Final Project

A DISSERTATION REPORT
ON
EFFECTIVENESS OF TRAINING AND DEVELOPMENT AT BOSCH
LTD
Dissertation submitted in partial fulfilment of the requirements for the award of the
Degree of
MASTER OF BUSINESS ADMINISTRATION

Of
CMR INSTITUTE OF MANAGEMENT STUDIES (AUTONOMOUS)
Affiliated to Bangalore University
By
MOHAMED KONE
Register No: 14201023
Under the guidance of

Mrs.CHANDRANI.C
Assistant Professor
CMR UNIVERSITY
CMR INSTITUTE OF MANAGEMENT STUDIES

C.A. #2,3rd C cross, 6th A Main, HRBR layout
2nd Block, Kalyana Nagar
Bengaluru-560 043
2014-2016
CMR institute of management studies (Autonomous)
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STUDENT DECLARATION
I hereby declare that this Dissertation report titled EFFECTIVENESS OF
TRAINING AND DEVELOPMENT AT BOSCH LTD submitted by me to the
Department of Management Program, CMR Institute of Management Studies (Autonomous)
affiliated to Bangalore University in partial fulfilment of requirements for the award of the
degree of Master of Business Administration is a bonafide work carried by me under the
guidance of Mrs .Chandrani.c, Assistant professor, CMR Institute of Management
Studies (Autonomous) affiliated to Bangalore University.
This has not been submitted earlier to any other University or Institution for the award of any
degree/diploma/certificate or published any time before.
Place: BANGALORE
Date:
MOHAMED KONE
(Reg. No. 14201023)
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INTERNAL GUIDE CERTIFICATE
Certified that this Dissertation report titled EFFECTIVENESS OF TRAINING AND

DEVELOPMENT AT BOSCH LTD Submitted to Department of Management
Program, CMR Institute of Management Studies
(Autonomous) affiliated to Bangalore
University in partial fulfilment of requirements for the award of the degree of Master of Business
Administration, was carried out by Mr.MOHAMED KONE(Register Number: 14201023)
under my guidance
Degree/diploma/certificate or published any time before.
Place:BANGALORE
Date
Mrs.Chandrani.c
Assistant Professor,
CMR UNIVERSITY
Page 3
CERTIFICATE
Certified that this dissertation titled EFFECTIVENESS OF TRAINING AND
DEVELOPMENT AT BOSCH LTD Submitted in partial fulfilment of requirements for
the award of the degree of Master of Business Administration (2014-16) of CMR Institute of
Management Studies (Autonomous) affiliated to Bangalore University, was carried out by Mr.
Mohamed kone(Register Number: 14201023) under the guidance of Mrs.Chandrani.C
Degree/diploma/certificate or published any time before.
DIRECTOR
Page 4
ACKNOWLEDGEMENT
I thank almighty god who showered his grace and blessings to complete my project successfully
and also I express my sincere thanks to my beloved parents and friends who have provided
support and constant encouragement throughout my project
I am thankful to the institution to provide me with such a great opportunity. It has been a great
learning experience. I express my sincere thanks to Prof. Geetha Rajaram, Director,
Department of Management Program, CMR INSTITUTE OF MANAGEMENT STUDIES
(AUTONOMOUS), I wish to thank the staff for their whole hearted support and co-operation
extended to me during the course of the project.
I wish to thank Mrs.Chandrani.C, Associate Professor, for her valuable guidance throughout
the study. I thank all faculty members for their constant support and encouragement.
MOHAMED KONE
( Reg No 14201023)
CHAPTER-1
Page 5
INTRODUCTION
HUMAN RESOURCE MANAGEMENT
Human resource management (HRM or simply HR) is a function in organizations
designed to maximize employee performance in service of their employers strategic
objectives.HR is primarily concerned with how people are managed within organizations,
focusing on policies and systems.
HR departments and units in organizations are typically responsible for a number of activities,
including:
Employee Recruitment
Training and Development
Performance Appraisal and Rewarding (e.g., managing pay and benefit systems).
HR is also concerned with industrial relations, that is, the balancing of organizational practices
with regulations arising from collective bargaining and governmental laws.
HR is a product of the human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic management of the
workforce.
The
function
was
as payroll and benefits administration,
initially
but
dominated
due
by
transactional
to globalization,
company
work,
such
consolidation,
technological advancement, and further research, HR now focuses on strategic initiatives

like mergers
and
acquisitions, talent
management, planning,
industrial and labour,
and diversity and inclusion. In start-up companies, HR's duties may be performed by trained
professionals. In larger companies, an entire functional group is typically dedicated to the
discipline, with staff specializing in various HR tasks and functional leadership engaging in
strategic decision making across the business. To train practitioners for the profession,
institutions of higher education, professional associations, and companies themselves have
Page 6
created programs of study dedicated explicitly to the duties of the function. Academic and
practitioner organizations likewise seek to engage and further the field of HR, as evidenced by
several field-specific publications. HR is also a field of research study that is popular within the
fields of management and industrial/organizational psychology, with research articles appearing
in a number of academic journals, including those mentioned later in this article.
In the current global work environment, all global companies are focused on retaining the talent
and knowledge held by the workforce. All companies are focused on lowering the employee
turnover and preserving knowledge. New hiring not only entails a high cost but also increases the
risk of the newcomer not being able to replace the person who was working in that position
before. HR departments also strive to offer benefits that will appeal to workers, thus reducing the
risk of losing knowledge.
HUMAN RESOURCE MANAGEMENT

In the past, observers feared that machines might one day eliminate the need for people at work.
In reality, just the opposite has been occurring.
People are more important in todays
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organizations than ever before. As Ed Gubman, author of The Talent Solution,points out, In
many fast- growing economies, it may be easier to access money and technology than good
people. Competitive advantage belongs to companies that know how to attract, select, deploy,
and develop talent.Human Resource Management is the process of managing human talent to
achieve an organizations objectives. It means employing people, developing their resources,
utilizing, maintaining and compensating their services in tune with the job and organizational
requirements with a view to contribute to the goals of the organization, individual and the
society. HRM is the management functions that helps managers recruit, select, train and develop
members for an organization. It is concerned with the peoples dimension in the organization. It
is also a series of integrated decision that form the employment relationship, their quality
contributes to the ability of the organization and the employees to achieve their objectives.
Functions of HRM:
The functions of HRM is broadly classified into two categories, viz.,
i.
Managerial functions
ii.
Operative functions
Functions of HRM
Managerial functions
Planning
Organizing
Development
Operative functions
Employment
Human Resource
Directing
Compensation
Controlling
Human Relations
Other functions:
Industrial Relations
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OTHER FUNCTION
To understand workers through HRM process.
Creating congenial environment for the workers to work in a relaxed way.
Increasing the organizational efficiency and workers productivity by adopting motivation
and welfare measures to employees.
Making employees to identify themselves with the organization and to get a sense of
accomplishment through their works.
Maintaining the morale of the employees.
The HRM practices like respecting individual workers for their good work and making
employees gain self confidence.
It provides the base to get and train employees to become knowledgeable and positive
workers.
HRM provides good communication system in the organization.
HRM reduces harsh thinking among the workers and promotes industrial peace.
It establishes healthy relationship between management and workers themselves.
Objectives of HRM:
Social objectives: to be ethically and socially responsible by recruiting employees on the
basis of qualification required.
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Organizational objectives: to recognize the role of HRM and being the organization
effectiveness.
Functional objective: to maintain the organization link between the various departments.
Individual objective: assist employees in achieving their personal goals. The individual
needs are taken care of within the extent to the achievement of the organisational goals.
To attain an effective utilization of human resources in the achievement of organizational
and individual goals.
Human Resource Management Process:
HRM is viewed as a process of sequence of operations and activities.

Fig 1. Presents the process of HRM:
Objectives and Organization of HRM

Strategic HRM
Employment
Human Resource Management
Compensation Management
Human Relations
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Industrial Relations
Recent Trends in HRM
Scope of HRM:
HRM System:
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TRAINING AND DEVELOPMENT
Page 12
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. Employees training are the most important sub-system of
HRD. Training is a specialized function and is one of the fundamental operative functions for
HRM.
DEFINITION; Lawrence S.Kleiman defines Training and development as planned

experiences designed to provide workers with the competencies needed to perform their current
or future jobs.
Training is defined to as teaching specific job related skills and behaviours. Whereas
development is more general than training and more oriented towards individual development
besides fulfilment of organizational needs. Training bridges the differences between job
requirements and employees present specifications.
Differences between Training and Development

Area
Content
Training
Technical skills and knowledge
Development
Managerial and behavioural skills
and knowledge
Purpose
Duration
For whom:
Specific job-related
conceptual and general knowledge
Short-term
Long-term
mostly technical and
mostly for
non-managerial personnel
managerial personnel
Features of training and development:
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Training is the acquisition of knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relate to specific useful
competencies.
Training has specific goals of improving one's capability, capacity,
productivity and performance.
An effective training program focuses on knowledge and skills.

Training and development is a function of human resource management concerned with
organizational activity aimed at bettering the performance of individuals and groups
in organizational settings.
Training helps the employee to perform better in his job.
Training helps to bridge the gap between the actual performance and expected
performance.
Training makes the transition of the employee from the present job to the next job easier,
faster and smoother.
Need for training

To match the employees specifications with the job requirements and organizational
needs.
Organizational viability and the transformation process.
Technological advances.
Organizational complexity.
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Human relations.
Change in job assignment.
Increase productivity.
Improve quality of the product or service.
Improve organizational climate & health and safety.
Prevent obsolescence.
Help a company to fulfill its future personnel needs and minimize the resistance to
change.
To act as mentor.
Purpose/objectives of training:
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Enhancing Employee Performance: Imparting new skills help in performance

enhancement of the employees assigned with specific tasks. Training helps to bridge the
gap between the actual performance and expected performance.
Updating Employee Skills: In the changing environment, technological changes are
taking place at faster rate. Organization must keep a track of the sped and direction of
changes.
Preparing For Promotion And Managerial Succession: An employee acquires new
skills in a training program and helps to take challenging tasks. Training makes the
transition of the employee from the present job to the next job easier, faster and smoother.
Avoiding Or Delaying Managerial Obsolescence: A managers ability to cope up with
technological advancements is refferd to as managerial obsolescence, as it is the
managements failure to adopt new methods and process.
Motivating And Preventing Employee Attrition: An employee needs continuous
development to move along with the career path as per the career planning. Training
motivates and reinstates organizational facilities to all employees.
Gaining Organizational Excellence: Knowledge, skill and motivation are the dominate
determinants of human performance. A trained person needs less time and attention from
the supervisor and also helps to reduces the accident rates, break-down of machines and
rejections and wastes and enhances labour and material productivity.
Types of training
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Evaluation of training program

The specification of values forms a basis for evaluation. The basis of evaluation and the mode of
collection of information necessary for evaluation should be determined at the planning stage.
The process of training evaluation has been defined as any attempt to obtain information on the
effects of training performance and to assess the value of training in the light of that
information. Evaluation leads to controlling and correcting the training program.
Hamblin suggested five levels at which evaluation of training can take place. They are:
Reactions : training program is evaluated on the basis of the trainees reactions to the
usefulness of coverage of the matter, depth of the course content, method of presentation,
teaching methods etc.
Learning: training program, trainers ability and trainee ability are evaluated on the basis
of quantity of content learned and time which it is learned and the learners ability to use
or to apply the content he learned.
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Job Behaviour : this evaluation includes the manner and extent to which the trainee has
applied his learning on his job.
Organization: this evaluation measures the use of training, learning and change in the
job behavior of the department/organization in the form of increased productivity, quality,
morale, sales turnover and the like.
Ultimate Value: it is the measurement of the ultimate result of the contributions of the
training programme to the company goals like survival, growth, profitability etc. and to
the individual goals like development of personality and social goals like maximizing
social benefit.
The various methods of training evaluation are:

Immediate assessment of trainees reaction to the program.
Trainees observation during training program.
Knowing trainees expectations before the training program and collecting their views
regarding the attainment of the expectations after training.
Seeking opinion of the trainees superior regarding his/her job performance and
behavior before and after training.
Evaluation of trainees skill level before and after the training program.
Measurement of improvement in trainees on the job behavior.
Examination of the testing system before and after sometime of the training program.
Measurement of trainees attitude after the training program
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Cost-benefit analysis of the training program.

