Rekha P Adf

A Study on Effectiveness of Training &
Development at BAMUL
Table of Contents:
Sl.No
Chapter 01
Chapter 02
Contents
Executive Summary
Page No
Introduction about the Project

Topic chosen for Study
Need for the study
Objectives of the study
Scope of the study
Methodology Adopted
Literature review
Limitations of the study
Industry profile
Company Profile
Promoters
Vision, Mission, Quality policy
Products & Service profile
Areas of Operation
Infrastructure facilities
Competitors information
SWOT Analysis
MC Kinsey Model
Future Growth & Prospects
Financial Statement Analysis
Chapter 03
Theoretical background of the

study
Chapter 04
Analysis & interpretation of Data
Chapter 05
Summary & Findings

Conclusion
Suggestions & Recommendations
Bibliography
Annexure
Don Bosco Institute of Technology
Page 1

Executive summary:
Training is an attempt to improve current or future employees performance by
increasing an employees ability to perform through learning usually by changing the
employees attitude or increasing his or her skills and knowledge .The need for
training and development is determined by the employees performance deficiency
computed as follows;
*Training and development = standard performance /actual performance
*The beginning of training could be traced to the Stone Age when people started
duration the industrial revolution when people stared transferring knowledge through
sign and deeds to others .Vocational training started. During the industrial revolution
when apprentices were provided direct instruction in the operation of machine
*Training and development is increasing recognized now as a most important
organisation activity. Rapid technological changes required newer skills and
knowledge in many areas .training has to be continuously offered to keep employees
updated and effective
*There are some who believe that training has unnecessarily been given undue
important and that the experience on the job is good enough with necessary skills and
efficiency on the job is good enough with necessary skills and efficiency, to perform
the job .it is true that training cannot entirely substitute experience ,but it has certain
definite advantages also.
Training unlike experience can shorten the time required to maximum efficiency. Cost
of training is much less than the cost of gaining experience, particularly if one is
dealing with expensive equipment .training thus provides certain advantages which
are not available by learning through experience.
Training functions can be broadly divided into five segments.
. Training objectives
. Identification of training needs
. Training methods
. Administration of training programs, and
. Training evaluation
Page 2

It enables to know the actual implementation of various training and development

tools Techniques, which deals with the development aspect of all the components or
human resource which not only helps organisational needs and goals but also others
goals like individuals development .the study helps employees in getting new training
program, Management to alter the system if necessary.
Page 3

CHAPTER -01
INDUSTRY PROFILE
INTRODUCTION
The Bangalore Milk Union Ltd., (Bamul) was established during 1975 under
Operation Flood II by keeping Amul as its Roll Model. At present Bamul has
Bangalore Urban, Bangalore Rural & Ramanagaram Districts of Karnataka State as its
area of operation for Milk Procurement and selling Milk in part of Bruhath Bangalore
Mahanagara Palika (BBMP) area. Since its inception the Union is constantly striving
further for dairy development and marketing activities in its milk shed area. .
BACKGROUND
On January 1st 1958 a pilot scheme to cater the Bangalore Milk Market, Department of
Animal Husbandry, Government of Karnataka was started Milk processing facilities
& Veterinary Hospitals at National Dairy Research Institute (NDRI). Later in 1962,
The Bangalore Milk Supply Scheme came into existence as an independent body.
With the great efforts by the then Honble Minister for Revenue & Dairying,
Government of Mysore
Sri M V Krishnappa, A joint venture of UNICEF,
Government of India & Government of Mysore was dedicated Bangalore Dairy to the
people of Karnataka State on 23rd January 1965 by the then Honble Prime Minister
Late Sri Lal Bahadhur Shastriji. The Bangalore Dairy scattering over an area of 52
Acres of land, the Dairy had an initial capacity to process 50,000 liters of milk per
day. Bangalore Dairy underwent a structural change in December 1975, handed over
to Karnataka Dairy Development Corporation (KDDC).
Rural Milk Scheme of
Mysore, Hassan & Kudige Districts was started under Operation Flood-II and then
transferred to Karnataka Milk Federation (KMF) in May 1984 as a successor of
KDDC. To cater to the growing demand for milk by the consumers of Bangalore
City, the capacity was increased to 1.5 lakh liters per day under the Operation Flood-II
during 1981 and later increased to 3.5 lakh liters per day under Operation Flood-III
during 1994.
Page 4

As per the policies of the National Dairy Development Board (NDDB), Bangalore
Dairy was handed over to Bangalore Milk Union Ltd., (Bamul) on 1st September
1988.
The Union is capable of processing the entire milk procured, by timely
implementation of several infrastructure projects like commissioning of New Mega

Dairy state-of-the-art technology with a processing Capacity of 6.0 Lakh liters per
day, new chilling centres, renovation of product block etc.,
The milk shed area of Bamul comprises of 2611 revenue villages. As of now the
Union has organized 2019 Dairy Co-operative Societies (DCS) in 3,672 villages,
thereby covering 86 % of the total villages in these three districts. In these DCSs,
there are 3,42,170 milk producer members. Among them 114,173 members are
women and 60,051 members belong to Schedule Caste and Schedule Tribes.
The philosophy of this co-operative milk producers organization is to eliminate
middlemen and organize institutions owned and managed by milk producers, by
employing professionals. Achieve economies of scale of rural milk producers by
ensuring maximum returns and at the same time providing wholesome milk at
reasonable price to urban consumers.
Ultimately, the complex network of co-
operative organization should build a strong bridge between masses of rural producers
and millions of urban consumers & achieve a socio-economic revolution in the village
community.
Bamul has been registered under MMPO by Central Registration Authority. Today,
the Union has become the biggest Milk Co-operative Union in Southern India.
Bamul has been certified for ISO 22000:2005 & ISO 9001-2000 for quality
management and Food Safety Systems.
In recognition to these efforts and achievements, the National Productivity Council
(NPC) of Government of India has conferred Best Productivity Award FIVE
TIMES and Energy Conservation Award by Bureau of Energy Efficiency (BEE) to
the Union
Page 5

COMPANY PROFILE
ORGANISATION STATUS
The member producers and their Dairy Co-operative Societies (DCS) are the vital
constituents of the Union and their progress is the judging yardstick on the efficiency
of the Unions operation. Hence the maximum importance has been given to their
development. The Union is making intensive efforts over the years to organize DCSs
in more and more villages of the three districts in the milk-shed area.
Importance has been given to enroll more and more milk producers in the villages as
members of these DCSs. While enrolling these members, more emphasis is being
accorded to enroll more number of women members and to organize more women
managed DCSs under STEP (Support to Training and Employment Program for
Women). It is heartening to note that there is an active participation of women/
weaker sections of the society in all the dairy development activities of the Union.
They have become mainstay of all the developmental programs of the Union. This
has resulted in the buildup of economical benefits to the most vulnerable sections of
the rural mass.
As on MARCH 2014 there are 1936 DCS in these DCS , there are 3,42,170 milk
producer members are enrolled and out of which 1,14,173 are women and
44,804 members belong to Schedule caste and 15,247 members belongs to
schedule Tribes.
Total Membership & Women Membership

at DCS
340307 337419 340448 342170

309597 321238 327176 325854 331544
91746
96653
99603
102842
105804
109834
110357 111894 114173
2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
Page 6

