Desk Project 1

Desk Project Report
On
Designing & Pilot Testing of Training
Module; Motivation, Self-Motivation and
Goal Setting; Conducted At:
In Partial fulfilment of POST GRADUATE

DIPLOMA IN MANAGEMENT (PGDM)
through Balaji Institute of Management &
Human Resource Development
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A COMPANY PROJECT STUDY CONDUCTED BY AJAATH SHARMA;
PM&HR; ROLL NO. HRD1613402; REGISTRATION NO. 311079
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ACKNOWLEDGEMENT
Sometimes it can be difficult to find the right words to say to

someone who means so much to you, and when there are too
many people, it make it even more difficult. To start off with, I
would like to thank my parents, because of whom I stand where
I am.
First experiences are considered to be very important
especially if it I the starting of your career. In my case, Bharat
Forge limited was my first step and experience to the corporate
world. Because of the help and guidance from Dr. Santosh
Bhave Sir, today I feel proud to contribute my efforts to Bharat
Forge Limited.
Right from the beginning to the end of my company project
studies, I had rock solid support from Mrs. Leena Deshpande
Maam, my mentor, Sapna Maam, and Shobha Ronimath
Maam, who guided me through every step of the project.
Apart from textual & bookish knowledge, I have learned
practical approach of an HRs point of view from not only all
three of you, but the whole training centre of Bharat Forge
Limited.
I am empathetically thankful to my beloved institute (BIMHRD),
My Institute Director Dr. G. Gopalakrishnan and my in-house
mentor Dr. Rajeshwari Patil, who have highlighted the know-
hows of Company Project Studies.
Last but definitely not the least, I would like to extend my
thanks to all my friends & family, staff at both BIMHRD and
Bharat Forge, for playing their role for my overall development
as an HR Professional.
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INDEX
CHAPTER TOPIC Page No.
TITLE OF PROJECT 1
CERTIFICATE/LETTER OF AUTHORIZATION 2
ACKNOWLEDGEMENTS 3
TABLE OF CONTENTS 4
1 EXECUTIVE SUMMARY 6
CONTEXTUAL BACKGROUND
A. INDUSTRY SCENARIO
B. MARKET SECNARIO
2 C. COMPETITOR ANALYSYS 7-26
D. BRIEF OF BHARAT FORGE & DEPARTMENT PROFILE
E. ROLE IN COMPANY
RESEARCH PROBLEM
A. NEED ANALYSIS
3 27
B. 4 STEP PROCESS
C. TYPES OF NEED
4 OBJECTIVE(S) 30
5 LITERATURE REVIEW 31
RESEARCH METHODOLOGY
A. RESEARCH TYPE 34
6 B. SAMPLE SIZE
C. SAMPLING METHOD
D. QUESTIONNAIRE
E. DATA COLLECTION METHOD
7 RECOMMENDATION(S) 37
8 FUTURE SCOPE OF TOPIC 39
9 CONCLUSION 41
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CHAPTER 1
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Executive Summary
Training and development is a continuous process which invariably runs in every exiting
organization, irrespective of its size, structure and origin. It has its own department in most
organizations to carry on its operations.
In an organization, an MNC for example, be it manufacturing in this case, have a remarkable amount
of employee turnover. In this whole process of employees coming in and going out, training
department plays a major role on the newly joined employees and existing employees. In the case of
a newly joined employee, training plays a role irrespective of what his position is there in the
organizational hierarchy. In the case of existing employees both training and development plays a
key role. Training; when an employee is promoted, and Development; when an employee is working
in his current designation, and is been introduced to various soft and hard skills. Development also
happens qualification wise, via certification programs, when the organization focuses on
qualification oriented development.
When it comes to Bharat Forge limited, Training Centre plays a major role in lifecycle of employees.
There are various modules designed and executed by in house as well as external faculties. The DETs
(Diploma Engineer Trainees) and GETs (Graduate Engineer Trainees) get training as per their role in
the company, which is based on technical know-how relevant to their task i.e. machines on shop
floor.
In the managerial cadre, training is provided right from the lower to the higher level employees.
These trainings which are deployed or executed are usually based on communication, business
communication, effective in business communication, stress management, team building, time
management etc.
The new model which was designed and was put to a pilot test was based on motivation and goal
setting of workforce. It was titled as; Motivation, Self-motivation & goal setting. The key objectives
of this program was to inculcate knowledge about key motivators and demotivates which can
influence productivity, self-motivation for one to sustain under challenging scenarios, and goal
setting, in order to optimize performance, set goals in line with the companys goals. Information
about goal setting was imparted not only from the companys perspective, but also with an
approach of the employees implementing such strategies in their live, for an overall approach. In this
training module, different tools have been used, for instance; Videos, power point presentation,