Seeking opinion of the trainees colleagues regarding his/her job performance and
behavior before and after training
Measurement of levels in absenteeism, turnover, wastage/scrap, accidents, brehage of
machinery during pre and post period of training program.
Seeking opinion of the trainees subordinates regarding his/her job performance and
behavior before and after training
How to make training effective

Determining training needs through job description, performance appraisal forms
and potential appraisal discussions.
Prepare a trainer calendar in discussion with managers.
Training program should be well defined specific objectives.
Nominate the employees for training based on a need for training.
Trainers should be qualified and experienced, preferably internal.
Trainer credibility (i.e., personal conduct, social practices, facilitation skills,
content expertise) should be more effective.
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Training aids (i.e., boards, projectors, internet & intranet, computers etc.) used in
training should be well planned.
Recent developments in training

Employee Self Initiative
Employees have realized that change is the order of the day and they have started playing
the role of an change agent. Consequently, employees identify their own training needs,
select appropriate training program organized by various organizations and undergo the
training program. Thus, employees in recent times started taking proactive learning
measures on their own.
On-line Training
Companies started providing on-line training. Trainees can undergo training by staying at
their workplace. Participants complete course work from whenever they have access to
computer and internet. Different types of media are used for on-line training.
Training and Development

Training has become increasingly vital to the success of the modern organizations. Organizations
often compete on competencies-the core sets of knowledge and expertise that given them an edge
over their competitors. Training plays a central role in nurturing and strengthening these
competencies. In addition to rapidly changing technologies require that employees continuously
hone their knowledge, skills and abilities (KSA) to cope with new processes and systems.
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TRAINING PROCESS
Page 21
PHASE 4:
Evaluation
PHASE 1:
Needs Assessment
Organization /
Strategic
analysis
Task analysis
Person analysis
Instructional
objectives
Trainee
readiness
Learning
Reactions
Implementation
Learning
Behavior(transf
er)
On-the-job
methods
Off-the-job
methods
Management
development
PHASE 2:
Design
PHASE 3:
System Model Of Training
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Criteria for Evaluating Training

To determine the training effectiveness it is very important to evaluate the training. The
evaluation criterion is as follows:
Reaction
s
Behavior
Evaluati
on
cCiteria
Learing
Results
Criteria for Evaluating Training

TRAINING METHODS:
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CHAPTER-2
INDUSTRY PROFILE
Automotive Industry
The automotive industry designs, develops, manufactures, markets and sells the world motor
vehicles. In 2008, more than 70 million motor vehicles, including cars and commercial vehicles
were produced worldwide.
In 2007, a total of 71.9 million new automobile were sold worldwide. Around the word, there
were about 806 million cars and light trucks on the road in 2007: the burn over 260 billion
gallons of gasoline and diesel fuel yearly. The numbers are increasing rapidly especially in India
and china.
India
An embryonic automotive industry started in India in the 1940s. However for the next 50 years
the growth of the industry was hobbled by the socialist policies and the bureaucratic hurdles of
the license. Following, the economic liberalization in India from 1991 and the gradual easing of
Page 24
restrictions on industry, India has seen dynamic 17% annual growth in automobile production
and 30% annual growth in export of automotive components and automobiles. India produces
around 2 million automobiles currently. Total turnover of the Indian automobile industry is
expected to grow from USF 34 billion in 2006 to 122 billion in 2016. Tata Motors has launched
Tata Nano, the cheapest car in d world at USD 2200.
Indian automotive industry is contributing a significant portion to overall Indians GDP. This
sector is growing and promising a lucrative future. Automotive sector also provides wide
business and employment opportunities. With the liberalization of economy, the decades old
monopolistic environment of the Indian automotive industry where only a handful of vehicle
models were available with a long waiting list, gradually gave way to a highly competitive,
complex and rapidly changing market which was not limited to domestic market alone. Today
the number of vehicle models available are more than hundred and not a month goes without
offerings of newer and more advanced mode.
Ironically for the Indian automotive industry, the cost of technology development has increased
manifold and increasing product cost has put a squeeze on profit margin affecting their ability to
outsource expensive technologies. Moreover, the technologies are not so easily available from
outside .Instead of giving a license or setting up joint ventures with an industry, many
intentionally renowned automobile manufacturers have started production in India to take
advantage of grate commercial opportunities Indian market offer. Even in the existing joint
venture, the control has slowing moved into hands of MNCs.
Indian automotive industry urgently needs technologies to produce fuel efficient, environmental
friendly, lighter, safer and cost competitive engines, and vehicles. Advanced material and
manufacturing techniques, technologies for using alternative fuels, emission abatement, fuel
economy improvement, safety enhancement, engine management systems, and embedded
vehicle control system are some of the areas where we must focus our efforts.
AT PRESENT, INDIA IS THE WORLDS
Largest tractor and three wheel vehicle producer
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Second largest two wheel vehicle producer

Fourth largest commercial vehicle producer
Eleventh largest passenger car producer.
BACKGROUND OF THE COMPANY

BOSCH Group founded in 1886 in Germany as a workshop for precision Mechanics and
Electrical engineering by Robert BOSCH Group. The BOSCH Group today is the largest
automotive technology supplier in the world with a global group turnover of 47.3 billion
Euros in the automotive technology, industrial technology, consumer goods and buildings
technology in the fiscal 2010.
Robert BOSCH Group GmbH is a widely known company the world over, with presence
across six continents. It has more than 300 subsidiaries and regional companies in over
60 countries. If its sale and service partners are included, then Bosch is represented in
roughly 150 countries. Bosch operates 260 manufacturing locations worldwide of these
200 are located outside Germany in Europe, North and South America, Asia, and
Australia. The company employs more than 283,500 associates worldwide.
The name Bosch is synonymous with innovation in automotive technology, industrial
technology and consumer goods and building technology. The company is not just
famous for automotive technology products like Gasoline, Chassis systems and Car
electronics, it is also a pioneer in the areas of automation technology, metal technology,
packaging technology, power tools, heating technology, house hold appliances, car
multimedia
systems
and security systems.
In 2010, BOSCH Group filed 3800 patent
applications across the globe.

The special ownership structure of the BOSCH Group guarantees financial independence
and entrepreneurial freedom of the Bosch group, making it possible for the company to
plan over the longterm and to undertake significant up front investments in the
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safeguarding of its future. 92% of the shares capital of Robert Bosch GmbH is held by
Robert Bosch sifting GmbH, the charitable foundation.
The slogan Invented for Life is part of its long tradition, through which it
communicates the Groups core competencies and vision, that includes technological
leadership, modernity, dynamics, and quality and customer orientation.
ABOUT BOSCH LIMITED

Bosch has been present in India for more than 80 years first via representative office
in Calcutta since 1992, and then from 1951 via its subsidiary Bosch Limited (formerly
Motor Industries Company Limited)
Bosch Limited (then MICO) began operations with a two man team in Chennai; its
activities were importing and marketing BOSCH Group automotive products. Soon after
the company set up a manufacturing plant for sparkplugs and fuel injection equipment
for diesel engines in Bangalore.
Bosch Limited today is the countrys largest auto component manufacturer and also one
of the largest Indo-German companies in India. The BOSCH Group holds close to 71.18%
stake in Bosch Limited. The company is headquartered in Bangalore with manufacturing
facilities in Bangalore, Nasik, Naganathapura, Jaipur and recently-opened facility in Goa.
The plants are TS 16949 and ISO 14004 Certified. Bosch Limited has its presence across
automotive technology, industrial technology and consumer goods and building technology,
with strength of over 11,700 associates. The company recorded a turnover of Rs. 6630
crores in 2010.
The company has excellent R&D and manufacturing capabilities and a strong customer
base. Its market leadership is testimony to the high quality and technology of its
products. It also has a strong presence in the Indian automotive services sector. Boschs
service network spans across 1,000 towns and cities with 5000 sales outlets and over 4,000
authorized representatives who ensure widespread availability of both products and
services.
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Bosch Ltd: - Bosch is also represented by five other group companies in India.
1. Robert Bosch Engineering and Business Solutions Ltd: - Robert Bosch Engineering and
Business Solutions Ltd., a 100% subsidiary of Robert Bosch GmbH, which is present in India
since 1998, has emerged as one of the largest Bosch development centres outside Germany. It
provides end to end engineering and technology solutions for all the business sectors of
automotive technology, industrial technology, consumer goods and building technology.
2. Bosch Rexroth India Ltd: - Bosch Rexroth India Ltd., established in 1974 in India, serves
customers through its manufacturing facilities and service centres in Ahmadabad and Bangalore.
3. Bosch Chassis Systems India Ltd: - Bosch Chassis Systems India Ltd., established in 1982 as
Kalyani Brakes Limited in India, is amongst the leading manufacturers of brakes in the country.
It currently manufactures a range of Hydraulic Brake Systems meeting the stringent quality
norms of many leading Indian and international vehicle manufacturers.
4. Bosch Automotive Electronics India Private Ltd: - Bosch Automotive Electronics India
Private Ltd. is a 100% subsidiary of Bosch Group and is engaged in the manufacture and sale of
electronic devices and electronic control units. The Company is based at Naganathapura in
Bangalore.
5. Bosch Electrical Drives India Private Ltd: - Bosch Electrical Drives India Private Ltd. is a
joint venture company. It drives for various automotive applications such as window lift drive,
wiper system, engine cooling fans etc.
History of Bosch
1926 Start of production of windscreen wipers
1927 First diesel fuel injection pump
1929 First TV Set from Fernseh AG division
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1932 Formation of Junkers & Co.