MILK PROCUREMENT
The Milk produced by 108051 farmers at village level will be collected every
day morning and Evening at DCS. Under Clean Milk Production programme, to
maintain the freshness & quality of the milk 146 Bulk Milk Coolers covering
417 DCS of Total Capacity 2,27,000 Lts were installed at DCS level. During
the year the Unions daily average milk procurement is 11.52 Lakh Kgs, which
works out to be 595 kgs per day per DCS. The milk procurement has increased
by 9.96 % when compared to the last year.
Avg. Milk Procurement (Kgs Per Day)
1152147
1047704
805618
2005-06
758021
2006-07
932572
940976
2010-11
2011-12
828684
710082
729564
2007-08
2008-09
2009-10
2012-13
2013-14
Bamul is offering the most remunerative milk procurement price to member

producers. The operational efficiency is reflected on procurement prices paid to the
member producers. The average milk procurement price paid during the year was Rs.
24.38 for every Kg of Milk supplied to the Union. Which is 80% of total cost of
production?
Page 7

Milk collected at DCS will be transported to Chilling Centers, through 122Milk

Procurement Can Routes, by travelling 19,365 KMs every day. 27 Bulk Milk Cooler
(BMC) Routes are also in operation, which collects milk from 146 BMC centres of
417 DCS directly transported to Bangalore Dairy through insulated tankers.
The Bangalore Milk Union is marketing milk and milk products in the brand name of
Nandini through 1627 retailers, 32 Franchisee Outlets, 32 Milk Parlors, 265
distribution routes. The key success factor of Bamul in becoming a market
leader is the narrow price spread maintained between purchase & sales,
marketing higher volumes of milk. The volume of sales plays a critical role in
determining costs. Hence, the market strategy of
Liquid MILK MARKETING
Bangalore Milk Union is to regard selling of market milk as its core marketing
activity and to concentrate its efforts in this direction to increase the volume of milk
sales. The impressive growth in the sale of milk by Bamul over the years is due to the
persistent efforts to maintain timely supply, maintaining quality and attending to the
complaints of consumers and agents with prompt follow-up action.
Page 8

Bamul is also organising Consumer Awareness Programme as a part of Market

Development to create awareness of Nandini Milk through personal contacts, Door
to Door campaigns, Organisational Meetings, School Children Mega Dairy Plant visit
etc., are conducting regularly.
Types of Milk & Milk products marketing by Bamul:

Nandini Toned Milk
Karnataka's most favourite milk, Nandini Toned Milk.
Fresh and pure milk containing 3.6% fat and 8.5% SNF.
Available in 500ml and 1ltr & 6 Ltr pack. Better to use
within a day from the date of pack.
Nandini
Homogenised
Nandini Homogenised Cow Milk is pure milk containing
4.0% Fat & 8.5% SNF. Which is homogenised and
pasteurised? Consistent right through, it gives you more
cups of tea or coffee and is easily digestible. Available in
500 ml packets.
COW Milk
Nandini Subham
Nandini Subham Milk. Containing 4.5% Fat and 8.5 % SNF. A rich, creamier and
tastier milk Available in 500 ml and 1 ltr packets.
Page 9

Nandini Samrudhi
Nandini Samrudhi Milk. Containing 6.0% Fat and 9.0 % SNF. A

rich, creamier and tastier milk, Ideal for preparing home-made
sweets & savouries. Available in 500ml packs. Apart from the
Milk, the different Milk Products are Curds, Butter, Ghee, Peda,
Paneer, Set Curds & Spiced Butter Milk are also sold.
Nandini Curd
Nandini Curd made from pure milk. It's thick and delicious. Giving you all the
goodness of homemade curds. Available in 200 Gms and 500 grms & 1 Kg
packs. Nandini Butter Rich, smooth and delicious. Nandini Butter is made out of
fresh pasturised cream. Rich taste, smooth texture and the rich purity of cow's
milk, makes any preparation a delicious treat. Available in 100 Gms, 200 gms and
500gms cartons both salted and unsalted.
INFRASTRUCTURE DEVELOPMENT:
The strategy of Bangalore Milk Union is Procure More, Sell More & Serve More
and reaping the benefits of economies of scale. In order to realize this strategy, the
Union has implemented the following projects so that more and more milk can be
procured and processed. This will help us to serve our producer members by passing
on the maximum benefits;
we are consciously adopting
the growth-oriented strategy
of helping our producers to
grow by ourselves growing
constantly.
Mega Dairy with a capacity

to process 6 lakh litres of milk per day expandable to 10 llpd has been built by
investing Rs. 38.70 corers obtained as term loan from National Dairy Development
Board. The Mega Dairy has latest state-of-the-art technological facilities in dairy
Page 10

processing and the Union will have the ability to manufacture milk and milk products
to world class standards.
Although Bamul sets standards for its products for better serve to customers, it was
not possible to keep the standards stability due to manual operations.
In designing
mega dairy, Bamul looked towards an automated system that would allow it to
achieve consistent quality parameters for each product. Energy and manpower would
also be more effectively optimised and controlled and all plant equipment would be
integrated.
NATUR OF BUSINESS CARRIED

.R&D services for every phase of development ideation, design and application
development
Testing and integration
Quality management
Full product line management
COMPANY VISION &MISSION

Vision:
.
To ensure prosperity of the rural Milk producers who are ultimate owners of
the Federation
To promote producer oriented viable cooperative society to impart an impetus

to the rural income, dairy productivity and rural employment.
To abridge the gap between price of milk procurement and sale price.
Page 11

To develop business acumen in marketing and trading disciplines so as to

serve consumers with quality milk, give a fillip to the income of milk
producers.
To compete with MNCs and Private Dairies with better quality of milk and
milk products and in the process sustain invincibility of cooperatives.
Mission:
Heralding economic, social and cultural prosperity in the lives of our milk
producer members by promoting vibrant, self-sustaining and holistic
cooperative dairy development in Karnataka State
Quality technology
.Create values for all stake holders through innovation and operational
excellence
.Create a motivated team of competent people by providing continuous learning
&creative atmosphere
PRODUCT & SERVICE POLICY PROFILE:
The company main product is MILK,
.Analysis
Maintenance &support
Product development
Product line management
Strategic staffing
Page 12