graphical images, case studies, role plays, management games and other activities.
3 questionnaires were implemented during this module. The first one was a psychometric test,
which assessed the self-motivation levels of the employees. This questionnaire was implemented at
the initial stage, well in advance before the module was designed, and was implemented at the end
of the period of the CPS phase. It helped us to gather information on the motivation levels pre and
post training. The second questionnaire was based of Hertzbergs 2 factor theory, which was used to
gather the opinion of the employees working in Bharat Forge Pune only. The third questionnaires is
the standard protocol to be implemented after the training programme; an immediate training
evaluation/feedback form. The data analysis and its interpretations are mentioned in Chapter 7
(Page 35).
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CHAPTER 2
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Contextual Background
Section A Industrial Scenario
The Indian forging industry has emerged as a major contributor to the manufacturing sector of the
Indian Economy. It is a key element in the growth of the Indian automobile industry as well as other
industries such as general engineering, construction equipment, oil, gas and power. The Indian
forging industry is well recognised globally for its technical capabilities.
With an installed capacity of around 37.7 lakh MT, Indian forging industry has a capability to forge
variety of raw materials like carbon steel, alloy steel, stainless steel, super alloy, titanium,
aluminium, etc.
Based on their installed capacity, the forging units may be classified as very large (capacity above
75,000 MT), large (capacity above 30,000 to 75,000 MT), medium (capacity above 12,500 to 30,000
MT), small (capacity above 5,000 to 12,500 MT) and very small (capacity up to 5,000 MT). Based on
this classification it is seen that about 87% of the total number of units are small and very small,
while only about 5% can be classified as very large and large units; the balance of about 8%
constitute the medium sized units.
The Indian forging industry is concentrated around its end user customer locations. Therefore, the
major forging clusters are found to be in the states of Maharashtra, Punjab, Gujarat, Tamil Nadu,
Haryana, Delhi, Karnataka, Jharkhand, West Bengal and Andhra Pradesh. States such as
Maharashtra, Punjab, Tamil Nadu, Haryana, Jharkhand and Delhi.
The forging industry of India provides direct employment to about 95,000 people. The small and very
small units are mainly dependant on manual labour, however medium and large units are more
mechanized. Quality standards in the industry have improved significantly and the sector is now well
known globally for its high quality.
Current share of auto sector is about 61% of total forging production while the rest is with the non-
auto sector. Changes in Indian automobile industry directly impact Indian forging industry, because
the forging components form the backbone of the Indian automobile industry. Since the automobile
industry is the main customer for forgings the industrys continuous efforts in upgrading
technologies and diversifying product range has enabled it to expand its base of customers to
foreign markets.
The Indian forgings industry has made rapid strides and currently, not only meets almost all the
domestic demand, but has also emerged as a large exporter of forgings. The industry is increasingly
addressing opportunities arising out of the growing trend among global automotive OEMs (Original
Equipment Manufacturers) to outsource components from manufacturers in low-cost countries. As a
result, the industry has been making significant contributions to countrys growing exports.
In order to reduce the impact of cyclicality and dependence on auto sector, the industry plans to
diversify into non-automotive sectors. The chart presented below shows the increasing capacity of
the Indian forging industry.
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PRODUCTION AND INSTALLED CAPACITY OF INDIAN FORGING INDUSTRY
Year Installed Total Capacity

Capacity (Lakh Production Utilization
Tonnes) (Lakh Tonnes) (Percentage)
2011-12 37.7 24.5 64.9
2012-13 37.7 21.1 55.9
2013-14 37.7 21.5 57.0
2014-15 37.7 23.0 61.0
2015-16 37.7 24.5 64.9
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Section B Market Scenario of Forging Industries
About Forging
Forging is a process in which metals are shaped into desired designs by applying compressive forces.
This technique is very robust compared to a number of other metal shaping techniques because of
the strength acquired by the metal during forging. Some metals are processed hot while others are
processed cold. There are a number of forging methods such as closed die, press, and upset forging;
open die forging; and cold forging. The Automotive industry is the major end-user of forged
products, followed by the Engineering Machinery and Railway industries.
There are a total of top 100 forging companies in India, out of which the top 27 are mentioned
below with their market status as of 23rd June 2017
Serial 52 wk 52 wk Market Cap