1932 First power drill from Bosch
1932 First Blaupunkt car audio
1936 First diesel fuel injection pump for passenger cars, such as the Mercedes-Benz 260D
1942 Death of the company founder Robert Bosch on 12 March
1962 Worcester Bosch Group opens in England
1964 Robert Bosch Foundation
1970 Company headquarter moves to Gerlingen
1976 First oxygen sensors
1978 Worldwide first Anti-lock Braking System (ABS)
1979 First electronic engine management system (Motronic)
1982 Company acquires photographic equipment division from Braun AG
1986 Traction control system (TCS) on the market
1995 Acquisition of Atco-Qualcast Ltd
1995 First Electronic Stability Control - Electronic Stability Program (ESP)
1997 Common rail diesel fuel injection
2000 DI-Motronic gasoline direct injection system
2003 Acquisition of Buderus AG
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2003 Digital car radio with MP3 drive and digital recorder (Blaupunkt)
2003 The formation of the Robert Bosch Tool Corporation and acquisition of S-B Power Tool
Corporation and Vermont American Corporation including the brand names for Bosch Power
Tools, Skill Power Tools, Dremel, Vermont-American, Primark brands, and Gilmours
2004 Third-generation common rail diesel injection for cars, with piezo injectors
2004 Bosch opens new Technology Center in Abstatt
2006 Bosch acquires Telex Communications, a maker of hearing aids, headsets and audio
equipment, and partners with Daewoo to build Bosch refrigerators in Mexico
2007 The Bosch Communications Systems business unit is created to manage the brands and
products of former Telex Communications
2008 Tata Nano, the $2,500 People's Car powered by Bosch-designed engine is unveiled at Auto
Expo in New Delhi. Bosch plans to acquire majority stake in Ersolphotovoltaics.
2009 Bosch acquires LR Nelson, a maker of lawn and garden products, including ponds, and
merges the Gilmours and Nelson brands into Bosch - Garden and Watering.
2009 Manufacture of Electronic Control Unit and Anti lock Brake System.
2010 Bosch started production of predictive emergency braking system, which alert of
emergencies & automatically applies brakes if needed
2010 Launch of A4000 pump meeting BS3 norms of commercial vehicles in India
NATURE OF BUSINESS CARRIED

Automotive Technology
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Business divisions: Diesel and Gasoline Fuel Injection Systems, Car Multimedia Systems, Auto
Electricals and Accessories, Starters and Generators, Energy and Body Systems.
Industrial Technology
Business divisions: Packaging Machines, Special Purpose Machines, Solar Energy
Consumer Goods and Building Technology

Business divisions: Power Tools, Security Systems
VISION
CREATING VALUE SHARING VALUES
As a leading technology and services company, we take advantage of Bosch global opportunities
for a strong and meaningful development. Bosch ambition is to enhance the quality of life with
solutions that are both innovative and beneficial. We focus on Bosch core competencies in
automotive and industrial technologies as well as in products and services for professional and
private use.
We strive for sustained economic success and a leading market position in all that we do.
Entrepreneurial freedom and financial independence allow Bosch actions to be guided by a longterm perspective. In the spirit of Bosch founder, we particularly demonstrate social and
environmental responsibility wherever we do business.
Bosch customers choose us for Bosch innovative strength and efficiency, for Bosch reliability
and quality of work. Bosch organizational structures, processes, and leadership tools are clear
and effective, and support the requirements of Bosch various businesses. We act according to
common principles. We are strongly determined to jointly achieve the goals we have agreed
upon.
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As associates worldwide, we feel a special bond in the values we live by day for day. The
diversity of Bosch cultures is a source of additional strength. We experience Bosch task as
challenging, we are dedicated to our work, and we are proud to be part of Bosch.
MISSION
BeQIK Be Better, Be Bosch Profit secures our growth

Quality
Innovation
Customer Orientation
Be QIK gives us the bearing for our actions. Our objective is to continuously improve all our
internal processes so that growth and economic success can be secured in the long term.
Be QIK
Quality is our most valued asset
Innovation today ensures businesses tomorrow
Customer orientation inspires customers and associates
Be Better
We want continuous improvement
We want to be better than our competitors
Be Bosch
We offer outstanding products and services worldwide
We keep our promises
QUALITY POLICY
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We strive to exceed the expectations of our customers by offering

products and services of high quality standards.
Quality encompasses our assets throughout their life cycle, and our
initiatives towards environmental protection and safety.
We effectively deploy methods and told to provide cost effective

solutions to meet our quality objectives.
We involve our business partners in our endeavor towards

improvements across the supply chain.
QUALITY PRINCIPLES
Our goal is to fully satisfy our customers expectations through our

quality of our products and services.
Quality
and
quality
improvements
is
every
associates
responsibility and ultimate goal from our board of directors to their

apprentices.
Our directives, processes, systems and goals are based on

requirements from international standards, consumers expectation,
our knowledge and experience. Knowledge of and compliance
with these directives and processes in the foundation of our quality.
Quality means doing right in the beginning thus preventing failures

in the end. Continues improvements for quality of processes lowers
costs and improves productivity.
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Avoiding failure is more important that eliminating defects. We

systematically apply methods and tools, preventive quality
assurance systematically, learn from mistakes and prevent their
root causes without delays.
Our suppliers contribute systematically to the quality of our

products and services. Therefore our suppliers have to live up to
standards we have adopted
PRODUCT/SERVICE PROFILE
Product Range
A. Automotive Technology Robert Bosch

Diesel Systems
Common Rail System for passenger cars, commercial vehicles & off-highway vehicles
Axial Distribution injection pumps
Multi Cylinder Inline Injection Pumps (PE)
Single-Cylinder Injection Pumps (PF)
Elements
Delivery Values (DV)
Governors
Injection Timers for PE pumps
Fuel Filter & Water Separators
Glow Equipment
Electronic Control Unit
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Gasoline system
Electronic Control Unit
Fuel Injectors
Lambda Sensors
Engine Speed Sensors
Knock Sensors
Hot Film Air Mass Meter
Pressure Regulators
CVT Belts
Connectors & other plastic parts
Starters & Generators (Auto Electrical)
Starter Motors
Generators
Spark Plugs
Spark plugs for 2, 3 and 4 wheelers and industrial applications
Long Life Plugs :Nickel Yttrium & Twin Electrode
Test Equipment & Diagnostics
Fuel Injection Pump Calibration Test Benches
Nozzle Tester
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Auto Electrical Test Bench
Diagnostic Tool : KTS series
Engine Analyzer : FSA series
Engine Analyzer : BEA series
Chassis System Check
Battery Service Equipment
Wide range of service tools for unit & vehicle repairs
Software / Teach ware : ESI ( tronic ), MSI, K-CD
Industrial Technology
Industrial Equipment
Special Purpose Metal Cutting / Grinding / Honing / Lapping/ Super Finishing

machines.
Semi / Fully Automatic Assembly Machines
Semi / Fully Automatic Inspection & Measuring Equipment
Cleaning Machines
Electro-Chemical Machines
Tools, Gauges & Fixtures
Exhaust Gas Re-circulating Unit (EGR)
Test Equipment
Bosch Packaging Machines
Vertical Form Fill & Seal Machines
Dosing System Cup Filler, Auger Filler, Weighed & Pump
Pharmaceutical Packaging Machines
Confectionary Processing & Packaging Machines
Page 36
Consumer Goods & Building Technology

Bosch Power Tools
Construction Tools
Wood Working Tools
Metal Working Tools
Cordless Tools
Do- It Yourself Tools
Lawn & Garden Tools
High Pressure Water Jets
Specialty Tools
Pneumatic Tools
High Frequency Tools
Automation Technology
Accessories for all Tools
Fischer Fixing System
Bosch Security Systems
Fire Detection
Intrusion Detection System
CCTV Surveillance
Access Control
Integrated Security Management & BIS
Public Address & Emergency Sound System
AREA OF OPERATION
Page 37
The Bosch Group is one of the worlds biggest private industrial corporations. Headquartered at Stuttgart,
Germany. There are about 300 subsidiary and regional companies around the world. In India, Bosch is a
leading supplier of technology and services, and has a strong presence in the country at numerous
locations in diverse industry segments.
Bosch Limited is Indias largest auto component manufacturer and also one of the largest Indo
German company in India. Bosch Limited has a strong nationwide service network which spans
across 1,000 towns and cities with over 4,000 authorized representations to ensure widespread
availability of both products and services. The company is headquartered in Bangalore with
manufacturing facilities at Bangalore, Naganathapura (near Bangalore), Nasik, Jaipur and Goa.
Number of Branches in India

Bosch manufacturing facilities are located in Bangalore with state of the art plants in Bangalore,
Naganathapura, Nasik, Jaipur and Goa. All the 5 plants are TS 16949 and ISO certified.
Bangalore Plant
Manufactures multi cylinder, PE pumps, mechanical governors, elements, delivery valves,
special purpose machines, packaging machines, power tools and will foray into the production of
common rail pumps from 2006 onwards.
Built areas 109.948m2
Land area 311.140m2
Employees more than 5500
Nagnathapura Plant
RBIN (Bosch Ltd. India) Naganathapura Plant, inaugurated in the year 1990, is the 3 rd plant
among the 4 plant of RBIN. The plant houses productions hangars for Spark Plugs, Glow
Equipment, Starter Motors, Alternators, Regulators and PF Pumps. Portions of the plant are
leased out to RBAI and Bosch Training Center.
Page 38
Built area 47.494m2

Land area 266.100m2
Nasik Plant
Set up in 1969 is specialized in manufacture of clinical and Euro series of nozzles and injectors
to automobile industries recently the Nasik Plant has ventured into the production of CRI ports
catapulted by Bosch Endeavour in common rail technology.
Built area 67617m
Land area 405.060m2
Jaipur Plant
Set up in 1999 the Jaipur plant manufactures BE (Mechanical) pumps for domestic market and
export purpose. The VE pump (Distributor fuel injection pump) is designed to meet Bharat state
11 & Euro 11 emission norms. These pumps are used in 3-6 cylinder vehicles.
Built area 16345m2
Land area 202350m2
COUNTRIES COVERED
Middle-East and Africa (UAE, EGYPT, KENYA), Neighboring countries (Sri Lanka,
Bangladesh,) South East Asia (Philippines, Thailand, Indonesia).
OWNERSHIP PATTERN
Since 1964, Boschs majority shareholder has been Robert Bosch Stiftung GmbH, a charitable
foundation. The Stiftung carries on the charitable and social endeavors of the companys founder
Page 39
in contemporary form. It sees itself as a foundation that pursues its objectives both with
programs and institutions of its own, and by supporting suitable projects and initiatives proposed
by others for tackling the tasks faced by society.
Today, the Robert Bosch Stiftung, a charitable foundation, holds a 92 percent stake in the share
capital of Robert Bosch GmbH. The share dividend received by the foundation is used
exclusively for charitable purposes, i.e. to support general medical care, international
understanding, social work, training and education.
COMPETITORS INFORMATION
Modi Champion
Delphi
Denso
Doowon
Electrex
Nippon
NGK
Siemens VDO
Zexel
Cav England
Lucas
TVS
INFRASTRUCTURAL FACILITIES
Bosch infrastructure is one of the best in the country. The individual work place is
designed as per the international standards which make the employees feel
comfortable, proud, happy and safe.
Page 40
MEDICAL FACILITIES
Medical centre works round the clock and also provides a 24 hours ambulance service
The company has also associated with important hospitals, labs and senior medical
consultants in the city for the treatment of the employees
They are provided with annual master health check-up
Special schemes like hospitalization scheme, Manipal hospital scheme and Medical
reimbursement
scheme
are
provided
to
the
employees
CANTEEN FACILITIES
Food is provided to all the employees and 24hrs a day providing breakfast, lunch, dinner,
tea/coffee and snacks for 8500 employees in 4 shifts.
It is well equipped and accommodation for more than 1500 persons at a time
The food provided in the organization is 100% hygiene.
Workings of the canteen is guided by an advisory committee
TRANSPORTATION FACILITIES
The company provides transport facilities for employees
LIBRARY FACILITIES
The company has the facility of both general and technical library
The general library is used by the project trainees also
Page 41
OTHER FACILITIES
Sports club
Fine Arts Society looks into the cultural events and various programmes conducted
during the course of the year.
Uniform, shoes, socks and soap is given to employees on the job by Bosch.
Accident benefit scheme
Holiday homes and time share holidays
Vehicle expenses and reimbursement
Death relief scheme.
ACHIEVEMENTS/AWARD
February 1, 2012: Bosch Limited wins Car & Bike Award 2012
The accolades and awards keep rolling in for Bosch Limited. Once again, Bosch
Limited was the proud winner of the Subros Car & Bike Award 2012 in the Best
Automotive Component Manufacturer category.
Bosch Wins Car & Bike Award 2011