PROGRESS AND ACHIEVEMENT OF THE UNION SINCE ITS INCEPTION

1. Establishment of the Union:
Bangalore Co-operative Milk Producers Societies Union Ltd. was established

on 16th November 1976.
After the bifurcation of the above Union, into two separate union for
Bangalore Districts (Urban and Rural) and Kolar District, Bangalore Urban
and Rural District Co-operative Milk Producers Societies Union Ltd.
(BAMUL) on 23rd March 1987.
Bangalore Dairy was took over by BAMUL on 1st September 1988.
Bangalore Mega Dairy started functioning on 17th December 2000
MMPO-1992 Registration No 42/R.MMPO/93
Bangalore Dairy ISO 22000-2005 & ISO 9001-2000 certified by Standard

Australia International (SAI) Global Ltd., a reputed Australian based company
during 2006.
2. Infrastructure at the time of inception & subsequent expansion year-wise in terms

of the following:
A. Capacity of the Dairy and Chilling Centers
a. Main Dairy
i. Milk processing capacity was 60,000 Liters per day (LPD) at the time of
establishment of the dairy on 23rd January 1965.
ii. Milk processing capacity was expanded to 1.5 lakh LPD on 1st February 1981.
iii. Milk processing capacity was expanded to 3.5 lakh LPD during 1994.
iv. Milk Condensing plant 3 Metric Tons per day.
v. Spray drying plant 5 Metric Tons per day.
vi. Milk Processing capacity of 6,00,000 Liters per day (LPD) fully automated
Mega Dairy started functioning from 17th December 2000.
vii. Converted the old building as a Product Block during 2002.
Page 13

b.
Anekal Chilling Center

Anekal Chilling Center was started on 12th September 1964 with a milk
i.
chilling capacity of 20,000 LPD.

ii.
Later the milk chilling capacity was expanded to 60,000 LPD on 28 th February
1999.
c.
Byrapatna Chilling Center

Byrapatna Chilling Center was started on 19th May 1962 with a
i.
milk chilling capacity of 20,000 LPD.

ii.
d.
Later the milk chilling capacity was expanded to 60,000 LPD

Doddaballapur Chilling Center
Doddaballapur Chilling Center was started on 5th January 1967
i.
with a milk chilling capacity of 20,000 LPD.

ii.
e.
Later the milk chilling capacity was expanded to 60,000 LPD

Vijayapura Chilling Center
Vijayapura CC was established on 1st February 1995 with a milk
i.
chilling capacity of 1 lakh LPD.

f.
Solur Chilling Center

Solur Chilling Center was established on 31 st January 1999 with a
i.
milk chilling capacity of 60,000 LPD.

g.
Hoskote Chilling Center

i. Hoskote Chilling Center was commissioned on 29 th March 2000 with a milk
chilling capacity of 1.5 lakh LPD.
h. Kanakapura Chilling Center

i.
Kanakapura Chilling Center was commissioned on 1 st October 2004 with milk

chilling capacity of 60,000 LPD.
Page 14

TECHNICAL INPUT SERVICES:

Bangalore Milk Union is providing various Technical Input & Extension Services to
the milk producer members & their Dairy animals through TWELVE Camp Offices
situated in each Taluk i.e., Anekal, Bangalore East, Bangalore South, Yelahanka
(Bangalore North), Channapattana, Devanahalli, Doddaballapura, Hosakote,
Kanakapura, Solur (Magadi), Nelamangala & Ramanagara. From these camps the
Technical Input services like Weekly Mobile Veterinary Service, Emergency
Veterinary Service, Artificial Insemination Service, Periodical Vaccinations, Balanced
Cattle Feed Sales, Mineral Mixture Sales, Fodder development and Fodder Seed
Production, Clean Milk Production practices, Extension Services for Cattle Feeding,
breeding, insurance and milk production etc., will be carried over.
ANIMAL HEALTH AND OTHER ACTIVITIES
ANIMAL HEALTH
The Union is taking special care to promote the health of the cattle of member milk
producers. Veterinary facilities have been extended to all the DCS. Mobile veterinary
routes, emergency veterinary routes, Health camps, vaccination against foot & mouth
disease and thaileriosis diseases, etc., are being regularly done.
Regularly
Deworming is also done for the cattle. There is also a backup of First Aid Services to
needy DCSs.
Particulars
MVR Cases Treated
Health Camp cases Treated
Emergency Cases Treated
F& M Vaccination
Rakshavac
2008-09
166198
70420
373107
18094
2009-10
43761
118307
74773
528259
26227
2010-11
171613
88440
506479
22176
2011-12
251925
96617
757432
21548
2012-13
246788
92978
789648
29980
ARTIFICIAL INSEMINATION
Artificial Insemination (AI) has been the main functional tool in dictating this upsurge
of development of Dairying in Bamul. Farmers have taken up cross-breeding from
Page 15
2013-14
199709
124741
17229

way back in 1962. The Union has surveyed and appropriately located AI centers
based on cattle population. It is also popularized the idea of cluster AI centres and
replace the Single AI centres in a phased manner. The use of progeny tested semen
from Nandini Sperm Station is also giving a further boost to the breeding activities.
Particulars
2007-08
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
251
259
259
242
241
241
260
1,11,536
1,12,740
1,16,002
113300
113302
100778
116682
94
96
101
111
114
118
121
1,69,185
1,92,207
1,97,645
227761
268439
262774
300783
2,80,721
3,04,947
313647
341061
381741
363552
417465
No. of Single
AI
Ce
nte
rs
No. of AI Done
Sin
gle
No. of Cluster
AI
Ce
nte
rs
No. of AI Done
Clu
ster
s
Total AI Done
To reduce infertility in cattle, a frontal attack has been continuously attempted by

conducting Special Infertility Camps under the expert guidance and by the use of
infertility connected drugs.
Page 16

During 1999-2000, a Vertical Silo of 10,000 litter capacity for storing Liquid Nitrogen
has been installed under TMDD program in collaboration with National Dairy
Development Board and Karnataka Milk Federation. In addition this facility is being
used for supplying liquid nitrogen to neighbouring Unions and also to Department of
Animal Husbandry. This has helped in protecting the quality of semen straws, thereby
considerably increasing the probability of conception during artificial insemination of
cattle.
CATTLE FEED & FODDER DEVELOPMNET
The Union is implementing several programs to increase milk production and also to
reduce the cost of milk production in the milk shed area. Balanced cattle feed is being
procured from the Cattle Feed Plants of KMF for distribution among member
producers.
Fodder seeds are distributed to member producers at subsidized rates. In addition to
this, technical advice, Silage Demonstrations, Azzolla Demonstrations and Straw
Treatment Demonstrations are also being conducted at DCS level. Chaff Cutters are
supplied at subsidized rates.
Cattle Feed Sales:
2007-08
2008-09
2009-10
2010-11
2011-12
2012-13
2013-14
33359
37691
40529
45233
45870
46271
48451
Particulars
CF Sales
(in
M
Ts
)
Page 17

A Seed Processing plant was commissioned at Rajankunte by investing Rs. 41 lakhs.