Company Name Last Price % Chg
Number High Low (Rs. cr)
1 Bharat Forge 1,116.65 -3.26 1,220.45 686.80 25,994.98
2 AIA Engineering 1,388.75 0.19 1,641.00 1,029.20 13,098.74
3 Mahindra CIE 231.35 -2.12 259.70 184.00 8,747.66
4 RamkrishnaForge 514.20 -0.45 536.65 256.25 1,474.21
5 Electrosteel 31.15 -2.96 40.60 18.30 1,111.92
6 MM Forgings 620.00 -0.74 649.00 439.90 748.36
7 Alicon Castallo 500.00 -2.48 535.00 306.50 612.81
8 Nelcast 64.50 -3.30 74.00 44.50 561.16
9 Jayaswal Neco 7.56 -5.14 11.49 6.36 482.81
10 National Fittin 245.85 0.22 284.95 107.90 204.55
11 Steelcast 95.15 -5.18 122.70 55.00 192.58
12 Metalyst Forgin 41.85 -4.23 93.25 32.50 182.26
13 Invest and Prec 265.90 -2.13 285.00 148.50 132.95
14 Pradeep Metals 69.15 0.22 84.95 39.00 119.42
15 Kalyani Forge 298.95 -0.22 409.00 240.00 108.76
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16 Magna Electro 184.05 0.33 228.90 111.00 84.34
17 Simplex Casting 124.50 2.55 154.90 106.50 74.50
18 Sanghvi Forging 40.00 -0.87 53.40 33.00 59.57
19 Tayo Rolls 55.35 -2.81 67.85 46.90 56.79
20 Rajkumar Forge 49.05 -4.94 75.55 27.90 53.66
21 Hilton Metal 31.75 -5.65 35.45 14.75 39.51
22 Akar Tools 72.25 -3.73 80.40 42.20 38.97
23 Bhagwati Auto 101.90 -1.69 111.15 55.65 29.35
24 Gontermann 7.57 5.87 8.80 6.00 16.83
25 Carnation Ind 47.05 -2.69 78.00 35.30 16.27
26 Smiths & Found 1.00 0.00 21.33 1.00 10.20
27 Amforge 5.26 -3.66 6.20 2.80 7.80
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Section C Competitor Analysis
Bharat Forge Limited (BFL), the Pune based Indian multinational is a technology driven global leader
in metal forming having transcontinental presence across ten manufacturing locations, serving
several sectors including automotive, power, oil and gas, construction & mining , rail, marine and
aerospace.
Part of Kalyani Group - a USD 2.5 billion conglomerate with 10,000 global work force; BFL today has
the largest repository of metallurgical knowledge in the region and offers full service supply
capability to its geographically dispersed marquee customers from concept to product design,
engineering, manufacturing, testing and validation.
The world's largest forging company with manufacturing facilities spread across India, Germany,
Sweden, France and North America. Bharat Forge manufactures a wide range of high performance,
critical & safety components for the automotive & non-automotive sector. It is India's largest
manufacturer and exporter of automotive components and leading chassis component
manufacturer in the world.
Bharat Forge stands 1st among the top 100 Indian forging companies and worlds No. 2nd. In the
Indian market, there are the top 4 companies giving Bharat Forge head on competition. Which are as
follows:
Their balance sheets are mentioned in the next page which contains details of all the 4 companies.
They are of the year 2016.
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------------------- in Rs. Cr. -------------------
Balance Sheet Bharat Forge AIA Engineering Mahindra CIE RamkrishnaForge Electrosteel
Mar '16 Mar '16 Dec '16 Mar '16 Mar '16
Sources Of Funds
Total Share Capital 46.57 18.86 378.09 28.67 35.7
Equity Share Capital 46.57 18.86 378.09 28.67 35.7
Share Application Money 0 0 0 0 0
Preference Share Capital 0 0 0 0 0
Reserves 3,593.89 1,996.67 3,085.49 442.83 1,972.87
Revaluation Reserves 0 0 0 0 533.7
Networth 3,640.46 2,015.53 3,463.58 471.5 2,542.27
Secured Loans 47.9 54.78 120.26 744.32 1,820.52
Unsecured Loans 1,413.55 81.54 18.19 64.51 98.02
Total Debt 1,461.45 136.32 138.45 808.83 1,918.54
Total Liabilities 5,101.91 2,151.85 3,602.03 1,280.33 4,460.81
Bharat Forge AIA Engineering Mahindra CIE RamkrishnaForge Electrosteel

