.5 8.2 4.0 9.2 3.7 8.2 4.3

20.2 10.1 13.8

21.5 10.5 13.5

22.8 10.9 11.2

21.5 10.9 9.9

22.1 10.7 10.6

4.1

4.1

5.0

5.4

5.5

4.1

3.9

3.5

9.0 6.4 3.0 1.9

9.0 6.7 3.2 1.7

8.5 6.4 3.4 2.0

7.3 6.7 3.7 2.3

7.6 7.4 3.9 2.4

1.4

1.5

1.4

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PROFILE OF COROMANDEL INTERNATIONAL LIMITED


Coromandel international Ltd, a leading manufacturer of a wide range of fertilizers and pesticides (technical and formulations), is part of the Murugappa Group. The company was incorporated in 1964, by the synergistic efforts of two major companies of the US - Chevron Chemical Company (CCC) and International Mierals and Chemicals Corporation (IMC) and EID Parry Ltd (EIDP), a leading business house in India associated with agriculture. GFCL became a Murugappa Group Company in July 2003 when Coromandel Fertilizers Limited (CFL) acquired the stake of Government of Andhra Pradesh in the process of disinvestment. With a view to foster business relations, Foskor of South Africa and GCT of Tunisia the two major raw material suppliers have been made shareholders with 5% each I the equity of the company. Godavari Fertilizers and Chemicals Limited (GFCL), incorporated in 1981, have completed 25 years of its existence. CFL markets around 2.3 million tones of phosphatic fertilizers, making it the leader in its markets and the second largest producer of posphatic fertilizers in India. It also markets phosphogypsum and sulphur betonies. IFFCO, the other major shareholder and co-promoter of the Company, has also divested its shareholding in favor of CFL on 12th April 2007. Consequent to this, the Company has become a subsidiary of Coromandel. Presently, Coromandel holds 74.92% of the capital of the Company and remaining is held by public. Coromandel international has multi-locational production facilities, at Visakhapatnam (AP), Ennore (near Chennai) and Ranipet (both inMaharashtra, Ankles war in Gujarat, and in Jammu. It markets its products all over India through 13 marketing offices and a network of over 7,000 dealers, and exports pesticides to various contries across the globe. The Companys approximately 1.2 Million MT manufacturing facility is lodacted at Kakinada, very close to the sea port and has excellent infracture. The plant is strategically located to derive advantages of logistics - inbound and outbound. The company has superior product and process technology and the production efficiencies are comparable to the best in the world. The plant with 8.32 lakh MT name plate capacity in 2003, when it was acquired by murugPP Group, now turned to produce 17

more than 1.15 million MT per annum with minimum additional investment in capital assets. The company is one of the cost producers of DAP complex fertilizers using imported phosphoric acid and has built in flexibility to change the product mix with ease both in terms of production and marketing. The company mainly markets its products through 9 regional marketing officers in 6 seats besides directly selling from the plant. The company has a network of more than 8000 dealers. The demand for Godavari brand products is quite strong and realizing this potential, the company has embarked upon an expansion project to add 4.25 lakh MT of additional capacity by June 2009. Raw material availability is one of the major factors in the successful operation of a fertilizer company. Coromandel has strong raw material supply linkages through long term supply agreements with major international supplies.

MISSION AND VISION Vision: To be the leader in the phosphatic fertilizer industry, producing high quality fertilizers at low cost and giving satisfaction to all stake holders. Mission: To enhance the prosperity of farmer, thoroughly the supply of quality farm inputs and related services to ensure value of money. Philosophy: The fundamental principle of economic activity is that no man you transact with will lose; then you shall not.

The MOTTO: 18

Coromandel is imbued with th ideal of universal welfare and the farm prosperity. These ideals are reflected in various facets of the company . Coromandels motto is service to the farmer. Values and beliefs: Adhere to ethical norms in all dealings with shareholders, employees, customers, suppliers, financial institutions and government. Provide value for money to customers through quality products and services. Treat our people with respect and concern; provide opportunities to learn contribute and aadvance; recongnize and reward initiatives, innovativeness and creativity. Maintain - an organization climate conductive to trust, open communication and team spirit. - a style of operation befitting our size, but reflecting moderation and humility Mange environment effectively for harnessing ooportunities.

Management:

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The following are the Board of Directors of the M/S Coromandel International Limited, Kakinada

S.NO.

NAME

POSITION HELD ON BOARD

COMMITTEE MEMBERSHIP .Audit Committee

1 2 3

Mr. A.V.Vellayan D.E. Udwadia S.Viswantham

Chairman Director Director

R & N Committee 4 M.M. Venkatachalam Director Share Grievance Committee 5 K.Balasubramaniam Director Audit Committee holders

R & N Committee 6 M.K. Tandon Director Audit Committee

R & N Committee 7 Dr. B.V.R.M. Reddy Director Audit Committee

R & N Committee Share Committee 8. V.Ravi Chandran Managing Director Share Grievance Committee Holders Holders

The policy decisions of the company are made by the Board of Directors, who are representatives of the government and financial institutions. The company will be 20

headed by a full time chairman. The managing directors will be assisted by several duputy general managers in the fields of production, marketing, personnel and materials department.

Organization Chart representing Hierarchy:

Human Resouces:

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Coromandels real assets are their employees. Their at different locations is as under:

CIL MANPOWER Coporate office, Seenderabad Liaison offie, New Delhi Regional Marketing offies plant - Kakinada VST - Visakhapatnam Total

EXECUTIVES

STAFF

TOTAL

42 1 84 118 12 257

66 2 52 305 23 449

108 4 136 423 35 706

Technical Marketing Administration Finane Materials Secretarial Total

320 174 115 59 27 11 706

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Technical Marketing Administration Finane Materials Secretarial

Product portfolio: DAP NPK Complex Micro nutrients Gromor Water soluble fertilizers Bio fertilizers PARAMFOS 16-20-0-13 PARRY GOLD Coromandel at Kakinada manufactures the following products: The company manufactures the following products: DAP 14:35:14 12:32:16 10:26:26

The company also markets other Nitrogenous and NPK grades. Urea Imported MOP Zinc Sulphate 20:20:0 etc.

