ORGANIZATIONAL UNDERSTANDING

Submitted by

GAURAV LOOMBA (25015)

Organisational Traineeship Segment

PRM-25

MATOSHREE RAMPYARI BAI DHARMIK PRATHISHTHAN, NASHIK

6 JUNE-30 JULY, 2005

Submitted to

Faculty Guide
Prof. Prabal K. Sen

INSTITUTE OF RURAL MANAGEMENT, ANAND

 ACKNOWLEDGEMENT

I wish to express my deep and sincere gratitude to the Institute of Rural Management,
Anand and SARDA GROUP for bestowing upon me this unique opportunity to learn as part of
our organization traineeship segment from 6th June 2005 to 30th July 2005. It would be an honor
to express my appreciations to Shri Shrirangji Sarda, chairman of SARDA GROUP for providing
me the necessary facilities for carrying on this study.

I am thankful for the guidance and support rendered to me by Mr. Hemant Laxman
Shingne Assistant General Manager of Human Resource Department and Mr. Anand Shetty
manager Shrilekha Nagari Sahakari Bank and all the employees of the bank for sparing their
invaluable time and imparting their knowledge. I would also like to thank Mrs.Gayatri
Gayakwad Training officer of the H.R.D department for her guidance and help.

This project would not have been possible without the guidance and blessings of my
faculty guide Prof. Prabal Kumar Sen and I would like to express my gratitude for his laudable
help and continued support throughout the project.

Last but not the least I am thankful to all the members of the staff and the department
heads in Sarda Groups for giving me a patient hearing. Their enthusiasm motivated me to put in
my best.

Gaurav Loomba (25015)

IRMA

2
 Executive Summary
Title : Organizational Understanding
Organization : Matoshree Rampyaribai Dharmik Pratishthan, Nashik.
Reporting officer : Mr. H.L. Shingne (AGM, Human Resource Department)
Faculty Guide : Prof. Prabal Kumar Sen
Students Name : Gaurav Loomba
Scope of study : I have not confined my study to understanding the organisation to the
physical boundary of the Matoshree Rampyaribai Trust but have also included Shrilekha Nagari
Sahakari Bank, which is directly linked with formation of self-help groups of the women. Apart
from that I have also tried understanding the basic functioning of different departments operating
in head office of Camel House
Objectives:
 To have a rational understanding of what an organisation is all about.
 To know its activities, its strength and weaknesses.
 To understand how an organization comes into existence, how it grows, adapts and
absorbs changes and sustains itself.
 To understand the interface between the organisation and its external environment.
 To understand the perspectives and ethos of individuals as it exists in the organisation.
 To understand the dynamics that comes into play at various levels in the organisation.
Methodology: Appreciative enquiry, semi structured interviews with stakeholders, unstructured
interviews, observation, informal discussion and secondary data sources consisting of various
documents available in the organisation..
Main findings/ Learning’s
Genesis: In the year 1981, Shri Kisanlalji Bastiramji Sarda established a public charitable trust
by the name of “MATOSHREE RAMPYARIBAI SARDA DHARMIK PRATISHTHAN” after
the name of his mother.
Mission: The MRPB Trust has been long working into several religious and other welfare
activities but know it wanted that it should promote itself to improve the status of women in the
society “Empowerment has been defined a process of change by which individuals or

3
communities with little or no power, gain power and ability to make choices that affect there
lives”. For this it had taken the help of its sister concern Shrilekha Nagari Sahakari Bank, which
has for more than twenty years into the process of saving and credit.
Strategies: The strategies adopted by the Shrilekha Bank involve recruiting of the new staff,
identifying those slum areas where the women are into some activity or want to begin some
business so as to become self-reliant. Then introducing them to the Bachat Gat Scheme and
asking them to form a group of minimum 10 ladies who want loan for income generating
purpose. The main emphasis is laid that the loan is used for productive purpose only and for that
continuous feedback is taken
Present Scenario: The present status of the Bachat Gat Scheme is that we have been actively
involved from the beginning of May and have been able to increase the number of member from
70 last year to 2391 in a period of just three months. The total number of SHG’s formed by 11
July 2005 are 230.We are also actively involved in designing a training module so as to make
women aware about there rights and also give them awareness about different income generating
activities.