Mar '16 Mar '16 Dec '16 Mar '16 Mar '16
Application Of Funds
Gross Block 4,568.82 958.43 637.9 1,150.11 1,719.47
Less: Accum. Depreciation 2,401.48 308 127.22 210.83 631.84
Net Block 2,167.34 650.43 510.68 939.28 1,087.63
Capital Work in Progress 272.12 37.8 6.1 35.06 1,278.42
Investments 1,429.82 867.75 2,906.48 6.7 1,261.31
Inventories 525.43 208.42 141.72 220.05 350.92
Sundry Debtors 576.53 401.26 243.07 285.36 703.72
Cash and Bank Balance 374.69 34.95 10.44 1.43 94.96
Total Current Assets 1,476.65 644.63 395.23 506.84 1,149.60
Loans and Advances 1,021.88 173.06 194.82 146.21 534.46
Fixed Deposits 0 0 0 0 0
Total CA, Loans & Advances 2,498.53 817.69 590.05 653.05 1,684.06
Deffered Credit 0 0 0 0 0
Current Liabilities 1,181.32 195.46 383.39 344.77 747.1
Provisions 84.6 26.39 27.89 8.99 103.53
Total CL & Provisions 1,265.92 221.85 411.28 353.76 850.63
Net Current Assets 1,232.61 595.84 178.77 299.29 833.43
Miscellaneous Expenses 0 0 0 0 0
Total Assets 5,101.89 2,151.82 3,602.03 1,280.33 4,460.79
Contingent Liabilities 1,516.19 329.88 138.75 131.33 936.69

Book Value (Rs) 156.38 213.69 91.61 164.46 56.27
Source : Dion Global Solutions Limited
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Section D Brief of Bharat Forge & Department Profile
A PREFERRED TECHNOLOGY & ENGINEERING DRIVEN DEVELOPMENT PARTNER
Bharat Forge Limited (BFL), the Pune based Indian multinational is a technology driven global leader
in metal forming having transcontinental presence across ten manufacturing locations, serving
several sectors including automotive, power, oil and gas, construction & mining , rail, marine and
aerospace.
Part of Kalyani Group - a USD 2.5 billion conglomerate with 10,000 global work force; BFL today has
the largest repository of metallurgical knowledge in the region and offers full service supply
capability to its geographically dispersed marquee customers from concept to product design,
engineering, manufacturing, testing and validation.
The world's largest forging company with manufacturing facilities spread across India, Germany,
Sweden, France and North America. Bharat Forge manufactures a wide range of high performance,
critical & safety components for the automotive & non-automotive sector. It is India's largest
manufacturer and exporter of automotive components and leading chassis component
manufacturer in the world. BFL's customer base includes virtually every global automotive backed by
several decades of experience in component manufacturing & metallurgy, the company is now
looking beyond automotive and has embarked on an ambitious and exciting journey to redefine its
already existing presence across several critical business verticals such as oil & gas, power, rail &
marine, aerospace, metals & mining, construction and general engineering.
Bharat Forge will use its strong platform of metallurgical knowledge, design & engineering capability
and manufacturing prowess, to create a strong position for itself in these sectors. Expanding into
new horizons will give Bharat Forge a completely new growth perspective. It will begin the
transformation of the company from an auto component supplier to an engineering company with
diverse complementary businesses in new high growth sectors.
AUTOMOTIVE
Over the years, Bharat Forge continues to invest in state-of-the-art facilities harbouring world-class
capacities and capabilities. Our facilities include fully automated forging and machining lines, the
largest of its kind and among the best in the industry. They are complimented with a strong
technology infrastructure based on IT platforms, on which the company has built an edifice of
unmatched design, engineering and innovation capabilities. Today, BFL holds the capability to meet
the global demands of its customers with seamless engineering and design support.
A customer base that includes virtually every global automotive OEM and Tier I supplier, BFL today
is among the few global automotive component manufacturers with capability to offer front line
design & engineering, dual shore manufacturing
capability and full service supply capability.
The company's USP lies in the full service supply