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Brands: Coromandels products are sold with different brand names they are Gromor Chamatkar Bosan Carrot Godavari(DAP) Flagship brands of Coromandel are Gromor and Godavari(DAP) Market Share: During the year under review the company has recorded highest sales of manufactured products of 11.28 lakh tones, registering a growth of 10.5% in volume over the previous year. The market share of Godavari DAP was 9% on all India basis and 73% in Andhra Pradesh. Widening of the market network by appointment of retail dealers continued during this year also. During the year, the company has increased sale of traded products like water-slouble fertilizers micronutrients and G-sulphur. Customers: The Coromandel products are mainly agriculture used products so that main customers of Coromandel are farmers. Most of the farmers in Andhra Pradesh are its customers. It has achieved high level of customer satisfaction. Customer relation has become more focused and meaningful. Value added services are being planned and delivered to the customers. Promotional Strategies: Market development activities Crop demonstrations Squad program, Farmer seminar Agricultural exhinitions Dealer meetings Sponsored programs Field asst programs Field asst programs 24

Rural girl child education programs District level farmer onventions Competitors: Some of the major competitors of Coromandel are: National fertilizers limited (NFL) Paradeep phosphates limited Gujarat state fertilizers chemical limited The Fertilizers Corporation of India Limited Hindustan Fertilizer Corporation Limited (HFC) Indian Farmers Cooperative Limited (IFFCO)

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THEORETICAL FRAME WORK TRAINING AND DEVELOPMENT


INTRODUTION: Organization and individual should develop and progress simultaneously for their survival and attainment of mutual goals. So every modern management has to develop the organization through human resources development. Employee training is the most important dub-system of human resources development. Training is a specialized function and id one of the fundamental operative functions for human resources management. Definition of training and development: According to famous author Steinmetz has differentiated are the two concepts as follows; Training is a short-term process utilizing a systematic and arganized procedure by which nonmanagerial personnel learn technical knowledge and skills for a definite purpose. Development is a long term educational process utilizing a systematic and organized procedure by which managerial personnel learn conceptual and theoretical for general purpose According to Campbell has differentiated the two terms as follows. Training courses are typically designed of a short-term, stated set purpose as the operation of some pieces of machinery, while development involves a broader education for longterm purposes. MEANING: After an employee is selected placed and introduced an organization he/she must be provided with training facilities in order to adjust him to the job. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Training is a short-term educational process and utilizing a systematic and organized procedure by which employees learn technical knowledge and skills for a definite purpose. Dales beach defines the training as The organized procedure by which people learn knowledge and or skill for a definite purpose.

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In other words training improves changes and moulds the employees knowledge, skill, behavior and aptitude to words the requirements of the job and the organization. Training refers to the teaching and learning activities carried on for the primary purpose of helping members of an organization to aquire and apply the knowledge, skills, abilities and attitudes needed by a particular job and organization. Thus, training bridges employees present specifications. Training and development Employee training is distinct from management development or executive development. While the former refers to training given to employees in the areas of operations technical and allied areas the latter refers to developing in the areas of principles and techniques of management administration organization and allied areas. Differences between Training and Development: S.no Area content 1 Training Technical knowledge skills development and Managerial and the differences between job requirements and

behavioral skills and knowledge

Purpose 2 Duration 3 4 For whom

Specific job-related

Conceptual general knowledge

and

Short-term

Long-term

Mostly technical and non- Mostly for managerial managerial personnel personnel

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Importance of training: The importance of human resources management to a large extent depends on human resources development and training is its most important technique. No organization can get a candidate who exactly matches with the job and the organization requirements. Hence training is important to develop the employee and makes him suitable to the job. Training works towards value addition to the company through HRD job and organizational requirements are not static, they are changed from time to time in view of technological advancement and change in the awareness of the Total Quality and productivity Management [TQPM]. The objectives if the TQPM can be achieved only through training which develops human skills and efficiency. Trained employees would be a valuable asset to an organization. Organizational efficiency productivity progress and development too be greater extent depend on training. If the require training is not provided, it leads to performance failure the employees. Organizational objectives like viability stability and growth can also be achieved through training. Training is important as it constitutes a significant part of management control. Training enhances 4Cs to the organization viz Competence Commitment Creativity and Contribution Benefits of Training

How Training Benefits The Organization: Leads to improved profitability and/or more positive attitudes towards profits organization Help people identify with organization goals. Helps create a better corporate image Improves the relationship between boss and subordinate. Provides information for future needs in all areas of the organization. Organization gets more effective in decision-making and problem solving. Helps keeps costs down in many areas, e.g. production, personnel ,administration etc.

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Develops a sense of responsibility to the ;organization for being competent and knowledgeable. Reduce outside consulting costs by utilizing competent internal consulting. Creates an appropriate climate for growth and communication. Helps employees adjust to change Aids in handling conflict, thereby to prevent stress and tension. BENEFITS TO THE INDIVIDUAL WHICH IN TURN ULTIMATELY SHOULD BEBEFIT THE ORGANISATION: Helps the individual better decisions and effective problem solving Through training and development, motivational variables of recognition, achievements, growth, responsibility and advancement are internalized and operational zed. Helps a person handle stress, tension, frustration and conflict provides information for improving leadership knowledge, communication skills and attitudes. Moves a person towards personal goals while improving interactive skills. Helps eliminate fear in attempting new tasks. Improves communication between groups and individuals Aids orientation for new employees and those taking new jobs through

transfer promotion. Provides information on equal opportunity and affirmative action. Makes organization policies rules and morable. Builds cohesiveness in groups and provides a good climate for learning, growth, and ;co-ordination. regulation viable and improves

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NEED FOR THE TRAINING; 1. TO MARCH THE EMP;LOYEES SPECIFICATION OS WITH JOB REQUIREMENTS AND ORGANISATION NEEDS Management finds deviations between employees present specifications and the job requirements and organizational needs. Training is needed to fill these gaps by developing and moulding the employee skill knowledge, attitude, behavior etc the tune of the job requirements and organizational needs.