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 TABLE OF CONTENTS

CHAPTER ONE
1. INTRODUCTION 10
1.1 HISTORY OF SARDA GROUP 10
1.2 MATOSHREE RAMPYARI BAI, TRUST 11
1.3 RULES AND REGULATIONS 11
1.4 OBJECTIVE OF TRUST 14
1.5 VISION 15
1.5.1 SHARED VALUES 16
1.6 FINANCIAL DETAIL 16
1.6.1 INCOME EXPENDITURE ACCOUNT 16
1.6.2 BALANCE SHEET 17

CHAPTER TWO
2. SHRILEKHA NAGARI SAHAKARI BANK 18
2.1 BOARD OF DIECTORS, STAFF MEMBERS AND ADDRESS 18
2.2 SHRILEKHA HIREARCHY OF STAFF 19
2.3 FUNCTIONS OF BANK 20
2.4 TYPES OF DEPOSIT 20
2.5 TYPES OF LOAN 21
2.5.1FLOWCHART (MAKING BACHAT GAT LOAN MEMBERS) 25
2.6 SHARE CAPITAL 26
2.7 INVESTMENTS 26
2.8 PROFIT DISTRIBUTION 26
2.9 OTHER ACTIVITIES 27
2.9.1 ANNUAL GENERAL MEETING 28

CHAPTER THREE
3. CORPORATE OVERVIEW 32
3.1 HUMAN RESOURCE DEVELOPMENT DEPARTMENT 32
3.2 ADMINISTRATION DEPARTMENT 32
3.3 TAXATION DEPARTMENT 33
3.4 FINANCE DEPARTMENT 33
3.5 INFORMATION TECHNOLOGY DEPARTMENT 34
3.6 PRODUCTION DEPARTMENT 34
3.7 MARKETING DEPARTMENT 35
3.8 COMMERCIAL DEPARTMENT 36

CHAPTER 4
4. PERSONNEL POLICIES, RULES NORMS, FACILITIES AND
BENEFITS 38

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 4.1 PROBATION AND CONFIRMATION 38

4.2 SALARY INCREMENTS 38

4.3 PERFORMANCE APPRAISAL 39
4.4 DAY-TO-DAY INSTRUCTIONS 39
4.4.1WORKING HOURS 39
4.4.2 IDENTITY CARDS 40
4.4.3 LEAVE RULES 40
4.4.4 HOLIDAYS 40
4.4.5 ATTENDANCE RULES 40
4.4.6 SOME DO’S AND DONT’S 41
4.5 BENEFITS AND FACILITIES 41
4.5.1 LOAN FACILITY 41
4.5.2 PENSION SCHEME 42
4.6 NON-STATUTORY EMPLOYEE BENEFITS 43
4.6.1 LOAN FACILITIES 43
4.6.2 BACHELOR’S QUARTERS 43
4.6.3 EDUCATIONAL AID 43
4.6.4 HOLIDAY HOME 44
4.6.5 YEARLY MEDICAL CHECK UP 44
4.7 HEALTH FACILITY 44
4.7.1 HEALTH CLUB 44
4.7.2 SWIMMING CLUB 44
4.8 GIFTS AND AWARDS ON SPECIAL OCCASIONS 44
4.9 OTHER FACILITIES 45

CHAPTER FIVE
5. SYSTEMS 47
5.1 FILING SYSTEM 47
5.2 COMMUNICATION SYSTEM 48
5.2.1 MEETINGS 48
5.2.2 COMMUNICATION AND LETTERS 49
5.3 OPERATIONAL REVIEW SYSTEM 51

CHAPTER 6 53
6. INDUCTION TRAINING PROGRAMME 53
6.1 OBJECTIVES OF INDUCTION TRAINING PROGRAM 53
6.2 MINI INDUCTION PROGRAMME 56
6.3 GRADE-WISE INDUCTION TRAINING PROGRAM 57
6.3.1 INDUCTION TRAINING PROGRAM GRADE - ‘B &C' 58
6.3.2 INDUCTION TRAINING PROGRAM GRADE – 'D & ABOVE' 58
6.4 EXIT INTERVIEW PANEL 60

ANNEXURE 65

CAREER PATH-1 66

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CAREER PATH-2 66
CAREER PATH-3 67
PERFORMANCE APPRAISAL FORM 69
EXIT INTERVIEW REPORT 70
TRAINING EXERCISES / GAMES 71
STAFF TURNOVER REPORT 74
DEPARTMENT LIST 76
BALANCE SHEET OF SHRILEKHA 77
REFERENCES 78