receiving yet another glory in its 125th Anniversary Year, Bosch Limited was
conferred with the Car & Bike India Award in "Best Auto Component
Manufacturer" category. The Car & Bike Award function was held at Mumbai on
January 13, 2011. Bosch was adjudged the best among two other nominees,
namely Delphi and Endurance.
Page 42
Jan. 07, 2010: NDTV Car & Bike Award - Automotive technology of the
year
This accolade recognizes the contributions made by Bosch in India, for localizing
ABS (Antilock Braking System) production. Bosch is the only automotive
supplier to manufacture ABS in India for passenger cars and light commercial
vehicles. ABS is crucial to safety while driving, as it makes braking safer, by
preventing the wheels from locking.
April 15, 2009: DHL - CNBC TV18 International Trade Award

Bosch won this honor in the category of auto component industry, for doing
extremely well in exports through its low-cost solutions. The award recognizes
the companys commitment and innovations that address the needs of the Indian
market, and keep Brand India alive.
Feb. 20, 2009: NDTV Car & Bike Award Auto component manufacturer of
the
year
2009
Bosch was chosen as the best in the auto component industry of India for the year
2009. These awards are considered as benchmarks for auto excellence in India
and widely trusted by consumers, manufacturers and auto experts alike. The
award recognizes the best in the automobile industry of India.
Jan. 7, 2009: UT VIAuto car Award

Bosch and Mahindra & Mahindra won the Best Innovation of the Year
UTViAutocar Award. The award recognizes Bosch innovation start/stop system
which contributes to fuel efficiency at a very reasonable cost. The Mahindra
Bolero Micro Hybrid is the first vehicle in India to integrate this technology in
their new car.
June 21, 2008: Business Standard Award Star MNC of the year
Bosch was noted for its cutting edge technologies, especially for designing and
Page 43
delivering low cost high quality fuel injection system and for pioneering the
common rail system in India.
Jan. 10, 2008: NDTV Car & Bike Award - 'Car Technology of the year'
Bosch not only setup the common rail injector and pump manufacturing projects
in record time, but also pioneered the new application of Common Rail in low
cost car segment. This is a revolutionary leap achieved by Bosch in India, which
is the pioneer of Common Rail technology in the rest of the world as well.
Jan, 12, 2007: NDTV Profit Car & Bike Award 2007 Automotive
Technology
of
the
year'
Audited by PricewaterhouseCoopers, these awards honored the best in the Indian

automotive industry for their handiwork in calendar year 2006. Bosch was
presented with the award for its application of ABS / ESP technology.
Jan. 4, 2007: CNBC-TV18 Autocar Auto Award Auto Component

manufacturer
of
the
year
Bosch Limited was chosen for the mark that it has made both in the domestic and
international markets with its superior technology and products. These awards
seek to reward exemplary performance in the industry in 2006 based on a
comprehensive set of attributes including design, technology, value, product
experience and so on. The selection process truly reflects the choices and
sentiments of all stakeholders and justifies their stature as benchmarks in auto
excellence.
Aug. 17, 2006: Dun & Bradstreet American Express Corporate Award -Top
Indian
company
in
the
Auto
Components
sector
The award recognizes the twin virtues of size and growth in the organizations of
corporate India, from a derived list of top 500 companies in the country. Bosch
Limited was selected as the best amongst the top 10 auto component
manufacturers in India.
Page 44
Aug. 10, 2006: EEPC Award Star Performer for outstanding export
performance
The
Engineering
Export
Promotion
Council
(EEPC)
conferred
the
'tarPerformer'for outstanding export performance in the large enterprises

category on Bosch Ltd, which garnered a total export figure of Rs 423 crores in
2005, almost twice as high as Rs 193 crores in 2001.
Jan. 12, 2006: NDTV Profit Car India Award Safety & Technology Award
Bosch was presented with this award for its pioneering work on the new age
direct injection diesel fueling systems, with notable emphasis in the range of
common rail diesels. Also taken into account was the persistent focus on unit
injector systems which are entering the scene in the high profile high aspiration
D-segment cars. The jury considered not just the technology but its bearing on
safety, and the benefits it brought to automotive users as well as the potential it
has for India.
Jan. 8, 2005:
OverdriveAuto Monitor Award Auto component
manufacturer
of
the
year
Recognized for innovations in technology and the scale and size of manufacturing
capabilities, the award also commemorated the customer satisfaction earned by
Bosch over the years, performance, quality and diverse range of products.
This Annual Award is the Oscar for the automobile industry in India and
recognizes the best in the industry in association with reputed industry bodies
like CII, SIAM & ACMA.
WORK FLOW MODEL
Page 45
The work flow model of Bosch can be interpreted in two phases
Information flow
Material flow
Bosch believes in the concept of customer is king this is depicted in the

workflow model which starts with customer signifying the pull system of
production (i.e. production againstcustomer order). Sales and marketing
department receives purchase order from the customer. R&D division takes
decision with respect to product design and specification. Engineering wing
analyses the order and decides upon in house manufacturing or outsourcing.
The next step is to procure the component and assembling the final product, or
acquire raw materials and convert it into finished product. Finally dispatch the
end product to logistics department, which is entrusted with the responsibility of
transit of consignment to the ultimate consumer.
FUTURE GROWTH AND PROSPECTS

Page 46
The auto component industry appears to have a bright future with the existing
manufacturing planning and capacity and in addition moreover new plants are
being
setup
with
foreign
collaboration.
The Indian auto component industry is highly fragmented with over 3000 players
in organized sector and estimated 500 units in the small sector. Vocationally the
industry has developed major vehicle manufacturing centers. Small and medium
enterprise sector is keen on taking a number of technology investment initiatives
in order to become self reliant and globally competitiveness according to a
confederation of Indian Industry survey report on auto component.
The survey reveals that Indian small scale enterprises manufacturing auto
components are well equipped to produce components as per international
standards. These SMEs have now started talking strategic positions in the
international markets at both the original equipment manufacturers and the
replacement supply.
The last few months have seen a virtual boom in the Indian automobile industry
with not only domestic component manufacturing shares but also the formidable
biggies also entering India in such a manner that it is increasingly turning out to
be a lucrative destination for many companies.
The other growth plans are
Focus on strengthening or engineering competencies and infrastructure in new product

lines.
Focus on securing liquidity position.
Cost reduction without hurting the long term interest of the business.
Import substitution projects.
Continuous improvement activities and implementing lean practices through Bosch

Production System (BPS), continue with redesign of HR policies and practices to attract,
retain and motivate employee.
Page 47
MCKINSEYSS 7S FRAMEWORK
1. STRATEGY
Strategy is the systematic action allocation of resources to achieve company goals. A
strategy is defined as a coherent set of action aimed at gaining a sustainable advantage over
competitors by improving the market position and effective allocation of resources vice versa.
HR STRATEGY
It pays special attention to competence management and filling up of executive positions
in growth regions, special entry programs to attract qualified university graduates and applicants
with professional experience. Train and develop the younger generation of apprentices/ engineers
who are the future skilled technicians and managers.
CORPORATE STRATEGY
Bosch economic strategy corresponds to a common aim of the group for innovation,
independence and integrity. The aim is to be among the world market leaders and to be a major
player in all of the company business sectors. The strategy to achieve this goal is by strong
marketing of new products and ongoing investment in Research and Development to innovate
continuously. The emphasis on innovation is underlined by huge number of associates, working
in Research and Development departments, 21250 worldwide. Efficient sales and customer
service also play a key role in Boschs corporate strategy.
INNOVATION
Bosch shall focus their innovative strength on technology that is INVENTED FOR
LIFE. Bosch has invested heavily in R&D much above the industry average. This has resulted
in Bosch pioneering many technological advances
Anti-locking braking systems
Electronic stability control
High pressure diesel injection
Page 48
2. STRUCTURE
The design of organization structure is a critical task to the top management of an
organization. It is the selection of the whole organization edifice. Organization
structure refers to the relatively more durable organizational arrangements and
relationships. It prescribes the formal relationship,
how an organizational members procedure exists. To guide the various activities
performed by the member of all part of the organization.
3. SYSTEM
System refers to formal process and procedures use to manage the organization
including the management control system performance management measurement
and reward system, information system and distribution
HUMAN RESOURCE
The HR organization uses its human resources strategy to support the divisions in
the pursuit of their objectives. This involves the consistent application of the
balanced scorecard. This method is used by executives.
The HR organizations missions are based on the House of Orientation and
contribute to closer alignment with the strategic objectives of the company. The
House of Orientation provides a
frame of reference for Bosch long term road map and for the way Bosch works
together. It is based on Bosch values and core competencies.
ENVIRONMENT MANAGEMENT
Bosch has been expanding the environment management systems at Bosch sites
since 1996. Now, the 300 sites have been certified to ISO 14001. Bosch
implemented a maturity model for all manufacturing and developing sites, which
will serve as the basis for further improvements in environmental protection,
occupational safety and fire safety.
Page 49
Occupational safety management

Bosch implemented a new occupational safety management system based on the
globally recognized OHSAS 18001 standard. One of the systems main functions
is to detest potential accident and health risks for associates in order to take
appropriate preventive measures in good time. The new system is to be
implemented at all manufacturing sites in no more than two years. This makes
Bosch one of the forerunners in global implementation of the OHSAS 18001
standard.
BOSCH PRODUCTION SYSTEM (BPS)