The Union is catering to the Seed production needs of many Unions in Karnataka and
also of Southern India.
YASHASVINI HEALTH INSURANCE:
Yashasvini Health Insurance Scheme was muted by Government of Karnataka during
the year 2001-02.
This scheme was implemented by Co-operative department,
Members of Co-operative Societies and their family members are the beneficiaries of
this scheme. The annual premium is Rs. 120/- per beneficiary. All major hospitals
are adopted for this scheme, all types of surgery will be covered under this health
scheme.
Bangalore Milk union has covered 1.50 Lakh beneficiaries under this
scheme by contributing Rs 30/- towards premium per beneficiary.

CATTLE INSURANCE:
Bangalore Milk Union is providing Insurance Coverage to the Dairy animals in
collaboration with United India Insurance Ltd., 40,238 animals are covered under this
Insurance. The annual premium is 2.22% of the value of the animal. 50% of the
annual premium of Rs. 122.99 Lakh was borne by bamul.
IN THIS MILLENNIUM
We want to become not only the largest Union, but also become one amongst the bestrun milk unions in the country. The Union is aware of the challenges of the new
private entrants, who are mainly thriving on unfair trade practices. They procure milk
at least cost, without bothering about the welfare of the producers and without
extending any technical inputs for improving milk production. They market milk by
resorting to unhealthy and unethical practices deceiving the unsuspecting consumers.
The Union wants to counter this in a positive manner by trying to improve its
efficiency of operation and market promotion. It wants to become well trenched in
the market as market leader. It wants to follow the strategy of cost-competitiveness,
which is hard to match by the competitors.
Page 18

MCKINSEY 7S FRAMEWORK
The 7-s Model is a tool managerial analysis and action that provides a structure with
to consider a company as a whole, so that the organisations problem may be
diagnosed and a strategy may be developed and implemented. The seven key elements
that make the organisation and their effectiveness. It looks at the seven key elements
that make the organisation successful, or not; strategy; structure; systems; style; skills;
staff; and shared values
The model is very much helpful in viewing the interrelationship of strategy
formulation and implementation. It focus managers attention to a variety of activities
that may affect the implementation of any strategy, as the model originally developed
as a way of thinking more broadly about problems of organizing effectively. It is a
judging tool for the implementation of strategies
While thinking comprehensively about a new strategy and the problems that arise in
carrying it out, a manager must think of his company as unique culture and must think
about the ability of the company to get anything really fundamental (I.e.,, not tactical)
accomplished as a matter of moving the whole culture . Therefore, managers, need to
consider all seven factors of the model for the successful implementation of any
strategy.
7s Models Systemic Approach to Improving Organisation;
Page 19

The 7-s diagram illustrates the multiplicity interconnectedness of elements that define
an organisations ability to change. The theory helped to change managers thinking
about how companies could be improved. It says that it is not just a matter of setting
up new systems and letting them generate improvements.
To be effective, your organization must have a high degree of fit or internal
alignment among all the seven Ss. Each S must be consistent with and reinforce the
other Ss. All Ss are interrelated, so a change in one has a ripple effect on all the others.
It is impossible to make progress on one without making progress on all. Thus, to
improve your organisation, you have to pay attention to all of the seven elements at
the same time. There is no starting point or implied hierarchy different factors may
drive the business in any one organization.
The seven Ss of the model are distinguished into Hard Ss and Soft Ss.
The Hard elements are feasible and easy to identify as they can be found in strategy
statements, corporate plans, organisational charts and other documentations of the
company. They include;
*Strategy
*System
*Structure
Page 20

The soft Ss are hardly because of difficulty involved in describing them as

capabilities, values and elements of corporate culture are frequently developing and
changing. The elements of soft Ss are:
* Style
* Staff
*Skills
*Shared values
STRUCTURE:
Structure is the basis for a specialization and co-ordination influenced primarily
by strategy and by organisation size and diversity. Organisation structure refers to the
way in which organisation activities are divided, grouped and coordinated and the
relationship between the personal in the organization. It is the formalized intentional
structure of roles and position in the organization. Structures describe the hierarchy of
authority and accountability in an organisation charts. Most organisations use some
mix of structure pyramidal, matrix or networked ones to accomplish their goals.
It is the framework in which the activities of the organisations members are
coordinated. The four basic structural forms are the functional form, divisional
structure, matrix structure and network structure.
STRATEGY:
According to McKinsey strategy means the actions, which a company plans in
response to or anticipation of changes in its external environment. In other words it is
the determination of basic long-term objectives or courses of action and allocation of
resources to achieve the organization goals.
Strategy is a plan an organisation formulates to gain a sustainable advantage
over the competition. It is the route that the organization has chosen for its future
Page 21

growth; a plan, an organization formulates to gain a sustainable competitive

advantage.
SYSTEMS:
Systems include formal and informal procedures that support the strategy and
structure. In other words, it is process that shows how an organisation gets its day-today things done. This includes the procedures and routines that characterize how
important work is to be done I.e. financial systems, hiring , promotion and
performance appraisal systems and information systems etc.
It is the formal and informal procedures, including innovation systems,
compensation systems, management information systems and capital allocation
systems that govern every activity. developmental assessment of individual. The
concept of 360 degree appraisal has also been introduced.
The performance management process at BAMUL is designed to;
*track performance
*Provide effective feedback
*Talent management
*Improving plan for poor performers
*Mentoring and coaching employees
STYLE;
Style includes two things i.e. management style and organisation culture.
Management style is the way in which the managerial personnel behave and
collectively spend their time to achieve organisational goals. It consists the way of
leading motivating and the style of leadership in the management
SKILLS;
Skills is the distinctive capabilities or competencies or of the organization as a
whole .In other words it is what the company does best , in the ways of expanding or
shifting competences. It is what the company does best; the distinctive capabilities
and competencies that reside in the organization.
Page 22

Staff;
Staffs refer to the people in the enterprise and their socialization into the
organizational culture. Productive high performing employees are the companys most
valuable assets. It is the organizations human resources; refers to how people are
developed, trained, socialized, integrated, motivated, and how their carriers are
managed.
SHARED VALUES;
All members of the organization share some common fundamental ideas or
guiding concept around which the business is built. This may be to make money or to
achieve excellence in a particular field. These values and common goals keeps
employees working towards a common destination as a coherent team and are
important to kept the team spirit al
SWOT ANALYSIS
STRENGTH WEAKNESS OPPORTUNITY THREATS