2. ORGANISATIONAL VIABILITY AND THE TRANSFORMATION PROCESS The primary goal of the organizations is that their viability is continuously influenced by environmental pressure. If the organization does not adapt it self to the changing.

3. TECHNOLOGICAL ADVANCES

Every organizational in order to survive and to be effective should be a adopt the latest technology i.e. mechanization, computerization and automation. Adoption of latest technological means and methods will not be complete until they are manned by employees to enrich them in the areas of changing technical skills and knowledge from time to time.

4. ORGANISATIONAL COMPLEXITION

With

the

emergence

of

increased

mechanization

and

automation,

manufacturing of multiple products and by products or dealing in services of diversified lines, extension of operations to various regions of the country or in overseas countries, organizational of most of the companies has become complex this complex problems of coordination and integration of activities adaptable for and adaptable to the expanding and diversifying situations. This situation calls for training in the skills of co-ordination, integration and adaptability to the requirements of growth, diversification and expansion.

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5. HUMAN RELATION:

Trends in approach towards personnel management has changed from the commodity approach to partnership approach crossing the human relations approach. So today management of most of the organization has to relations although the managers are of not accustomed to deal with the workers accordingly. So, training in human relations is necessary to deal with human problems

6. CHANGE IN THE JOB ASSIGNMENT

Training is also necessary what the existing employees are promoted to the higher level in the organization and when there is some new job or occupation due to transfer. Training is also necessary to equip with the advanced disciplines, techniques or technology.

The need for training also arises to:

Increase productive Improve quality of the product/service Help a company to fulfill its future personal needs Improve organizational climate Improve health and safety Prevent obsolescense Effect personal growth Minimize the resistance to change 31

TRAINING OBJECTIVES: Generally line managers ask the personnel managers to formulate the training policies. The personnel manager formulates the following training objectives in keeping the company goals and objectives: To prepare the employee both new and old to meet the present as well as the changing requirements of the job and organization. To prevent obsolescence To impart the new entrants the basic knowledge and skills they need for an intelligent performance of a definite j;o;b. To prepare employees for higher level tasks. To assist employees to function more effectively in their present

positions by exposing them to the latest concepts, information and techniques and developing the skills will need as the particular fields. To build up second line of competent officers and prepare them to occupy more responsible positions. To broaden the minds of senior managers by providing them with opportunities for an interchanging of experience within and outside with a view to correcting the narrowness of outlook that may arise from over-specialization. To develop the potentialities of people for the next levael j;ob. To ensure smooth and efficient working of a department.

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ANALYSIS OF TRAINING AND DEVELOPMENT PROGRAMMIES IN COROMANDEL INTERNATIONAL LIMITED


Coramandel International Limited has a well-established and training and development center, which identifies the needs of the employees training based on identified requisites. The main quality objectives of the training and development center are:

To train a minimum of 1000 employees in various skill development, technological and refresher training programmers. To measure the effectiveness of training programmers and report the same on quarterly basis for at least 25 programs. To cover at least 150 officers under system orientation for auditees. To implement at least18QC projects.

To ensure generations of at least 2 suggestions per employee. To dub at least 2 video films in English language begin used in Skill

Development ;program into Telugu language.

The Sequence t\of the One the Job Taining Coramandel International Limited is in the following manner: Job Description: The company giving more importance to ;the On-the-job and they have specially some methods they follow. A job is a collection of tasks and responsibilities that an employee is responsible to conduct. Jobs have titles. A task is typically defined as a unit of work, that is, a set of activities need to produce some results, e.g., sorting the mail etc., job Descriptions are list of general tasks, or functions, and responsibilities of a position. Typically , they also include to whom the position reports, specifications such as qualifications needed by the persons in the job, salary range for the position, etc. job Descriptions are usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis 33

looks at the areas of knowledge and skills needed by the job. A job usually includes several roles. Typically, job descriptions are used especially for advertising to fill an open position, determining compensation and as a basis for performance reviews. Sometimes job description or not worded in a manner such that the employees performance can be measured; they end up serving as the basis for evaluation rather than performance. So it becomes very essential to have a complete description of the job, which would help as a knowing the specifications in the job. Identifying the Skills and Knowledge: Once the complete description of the job is known then it becomes essential to identify the skills and knowledge required for the job to be successfully terminated. Based on the findings at this stage it helps in knowing the basic requirements to fill that job position. It may be qualification or any other technical background or communication skill etc., based upon the type of job. Once the kills and knowledge required for the job are identified then it becomes easy for the person in charge to prepare the subject matter of the job. Standard Operating Procedures: An SOP is a set of instructions or steps someone follows to complete a job safely, with no adverse impact on the environment (on which meets compliance standards), and in a way that maximizes operational and production and requirements. SOP is meant for the people who perform jobs by themselves, for people who work together on a job, and for people who supervise other people doing a job. Following factors should be considered like age, Education, Knowledge, Skills, Experience and Training of the person who will perform a job, and the Social Culture or work, history within with the individual works. SOP material is used to write a description of how a job is done. SOPs are very essential for all the jobs before a job begun. SOPs first must be comprehensive. Often SOPs are written by one person, and are reviewed by one or more others, one of whom may approve a final version. Most importantly, SOPs:

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ASSESSMENT OF TRAINING NEEDS: To implement or to conduct programs, at first they have to assess the needs of the training. The organization is assessing by the help of three elements. Competency Mapping Performance appraisal Performance counseling Basing on the competencies like hr skills, attitude, knowledge, abilities. They prepare job description and this was discussed by department head, then to the immediate supervisors. In this mapping they will know the competencies level by those considerations know the competences of an individual. Basing on that they will give training of programmers. Performance appdraisal also helps for assessing the training needs. This is done by yearly once by head of the department. This consists of specific factors and also sub-factors basing on those factors they evaluate the performance of individuals. Performance counseling helps the employees to understand their strengths and weakness. It may help the employees and management to understand clearly about the problems in work and also know where they lagging. These three elements of training needs will help the training and development department to give what type of programmers are suitable for individuals, groups and for management of the organization. TRAINING METHODS The training programmers commonly used to train operative and supervisory personnel in the origination. These training programmers are classified into On-thejob and Of-the-job programmers. Job Instruction Training: It is also known as training through sstep-by-step involves listing of all necessary steps involved in the job performance with a sequential arrangement of steps: 1. Providing job information to the trainees by emphasizing its importance, general description of the job and duties and responsibilities involved. 35

2.

Positioning the trainees at workplace explaining then the various steps involved in job and the reasons for this steps.

3. Allowing the trainees to try out work performance on the basis of the steps involved and correcting the errors committed by them. 4. Encouraging the trainees to ask questions about the job performance and satisfying them with explanation many companies adopt programmed instruction of JIT in which the learning materials are compiled in the booklet form which the trainees have to reed and work accordingly. Sometimes, these instructions computerized and the method is known as computer - assisted instruction(CAL). These methods are useful for operatives. VESTIBULE TRAINING: The concept of vestibule is related to a cavity serving as entrance to another, specially a part of railway carriage connecting and giving access to the next. In the context of training, it is know as training - centre training. The concept of vestibule shool/training centre is that people will learn and develop skills while working in the situations similar to what they will face after they are put on the actual job. Many organizations establish training centers to train people for skilled work particularly in production department. Vestibule traing offers various advantages: 1. As the training is provided in a different place, there is lesser distraction of trainees attention. 2. Trainees feel more freedom for experimentation as they are away from the actu.al workplace. They do not have the psychological fear of being criticized from supervisors and co-workers. ROLEPLAYING: Role playing `as a method of learning involves human interaction in imaginary situation. Role playing technique is used in groups where various individuals are given the roles of different managers who are required to solve a problem or to arrive at a decision. Thus, it is spontaneous acting in a situation involving two or more persons under training situation. Dialogues grow spontaneously as the role playing proceeds.

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LECTURES AND CONFERENCE: Lectures and conferences are knowledge-based management development methods. In these methods, an effort is made to expose participants to concepts and theories, basic principles and pure applied knowledge in any particular area. While lecture method emphasizes on one-way communication. Conference method provides opportunity for two-way communication. In this method, the resource personnel their ideas with a view to assimilate these and to provide way as to how these ideas can be translated ideas can be translated into action. JOB ROTATION: Job rotation, or channel method of development, involves movement of a manager from one job to another job, from one plan to another planned basis. Such movement may be for a period ranging from 6 months to 2 years before a person is establish in a particular job or department. In this case, the movement is not meant for transfer but is meant for learning the interdepence of various jobs so that the trainee can look at this job falling within a broad functional area like sales to marketing research, or to sales promotion; or may extend beyond the functional area like movement from marketing to production or vice versa normally; job rotation is useful when it is undertaken in interdependent jobs or functions. Job rotation as a means for It allows the

management development offers certain positive contributions.

managers to appreciate the intricacies involved in different jobs and how their own jobs are affected by such intricacies. This way, they can develop more cooperative approach to different functions in the organization. Initially a small group of trainees were recruited among the displaced. Since then a sea charge has taken place. The novel feature of coromandel international limited limited manpower is that almost 90% of the work force in the works division has been recruited through training in various schemes like 1. Management trainees 2. Senior trainees 3. Junior trainees Special schemes were worked out and implemented to facilitate induction of displaced Persons as well as SC and ST categories such as Special trainees 37

Asst. technical trainees Secretarial Asst.trainees THE TRAINING PROCEDURE: The following training procedure is essentially an adoption of the job instructiontraining Course, which has been proved to have great value. The important steps in the training procedure are: 1. Preparing the instructor: The instructor must know both the job to be taught and how to teach it. The job must be divided into logical parts so that each can be taught at a proper time without the trainee losing plan. For each part, one should have in mind the desired technique of instruction, that is, whether a particular point is best taught by illustration, demonstration or Explanation. A serious and committed instruction must: Know the job or subject he is attempting to teach. Have the aptitude and ability to teach Have willingness towards the profession. Have a pleasing personality and capacity for leadership Have the knowledge of teaching principles and methods. Be a permanent student, in the sense that he should equip himself with the latest concepts and knowledge. 2. Preparing the trainee: As in interviewing the first step in training is to attempt to place the trainee at case. Most People are somewhat nervous when approaching an unfamiliar task. Though the Instructor may have executed this training procedure, many times he or she never forgets its newness to the trainee. The quality of empathy is a mark of the good instructor.

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3. Getting ready to teach This stage of the programmer is class hour teaching involving the following activities: Planning the programmer Preparing the instructors outline Do not try to cover too much material Keep the session moving along logically Discuss each item in depth Repeat, but in different words Take the material form standardized texts when it is available Teach about the standard for the trainee llike quality, quantity, waste or Scrap, ability to work without supervision, knowledge or procedure, safely rules, human relations etc. Remember your standard, before you teach.

4. Presenting the operation:


There are various alternative ways of presenting the operation viz.

explanation, Demonstration etc. an instructor mostly uses these methods of explanation . In addition, one may illustrate various points through the use of pictures , charts, diagrams and other training aids. 5. Try out the trainees Performance: As a continuation of the presentation sequence given above, the trainee should be asked to start the job or operative procedure. Some instructor prefers that the trainee explain each step before doing it, particularly if the operation involves any danger. The trainee, through respective practice, will acquire more skill. Every training programmer should have a follow-up; otherwise the training programmers in the future cannot be improved.