It was installed in 2002. It is a systematic production system in Bosch. In general
it is called as Lean manufacturing. Just in Time (JIT) is one of the systems in
Bosch production. In this the right parts produced at the right quantity should
reach the assembly time at the right time.
Approaches in Bosch Production System
The right part
In the right quantity
In the right quality

At the right cost
At the right time
At the right place
Page 50
QUICK RESPONSE SYSTEM (QRS)

System designed to respond quickly to any problem/issues in the production. Example
Every system has three machine indicators: Red (machine breakdown), Yellow (shortage
of materials),and Green (process completed for that machine)
4. STYLE
Style is the leadership approach in the top management and the companys overall
operating approach. Style impacts the norms that the people follow and how they work
and interact with each other and the customers. The leadership style depends upon the
organization culture that is in practice.
Bosch Ltd has participative kind of leadership style where in the leader consult with the
subordinate, a proposed action, decision and encourages, ensures equal participation
among them. The style adopted by the management is to maintain a friendly and
collaborative environment for smooth running of the organization.
Bosch Guidelines for Leadership
1. Aim for success: - Profit, growth, quality, customer and process orientation. These are
the key metrics with which our corporate objectives are aligned. Regularly communicate
these objectives to your associates. Make it clear what each individual can contribute to
achieve it.
2. Demonstrate initiative: - Together with your associates, generate new ideas and
strategies that make our company stronger. Encourage them to embrace change and take
initiative on their own and support them in the implementation.
3. Demonstrate courage: - Stand by your associates. Make clear decisions and

demonstrate determination in implementing them. Be a role model and exemplify the
Bosch values.
4. Keep your associates informed: - Of course you give your associates factual
information.
They should also know the business context and background they are an important
prerequisite for identification with the company.
5. Lead by goals: - Delegate tasks and give your associates the authority to perform
them. Agree on clear goals and allow sufficient space so that creativity, self-confidence,
and accountability can be developed. This enables you to lead your associates to success.
6. Give feedback to your associates: - Recognize the strengths of your associates and
help them to utilize and further develop them. Take a close look: praise your people
where praise is due, but also give fair and constructive criticism. Mistakes happen on
both sides. Be quick and open in addressing them with the associate.
7. Trust your associates: - They are capable and willing to perform. Have the courage to
manage with limited control. Your trust will create the entrepreneurial momentum that all
of us want.
8. Shift your perspective: - Put yourself in your associates' position and also look at
things from their point of view. How would you react to the decisions you have taken as
their supervisor, and what rationale would you expect to hear.
9. Shape the future together: - Your associates can and do contribute to our company.
Integrate them into the preparation of decisions and capitalize on the ideas and the
potential that the cultural diversity of our company offers. Work together with your
associates to transform mere interfaces into connection points, and barriers into
opportunities.
10. Develop your associates: - Advise and systematically support your associates in their
professional development. Support them if there are suitable opportunities for, or if they
desire, further development somewhere else in the company.
5. STAFF
The staffs at Bosch Ltd are considered as a pool of resources to be nurtured, developed,
guarded and allocated. There are about 3650 employees in the organization. Permanent
employees are 2550, temporary employees are 500, on job trainees are 600.
Levels at Bosch Ltd - MANAGEMENT AND SUPERINTENDENT STAFF
GM General Manager
DGM Deputy General Manager
Gr.1 Senior Manager
Gr.2 Manager
Gr.3 Deputy Manager
Gr.4 Assistant Manager
Gr.5 Senior Engineer
Gr.6 Officer
Gr.7 Assistant Officer
MANAGERIAL AND SUPERVISORY STAFF (M&SS)
Managerial and Supervisory Staff refers to a salaried professional or an educated worker

who performs semi-professional office, administrative and sales co-ordination task. They
are board occupational grouping of workers engaged in non-manual labor.
BLUE COLOURED ASSOCIATES (BCA)
A blue collared associate is a member of the working class who typically performs
manual labor and earns an hourly wage. Blue collared associates work may be skilled or
unskilled and may involve manufacturing, mechanical work, maintenance repair and
operations maintenance of technical installations.
6. SKILLS
There are 6 different skill groups within the skills framework. Community leadership
skills, leadership skills, management skills, occupational/technical/professional skills,
core skills, skills for life. The other skills groups are
GENERIC SKILLS are those which should be possessed by each and every employee
in order to carry out the task successfully. Skills like problem solving, decision making
and communication form the basic important generic skills.
SPECIFIC SKILLS are those which should be possessed by the employee to carry out
his/her assigned specific task. Example: Time management, shop floor management,
building teams, leadership and motivation, creativity, industrial safety and environment.
BOSCH SKILLS - The employees according to the nature of the jobs posses following
skills
Functional
Quality
Information Technologies
Behavioral / Human Relations
Managerial
7. SHARED VALUES BOSCH VALUES
Bosch Values are those values which are applied and followed by all Executives
faithfully.
1. Future and result focus: - In order to ensure dynamic development of our country and to
guarantee long term corporate success, we participate in shaping the changes in markets and
technologies.
2. Responsibility - We accept that our actions must accord with interests of society.
3. Initiative and determination - We act on our own initiative, with an entrepreneurial but
accountable spirit, and demonstrate determination in pursuing our goals.
4. Openness and Trust - We inform our associates, business partners and investors in a timely and
open fashion of important development within our company.
5. Fairness - We view mutual fairness as a condition of our corporate success when dealing with
each other and with or business partners.
6. Reliability, credibility, and legality - We promise only what we can deliver accept agreements
as binding and respect and observe the law in all our business transactions.
7. Cultural diversity - We are aware of our companys regional and cultural origins and at the
same time regard diversity as an asset as well as a precondition of or global success.
SWOT ANALYSIS
STRENGTHS
High customer satisfaction.
Established brand image around the world over the centuries.
Continuous improvement of products and quality.
Employee development given at most important.
Cost reduction strategy is good.
Good infrastructure facility.
Leadership through innovation.
High employee morale.
Effective decision making, information sharing and authority distribution.
Less employee turnover.
High quality and eco-friendly products.
WEAKNESS
Experience and skilled employees are not in right position because of ineffective
allocation.
Decision making will be delayed because of long procedure.
In certain situations centralized management is followed.

Marketing of products is given less importance.
Adaptability towards change is low.
No diversification of business.
OPPORTUNITIES
Continuous innovation of products.
Bosch can foray into other line of business as it has a good brand image.
It can produce new machineries using high technology.
Potential to grow in power tools, packaging and security systems.
It can produce more economical and eco-friendly products.
It helps to compete with other companies
Quick cost effective adaptation of product to market requirement of Indian market.
THREATS
Increase in competition.
Too many substitute products available in the market.
Brand image being diluted due to entering into many products.
Growing bargaining power of companies.
Continuous cost pressure.
CHAPTER-3
1.1 INTRODUCTION ABOUT DISSERTATION
The Dissertation program is designed to provide students engaged in a field experience
with an opportunity to share their insights, to explore the links between students'
academic preparation and their field work, and to assist participants in developing and
carrying out the major research project which will serve to culminate their Dissertation
experience.
Dissertations are individualized and tailored to the needs and interests of each student in
the program. As part of the Dissertation experience, students are expected to take an
active.
1.2 TOPIC CHOSSEN FOR THE STUDY
A STUDY ON EFFECTIVENESS OF TRAINING AND DEVELOPMENT.
1.3 NEED FOR THE STUDY
Once the personnel requirements are estimated in the organization, the requirement and
selection process begins. From this movement of time companys image starts building up in
the employees mind so the company has to take care that the employee is satisfied with the
job and working conditions so that the company can get best out of the employees.
Employees are an asset to the company so; they must be handled with at most care. If in
case employees are not satisfied, employees tend to leave the company which in turn
increases the attrition rate of the company, which will lead the company towards loss because
company spend a lot of money and precious time during the selection process.
The employees put in their best effort only when they are satisfied with the job and
company. This leads to the growth of the company.
1.4 OBJECTIVES OF THE STUDY

The main objectives of the study are:
The objective of the study is to improve the process of training and development at
Bosch Ltd.
1. To know whether the employees possess a sense of attachment with the organization.
2. To suggest training with respect to the knowledge and skill to perform the tasks in line with
the organization vision.
3. To compare the actual performance with the desired performance, in order to measure the
accomplished goals of the organization.
4. To find out training required in order to reduce industrial accidents or to prevent
obsolescence and to help the organization in cost reduction and in maintaining the quality of
the product.
5. To ensure employee engagement.
6. To prepare employees for higher level tasks and to meet the present/future challenges as well
as the changing requirement of the job .
7. To identify the various factors which make training more effective at Bosch Ltd.
8. To identify the various training methods and evaluation criteria at Bosch Ltd and suggest the
best.
STATISTICAL TOOLS USED FOR DATA ANALYSIS
Graphs
Tables
1.5 SCOPE OF THE STUDY
The scope of the study is limited to SAN in BOSCH LTD Bangalore .
This survey will consider various cases for
programs and correction actions designed to reduce such actions in future.

The project report knowledge of a particular organization.
The survey provides particle knowledge as to how the training and development
ineffective training and development
programs is practiced in organization
1.6 METHODOLOGY
SOURCES OF DATA COLLECTION

Objective of the Research: The main objective is to study the extent to which the
employees are satisfied with the training and development programs
and the
measures to be taken for the betterment and satisfied training system in BOSCH
LTD.
Data Collection:
SECONDARY DATA:
Secondary data reflects the results of the past behaviour of people and also of past
occurrences. It is defined as data collected earlier for the purpose other than current being
pursed.
Secondary data sources are generally published sources, which are been collected
originally for some other purpose they are not gathered specially to achieve the objectives
of particular research project at hand but already assembled.
Source of secondary data for this study work are brochures, company past records,
research book and internet.
1.7 LIMITATIONS OF THE STUDY:
The sample size is a part of the population and does not include the whole of the
population and therefore the research may not be 100% correct.

Due to time permit, it was not possible to probe deep into the study
The study is confined to Bosch Ltd..
Time available for the research is constraint.
TRAINING AND DEVELOPMENT

Training
and
development is
function
of human
resource
management concerned with organizational activity aimed at bettering the

performance of individuals and groups in organizational settings. It has been known
by several names, including "human resource development", and "learning and
development".
Training and development encompasses three main activities: training, education, and
development.
Training: This activity is both focused upon, and evaluated against, the job that an
individual currently holds.
Education: This activity focuses upon the jobs that an individual may potentially hold in
the future, and is evaluated against those jobs.