capabilities that it has developed. This ranges from
product conceptualization to designing,
manufacturing, testing and validating. Based on
these, the company is built on strong, sustainable
and durable customer relationships which results in
the company partnering customers in their long
term product development programmes.
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AUTOMOTIVE PRODUCTS
Powertrain Components
1. Forged Crankshafts
2. Machined Crankshafts
3. Connecting Rod
4. Piston
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Chassis Components
1. Steering Knuckle
2. Front Axel Beam
3. Control Arm
4. Wheel Carrier
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5. Transmission Parts
TECHNICAL SPECIFICATIONS
CHASSIS TRANSMISSION
SEGMENTS POWER TRAIN COMPONENTS
COMPONENTS PARTS
CONNECTING FRONT STEERING
CRANKSHAFTS
RODS AXLES KNUCKLES
Passenger Car 10-30 Kg < 1 Kg NA 2-10 Kg 0.5 Kg - 6 Kg
LCV / MCV 25-80 Kg 1-3 Kg 30-60 Kg 10-30 Kg 3 Kg -30 Kg
HCV 60-250 Kg 2-5 Kg 60-150 Kg 25-40 Kg 20 Kg - 100 Kg
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POWER PRODUCTS
1. Thermal
2. Wind & Hydro
3. Transmission & Drives
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OIL AND GAS
1. Surface
2. Sub Sea
3. Shale Gas
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RAIL
1. Crankshaft
2. Axle
3. Connecting Rod
4. Claw Lock & Piston
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MARINE
1. Crankshaft
2. Connecting Rod
AEROSPACE
1. Wheel Lever Forging
2. Fan Forging
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3. Main Leg Forging
CONSTRUCTION & MINING
1. Track Link
2. Front Spindle
3. Crankshaft
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Journey of Bharat Forge Limited
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Training Centre of Bharat Forge A Brief on Departments Profile
Bharat Forge Ltd has its training centre, in Pune, Mundhwas Plant. Training Centre is a Home for 2
activities which plays major role in the functioning of the company, i.e. Training and Development
and CSR.
Training centre, plays a major role in the organization. It provides training to the new employees,
with a general 3 day induction, which includes plant visit to all the departments in the organization.
Safety, Security, Material Quality, Machinery Component Division, etc.; are covered in the plant visit.
Bharat Forge believes training and development is a continuous process, and is oriented to the
overall, development of the employees and ensure its effectiveness impacts the employees
personal and professional life in a positive aspect. There are monthly training workshops which are
conducted as per the need analysis, and the recommendations, and suggestions from both; higher
management and employees themselves.
GETs and DETs are apprentices who are from a technical background, contribute their knowledge
to the company as a fresher right from the end of their education in their respective field. DET
stands for diploma in engineering trainee and GET stands for graduate in engineering trainee. They
are given special kind of an induction which consists of 7 days. It includes right from plant visit to
other kinds of on-field and off-field sessions to provide them practical and live insights on their
oncoming course of their apprenticeship.
Training workshops are conducted in Bharat Forge by both internal and external trainers. The
emphasis is laid down right from the Jr. Management cadre to the top, to engage them in
continuous learning process. Different types training sessions, right from behavioural oriented and
soft-skill oriented, to technical training sessions are deployed to keep the employees engaged in the
learning process in their journey as an employee in Bharat forge.
Section E Role in Company

As far as I have heard as an individual, usually student managers on their CPS (company project
studies) get restrictive profile to work on. But in my case, Bharat Forge offered many areas to
explore and gain insights. Since the planning, operation and strategizing of CSR takes place inside the
training centre of Bharat Forge, I had the opportunity to learn about how CSR works and Operates,
in what all fields companies engage in CSR activities.
Focusing the light on to my profile, (Training & Development) my role in the company mainly was to
design, and assist in executing a training module, which Titles as Motivation, Self-Motivation & Goal
Setting.
My mentor, Mrs Leena Deshpande Maam, Helped me, pitch in ideas, which included management
games, role-playing in the module, etc. Questionnaires were prepared from which one of them was
based on Hertzberg 2 factor theory, Self-motivation assessment, and Post-training evaluation. Post
execution of the training model included analysing the data from the questionnaire and deriving
results and interpreting them.
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CHAPTER 3
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Research Problem
The aim, was to design a full training module, titled Motivation, Self-Motivation & Goal Setting.
The target employees who received the training were from the lower to the middle managerial level.
(Click here for the data/chart of the same)
Section A Need Analysis