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 LIST OF TABLES

Table 1.1 Income and Expenditure Account 16

Table 1.2 Balance Sheet 17
Table 2.1 Deposits for the Year 2005 21
Table 2.2 Fixed Deposits 21
Table 2.3 Distribution of Initial Amount 23
Table 2.4 Loan Disbursement and Repayment Mode 23
Table 2.5 No. of Members Formed 25
Table 2.6 Loans and Advances 25
Table 2.7 Share Capital 26
Table 2.8 Total Investments 26
Table 2.9 Total Investments 26
Table 2.10 Cash Flow 27
Table 4.1 Salary Increments 38
Table 4.2 Performance Mark List 39
Table 4.3 Working Hours 40
Table 4.4 Leave Rules 40
Table 4.5 Holidays 40
Table 4.6 Benefits to Employees 42
Table 4.7 Educational Aid 43
Table 4.8 Benefits and Awards 45
Table 5.1 Filing System 48
Table 6.1 Induction Training Program 54
Table 6.2 Field Training 55
Table 6.3 Induction Training 56
Table 6.4 Mini Induction Training Program 57
Table 6.5 Grade wise Induction Training Program 58
Table 6.6 Induction Training Program Grade 58
Table 6.7 Induction Training Program 59

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 LIST OF FIGURES

Figure 2.1 Organizational Hierarchy of Srilekha Bank 19

Figure 3.1 Organizational Structure of Sarda Group 29

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 CHAPTER 1
1.INTRODUCTION

1.1 History of the Organization

In the year 1922 a young entrepreneur Mr. BASTIRAMJI SARDA started with merely three
workers rolling out Bidis. The same small shed has now transformed into 250 factories which
employ 16000 workers all over the country. The UNIT BIDI is now available at over twenty
districts with a 50% market share in each. The brand is now worth rupees forty-five crore.

In 1962 Mr. KISANLALJI SARDA, the second generation took over and immediately started
segmenting the market. Mr. Kisanlalji Sarda in a true sense converted the family business into a
professional one.

Now the third generation MR.SHRIRANGJI SARDA, an M.B.A from William E school of
business, University of Rochester is all set to shift the focus from mere selling to branding and
marketing.

SARDA GROUP AT A GLANCE

• We handle one crore bidis per day and logistics is our strength.
• We manage 14 packaging centers, 250 manufacturing locations, seven sales depots.
• Sarda's have now got into brand building, positioning, and quality control, ERP.
• We have tied-up with Tata InfoTech for ERP, TRITON for advertising needs, SAMSIKA
marketing consultants for marketing advice.
• It is a well-diversified group and a portfolio consists of Bidi, Floriculture, Red Tooth Powder
and Hospitality.
• We export 18 different flavored and non flavored brands of bidis like Vishnu, Kailas, Hare
Rama, Hare Krishna, Yogi herb, Indian, Bullet, Mahesh, Camel, Nitaka etc. to U.S.A.,
Switzerland, Australia, West Indies, Belgium and Gulf countries

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1.2 MATOSHREE RAMPYARIBAI SARDA DHARMIK PRATISHTHAN

In the year 1981, Shri Kisanlalji Bastiramji Sarda established a public charitable trust by the
name of “MATOSHREE RAMPYARIBAI SARDA DHARMIK PRATISHTHAN”on the name
of his mother.
Its trustees are:
1. Mr.Kishanlal Bastiram Sarda
2. Mrs. Krishnadevi Kishanlal Sarda
3. Mr Shrirang Kishanlal Sarda
1. Mrs. Suchitra Shrirang Sarda

ADDRESS
1. Shri Kshanlalji Bastiram Sarda
Kavita, Tilakwadi Nasik
2. Smt. Rampyaribai Bastiram ji Sarda
“Nandini”, Nashik-Pune road, Nashik.
3. Shri Kiranbai Kisanlalji Sarda
Kavita, Tilakwadi, Nashik

To increase the faith on god and its rituals, friendship, for welfare activities, temples,
dharamshalas people’s welfare activities, for prayer, for rituals, for meditations places, library of
holy books. For all these works to be tied together so as to keep a close watch on them and
collect funding for it. To maintain accounts especially for the formation of temples and other
daily rituals, thus lead to the formation of “MATOSHREE RAMPYARIBAI SARDA TRUST”

1.3 RULES AND REGULATIONS

1.The name of the trust and its address will be “MATOSHREE RAMPYARIBAI SARDA
TRUST” New Congress House, M.G Road, Nashik-1.