INTRODUTION;
SWOT analysis is the analysis made which associates with Strengths, Weakness,
Opportunities and Threats. This analysis is made in order to know about the
organizations non-tangible assets. This derives the factors that affect the performance
directly or indirectly. Strengths derives the positive aspects of the organization
weakness derives the negative aspects of the organization which also helps to rectify
Page 23

the weakness and turn it to be the strengths, opportunities, derive the opportunities
that show the path to success. And threats determine the external or internal threats
that hinder the smooth functioning of the organization over a period of time.
A firm strength are it resources and capabilities that can be used as basis for
developing a competitive advantage
STRENGTH:
. Good working environment
. Separate Resource Management Group to take care of bench resources
. Effective communication
. Market share leadership
. Strong Brand equity
. Effective Pricing Strategies
. Reputation management
. Extensive global reach
. Strong financial performance
. Employee management skills
WEAKNESS:
. Weakness management team
. Unplanned Training objectives
. Employee competencies are not in par with the competent projects
. Short term projects
OPPORTUNITIES:
. Innovation
. Products and services in expansions in an advanced analytics
. Market expansion
. Growth in worldwide service
THREATS:
Page 24

. INCREASING employee cost

. Intense competition
NEW Projects:
Bamul has planned to convert Hosakote Chilling Centre into a 2.0.LLPD Capacity
Dairy with an investment of Rs.2427.00 Lakh and a New Product Block at Bangalore
Dairy Premises with an investment of Rs. 2033.00 Lakhs.
Bamul has SEVEN Chilling Centers geographically located around Bangalore and
121 Bulk Milk Coolers at DCS Level. Milk Product Block within the campus to
manufacture Butter, Ghee, Peda, Flavoured Milk, Spiced Butter Milk, Paneer, Set
Curds etc.,
FINANCE:
The Union had an approximate turnover of Rs. 965.97 crores in the year 2012-13 as
against Rs. 882.16 Crores for the year 2011-12.
Page 25

Annual Turn-over (in Lakh Rupees)
40374.00
39589.00
45206.00
50935.00
56633.00
2005-06
2006-07
2007-08
2008-09
2009-10
69828.49
2010-11
88216.00
2011-12
BALANCESHEET AS ON 31ST MARCH AT BAMUL

AMOUNT IN Rs
Particular
2012-2013
2011-2012
2010-2011
2009-2010
(Rs)
(Rs)
(Rs)
(Rs)
181337000
172802000
148717000
127894000
43400
21400
320900
Loan liability
2329581
2346422
2281680
838030
Current liabilities
364830310
346126757
271785572
248831988
provision
471108703
158742333
146705048
231655460
Sources of funds
Paid up share capital
Nominal membership
Share suspense
Reserves & surplus
Profit& Loss a/c

Page 26
96597.28
2012-2013

5239006062
524442417
459053915
448753260
86623329
67371291
49621844
46458997
Grand total
1630178386
1271852621
1078165059
1104752635
Application of funds
Fixed assets
546987053
522387743
526931180
547850047
Work in progress
105460280
58400201
1082115
2796794
Expenditure
1320000
6517499
11174997
15236340
Investments
Sub total
31909554
685676886
31567152
618872594
31567152
570755445
18229152
584112332
Inventory
467618903
260131301
17763614
63377705
Sundry debtors
96008133
64768886
80679442
105826408
Cash &bank balances
272556667
261305225
186892996
301776956
Service deposits
78262084
16016622
28170751
13374223
Others
19692760
19126831
19010726
18901028
Sub total
Grand Total
1036953
944501500
1630178386
31631161
652980027
1271852621
15192086
507409614
1078165059
17383982
520640303
1104752635
Particular
2012-13(Rs)
2011-12(Rs) 2010-11(Rs) 2009-
Deferred revenue
Current Assets Loansadvances
Loans &Advance
Page 27

10(Rs)
MANUFACTURING:
Direct Expenses
Opening stock
215007049
135434132
17505054
61589002
16218822
1394139
15319508
13778207
Milk &products
8013143338
6912950945
5364201546
4099411445
Purchases p&l trading
697267190
564000290
480078281
397920738
211986818
170396054
145030029
136318938
conversion Exp
Sub Total 1
PROFIT &LOSS A/C
Expenses
Staff expenses
805336969
9958960186
617956878
8414682437
510566140
6533300558
442202528
5151220859
453870329
364750945
333167228
292032705
Administrative Exp
94626088
87131830
80864845
82464489
Rates & Taxes
3572167
4292882
3083577
2782736
Selling &Distribution
114243010
94535275
85623230
77696505
Interest & bank
10436228
8452921
12173480
19540066
charges
110139778
92227015
66569398
55644416
Procurement &
49041919
47944864
45679468
44692570
inputExp
24650000
23099960
Milk &products
Opening stock-p&l
trading
PURCHASES
Procurement
Trans contract Exp
Processing &
Depreciation
Income tax provision
Sub total 2
Expenses Total
Sales income
860579520
722435692
10819539706 9137118129
627161226
7160461784
574853487
5726074345
Sales & milk products
9659728329
8282040604
6518056126
5277613491
Sales-p&l trading
659507075
539693769
466423743
385749411
406198245
215007049
135434132
17505054
Closing stock milk&

products
Page 28

Closing stock p&l
26522877
Trading
Sub Total 3
OTHER INCOME
16218822
13944139
15919508
10751956526 9052960244
7133858140
5696787464
Other income
54997552
74004097
24412754
27177723
Other income p&l
49398629
35387458
32711144
21292803
staff loans
11243754
9737077
5503607
7565379
Grants
4126440
172000
2407367
1183231
Sub Total 4
119766375
119300632
65034872
57219136
Income Total (3+4)

Gross Total (1+3)
Net Profit After Tax
10871722901 9172260876
792996340
638277808
52183195
35142747
7198893012
600557582
38431228
5754006600
545566605
27932255
568613552
448364954
412225685
Interest on deposits &
EBIT
451515518
CALCULATION OF RATIOS
1. Current Ratio or Working Capital Ratio:
This ratio measures the relationship between current assets and current liabilities.
Current Ratio (no of times) = Current Assets

Current Liabilities
(Standard=2:1)
Table no-1
Page 29

Year current assets current liabilities current ratio

2009-2010 168.17 79.55 2.114:1
2010-2011 92.88 49.10 1.891:1
2011-2012 89.13 69.15 1.288:1
2012-2013 171.14 85.08 2.011:1
CEAPH: 1 Current Ratio
2. Quick ratio:
This ratio measures the relationship between total assets and total liabilities.
Ratio (no of times) = Quick Assets

Current Liabilities
(Standard ratio 1:1)

Table no-2
Page 30

Year Quick Assets Current Liabilities Current Ratio

2009-2010 123.97 79.55 1.558:1
2010-2011 50.99 49.10 1.038: 1
2011-2012 41.58 69.15 0.601: 1
2012-2013 67.43 85.08 0.792:1
Graph: 2
QUICK RATIO
3. Net worth Ratio:
Net worth ratio or proprietary ratio or equity measures the relationship between net
worth and total asset.
Page 31