Training need analysis is the breakdown of an identified need to determine its bases and causes as
well as the relationship among identified needs. Need assessment means the identification and
prioritization of training requirements. Identification of training need starts with the determination
of knowledge and skill essential for maximum effectiveness in an organizations position. In short,
TNA assists in drawing the given conclusions:
Who needs training?

What type of training?
Why a particular training is required?
In this cases, the company follows a standard protocol. The need analysis was conducted, and above
questions were answered.
Who needs training?

Employees from the Lower to the middle level management needed training.
What type of training?

Indoor training, which comprises of Power Point presentation, Management Games, Role Plays,
Activity, Case Study, Videos ETC.
Why a particular training is required?

This kind of training was required in order to impart both theoretical and practical knowledge on
Motivation, Self-motivation, and Goal-Setting. It not only helps the employees who are being
trained, but also will create an impact on their subordinates at their work place.
Section B 4 Step Process

In the 4 step process, it elaborates on how the module is prepared and on what basis the module Is
prepared. The stages are mentioned below, how the module was prepared.
First Stage: Identified Needs, There the needs are identified by the company though various tools
such as performance appraisal forms, post training evaluation form, employee suggestions to the
training department, etc.
Designed the module: This stage, lasts till the module is complete prepared keeping in mind the
target population. Qualifications usually are not a barrier, rather employees falling in a category of a
designation are targeted and the module is designed.
Implemented the module: The designed module will be implemented, by the trainer, in this case,
Mrs. Leena Deshpande Maam Implemented the module/conducted the module.
Evaluation of the module & Data Interpretation: Module was immediately evaluated by the trainees
who were receiving the module. The feedback and interpretations are recorded and converted into
graphs.
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Identified
Need
Data
Interpretati Designed
on from Module
Feedback
Evaluated Implemen
the -ted
Module Module
Section C Types of need

Training needs are classified into 4 types, as mentioned in the diagram below:
Democratic
Types of
Compliance Trainng Diagnostic
Needs
Analytical
Out of these 4 types of needs, Democratic Needs is used as a method from which Bharat Forge
understands that the employees need training on these following aspects. Democratic need, if
theoretically explained, are preferred, selected, recommended and voted by managers or by
employees or by both. Here performance appraisal as a tool is used to gather inputs on such needs
and suggestions on training. Other than this, when there are other training program conducted, in
their post training evaluation form, in the qualitative feedback section, such training programs or
modules are suggested and recommended.
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CHAPTER 4
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Objectives
Objectives of the CPS (Company Project Study) are classified into Primary and Secondary Objectives.
They are as follows:
Primary Objectives:
1. Design a Training Module
Secondary Objectives:
2. Gather opinion of Trainees on their Hygiene and Motivators

3. Conduct a Self-Motivation Assessment Pre & Post Training Module
4. Conduct a Training Evaluation.
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CHAPTER 5
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Literature Review Training &
Development
In this competitive world, training plays an important role in the competent and challenging format
of business. Training is the nerve that suffices the need of fluent and smooth functioning of work
which helps in enhancing the quality of work life of employees and organizational development too.
Development is a process that leads to qualitative as well as quantitative advancements in the
organization, especially at the managerial level, it is less considered with physical skills and is more
concerned with knowledge, values, attitudes and behaviour in addition to specific skills.
Hence, development can be said as a continuous process whereas training has specific areas and
objectives. So, every organization needs to study the role, importance and advantages of training
and its positive impact on development for the growth of the organization. Quality of work life is a
process in which the organization recognizes their responsibility for excellence of organizational
performance as well as employee skills.
Training implies constructive development in such organizational motives for optimum