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2. The year ending will be 31st, march.
3 The funding to the trust will be accepted by the trust under the act of Mumbai Social Trust
Act, 1950. The members of the trustee will take all decisions regarding the funding.
4. Funding provided to the trust in the form of shares, debentures or cash will be in the name of
joint trustees.
2.In schedule bank and national banks they can open a current account, saving account and put
money in it. All these activities will be controlled by the trustee’s .The trustee can keep some
amount in his hand for two three days activities.
3.The trust has full right to sell, mortgage or buy any property. This right is given to the trustees
and if any loss is incurred in these activities, trustees will not be answerable to these
4.Local taxes, electricity bills, water bills and other expenses incurred such as insurance for
protection against fire, riots etc, repairing, coloring etc all rights are reserved with the trustees
5. Under mumbai social trust act some more provisions have been provided to the trustees
I. Fixed assets, land, buildings and other assets, which need to be used, can be purchased
through agreement, taken on rent, by management.
II. The land purchased by the trustees can be used for leveling the ground, formation of
temples, dharamshalas and doing new construction or making changes in the earlier
structure.
III. If trustees feel there assets can be sold, agreement dissolved and the land right can be
given to anybody they desire.
IV. If any staff member such as an agent, manager, rent collector, temple caretaker, poojari,
etc required, that can be recruited for that purpose.
V. According to the agreement, whatever activity, agreements, documents, purchase
agreements, mortgage activities whatever changes need to be made will be prepared by
the trustee.
VI. Contractors, engineers, architects, advocates, solicitor, agents they can be recruited and
provided compensation by the trustees.
6.Regarding the properties whatever changes to be made in the agreement can be made in the
agreement as per the need of the trustee’s .in this every trustee has the right to raise the point if
he has any disagreement and can use his rights for this purpose.

12
7.Funding needs to be accepted with some aim in the mind. If its in cash or kind they can accept
it following certain rules.
8.During crisis trustees can mortgage or sell any of the property.
9. Income / expenditure has to be made under public trust act 1950 and a complete detailed
accounts need to be shown on 31st march. All the expenses need to be audited by the chartered
accountant
10.For funding activities and other day to day expenses whatever expenditure incurred from
there pocket they can take from the funds of the trust.
11.If any other trust shares the same ideology or programmes then they can both share the funded
amount. This right is empowered by the trustee.
12.Mr. Kishanlaji sarda is Head-1 of the trust and till the time he does not resign, he will remain
the head.
13. All meetings, detailed discussion etc their record keeping has to be done. For that head can
appoint some one as the record keeper
14.Whenever there is a meeting and if head has not arrived within those fifteen minutes , the
members can appoint someone else as the head and start the meeting
15.Whenever any issue is raised the voting makes all decisions. If there is a tie the head will take
the final decision. Financial issues need to have a favorable voting.
16.If any trustee expires, live for more than two years in any foreign land, voluntary retirement is
taken, gets upset physically or mentally cannot remain a trustee. Under such cases the vacant seat
will be filled by voting
17.The office of the trust can be wherever they feel like, but the documents regarding
income/expenditure need to be kept within the office.
18.The decisions made in the meeting will be in the written form undersigned by the head. These
documents can be referred to if any problems incur in the future for legal and other official
matters.
19.The funding amount has to be used for the purpose defined and if to be used for purpose other
than this then rules need to be amended.

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1.4 OBJECTIVE OF TRUST

The trust has been into establishment, running and maintaining of different services. The
objective of the trust therefore includes the following activities:
• To promote Hindu religion.
• To increase the influence of saint sayings and making them accessible to common man so
that they can change there lifestyles and get more focused towards “Bhakti”
• For the formation of Temples, Dharamshaalas, Samaaj Mandirs and other welfare
activities. To see there day to day expenditures, to allocate funding for it and to open it
for use of people.
• It was also formed with a mission to organize programmes, so that people come out of the
old orthodox traditions. The new ideological mindset required promoting more religious
activities and through them bringing change in the society.
• It was also formed for the publication of holy books and to buy and sell those books. Also
give books free of cost and form a library.
• Also to make arrangements for Satsangs, Kirtans, Pravachans and other religious
meetings.
• Arrangement of food and stay for all the saints.
• Educational, cultural, health and other social welfare programmes for the society.
• For brilliant students providing scholarships and incurring other medical expenditures.
• To remove poverty from people of all religion of Nasik and for that purpose forming new
programmes, if the programmes seem important then promoting them on large scale.