Net worth ratio (no of times) = Net Worth

Total assets
(Standard=0.5:1)
Table no -3
Year
Net Worth
Total Assets
Net Worth Ratio
2009-2010
166.93
414.46
0.402:1
2010-2011
173.86
398.30
0.436:1
2011-2012
172.43
373.34
0.461:1
2012-2013
171.54
414.18
0.414:1
Graph: 3 Net worth Ratio
4. Gross profit ratio:
Page 32

Gross profit ratio (%) =profit before interest and tax

Sales
Table -4
Year
PBIT
Sales
Gross Profit Ratio (%)
2009-2010
16.89
202.00
8.36
2010-2011
26.35
370.16
7.12
2011-2012
7.04
348.54
2.02
2012-2013
3.49
356.47
9.79
Graph: 4 Gross Profit Ratio
5. Return on investment:
Return on investment (%) = profit before interest and tax
Assets
Table no 5
Year
PBIT
Assets
ROI (%)
2009-2010
16.89
414.46
4.07
2010-2011
26.35
398.30
6.61
2011-2012
7.04
373.34
1.88
Page 33

2012-2013
3.49
414.18
8.42
Graph: 5 Return on investment
6. Net profit % of sales

Net profit % of sales = profit after tax
Sales
Table no-6
Year
Profit After Tax
Sales
NPRS (%)
2009-2010
11.53
202.00
5.70
2010-2011
18.04
370.16
4.87
2011-2012
4.75
348.54
1.36
2012-2013
2.36
356.47
6.62
Page 34

Graph: 6 Net profit % of sales
7. Stock Turn Ratio:

Stock turnover ratio (no of times) = sales
Stock
Table -7
Year
sales
Stock
STR (In times)
2009-2010
202.00
44.20
4.57:1
2010-2011
370.16
41.89
8.83:1
2011-2012
348.54
47.56
7.32:1
2012-2013
356.47
103.70
3.43:1
Page 35

Graph: 7 Stock Turn Ratio
8. Debtors Turn Ratio:

Debtors Turnover Ratio (no of times) = Sales
Debtors
Table -8
Year
sales
Debtors
STR (In times)
2009-2010
202.00
7.24
27.90:1
2010-2011
370.16
10.08
36.72:1
2011-2012
348.54
11.37
30.65:1
356.47
8.55
41.69:1
Graph -8 Debtors Turn Ratio:
Page 36

Ratio Analysis Summary Table:

Particulars
2009-2010
2010-2011
2011-2012
2012-2013
Current ratio
2.114
1.891
1.288
2.011
Quick ratio
1.558
1.038
0.601
0.792
Net worth ratio
0.402
0.436
0.461
0.414
Gross profit ratio
8.36
7.12
2.02
9.79
Return on investment
4.07
6.61
1.88
8.42
Net profit% of sales
5.70
4.87
1.36
6.62
Stock turn over (times)
4.57
8.83
7.32
3.43
Debtors turnover ratio
27.90
36.72
30.65
41.69
LEARNING EXPERIENCE:
Experience is a crucial aspect of every student to have an successful and challenging
career. It gives real world exposure such as communication skills, competition
prevailing, decision making power and so on. The present project work was highly
beneficial as it gave opportunity to the corporate exposure.
Page 37

This project training at BAMUL was very helpful &knowledge based as it gave a
practical experience of corporate functioning of the company &got a very cooperative experience. The HR executive as given good amount of information related
to management, company vision and mission, environment policy and the operational
plan carried out in the organisation.
This information helped to frame the Mckenseys 7s model of the organisation.
interaction with the various department of the HRM, production department
,marketing , quality control, R&D department gave an insight in to the hierarchies
they are follow and the functioning of various HR activities like performance
appraisal, welfare facilities provided, conflict management ,competency mapping the
relationship between workers and management which is an essential element.
The present topic the study on effectiveness of training and development which
helped to understand the practical orientation of the functions of various department
of the company. This helped to co- relate and understand the concept more clearly.
GENERAL INTRODUCTION
INTRODUCTION OF TRAINING AND DEVELOPMENT
The term Training and Development are closely related and are often
used as synonymous concepts, there are some important distinctions in their meanings
Page 38

in the context. The term training may be defined as A process by means of which the
aptitude, skills &capacities of individual employees to perform specific jobs are
specific qualification of particular employees for particular purpose. As emphasized
by Dole Yoder. The use of the term Training and Development in todays
employment setting is far more appropriate than training. The training along since
Human resource can exert their full potential only when the learning process goes far
beyond simple route or routine & According to J.P. Campbell
Training courses are typically designed for a short team and stated set purpose, such
as the operation of some piece of machinery, while development involves a broader
education for long term purposes. As put by Dale Yoder
Desired area of research Desired area of research
Effectiveness of Training and Development in BAMUL (Bangalore urban and rural
district co-operative milk producers societys union limited)
Research objective
To study the financial status of the company
To understand the various training program conducted at BAMUL
To know the opinions of employees towards training program.
To Analyze and evaluate the impact of training on the performance of the

employees.
Problem definition
* lack of proper training process &also there is no proper tool which is used to
evaluate training effectiveness
Page 39

*lack of gradation of materials

*there is no constant follow-up &proper concentration on the objective because of
small percentage of new recruits
*lack of sufficient time to adopt the training knowledge
Scope of the project work
The study was primarily conducted to know the effectiveness of employee training in
BAMUL and explore the way to improve the efficiency of the training program
Sources of information from the company.
The information available from the company helps to know the importance given to
the quality aspects and the training programs conducted to make the employees in
meeting the quality standards.
Literature related to the research:

V.S.P. RAO. Human Resource Management2004,Excel publication
Author founds effectiveness of training and development is a term that had been used
to describe the broader job-related experience an individual has drew attention to what
they described as psychological growth needs as relevant to the consideration of
effectiveness of training and development. Several such needs were identified; skill
variety, task significance, autonomy and feed book .They suggested that such needs
have to be addressed if employees are to experience high quality of working life.
SUBBHA RAO, HUMAN RESOURCE MANAGEMENT (2004) HIMALAYA

PUBALICATION:
Page 40

Author finds A high effectiveness of training and development is essential for

organization to continue to attract and retain employees .T& D is a process in which
organizations recognize their responsibility to develop job and working conditions
that are excellent for the employee and organization .An effective leader influences
the followers in a desired manner to achieve goals .It is evident from literature
different leadership styles may affect organization effectiveness and performance .The
interventions of T&D will effectively utilize the employee potentials ensuring great
participation and involvement of employees. This paper focuses and analysis the
literature findings which involves effectiveness of training and development.
K.ASHWATHAPPA,(2002) Human Resource Management and Personal

Management TATA MC Graw Hill Publication:
Development refers to those learning opportunities designed to help employees grow
development is not primarily skill oriented .instead it provides general knowledge and
attitude which will be helpful to employees in higher position efforts towards
development often depends on personal development and ambition development
activities ,such as those supplied by management developmental pro grammas are
generally voluntary
Training contributes to employee stability in at least two ways employee become
efficient after under going training .efficient employees contributes to the growth of
the organization .training makes the employee versatile in open
Research Methodology
Research methodology is a way to systematically solve the research problem; it is a
science of studying how research is done scientifically.
Primary Data
Page 41