Development: This activity focuses upon the activities that the organization employing
the individual, or that the individual is part of, may partake in the future, and is almost
impossible to evaluate
Training
Step 2
Design the training :Training design
Process :
Identify goals and objective

Determine training content
Decide training methodology
Identify learning activity
Step 4
Evaluate the training
Training evaluation
Model:
Level 1 : Reaction
Level 2 : Learning
Level 3 : Behavior
Level 4 : Results
Level 5 : Return
investment
on
Process:
Step 1
Identify the needs
Training need analysis
Components:
Person analysis
Task analysis
Organization analysis
Step 3
Implement the training
Training implementation
Process :
Step 1 : Block the dates
Step
resources
Step 3
:Mobilize
:
contingencie
Manage
Training Evaluation
Training evaluation is a continual and systematic process of assessing

the value or potential value of a training program, course, activity or
event. Results of the evaluation are used to guide decision-making
around various components of the training (e.g. instructional design,
delivery,
results)
and
its
overall continuation, modification,
or
elimination.
WHAT should you evaluate?
Training evaluations can help the organization to reach many different goals during the
life cycle of a training program. One primary reason to evaluate is to determine if the
benefits derived from the training justified the costs.
Some additional reasons include:
Examining the assumptions upon which an existing or proposed training course or
program is based
Inquiring, up front, about the expected results
Assessing how much of the knowledge and skills learned during training transferred to
on-the-job behaviors
Collecting information about inputs, activities and outcomes.
Comparing it to some pre-set standards or targets.
Determining whether the results of the training contributed to the achievement of the
organizations goals
Reporting findings in a manner that facilitates their use and improves program
effectiveness
WHY should you evaluate?
Use of evaluation data meets these demands in various ways:

Planning: To assess needs, set priorities, direct allocation of resources, and guide policy
Analysis of Course/Program Effectiveness or Quality: To determine achievement
of objective, identify strengths and weaknesses of a program/course, determine the cost-
effectiveness of a program/course, and assess causes of success or failure

Direct decision-making: To improve effectiveness, identify and facilitate needed
change, and continue, expand, or terminate a program/course
Maintain accountability: To stakeholders, funding sources, and the general public
HOW can you evaluate?

Once you've determined whether or not your program or course warrants evaluation,
there are various methods and models agencies can use to evaluate their training courses.
Here are two of the most popular: (You can find other evaluation methods above under
Other Evaluation Methods)

Kirkpatrick 4 Levels
The four levels of Kirkpatrick's evaluation model essentially measure:
Reaction - what they thought and felt about the training
Learning - the resulting increase in knowledge or capability
Behavio -extent of behavior and capability improvement and implementation/application
Results -the effects on the business or environment resulting from the trainee's
performance
All these levels are recommended for full and meaningful evaluation of learning in
organizations.
Jack Phillips' Five Level ROI Model
Building upon the Kirkpatrick model, Jack Phillips added the fifth level the Return on
Investment (ROI) produced by a training course using the financial formula:
Evaluating Training and Results (ROI of Training)
Preparation for Evaluating Training Activities and Results
Converting data to monetary value is very important in the ROI model and is absolutely
necessary to determine the monetary benefits from a training program. The process is
challenging, particularly with the conversion of soft data, but can be methodically
accomplished using one or more of the above techniques.
Tabulating Program Costs
The other part of the equation in a cost/benefit analysis is the cost of the program.
Tabulating the costs involves monitoring or developing all of the related costs of the
program targeted for the ROI calculation. Include the following items among the cost
components.
Cost to design and develop the program, possibly prorated over the expected life
of the program
Cost of all program materials provided to each participant
Cost for the instructor/facilitator, including preparation time as well as delivery
time.
Cost of the facilities for the training program.
Cost of travel, lodging and meals for the participants, if applicable.
Salaries, plus employee benefits of the training function, allocated in some
convenient way.
In addition, specific cost related to the needs assessment and evaluation should be
included, if appropriate. The conservative approach is to include all of these costs so that
the total is fully loaded.
Calculating the ROI
Calculate the ROI using the program benefits and costs. The BCR is the program benefits
divided by costs:
BCR = program benefits / program costs
(Sometimes this ratio is stated as a cost/benefit ratio, although the formula is the
same as BCR).
The net benefits are the program benefits minus the costs:
The ROI uses the net benefits divided by programs costs:
Use the same basic formula in evaluating other investments where the ROI is
Net benefits = program benefits program costs
ROI (%) = net benefits / program costs x 100
traditionally reported as earnings divided by investment. The ROI from some training
programs is high. For example, in sales training, supervisory training, and managerial
training, the ROI can be quite large, frequently over 100 percent, while ROI value for
technical and operator training may be lower.
Kirkpatrick's Four-Level Training Evaluation Model
Analysing Training Effectiveness
Evaluate training effectively.
If you deliver training for your team or your organization, then you probably know how
important it is to measure its effectiveness.
After all, you don't want to spend time or money on training that doesn't provide a good
return.
This is where Kirkpatrick's Four-Level Training Evaluation Model can help you
objectively analyze the effectiveness and impact of your training, so that you can improve
it in the future.
The Four Levels
Donald Kirkpatrick, Professor Emeritus at the University of Wisconsin and past president
of the American Society for Training and Development (ASTD), first published his FourLevel Training Evaluation Model in 1959, in the US Training and Development Journal.
The model was then updated in 1975, and again in 1994, when he published his bestknown work, "Evaluating Training Programs."
The four levels are:
1.
2.
3.
4.
Reaction.
Learning.
Behavior.
Results.
Level 1: Reaction
This level measures how your trainees (the people being trained), reacted to the training.
Obviously, you want them to feel that the training was a valuable experience, and you
want them to feel good about the instructor, the topic, the material, its presentation, and
the venue.
It's important to measure reaction, because it helps you understand how well the training
was received by your audience. It also helps you improve the training for future trainees,
including identifying important areas or topics that are missing from the training.
Level 2: Learning
At level 2, you measure what your trainees have learned. How much has their knowledge
increased as a result of the training?
When you planned the training session, you hopefully started with a list of specific
learning objectives: these should be the starting point for your measurement. Keep in
mind that you can measure learning in different ways depending on these objectives, and
depending on whether you're interested in changes to knowledge, skills, or attitude.
It's important to measure this, because knowing what your trainees are learning and what
they aren't will help you improve future training.
Level 3: Behavior
At this level, you evaluate how far your trainees have changed their behavior, based on
the training they received. Specifically, this looks at how trainees apply the information.
It's important to realize that behavior can only change if conditions are favorable. For
instance, imagine you've skipped measurement at the first two Kirkpatrick levels and,
when looking at your group's behavior, you determine that no behavior change has taken
place. Therefore, you assume that your trainees haven't learned anything and that the
training was ineffective.
Level 4: Results
At this level, you analyze the final results of your training. This includes outcomes that
you or your organization have determined to be good for business, good for the
employees, or good for the bottom line.
TRAINING AND DEVELOPMENT (T&D) METHODS

There are several T&D methods available. The use of a particular
method depends which method acco mplishes the training needs and
objectives. Training methods can be classified into two categories:
I. On-the-Job Methods
This refers to the methods of training in which a person learns a job by

actually doing/performing it. A person works on a job and learns and develops
expertise at the same time. On-the-job methods of training are very popular and are
used widely by majority organizations. Under this method, individual is placed on a
regular job and taught the skills necessary to perform that job. The trainee learns under
the supervision and guidance of a qualified worker or instructor. These methods are
most suited to technical personnel and scientists. They are:
1. On-the-job Training (OJT): An employee is placed in a new job and is told how it is to
be performed. It aims at developing skills and habits consistent with the existing practices
of an organization and by orienting him to his immediate problems. Coaching and
instructing is done by supervisors or special training instructors.
2. Job-Instruction Training (JIT) : this method is also known as training through step by
step, where the trainer explains the trainee the way of doing the jobs, job knowledge and
skills and allows him to do job. Trainer appraises the performance of the trainee, provides
feedback information and corrects the trainee. It consists of formal systematic program
for conducting training in the workplace; training is conducted by supervisor. JIT is a
technique of training of employees by using the actual work site as a proper setting to
instruct employees while at the same time engaging in productive work.
3. Understudy: In this the employee is trained by his or her supervisor.
The trainee is attached with his or her senior and called understudy or
assistant. For example, a future manager might spend few months as assistant
to the present manager.
4. Job rotation: This refers to shifting/movement of an employee from one job
to another on regular intervals. The job rotation is a method of transformation a
functional specialist into a generalist executive. It refers to transfer of managers from one
job to another or from one dept. to another or from one section to another in a planned
manner. It involves movement of the trainee from one job to another. The trainee
receives job knowledge and gains experience from his trainer/supervisor in each of the
different job assignments.
5. Special projects : The trainees' may ask to work on special projects
related with departmental objectives. By this, the trainees will acquire the
knowledge of the assigned work and also learn how to work with others.
6. Experience : It refers to learning by doing. This is one of the oldest methods of

on-the-job training. Although this is very effective method but it also very timeconsuming and wasteful. Thus it should be followed by other training methods.
7. Committee assignment : In this, the trainees become members of a
committee. The c o m m i t t e e i s a s s i g n e d a p r o b l e m t o d i s c u s s a n d
m a k e recommendations. Under this method, a group of trainees are given and asked to
solve actual organizational problem. The trainees solve the problem jointly. It develops
team work.
8. Coaching : In this, the supervisor or the superior acts as a guide
and instructor of the trainee. This involves extensive demonstration and
continuous critical evaluation and correction. The trainee is placed under a particular
supervisor who functions as a coach in training the individual. The supervisor provides
feedback to the trainee on his performance and offers him some suggestions. Coaching is
an activity of guiding manager by a senior one. A senior manager must play an active role
in guiding and teaching skills. A senior manager is referred to as a coach he renders
advice, criticizes, makes necessary suggestions and gives direction to the trainee
executive for his growth and development.
9. Apprenticeship : It is a formal agreement between an individual who wants to learn a
skill and an employer who needs a skilled worker. Apprenticeship training is an earning
while earning arrangement for a required term. An apprentice receives knowledge and
develops skills associated with a designated trade through on-the-job training by an
experienced person.
II. Off-the-Job Methods