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PROEDURE FOR EVALUATION OF TRAINING PROGRAM EFFECTIVENESS


Evolution of Training Programmers Effectiveness is done by Five Levels Level 0: Understanding the expectations of trainee on the training before conducting training program. Level 1: Immediately after training, feedback is collected from the training regarding the effectiveness of training facility, faculty, material, methodology etc.. Level 2: After one month of the training, feedback is taken from the Concerned department Head. Level 3: After three months of the training, feedback is taken from the Concerned department Head. Level 4: Measuring the effectiveness of training By taking these info considerations they facilitate with necessary training programmers. Training to the employees can be provided both with in the industry and out side the industry. Training with in the industry is provided through the both on the job methods and off the job methods. Normally supervisors, foramen and supervisors provide the training to the employees. Supervisors in coach the employees initially how to handle the machines, materials, accounts, files records etc, supervisors observe the employees when they carry out the job on their own, identify the mistakes that the employees commit performance of the employee et. Supervisors have to appreciate the employees publicly and council them privately regarding their mistakes. Like this, the supervisors, teach, coach and instruct the employees until they do job perfectly. In addition, some supervisors deliver the lectures to group of employees, take them around the factory or work place and ask them to observe when the supervisor is handling a machine or material or files. The supervisor also arrange exhibitions of carrying activities by different employees in addition to coaching and step by step training, managements also provide training through job rotation, and committee assignments.

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Advantages: Almost all organizations prefer training within industry due to its advantages., so the Coromandel international Limited also paying more interest on the on-the job training programmers. They are: Less cost, less time-consuming, high appropriate as the supervisors Coach Familiarity of the employees to the work place and work environment of the industry. Loss of time due to employee absence to work is minimum Employees progress can be judged easily and immediately Employees can implement the training inputs effectively. Advantages of Training: The contributions of imparting training to a company should be readily apparent the Major values are I. Increased productivity: An increase in skill usually results in an increment in both quality and quantity of output. However, the increasingly technical nature of modern jobs demands systematic training to make possible even minimum levels of accomplishment. II. Heightened Morale:

Possession of needed skills helps to meet such basic human needs as security and ego satisfaction. Collaborate and human relations programmes an make a contribution towards morale, but they are hollow shells if there is no solid core of meaning full work down with knowledge, skills and practice. III. Reduced Supervision More accidents are caused by deficiencies in people than by deficiencies in equipment and working conditions. Proper training in both job skills and safety attitudes should contribute towards a reduction in the accident rate.

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IV.

Reduced Accidents More accidents are caused by deficiencies in people than by deficiencies in

equipment and working conditions. Proper training in both job skills and safety attitudes should contribute towards a reduction in the accident rate. V. Increased organizational stability The outcomes of training help for organizational stability by enhancing organizations human capital. The ability of an organization to sustain its effectiveness despite the loss of key personnel can developed only through creation of a reservoir of employees. Flexibility, the ability to adjust to short-run variations in the volume of work requires personnel with multiple skills to permit their transfer to jobs where the demand is highest.

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MANAGEMENT DEVELOPMENT
Organization provides managerial skills to its employees at all levels, in addition to technical skills managerial skills are provided through. Management development programs whereas technical skills are provide through training. Management development is a systematic process of growth and development by which the managers develop their abilities to manage. So; it is the result of riot only participation in formal courses of instruction but also of actual job experience. It is concerned with improving the performance of the managers by giving them opportunities for growth and development, which in turn depends on organization structure of the company. Role of the Organization: The role of the company in management development is to establish the programmer and development opportunities for its present and potential manager executive development is eventually something that the executive has to attain himself. But he will do this much better if he is given encouragement, guidance and opportunity by company. Objectives of management developments: The management development programmers are organized with a view to achieving specific objectives they are: To overhaul the management machinery To improve the performance of the managers To give specialists on over all view of the functions of an organization and equip them to co-ordinate each others efforts effectively To identify persons with the required potential and prepare them for senior positions To increase morale of the members of the management group To keep the executives abreast with the changes and developments in their respective fields To create the management succession, which can take over in case of contingencies To improve through process and analytical ability 43

To broaden the outlook of the executive regarding his role position and responsibilities. To understand the conceptual issues relating to economic, social and technical areas To understand the problems of human relations and improve human relation and To stimulate creative thinking. NEED FOR MANAGEMENT DEVELOPMENT The need for management development programe arises due to the following reasons: Techno managers like basic chemicals engineers, mechanical, engineers, information systems engineers need to be developed in the areas of managerial skills, knowledge and abilities Efficient functioning of public utilities, transport, communications etc depend on professionalization of management in the sectors Professionalization of management all levels particularly in service organization need the development of managerial skills and particularly at lower and middle levels. Transmission of communist / socialistic societies into capitalistic economies hanged the structure of the principle of business. These changes along with liberalization, privatization and globalization of business changed the principle. Hence, development of the present managers in these new principles / areas is highly necessary. Human resources development of the mangers in multiple areas necessitates the executive development programme. The need for management development arises due to providing technical skills and conceptual to non-technical managers and managerial skills and conceptual skills to technical managers.

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PRINCIPLES OF MANAGEMENT DEVELOPMENT: The top management of a company should follow certain principles to make the management development programmers effective they are: The management should access the development needs of its managers at different levels through performance analysis and development methods. Management should decentralize the responsibility of developing the mangers of different department nit responsible for it. Management should integrate career planning and development of the organization with the management development programmers. Even managers of the organization should be motivated and empowered to take up developmental programmers The consent of the programmers should be need based for the indi vidual manager and organization. The physical, social and psychological climate for programmers should be concessive. METHOD OF MANAGEMENT DEVELOPMENT There are mainly two type of methods by which mangers can acquire the knowledge, skills and attitudes and make themselves competent mangers. 1. Formal training 2. On the job experiences The important on the job training techniques are: 1. Coaching 2. Job rotation 3. Under study and 4. Multiple management 1. Coaching: In coaching the trainee is placed under a particular supervisor who acts as an instructor and teaches job knowledge and skills to the trainee. The feels him what he wants him to do, how it can be done and follows up while it is being done and orret errors.