Primary data was collected through a survey of employees. Primary data is the first
hand data which is collected by the researcher
Secondary Data
Secondary data is the data which have been gathered by somebody else and are
available to others for use .secondary data was collected from the company records,
manuals, journals, magazines, textbooks of HRM.
Sampling Method
To arrive at an objective conclusion, samples of 397500 employees were chosen
representing all the departments of the company. Judgmental sampling was used to
identify respondents.
Sampling Size
In order to reduce the sampling error, simple random sampling is adopted, the sample
size taken for this survey is hundred
Sampling Units
Sampling units are per employee of BAMUL (Bangalore urban and rural district cooperative milk producers societies union limited)
Tools and Techniques used
STATISTICAL TOOLS FOR ANALYSIS
Simple percentage method:

In this method various factors are analyzed in the basis of percentage.
Bar graph:
Page 42

In this method various factors are drawn as pie charts on the basis of
percentage.
Pie chart:
In this method various factors are drawn as pie charts on the basis of
percentage.
TECHNIQUES OF DATA COLLECTION

Questioning technique is the primary method of data collection used in this research;
it is techniques of obtaining specific information about the defined content.
Open ended questions:

These are the questions in which the employees can answer in their own
words.
Close ended question:

These are question in which the employees are to make a choice from the
various choices given.
Details of the Internal Guide

Name of the Guide: SHUBHA H R, Assistant professor, MBA Department. DON
BOSCO INSTITUTE OF TECHNOLOGY, email: shubharanganatha@gmail.com
Details of the External Guide
Name of the guide Mr.Thippaswamy HR department. BAMUL
Page 43

ANALYSIS/DESIGN, INFERENCES OF THE RESULTS:

The primary data collected through the questionnaire has been collected and analyzed
in tune with the objective as follows:
Each question has been reduced to a table showing the number of responses
got for each alternative provided. pie chart and bar graphs have been drawn.
The finding depicted by each table and graph have been explained.
Suitable inferences have been drawn from the explanations of the findings in
tune with the objective of the study.
TABLE-01:
Did you continue to receive any training there after for your development?
Particulars
No. of respondents
percentage
35
33%
25
67%
Total
60
100%
Source: primary survey-2014
Page 44

GRAPH-01:
Showing percentages of responded who received training in different skill sets.
TABLE-02: was the training and development based on?

Particulars
No. of respondents
percentage
Yes
30
50%
No
17
28%
Some extent
13
22%
Total
60
100%
GRAPH-02: Showing percentages of respondents having different basis of training
Page 45

TABLE-03: Was there any discussion among the participants about the programme
after conclusion on the strength and weakness?
Particulars
no. of respondents
percentage
Yes
42
70%
No
18
30%
Total
60
100%
GRAPH-03: showing the percentages of respondents who feel the training session
was interaction
.
TABLE-04: showing the opinion about flexible time period to conduct performances
Particulars
no. of respondents
percentage
Monthly
05
10%
Quarterly
09
18%
Page 46

Half yearly
16
32%
Yearly
20
40%
Total
50
100%
GRAPH-04: showing the opinion about flexible time period to conduct performances
TABLE-05: Showing the opinion about who should trained the employees.
Particulars
no. of respondents
percentage
Manager
25
50%
Self appraisal
21
42%
consultant
04
08%
Total
50
100%
GRAPH-05: showing the opinion about who should trained the employees.
Page 47

Analysis:
As the graph shows that 50% of the employees say that manager should be the
appraiser.
Inference:
The above graph says that manager should appraise the employees.
TABLE-06: Showing the opinion of employees regarding the performance

improvement because of their previous training and development programme
Particulars
no. of respondents
percentage
Improvement
32
65%
No-improvement
09
15%
average
09
20%
Total
50
100%
Page 48

GRAPH-06: showing the opinion of employees regarding the performance

improvement because of their previous training and development programme
Analysis:
The graph shows that 65% of the employees say that there will be
improvement in next performance cycle because performance appraisal.
Inference:
As the employees say that there will be improvement in the performance for the next
appraisal cycle when compared with the previous cycle.
TABLE-07: showing the opinion that the training helps in polishing the skill or
development area.
Particulars
No. of respondents
percentage
Manager
25
50%
Self appraisal
20
40%
consultant
05
10%
Page 49

Total
50
100%
GRAPH-07: Showing the opinion that the training helps in polishing the skills or
development area.
TABLE-08: Showing the opinion that, will personal bias creeps in while training an
individual.
Particulars
no. of respondents
percentage
Yes
20
45%
No
30
55%
Total
50
100%

GRAPH-08: showing the opinion that, will personal bias creeps in while training an
individual.
Page 50

Analysis:
As the graph shows that 55% of the employees say that there wont be any
personal bias while training an individual.
Inference:
As the above table shows there is no one dominant opinion about the bias in
training an employee.
TABLE-09: Showing percentage of respondents belief on training on concept of

training
Particulars
respondents
Percentage
Yes
60
100
No
Nil
Nil
Total
60
100%
Page 51

GRAPH-09: Showing percentage of respondents belief on training on concept of

training
.
TABLE-10: Do you think that training contributes towards improvement in the job
satisfaction?
Particulars
no. of respondents
percentage
60
100
Nil
Nil
Total
60
100%
GRAPH-10: Showing that the training contributes towards improvement in the job
satisfaction
Page 52

TABLE-11:
How do you rate the training &development environment in your organisation?
Particulars
no.of respondents
percentage
10
17
33
55
17
28
Total
60
100%
GRAPH-11: Showing rate the training &development environment in your

organisation
Page 53

TABLE-12: Showing the opinion about the training conducting one on one survey to
the employees.
Particulars
no. of respondents
percentage
Yes
13
26
No
37
74
Total
50
100%
GRAPH-12: Showing the opinion about the training conducting one on one survey to
the employees
Page 54

TABLE-13: Showing opinion on the company giving the opportunity to employee to

improve, if the training performance is low.
Particulars
no. of respondents
percentage
Yes
30
60
Some what
20
40
Total
50
100%
GRAPH-13: Showing opinion on the company giving the opportunity to employee to

improve, if the training performance is low.
TABLE-14: showing the opinion of employees about the feedback given by the
reporting officer about your training performance in the company.
Particulars
no. of respondents
percentage
Given
10
20
Page 55

Some time
14
28
Not given
26
52
Total
50
100%

GRAPH-14: showing the opinion of employees about the feedback given by the
reporting officer about your training performance in the company.
TABLE-15: Showing opinion of employees about satisfaction level of employees

with the training and development programme
Particulars
no. of respondents
percentage
Yes
22
44
No
28
56
Total
50
100%
Page 56