These methods require trainees to leave their workplace and concentrate their entire time
towards the training objectives. These days off-the-job training methods have become
popular due to limitations of the on-the-job training methods such as facilities and
environment, lack of group discussion and full participation among the trainees from
different disciplines, etc. In the off-thejob methods, the development of trainees is the
primary task rest everything is secondary. Following are the main off-the-job training
methods:
Under this method of training, the trainee is separated from the job situation and his
attention is focused upon learning the material related to his future job performance.Onthe-job development techniques are insufficient for the total development of executives of
any organization. This gap can be bridged by adopting off-the-job developments

techniques. They are:
1. Lecture Method : the lecture is a traditional and direct method of instruction. The
instructor organizes the material and gives into group of trainees in the form of talk.It is
very popular and simple method. The concepts, ideas, theories, principles are explained
through lectures. The speaker is an expert who collects the material and delivers a lecture.
2. Discussion or Conference: this method involves group of people who who pose ideas,
examine and share facts, ideas and data, test assumptions and draw conclutions, all which
contribute to the job performance improvement. This method uses a lecturer to provide
the learners with context that is supported, elaborated, explains, or expanded on through
interactions both among the trainees and between trainer and the trainees.
3. Demonstration : It is a description and explanation by experiment: so also logically to
prove the truth or practical display of a piece of equipment to show its capabilities. It is a
physical display of the form, outline or a substance of events.
4. Simulation : In this method trainee work in closely duplicated real job conditions.
5. Special courses and lectures : These are the most traditional and even famous today,
method of developing personnel. Special courses and lectures are either designed by the
company itself or by the management/professional schools. Companies then sponsor their
trainees to attend these courses or lectures. These are the quick and most simple ways to
provide knowledge to a large group of trainees.
6. Conferences and seminars : In this, the participants are required to pool their thoughts,
ideas, viewpoints, suggestions and recommendations. By attending conferences and
seminars, trainees try to look at a problem from different angles as the participants are
normally from different fields and sectors.
7. Selected reading : This is the self-improvement training technique. The persons acquire
knowledge and awareness by reading various trade journals and magazines. Most of the
companies have their own libraries. The employees become the members of the
professional associations to keep abreast of latest developments in their respective fields.
8. Case study method : This technique was developed by Harvard Business School, U.S.A.
It is used as a supplement to lecture method. A case is a written record of a real business
situation/problem faced by a company. The case is provided to the trainees for discussion
and analysis. Identification and diagnose of the problem is the aim in case study method.
Alternate courses of action are suggested from participants. Case study : Under this
technique, the cases based on actual business situations are prepared and given to the
trainee managers for discussion and arriving at a proper decision. This technique helps in
improving the decision- making skills by making analytical judgement
9. Programmed instruction/learning : This is step-by-step self-learning method where the
medium may be a textbook, computer or the internet. This is a systematic method for
teaching job skills involving presenting questions or facts, allowing the person to respond
and giving the learner immediate feedback on the accuracy of his or her answers."
Programmed Instruction: the subject matter to be learned is presented in a series of
carefully planned sequential units. These units are arranged from simple to more complex
levels of instruction. The trainees goes through these units by answering questions or
filling the blanks.
10. Brainstorming : This is creativity-training technique, it helps people to solve problems
in a new and different way. In this technique, the trainees are given the opportunity to
generate ideas openly and without any fear of judgement. Criticism of any idea is not
allowed so as to reduce inhibiting forces. Once a lot of ideas are generated then they are
evaluated for their cost and feasibility. Brainstorming : Brainstorming is a group activity
technique designed to generate a large number of ideas for the solution of a problem. It
works by focusing on problem and then deliberately coming upwith as many solutions as
possible.
11. Role-playing : In this method, the trainees are assigned a role, which they have to play in
an artificially created situation. For example, a trainee is asked to play the role of a trade
union leader and another trainee is required to perform the role of a HR manager. This
technique results in better understanding of each other's situation by putting foot in
other's shoes. Role playing : It is defined as a method of human interaction that involves
realistic behaviour in imaginary situations. This method involves action, doing and
practice. It is also a simulated exercise. The participants have to assume a role of a person
in the simulated situation. They have to react to one another in the similar manner as they
would be doing a job as a manager in real situation.
12. Vestibule schools : Large organisations frequently provide what are described as
vestibule schools a preliminary to actual shop experience. As far as possible, shop
conditions are duplicated, but instruction, not output is major objective." A vestibule
school is operated as a specialised endeavour by the personnel department. This training
is required when the amount of training that has to be done exceeds the capacity of the
line supervisor; a portion of training is evolved from the line and assigned to staff
through a vestibule school." The advantage of a vestibule school is specialisation.
Vestibule Training: In this method, actual work conditions are simulated in a classroom.
Materials, files and equipment which are used in actual job performance are also used in
training. It is used for training personnel for clerical and semi-skilled jobs.
13. Apprenticeship training : This training approach began in the Middle Ages when those
who wanted to learn trade skill bound themselves to a master craftsman and worked
under his guidance. Apprenticeship training is a structured process by which people
become skilled workers through a combination of classroom instruction and on-the-job
training.
14. In-basket exercise :In this technique, the trainees are provided background information
on a simulated firm and its products, and key personnel. After this, the trainees are
provided with in-basket of memos, letters, reports, requests and other documents related
with the firm. The trainee must make sense out of this mass of paperwork and prepare
memos, make notes and delegate tasks within a limited time period.
15. Business games :Business games involve teams of trainees. The teams discuss and
analyse the problem and arrive at decisions. Generally, issues related with inventories,
sales, R&D, production process, etc. are taken up for consideration.
16. Behaviour modelling :This is structured approach to teach specific supervisory skill.
This is based on the social learning theory in which the trainee is provided with a specific
model of behaviour and is informed in advance of the consequences of engaging in that
type of behaviour.
17. Sensitivity (T-group) training : In this type of training, a small group of trainees
consisting of 10 to 12 persons is formed which meets in an unstructured situation. There
is no set agenda or schedule or plan. The main objectives are more openness with each
other, increased listening skills, trust, support, tolerance and concern for others. The
trainers serve a catalytic role. The group meets in isolation without any formal agenda.
There is great focus on inter-personal behaviour. And, the trainer provides honest but
supportive feedback to members on how they interacted with one another.
CHAPTER-4
ANALYSIS AND INTERPRETATION OF DATA
QUESTION 1
Table 4.1:Table showing the priority given for training its employees in
Bosch.
Serial
No
1
Particulars
Respondents
Percentage
58
58%
Agree
40
40%
Neither Agree nor

Disagree
00
00%
Disagree
02
02%
Strongly Disagree
00
00%
100
100%
Strongly Agree
Total
Source:survey data
Graph 4.1: Graph showing the priority given for training its employees
in Bosch.
Percentage
60%
50%
40%
30%
20%
10%
0%
58%
40%
0%
2%
0%
Percentage
Interpretation
From the graph, it is interpreted that 58% of employees Strongly Agree that
organizatiopn gives priority for training its employees. 40% of employees Agree
that organizatiopn gives priority for training its employees and only 02% of
employees Disagree about the statement and no employees were Niether Agree nor
Disagree or Stronly Disagree with the statement.
QUESTION 2.
Table 4.2: Table showing the number of times an employee attented the
training program during last year.
Serial
No
1
Particulars
Respondents
Percentage
None
10
10%
01
20
20%
02
20
20%
03
10
10%
More than 03
40
40%
100
100%
Total
Source:survey data
Graph 4.2: Graph showing the number of times an employee attented

the training program during last year.
Percentage
None
10%
40%
1
20%
2
3
10%
20%
More than 03
Interpretation
From the graph, it is interpreted that 40% of employees attended training program more
than 03 times in a last year. 20% of employees attended training program only one time
in a last year. 20% of employees attended training program two times in a last year.
10% of employees attended training program 03 times in a last year and only 10% of
employees are not attended even a single training program during last year .
Question 3
Table 4.3: Table showing the Training need analysis is conducted for
employees before inviting them for a training program.
Serial
No
1
Particulars
Strongly Agree
Respondents
20
Percentage
20%
Agree
50
50%
Neither Agree nor

Disagree
14
14%
Disagree
10
10%
Strongly Disagree
06
06%
100
100%
Total
Source: survey data
Graph 4.3: Graph showing the Training need analysis is conducted for
employees before inviting them for a training program.
60%
50%
50%
40%
30%
20%
20%
10%
0%
14%
10%
6%
Percentage
Interpretation
From the above graph, it is analysed that 20% of employees Strongly Agree that training
need analysis conducted in the organization before attending the training program . 50%
of employees Agree that organizatiopn conducts training need analysis . 10% of
employees Disagree about the statement. 14% of employees were Niether Agree nor
Disagree on the statement and only 06% of employees Strongly Disagree about the
training need analysis conducted in the organization before attending the training
program ..
Question 4
Table 4.4: Table showing the Training provided by the organization

have direct linkage to the mission and vision of the organization.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
30
30%
Agree
60
60%
Neither Agree nor

Disagree
04
04%
Disagree
06
06%
Strongly Disagree
00
00%
100
100%
Total
Source: survey data
Graph 4.4: Graph showing the Training provided by the organization

have direct linkage to the mission and vision of the organization.
60%
40%
20%
0%
30%
60%
4%
Percentage
6%
0%
Interpretation
provided by the organization have direct linkege to its mission and vision . 60% of
employees Agree that the training is directly linked to the organization mission and
vision. 06% of employees Disagree about the statement and only 04% of employees
were Niether Agree nor Disagree on the statement and none of them were Strongly
Disagree about the statement.
Question 5
have direct link to an employee activities he perform.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
34
34%
Agree
54
54%
Neither Agree nor

Disagree
16
16%
Disagree
00
00%
Strongly Disagree
00
00%
100
100%
Total
Source: survey data

have direct link to an employee activities he perform.
Strongly Disagree 0%
Disagree 0%
16%
Neither Agree nor Disagree
54%
Agree
34%
Strongly Agree
0%
10%
20%
30%
40%
50%
60%
Percentage
Interpretation
provided by the organization have direct linkege to the activities they perform . 54% of
employees Agree that the training is directly linked to the activities of an employee they
perform. 16% of employees were Niether Agree nor Disagree on the statement and none
of the employee Disagree or Strongly Disagree about the statement.
Question 6
have enhanced employee skills & competencies to perform my job
better.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
40
40%
Agree
50
50%
Neither Agree nor

Disagree
06
06%
04
04%
Disagree
Strongly Disagree
Total
00
00%
100
100%
Source: survey data

have enhanced employee skills & competencies to perform my job
better.
Percentage
Disagree; 4%
Neither Agree nor Disagree; 6%
Strongly Agree; 40%
Agree; 50%
Interpretation
provided by the organization have enhanced employee skills and competencies . 50% of
employees Agree that the training anhanced employee skills to perform better . 06% of
employees were Niether Agree nor Disagree to the statement. Only 04% of employees
were Disagree to the statement and none of the employee Strongly Disagree about the
statement.
Question 7
Table 4.7: Table showing the need and requirements of the training
program as discussed by his supervisor before nominating him for the
training program.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
30
30%
Agree
50
50%
Neither Agree nor

Disagree
16
16%
Disagree
04
04%
Strongly Disagree
00
00%
100
100%
Total
Source: survey data
Graph 4.7: Graph showing the need and requirements of the training
program as discussed by his supervisor before nominating him for the
training program.
50%
40%
30%
20%
10%
0%
30%
50%
16%
Percentage
4%
0%
Interpretation
From the graph, it is interpreted that 30% of employees states that the need and
requirements of the training program will be discussed by his supervisor before
nominating him for the training program and Stronly Agree. 50% of employees Agree
that the statement is true. 16% of employees are in Niether Agreen nor Disagree state.
Only 04% of employees Disagree with the statement and no one has stated has
Strongly Disagree.
Question 8
Table 4.8: Table showing how frequently the training must be provided.
Serial
No
1
Particulars
Respondents
Percentage
Every month
08
08%
Once in 3 months
62
62%
Once in 6 months
28
28%
Once in a year
02
02%
100
100%
Total
Source: survey data
Graph 4.8: Graph showing how frequently the training must be

provided.
Percentage
2% 8%
Every month
28%
Once in 3 months
Once in 6 months
Once in a year
62%
Interpretation
From the above graph, it is interpreted that 62% of employees prefer training is to be
conducted Once in 3 months. 28% of employees prefer training programs must be
provided Once in 6 months. 08% of prefer training programs must be provided Every
month. Only 02% of employees feel that training must take place Once in a year.
Question 9
Table 4.9: Table showing whether the
T & D department of the organization,
ensure a good quality faculty for training programs.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
18
18%
Agree
60
60%
Neither Agree nor