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The act of coaching can be done in several ways. The executive part from asking them to do routine work, may ask them to tackle some complex problem by giving them a chance to participate in decision-making. One of important limitations of this technique is that the individual cannot develop much beyond the limits of his own bosss abilities. The transferring of executive from job to and from department in a systematic manner is called job rotation. When a manager is posted to a new job as part of such a programmed, it is not merely an orientation assignment. He has to assume the full responsibility and perform all kinds of duties. The idea behind this is to give him the required diversified skills and a broader out look which are very important at the senior management levels. It is up to the management to provide a variety of the experiences for those who have the potential for higher ranks before they are promoted. Job rotation increases the inter-departmental co-operation and redues the monotony of work. It makes the executives in general management and does not allow them to confine themselves to theirs specialized field only. 2. UNDER STUDY An understudy is a person who is in training to assume as a future time, the full responsibility of the position currently held by his superior. This method supplies the organization a person with as much competence as the superior to fill his post which may fall vacant because of promotion, retirement or transfer. As an understudy may be chosen by the department or its head, he will then what his job is. This under study also learns the decision-making as his superior involves him in the discussion of daily operating problems as well as long-term problems. The leadership skills can also be taught by assigning shim the task of supervising two or three people of the department.

3. Multiple Management Multiple management is a system in which permanent advisory committees of manager study problems of the company and makes recommendations to the higher management. It is also called junior-board of executive system. These committees 46

discuss the actual problems and different alternative solutions after which the decisions are taken. The technique of multiple management has certain advantages over the other techniques. They are i. Members have the opportunity to aquire the knowledge of various aspets of business. ii. It helps to identify the members who have the skills and apabilities of an effective manager. iii. Members have the opportunity to participate in the group interaction and there by gain the partial experience of group decision-making. iv. v. It is relatively an inexpensive menthol and Considerable number of executives can be developed in a short span of time. Off-the-job Methods: On-the-job techniques have their own limitation; these off-the-job techniques are considered important of fill those gaps. The following are some of the important off-the-job techniques. 1. Role Playing: A problem situation is simulated by asking the participants to assume the role of a particular person in the situation. The participation interacts with other participants assuming different roles. The mental set of the role is described but no dialogue is provided. The whole play may be tape-recorded and the trainee may thus be given opportunity to examine his or her own performance. Role playing giving the participants various experiences which are of much use to understand people better. This method teaches human relations skills through actual practice. The exemplary role playing situations are: a grievances discussions, employment interview, a sales presentation etc..

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2. In Basket Method: The trainees are first given background information about a simulated company, its products, key personnel, various memoranda, requests and all data pertaining to the firm. The trainee has to understand all this, make notes, delegate tasks and prepare memos within a specified amount of time. Abilities that this kind of exercise develops are: Situational judgment in being able to recall details, establish priorities, inter relate items and determine need for more information. Social sensitivity in exhibiting courtesy in Witten notes, scheduling meeting with personnel involved and explaining reasons for actions taken and Willingness to make decision and take action. 3. Simulation: Under this technique, the situation is duplicated in such a way that it carries a closer resemblance to the actual situation. The trainee experiences a feeling that he is actually encountering all those conditions. Then he is asked to assume a particular role in the circumstances and solve the problems by making decision. He is immediately given a feedback of his performance. One of the limitations of this method is that it is very difficult to duplicate the situation ot the extent of making. The trainee feel the trainee feel the pressure and realities of actual decision-making on the job. The very fact that the trainee knows that it is an artificial situation prevents him from experiencing all that he experiencing in a real job situation. 4. Grid Training/ Managerial Grind: It is a six phase programmer lasting from three to five-years. It starts with upgrading managerial skills, continues to group improvement; improves inter-group relations, goes into corporate planning, develops implementation method and ends with an evaluation phase. The grind representation several possible leadership style. Each style representation a different combination of two basic orientations-concern for people and concern for production.

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Conference: A conference is a meeting several people to discuss the subject of common interest. But contribution from members can be expected as each one builds upon ideas of other participants. This method is best suited when a problem has to be analyzed and examined from different viewpoints. It helps the members develop their ability to modify their altitudes enjoy this method of learning as they get an opportunity to express their views. The success of the conference depends on the conference leader. In order to make the conference as success, the conference leader must be able to see that the discussion is thorough and concentrate on the central problem by encouraging all the participants to develop alternatives and present their viewpoints and by preventing domination by a few participants.

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DATA ANALYSIS ON THE EFECTIVENESS OF TRAINING AND DEVELOPMENT


1. What is the importance given to the training in the organization?

Respondents RESPONE Absolute terms Very low Low Moderate High Total Interpretation: The above table format shows that the 15% of employees expressed that the importance to training programme in the organization is low, 30% expressed that the training programme given is Moderate and 55% programme given is high for the above statement. IMPORTANCE OF TRAINING PROGRAMME expressed that the training 0 15 30 55 100 Percentage 0 15 30 55 100

80 60 40 20 0 Individual Manager Series1 Series2

Conclusion: The traing program should be given much importance by the organization as it Influences the employees behavior.

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2. By whom the training needs are identified?