enhancement of quality of work life of the employees. These types of training and development
programs help in improving the employee behaviour and attitude towards the job and also uplift
their morale.
Thus, employee training and development programs are important aspects which are needed to be
studied and focused on. The Primary objective of the (CPS) is to design a training module based on
motivation. As mentioned earlier, the target population are the lower to middle management of the
company. This module is tailored as per the requirement of the company.
It emphasises on theoretical and practical approach to motivation, self-motivation and goal setting.
It will help the managers not only to motivate their employees but also to keep themselves
motivated. Approaches of S.M.A.R.T. Goal-setting will help the managers to set their personal and
professional goals, and allot target for their subordinates to achieve. This way, the program can
contribute not only to the professional, but also personal development of the individual.
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CHAPTER 6
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Research Methodology
Section A Research Type
Applied Research
Applied research is focused up on a real life problem requiring an action for policy decision. It tries to
find out practical and immediate result. It is thus problem oriented and action directed.
According to Kerlinger (1979) applied research is research directed towards the solution of specified
practical problems. Julian Simon has pointed out that applied social sciences help in making policy
decision. Applied research methods are sometimes more sophisticated than any methods used in
pure research (touffers: 1950)
There is vast scope for applied research in the fields of technology, management, commerce,
economics and other social sciences. Innumerable problems are face in these areas. They need
empirical study for finding solutions. The immediate purpose of an applied research is to find
solutions to practical problems, it may incidentally contribute to the development of theoretical
knowledge by leading to the discovering of new facts or testing of a theory or to conceptual clarity.
Section B Sample Size

14 Managers were the first batch to witness and undergo this training.
Section C- Sampling Method

Stratified Sampling
Stratified random sampling is a better method when there are different subgroups in the population.
Stratified random sampling divides a population into subgroups or strata, and random samples are
taken, in proportion to the population, from each of the strata created. The members in each of the
stratum formed have similar attributes and characteristics. This method of sampling is widely used
and very useful when the target population is heterogeneous.
In this case, 14 deferent employees were selected amongst 30-35 different departments presented
under Bharat Forge Pune.
Section D Questionnaire
There were a total of 3 questionnaires which were implemented in the entire project.
The first questionnaire, was titled as Self-Motivation Assessment. This questionnaire, was
implemented pre training and post training. The questionnaire was distributed to the selected 14
employees before the training module was being designed.
The second questionnaire was implanted before the training program began, which was based on
Hertzberg 2 Factor theory. It was used to assess the general opinion of the employees in Bharat
Forge only to gather their opinion on what factors will motivate them and what factors will
demotivate them. It also contained questions relating to goal-setting.
The third questionnaire was a simple post training evaluation form. It is a standard protocol to
distribute the questionnaire after the training program to the employees who were a part of the
35 | P a g e
training program. It helps gathering data related to effective, relevance, and delivery of the training
program.
Section E Data Collection Method

Survey Method
Hertzberg 2 Factor theory and Training Evaluation Form, were surveys filled out by the employees,
one before and one after the training.
Psychometric Test Scores (Self-Motivation Assessment)
The scores were interpreted and calculated at both times, Pre & Post Training.
Concluding Statement for Data Collection: All these sources were primary for data collection. It was
filled out on a form (Hardcopy) and manually entered into Excel for Data Analysis.
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CHAPTER 7
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Recommendations for Potential
Implementation
Based on the results, which we have derived out of the questionnaire, there are some following
recommendations to make:
Design a mentorship program in order to guide the employees though their journey in Bharat
forge
Increase training of such types, based on soft-skills, etc.
Duration of Training should be longer as employees are suggesting in qualitative feedback.
Frequency of training should be often.
There should be some platform to provide a platform to the employees in order to be
recognised.
Increase in monetary and non-monetary rewards to the employees.
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CHAPTER 8
39 | P a g e
Future Scope
Training and development plays a major role in the organizations of the present day scenario.
Earlier, training was more emphasized rather than development. But once Training and development
started implementing in the organizations, especially manufacturing sectors, there was a major
change in the attitudes of the employees in the organizations.
They started gaining more insights from various sources, i.e. the trainer which such developmental
programs used to be conducted. It not only impacted the career but also personal and over all
development of an employee, of course in a positive way.
The need for such kind of modules to be executed in the future is necessary because all of them are
not aware of the contents in the motivation module.
This module can be used as primary module or secondary module to use during training the
employees on the same filed. It is created keeping in mind the needs of the company and the
employees in mind. Its future use can be versatile, chunks, bits and parts of it can be used for the
purpose of training.
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CHAPTER 9
41 | P a g e
Conclusion
At the end of this project, we can come to the conclusion that the objectives were successfully
achieved. Both the Primary and Secondary objectives were achieved, which were;
Primary Objectives:
1. Design a Training Module Designed 60 Slide PPT
Secondary Objectives:
2. Gather opinion of Trainees on Their Hygiene and Motivators Filled up by 14 employees