Disagree
20
20%
Disagree
02
02%
Strongly Disagree
00
00%
Total
100
100%
Source: survey data
Graph 4.9: Graph showing whether the
T & D department of the organization,
ensure a good quality faculty for training programs.
Percentage
Percentage
60%
18%
20%
2%
0%
Interpretation
From the above graph, it is analysed that 18% of employees Strongly Agree that T & D
department of the organization, ensures a good quality faculty for training programs .
60% of employees Agree that the training organised by the organization ensures good
faculty. 20% of employees were Niether Agree nor Disagree to the statement. Only 02%
of employees were Disagree with the statement and none of the employee Strongly
Disagree with the statement.
.Question
10
Table 4.10: Table showing the objective of the training is achieved in the
training programs.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
16
16%
Agree
60
60%
Neither Agree nor

Disagree
20
20%
Disagree
02
02%
Strongly Disagree
02
02%
100
100%
Total
Source: survey data
Graph 4.10: Graph showing the objective of the training is achieved in

the training programs.
Percentage
70%
60%
50%
40%
30%
20%
10%
0%
0.5
1.5
Interpretation
2.5
3.5
4.5
5.5
From the above graph, it is analysed that 16% of employees Strongly Agree that all the
training programmes provided by the organization as met its objectives. 60% of
employees Agree that the the objective of the training is achieved. 20% of employees
were Niether Agree nor Disagree to the statement and 02% of the employees Disagree
and Strongly Disagree about the statement is also 02%.
Question 11
Table 4.11: Table showing the effectiveness of tools and techniques used
in training for maximum learning.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
26
26%
Agree
58
58%
Neither Agree nor

Disagree
12
12%
Disagree
04
04%
Strongly Disagree
00
00%
100
100%
Total
Source: survey data
Graph 4.11: Graph showing the effectiveness of tools and techniques

used in training for maximum learning.
Strongly Agree
100%
50%
Strongly Disagree
Agree
Percentage
0%
Disagree
Interpretation
From the above graph, it is analysed that 26% of employees Strongly Agree that the tools
and techniques used in training programe helps in maximum learning. 58% of
employees Agree to the statement. 12% of employees were Niether Agree nor Disagree
to the statement and only 04% of the employees Disagree and Strongly Disagree about
the statement is is none.
Question 12
Table 4.12: Table showing whether the supervisor/mentor helps in
learning the skills & concepts effectively while undergoing onthe-job
trainings/coaching/mentoring.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
14
14%
Agree
62
62%
Neither Agree nor

Disagree
24
24%
Disagree
00
00%
Strongly Disagree
00
00%
100
100%
Total
Source: survey data
Graph 4.12: Graph showing whether the supervisor/mentor helps in

learning the skills & concepts effectively while undergoing onthe-job
trainings/coaching/mentoring
70%
60%
50%
40%
30%
20%
10%
0%
62%
14%
24%
0%
0%
Percentage
Interpretation
From the above graph, it is analysed that 14% of employees Strongly Agree with the
statement. 62% of employees Agree that his supervisor/mentor helps him in learning the
skills & concepts effectively while undergoing onthe-job trainings/coaching/mentoring.
24% of employees were Niether Agree nor Disagree to the statement and no employee
has stated as Disagree or Strongly Disagree about the statement.
Question 13
Table 4.13: Table showing about Bosch training venues ensure all
necessary equipments, tools & accessories are present for creating an
effective learning environment.
.
Serial
No
1
Particulars
Respondents
Percentage
Strongly Agree
26
26%
Agree
54
54%
Neither Agree nor

Disagree
14
14%
Disagree
04
04%
Strongly Disagree
02
02%
100
100%
Total
Source: survey data
Graph 4.13: Graph showing about Bosch training venues ensure all
necessary equipments, tools & accessories are present for creating an
effective learning environment.
Percentage
Strongly Agree
Agree
Disagree
Strongly Disagree
4% 2%
14%
26%
54%
Interpretation
From the above pie chart, it is analysed that 26% of employees Strongly Agree that
Bosch training venues ensure all necessary equipments, tools & accessories are present
for creating an effective learning environment. 54% of employees Agree that the training
venues are very effectve for learning. 04% of employees Disagree about the statement
and only 14% of employees were Niether Agree nor Disagree on the statement and only
02% were Strongly Disagree about the statement.
.Question
14
Table 4.14: Table showing the personal assistance received by an

employee to clarify
practical work issues in the training and
development sessions?
.
Serial
Particulars
Respondents
Percentage
No
1
Never
12
12%
Rarely
32
32%
Sometimes
48
48%
often
08
08%
Total
100
100%
Source: survey data
Graph 4.14: Graph showing the personal assistance received by an

employee to clarify
development sessions.
practical work issues in the training and
Percentage
Never
Rarely
Sometimes
often
8% 12%
32%
48%
Interpretation
From the above graph, it is analysed that 12% of employees stated that they Never
received any personal assistance to clarify practical work issues in the training and
development sessions. 32% of employees stated that they Rarely received
some
personal assistance to clarify practical work issues in the training and development
sessions. 48% of employees stated that they Sometimes they received some personal
assistance to clarify practical work issues in the training and development sessions and
only 08% of employees stated that they Often received any personal assistance to
clarify practical work issues in the training and development sessions.
CHAPTER 5
FINDINGS, SUGGESTION AND CONCLUSIONS
FINDINGS
There are some of the findings, which are found from the study undertaken at Bosch Ltd.
Bangalore.
Majority of the employees agree that Bosch gives priority for training its employees in
the organization and few employees strongly agree that Bosch gives priority in training
its employees for the betterment.

Employees agree that training and development program is a must for enhancing
productivity and performance.

From the findings, find that most of the employees have attended the training programs
more than times in the last one year.

Majority of the employees have improved their performance after undergoing training at
Bosch.
At Bosch most of the employees want the training programs to be conducted Once in 3
months and few of the employees want the training programs to be conducted in Once in
6 months. And it should be relevant to both the employees. Not much of practical training
is imparted during training session.

Majority of the employees have gained decision making and problem solving skills from
the training and development programs

There is a positive response for the present training methods used and the duration taken
for them to be trained.

Majority of the employees agree that they have received some personal assistance to
clarify practical work issues in the training and development sessions and few were
disagree with the statement.

Employees prefer to have training to be made mandatory and to be more need oriented
than syllabus oriented.

Employees prefer to have better location for learning/training which would be free from
the destructions and to be completed within a required/given time for the session.
SUGGESTIONS
Practical training should be imparted during training session which will make the
employees to improve their skills.

Few practical assignments or role plays should be conducted to the employees in order to
know their decision making and problem solving abilities.

Training and development program is excellent and it will be better.
Leadership trainings, Job relevant trainings and other trainings to be made mandatory
across all levels.

Minimum 2 programs per year is must to improve skill in current job to be emphasized
Follow up session/escalation module should be introduced

Training and development programs are mostly preferable for the people who are below
40years of age.
Need to have more practical aspects than theory aspects in the T & D programs.
Better workplace and facility should be provided and well organized by the organization
for the training program.

The duration of the T& D provided must not be too long such that the trainee loses their
interest.
Every training and development programs must be provided to every individual for the
betterment of the organization for their future growth.
CONCLUSION
The project on training and development which is done in regard with Bosch
Ltd., Bangalore, can be concluded as follows:
Training and Development plays an important role in every organization, as it guides the
employees regarding the nature of their work. Training for employees is very imp in the
working environment .The employees are the assets of the company, hence the
organizations invest much more for the employee training and development so that the
organization can achieve and improve the profitability.
It increases knowledge and skills, hence enabling employees perform challenging tasks.
Training is essential so that organization can sustain competitors.
The study on training and its effectiveness at BOSCH has thrown out of the
shortcomings. Though the training programs are successful in majority and there were
only minor dissatisfactions, which the employees have expressed. This dissatisfaction can
be overcome by critical evaluation of the participants feedback.
Though there has been dissatisfaction among employees during the training programmed
there has been high level of Training Validity (participants learning during training) and
Training Validity(transferred the things they have learned to improve their job
performance).
Finally conclude, the training and development for employee at Bosch is meeting
satisfactory level even though some critical aspects of training and development needs to
be looked and made some changes so as to facilitate a better and more effective training
system for the future.
Bibliography
Websites:
www.boschlimited.com
www.google.com
www.hrsite.com
Books:
C.R.KOTHARI - Research Methodology.

PRATHAP KESHARI KHATOI - Business Research Methods.
Kalyani Publishers. (Second Revised Edition 2009)Reprinted 2010.
NARESH MALHOTRA - Marketing Management.
P.SUBBA RAO
Personal and Human Resource Management.
Human Resource Management.
Himalaya Publishing House. (Second Revised Edition : 2006).
K.ASHWATAPPA
Human Resource and Personal Management.
Human Resource Management.
SRIDHAR BHAT - Management Behavioral Process.
G PANDU NAIK Training and development .
EXEL BOOKS(First Edition: New Delhi, 2007)Reprint: 2009, 2010
SNELL .BOHLANDER.VOHRA - Human Resources Management.
(A South-Asian Perspective) CENGAGE Learning.
Oxford dictionary.
Journals
Human Resource Training and Development Method,
by Thanos Kriemadis, Anna Kourtesopoulou, 2008
Evaluating Training and Development,
by Iftikhar Ahmad and Siraj ud Din, 2010

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A DISSERTATION REPORT

MASTER OF BUSINESS ADMINISTRATION

Under the guidance of

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(Reg. No. 14201023)

INTERNAL GUIDE CERTIFICATE

Certified that this Dissertation report titled EFFECTIVENESS OF TRAINING AND

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as payroll and benefits administration,

technological advancement, and further research, HR now focuses on strategic initiatives

industrial and labour,

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HUMAN RESOURCE MANAGEMENT

People are more important in todays

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Human Resource Management Process:

HRM is viewed as a process of sequence of operations and activities.

Objectives and Organization of HRM

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TRAINING AND DEVELOPMENT

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DEFINITION; Lawrence S.Kleiman defines Training and development as planned

Differences between Training and Development

conceptual and general knowledge

mostly technical and

Features of training and development:

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Training is the acquisition of knowledge, skills, and competencies as a result of the

An effective training program focuses on knowledge and skills.

Need for training

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Enhancing Employee Performance: Imparting new skills help in performance

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Evaluation of training program

The various methods of training evaluation are:

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Cost-benefit analysis of the training program.

How to make training effective

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Recent developments in training

Training and Development

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System Model Of Training

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Criteria for Evaluating Training

Criteria for Evaluating Training

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Second largest two wheel vehicle producer

BACKGROUND OF THE COMPANY

and security systems.

In 2010, BOSCH Group filed 3800 patent

applications across the globe.

ABOUT BOSCH LIMITED

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