RESPONE Individual Manager Both 1&2 Any other TOTAL Interpretations:

Respondents Absolute terms Percentage 10 10 60 60 20 20 10 10 100 100

The above table format shows that 10% of the employees expressed that the training needs are identified by individual ,60% expressed that the training needs are identified by manager ,20% expressed that the training needs are identified by both manager and individual and 10% expressed that the training needs are

identified by other TRAINING NEEDS


70 60 50 40 Respondents Absolute terms 30 20 10 0 Individual Manager Both 1&2 Any other Respondents Percentage

Conclusion: The training needs are to be identified by manager as it would be more effective both for the organization and also the employees.

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TRAINING OBJECTIVE DISCUSSED

Individual

Manager Both 1&2 Any other

Conclusion: The training objectives are to be discussed before the training programme to the employees to have better involvement of the employees

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3. Are you satisfied with the present techniques of training provided to you? Respondents RESPONE Satisfied Not satisfied Need improved Total Absolute terms 65 10 25 100 Percentage 65 10 25 100

Interpretation: The above table format show that the 65% of the employess are satisfied with the present techniques the training programme, 10% are not satisfied with the present trainingprogramme and 25% suggest improving the techniques of training provided to them in the organization.

SATISFACTION WITH TRAINING TECHNIQUES


120 100 80 60 40 20 0 1 2 3 4 5 RESPONE Respondents Absolute terms Respondents Percentage

Conclusion: The training programmes conduced in the organization are satisfactory to some employees and some suggest to improve the present training technique.

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4. Do you think training programmes help in achieving individual goals as well as organizational goal

RESPONE

Respondents Absolute terms Percentage 85 15 100

Yes No Total Interpretation:

85 15 100

The above table format shows that the 85% of the employees expressed that the training programmes help in achieving their individual goals and organizational goals and 15% of the employees disagree that the training programmers does not help them in achieving either individual goals or the organizational goal.

TRAINING HELPFUL FOR GOAL ACHIEVMENT

120 100 80 60 40 20 0 Yes No Total Respondents Absolute terms Respondents Percentage

Conclusion: The training programmes conducted in the organization help many employees to achieve their individual and organizational goals and some employees are not benefited by the training programmers.

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5. Do you think training is essential to the conduct of job?

RESPONE

Respondents Absolute terms Percentage 70 15 15 100

Essential desirable Can't accommodate Total

70 15 15 100

Interpretation: The above table format shows that 70% of employees agreed that the training is essential to the conduct of the job and 15% are desirable to have the training programmes for the conduct of their job and 15% express to cant accommodate for training programmes in the organization.

ESSENTIALLY OF TRAINING

80 70 60 50 40 30 20 10 0 Essential desirable Can't accommodate Series1 Series2

Conclusion: The training programme conducted in the organization is accomadable by many of the employees where few express it to be cant accomadable.

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6. Do you think that you are doing the job with enhanced capabilities after training?

RESPONE

Respondents Absolute terms Percentage 85 15 100

Yes No Total Interpretation

85 15 100

The above table format shows that the 85% of employees are doing the job with enhanced capabilities after training programs have been conducted in the organization a 15% of the employees disagree that the job is being conducted with enhanced capabilities after the training programs have conducted by the organization. CAPACITY ENHANCED AFTER TRAINING

Yes No Total

Conclusion: The training programmers conducted in the organization increase the job capabilities of some employees after the training programmers conducted in the organization.

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TRAINING PROGRAMME CONDUCTED

1 2

Conclusion:

The training programs in the organization are conducted both internal and external for their employees.

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7. How do you grade the quality of training imparted by your organization?

RESPONE

Respondents Absolute terms Percentage 70 10 20 100

High Quality No Moderate Total Interpretation:

70 10 20 100

The above table format shows that the 70% of the employees grade the training imparted as high quality, 10% of the employees grade the training imparted as poor quality and 20% of the employees grade imparted to be moderate.

80 70 60 50 40 30 20 10 0 High Quality No Moderate

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8. How many internal and external training programs have you attended?

Internal training 100

External training 50

Interpretation: The response to the above table is that the 67% of the employee attented interal training programms in the orgainzation and 33% of the employees attended external training programmes in the organization.

QUALITY OF TRAINING

140 120 100 80 60 40 20 0 High Quality Poor Quality Moderate Series2 Series1

Conclusion: The quality of training given in the organization is of good quality and moderate increase in quality is needed.

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9. Is the quality of training provided by the organization is sufficient?

Respondents RESPONE Absolute terms Agree Disagree Can't say Total Interpretation: The above table format shows that the 70% of employees agree that the quality of training provided by the organization is sufficient and 20% of the 70 20 10 100 Percentage 70 20 10 100

employees disagree that the training program provided by the organization is sufficient and 10% of the employees cant say about the sufficient of the quality of the training program coducted.

QUALITY LEVELS
80 70 60 50 40 30 20 10 0 Agree Disagree Can't say Series1 Series2

Conclusion: The quality by which the trainig program conducted is merely sufficient to some employees and for others it is not sufficient.

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10. Do you think training pratices in your organization requires any modifications? Respondents RESPONE Absolute terms Yes No Total 30 70 100 Percentage 30 70 100

Interpretation: The above tables show that the 305 of the employees agree that they need modification present training programs conducted by the organization and 70% of the employees existing they do not need any modification program that are conducted organization. TRAINING MODIFICATION in the existing training

100 90 80 70 60 50 40 30 20 10 0 1 2

No Yes

Conclusion: The training program conducted in the organization need few modification to be much effective.

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11. Is feedback taken after the training program?

Respondents RESPONE Absolute terms Agree Disagree Total Interpreation: The above table format shows that the 85% of the employees agree that the feedback is taken after the training programme is conducted in the organization and 15% of the employees express that effective feedback is not taken after the training programme in the organization. FEED BACK CONSIDERED
250

Percentage 85 15 100

85 15 100

200

150 Percentage 100 Absolute terms

50

0 Yes No Total

Conclusion: The training program conducted in the organization is in association with an effective feedback structure.

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12. Are you satisfied with the feedback system of the management in evaluating training program?