who attended training.
3. Conduct a Self-Motivation Assessment Post Training Module - Filled up by 14 employees
who attended training.
4. Conduct a Training Evaluation - Filled up by 14 employees who attended training.
Data analysis for the same are mentioned above in Chapter 7.
42 | P a g e

Desk Project 1

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Desk Project Report

In Partial fulfilment of POST GRADUATE

Sometimes it can be difficult to find the right words to say to

Year Installed Total Capacity

2011-12 37.7 24.5 64.9

2012-13 37.7 21.1 55.9

2013-14 37.7 21.5 57.0

2014-15 37.7 23.0 61.0

2015-16 37.7 24.5 64.9

Serial 52 wk 52 wk Market Cap

1 Bharat Forge 1,116.65 -3.26 1,220.45 686.80 25,994.98

2 AIA Engineering 1,388.75 0.19 1,641.00 1,029.20 13,098.74

3 Mahindra CIE 231.35 -2.12 259.70 184.00 8,747.66

4 RamkrishnaForge 514.20 -0.45 536.65 256.25 1,474.21

5 Electrosteel 31.15 -2.96 40.60 18.30 1,111.92

6 MM Forgings 620.00 -0.74 649.00 439.90 748.36

7 Alicon Castallo 500.00 -2.48 535.00 306.50 612.81

8 Nelcast 64.50 -3.30 74.00 44.50 561.16

9 Jayaswal Neco 7.56 -5.14 11.49 6.36 482.81

10 National Fittin 245.85 0.22 284.95 107.90 204.55

11 Steelcast 95.15 -5.18 122.70 55.00 192.58

12 Metalyst Forgin 41.85 -4.23 93.25 32.50 182.26

13 Invest and Prec 265.90 -2.13 285.00 148.50 132.95

14 Pradeep Metals 69.15 0.22 84.95 39.00 119.42

15 Kalyani Forge 298.95 -0.22 409.00 240.00 108.76

17 Simplex Casting 124.50 2.55 154.90 106.50 74.50

18 Sanghvi Forging 40.00 -0.87 53.40 33.00 59.57

19 Tayo Rolls 55.35 -2.81 67.85 46.90 56.79

20 Rajkumar Forge 49.05 -4.94 75.55 27.90 53.66

21 Hilton Metal 31.75 -5.65 35.45 14.75 39.51

22 Akar Tools 72.25 -3.73 80.40 42.20 38.97

23 Bhagwati Auto 101.90 -1.69 111.15 55.65 29.35

24 Gontermann 7.57 5.87 8.80 6.00 16.83

25 Carnation Ind 47.05 -2.69 78.00 35.30 16.27

26 Smiths & Found 1.00 0.00 21.33 1.00 10.20

27 Amforge 5.26 -3.66 6.20 2.80 7.80

Bharat Forge AIA Engineering Mahindra CIE RamkrishnaForge Electrosteel

Contingent Liabilities 1,516.19 329.88 138.75 131.33 936.69

Source : Dion Global Solutions Limited

The company's USP lies in the full service supply

2. Front Axel Beam

LCV / MCV 25-80 Kg 1-3 Kg 30-60 Kg 10-30 Kg 3 Kg -30 Kg

HCV 60-250 Kg 2-5 Kg 60-150 Kg 25-40 Kg 20 Kg - 100 Kg

2. Wind & Hydro

3. Transmission & Drives

4. Claw Lock & Piston

1. Wheel Lever Forging

CONSTRUCTION & MINING

Section E Role in Company

Section A Need Analysis

Who needs training?

Who needs training?

What type of training?

Why a particular training is required?

Section B 4 Step Process

Section C Types of need

1. Design a Training Module

2. Gather opinion of Trainees on their Hygiene and Motivators

Training implies constructive development in such organizational motives for optimum

Section B Sample Size

Section C- Sampling Method

Section E Data Collection Method

1. Design a Training Module Designed 60 Slide PPT