GRAPH-15: Showing opinion of employees about satisfaction level of employees

with the training and development programme
FINDINGS
*There is a combination of both senior and young blood in the organization, therefore
attrition is low
* The organisation is giving less importance for the induction programme
* Training programme has helped the employees to enhance their skills and
knowledge
* The organisation is conducting effective training programme periodically
*BAMUL is organisation different categories of training to suit the employees like
on-the job and off-the job training programme
*Most of the respondents are satisfied with the training programme conducted by the
organisation
*Training sessions are interactive. Trainer discusses the strength and weakness of the
trainees
*Training had a good impact on employees performance
*After each training programme response sheet is given to the employees to give their
feedback
Page 57

*Maximum duration of training is 15 days and most of the employees are satisfied
with the period of training
*Most of the employees feel training has helped them to change their attitude
*Most of the employees feel training has helped them not only for self development
but also has contributed for the overall development of the organisation.
SUGGESTIONS
*Training material should be prepared with great care so that employee can learn
effectively and easily
*Training should be in specialized area like IT (advanced area) required
*Instead of concentrating on theories, practical training should be given. This is useful
not only the participants but also to the organisation
*Training programme can be handled by external agencies and also in-house training
*All the employees should get training in different areas as per the aptitude and need
of the organisation
*Classes should be arranged inter centre level so there will be interactivity will be
established
*periodical review after training to each individual
*Training should be aimed at motivating the participants, which ultimately benefit of
the organisation.
Page 58

CONCLUSION
*The success of any organisation is mainly dependent on its human resources. The
skills, knowledge and abilities at the people should be continuously enhanced for the
survival of the organisation in the competitive era.
*people are an important asset to the company and they are the one who contribute to
have competitive advantage over others
*The purpose to behind this is continuous improvement of all employees and also to
increase their capacity in doing the job effectively
*the quality and quantity of the training programme should be enhanced for effective
functioning of organisation .If they conduct the training programme based on
important asset of the company and they are the one who contribute to have
competitive advantage over others
While conducting the training programme there were lot of drawbacks such as
` Long gap between the end of training and use of skills
`Trainees variation in the amount of their experience and would have large
differences in their ability
`Lack of personal interests to learn
Page 59

THE BASIS OF STUDY CONDUCTED THE FOLLOWING CONCLUSIONS

ARE DRAWN:
*The organisation is conducting effective training programs periodically
*Training objectives are being explained to the trainers, which makes the clear about
the purpose of training
*All the employees feel training motivates them to perform better
*Most of the employees training has helped them not only for self-development but
also has contributed for the overall development of the organisation
Page 60

QUESTIONNAIRE;Dear SIR/Madam
I, Miss Rekha. PA MBA student of DBIT, Kumbalgodu request you to give true
response to the questionnaire which is designed in order to study the Effectiveness of
Employees training &development at BAMUL
I request you to kindly fill the questionnaire which will help me to come to
appropriate conclusions.
Thanking you
Rekha .PA
1. Job/ designation
; ----------
2 .Department
; ---------
3 .Occupation
; ----------
Page 61

Officers_
Technical
Managers_
None of the above_
4. Length of service: ---------------5. Gender
; Male--Female-------
6. Do company provide adequate importance induction training?

Yes or No.
7 .Does induction training is well designed?
Yes or No
8. Does organisation provide sufficient duration for training?
a)very much b)much c)not much d)not at all
9. Do you think that the training provided helps you to orient your attitude towards the
goals of the organisation?
If yes, please give the scale;
Excellent/very good/ good/ average
10. What is your response regarding training content?
a)good b)better c)poor average d) poor
11. Are you satisfied with training program conducted in the organisation?
a) Yes
b) No
12. What was the category of training?

a) On the job training
Page 62

b) Off the job training

13. Does the training program conducted_______?
a) Quarterly b) yearly c) Half yearly
14. Did the training program helped for your development?
a) Yes b) No
15. Does the training have an impact on your performance?
a) Agree b) disagree c) strongly agree
BIBLOGRAPHY;
BOOKS:
ASTD Journal,(November 2012) Training and Development
Marketing Research, Third Edition, Tata Mc Graw Hill Publishing Limited, New
Delhi
K. Ashwathappa (2002), Human Resource and personal Management, 2nd Edition
Tata Mc Graw Hill Publishing limited
Prasad L.M (2005) Management Information Systems, 1st Edition New Delhi
:Sulthan Chand and sons
P,Subba Rao (2004) Personal and HRM Himalaya publishing house
Naresh K. Malhotra (2001), Marketing Research Third Edition , person Education
India
WEBSITE;
www.humanresourceabout.com
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A Study on Effectiveness of Training &

Introduction about the Project

Theoretical background of the

Analysis & interpretation of Data

Summary & Findings

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

It enables to know the actual implementation of various training and development

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

Sri M V Krishnappa, A joint venture of UNICEF,

Rural Milk Scheme of

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

The Union is capable of processing the entire milk procured, by timely

implementation of several infrastructure projects like commissioning of New Mega

Ultimately, the complex network of co-

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

Total Membership & Women Membership

340307 337419 340448 342170

110357 111894 114173

2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

Avg. Milk Procurement (Kgs Per Day)

Bamul is offering the most remunerative milk procurement price to member

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

Milk collected at DCS will be transported to Chilling Centers, through 122Milk

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

Bamul is also organising Consumer Awareness Programme as a part of Market

Types of Milk & Milk products marketing by Bamul:

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

Nandini Samrudhi Milk. Containing 6.0% Fat and 9.0 % SNF. A

Mega Dairy with a capacity

A Study on Effectiveness of Training &

NATUR OF BUSINESS CARRIED

COMPANY VISION &MISSION

To promote producer oriented viable cooperative society to impart an impetus

Don Bosco Institute of Technology

A Study on Effectiveness of Training &

To develop business acumen in marketing and trading disciplines so as to

A Study on Effectiveness of Training &

PROGRESS AND ACHIEVEMENT OF THE UNION SINCE ITS INCEPTION

Bangalore Co-operative Milk Producers Societies Union Ltd. was established

Bangalore Dairy was took over by BAMUL on 1st September 1988.

Bangalore Mega Dairy started functioning on 17th December 2000

MMPO-1992 Registration No 42/R.MMPO/93

Bangalore Dairy ISO 22000-2005 & ISO 9001-2000 certified by Standard

2. Infrastructure at the time of inception & subsequent expansion year-wise in terms

A Study on Effectiveness of Training &

Anekal Chilling Center

chilling capacity of 20,000 LPD.

Byrapatna Chilling Center

milk chilling capacity of 20,000 LPD.

Later the milk chilling capacity was expanded to 60,000 LPD

with a milk chilling capacity of 20,000 LPD.

Later the milk chilling capacity was expanded to 60,000 LPD

chilling capacity of 1 lakh LPD.