Respondents RESPONE Absolute terms Yes No Total Interpretation: The above table format shows that the 80% of the employees are satisfied with the existing feedback system taken after the training program in the organization whereas 15% of the employees are not satisfied with the existing feedback system taken by the organization after the training is conducted. FEED BACK SYSTEM 75 25 100 Percentage 75 25 100

100 80 60 40 20 0 1 2 No Yes

Conclusion: The feedback system followed by the organization is satisfied to many employees where others are not satisfied.

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13. Do you think that the feedback forms serves as an input for future programmes of training in the organization

RESPONE Absolute terms 50 25 10 15 100

Respondents Percentage 50 25 10 15 100

Strongly agree Agree Strongly disagree Disagree Total

Interpretation: The above table format shows that the 50% of the employees strongly agree, 25% of the employees agree, 10% of the employees strongly disagree and 15% of the employees disagree that the feedback serves as an input for the future training programme. FEED BACK AS INPUT

100 90 80 70 60 50 40 30 20 10 0 Strongly agree Agree Strongly disagree Disagree

Percentage Absolute terms

Conclusion: The feedback forms collected after the training program in the organization serves as an input for the future training program.

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14. Do you think that the feedback helps in training evaluation? RESPONE Absolute terms 50 25 10 15 100 Respondents Percentage 50 25 10 15 100

Strongly agree Agree Strongly disagree Disagree Total

Interpretation: The above table format shows that the 50% of the employees strongly agree, 25%of the employees agree, 10% of the employees strongly disagree and 15% of the employees disagree that the feedback training evaluation in the organization.

FEEDBACK AS TRAINING EVALUATIVE


60 50 40 30 20 10 0 Strongly agree Absolute terms Percentage

Agree

Strongly disagree

Disagree

Conclusion: The feedback forms made in the organization after the training program serve as good input for future trainig program.

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FINDINGS

1. It is found that the infrastructure facilities for training provided were good and Most of the employees were satisfied. 2. It is observed that employees who attending training program are expecting development in their position. 3. The analysis makes clear that the post-trainig follow-up is found to be satisfied to a great extent 4. Most of the employees suggested increasing the duration of training. 5. The observation says that the training program helped in acquiring knowledge and Skills to agreat extent. 6. It is found that the employees increased their productivity efficiencies after attending training program. 7. Management Observed. 8. The employees unanimously agreed that training was essential which makes scope for improvement and better implementation of the new skills and knowledge Acquired. extending satisfactory support towards training programme is

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SUGGESTONS
1. Most of the employees expressed that training is the most essential one. So the management should adopt new techniques instead of absolute programmes. 2. The trainers must be well trained to have good results with the employees with the organization. 3. For any training programme to be succesful there should be favorable attitude of employees towards training. 4. Despite of professional qualifications every person should have some training to achieve the stated objectives and most of the respondents agreed with the statement. 5. There should be more stress on the practical training and the time period allowed for each training should be increased. 6. Instead of providing training to the employees they have to know far the trainig is being understood by them. 7. Trainig is given to all the employees irrespective of their departments. So they have to choose which is best to the concerned departments. 8. The management has to give top priority for organizing training programmes on development of technical skills, attitude and behavioral changes.

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CONCLUSION

The management and workmen at Coromandel International Limited are very helpful and provided the one all the information necessary for completion of the project. The training needs are identified according to the employee need a in the organization. Various training program are conducting to increase the efficiency of the employees. Trainees are encouraged in their efforts to use skills on the fob. Trainees have the necessary equipments,tools and materials to perform their work. Feedback is taken to evaluate effectiveness of raining program. All the employees realized about the importance of training and development which lead to enhancement of productivity in the organization. Thus, on account of training and development in Coeomandel International Limited appears to be one of the better managing units.

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QUESTIONNIERE
NAME: EMPLOYEE NAME: DEPARTMENT: 1. what is the importance given to the training in the organization? 1. Very low 2. Low 3.Moderate 4. High 2. By whom the training needs are identified? 1.Individual 2. Manager 3.Both 1&2 4. Any other 3. Whether the training objectives discussed with you? 1.Yes 2.No 4. Are you satisfied with the present techniques of training provided to you? 1.Suitable 2.Not suitable 3.Need improved 5. Do you think training programs help in achieving individual goals as well as Organizational goals? 1.Yes 2.No

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6. Do you think training is essential to the conduct of job? 1.Essential 2.Desirable 3.Cant accommodate 7. Do you think that you are doing the job with enhanced capabilities after training? 1.Yes 2.No 8. How many internal and external training program have you attended? Internal training:.. External training:.. 9. How do you grade the quality of training imparted by your organization? 1.High quality 2.Poor quality 10. Is the quality of training provided by the organization is sufficient? 1.Agree 2.Disagree 3.Cant say 11. Do you think training practices in your organization requires any modifications? 1.Yes 2.No 12. Is feedback taken after the training program? 1.Yes 2.No

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13.Are you satisfied with the feedback system of the management in evaluating training programmers? 1.Yes 2.No 14. Do you think that the feedback forms serves as an input for future programmes of training in the organization? 1.Strongly agree 2.Agree 3.Strongly disagree 4.Disagree 15. Do you think that the feedback helps in training evaluation? 1.Strongly agree 2.Agree 3.Strongly disagree 4.Disagree

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BIBLOGRAPHY

S.NO

AUTHOR

BOOKNAME Human resource Development Personnel and human resource Management Human Resource Management

EDITION 12th

PUBLICATION Himalaya publications Himalaya publications Himalaya Publications Himalaya Publications Himalaya Publications

YEAR

Prof. T.V. Rao

2002

C.B. Mamoria

3rd

2007

P. Subba Rao

4th

2006

R. Thomas and Developing Human C. Mabey Resources Personnel Management

3rd

2007

Arun Monappa

6th

2004

WEB SITES: www.google.com www.wikipedia.com

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