1.5 VISION

Shri Shrirang Sarda ji wanted to fulfill the dreams of his father of raising the people of Nashik
above the poverty line and for that purpose they decided to use the micro credit program about
whose success they have heard a lot. Matoshree Ram Pyaribai Dharmik Prathisthan decided to
launch this product through their sister concern Shrilekha Nagari Sahakari Adhikosh, which has a
large experience of providing commercial loans.

14
The main driving force for introducing micro finance programme oriented towards women was:
“Empowerment has been defined a process of change by which individuals or communities
with little or no power, gain power and ability to make choices that affect their lives”
Thus empowerment is about change, choice and power, but its scope and relevance will be
determined by the context i.e. the socio-cultural conditions that affect women’s options. The
women’s access to credit and saving can give rise to series of interlinked and reinforcing
”virtuous upward spiral” of economic empowerment, improved awareness and self-confidence
and social and political empowerment.getiing cash into hands of women helps to increase
women’s self esteem. It translates into control of her financial resources, which in turn builds her
economic empowerment
WHAT WOMEN SAY IS IMPORTANT
(Earning opportunities, financial manage A better quality of life will come only if:
ment) her voice and status within the family • Employment and incomes are stable
• Children are educated
and ultimately within the community.
• Social evils –such as alcoholism -are
Increasing women’s income also directly eradicated
improves family welfare as women are Indicators of change for women through micro
finance
seen to channel more of their income to Objective
meeting needs of their household. • Ability to save and access loans
• Opportunity to under takes an economic
activity
From ideology to everyday reality…
• Mobility-opportunity to visit nearby towns
…………………. What women • Increased financial awareness
clients say……...………………….. • A role in community activities
Subjective
• Increased self confidence
• Ability to command respect within the
household and have a say in household
decision-making

1.5.1 SHARED VALUES

Integrity: To maintain highest ethical standards, trustworthy, honest, financially and morally
accountable, efficient and effective use of all resources.
Excellence: Be experts and leaders in all that we do with emphasis on professionalism.

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Visionary: Do the work with conviction, high motivation, working together towards a common
goal and mission.
Inclusive: Broadly reflective and representative of all people and communities in the area of
operation.
Sensitive: Respectful of the unique qualities of others, open and responsive, treating all with
dignity and equality, appreciativeness.

1.6 FINANCIAL DETAILS

1.6.1 INCOME AND EXPENDITURE ACCOUNT (Year Ending 31st MARCH, 2005)

EXPENDITURE INCOME
To Expenditure in respect of Rs. Rs. Rs.
Properties By interest 684002.00
(accrued)
Salaries 7724 Maharahtra kriishna
To audit fees 1260 Income tax refund 10390.00
To expenditures on objects 1147157.82 Fixed deposit 501.00
of the trust Saving account 1308.00 696201.00
a) Religious
b) Educational By donations in 493220.35
c) Relief of poverty cash or kind
d) other charitable objects
To surplus carried over the 35101.03 By income from 1021.50
balance sheet other sources
By transfer from 800.00
Reserve

Total Rs............. 1191242.85 Total Rs............ 1191242.85

Table 1.1 Income and Expenditure Account (Source :Annual report )

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 1.6.2 BALANCE SHEET (Year Ending 31st MARCH, 2005)

FUNDS AND LIABILITIES PROPERTY AND ASSETS

Trust funds or corpus Immovable properties
Balance as per balance 7729962.00 :-(at cost)
Sheet Balance as per last 6895510.55
Adjustment during the -1266449.00 6463513.0 last balance sheet
Year –DONATIONS addition during the year 50881.00 6946391.5

Liabilities Investments-Mhrshtrs - 1800000.00

For rentsand other 57907.98 Krushna Valley bond
Deposits Note:the market value
of investment is Rs1800
Income & expenditure BONDS OF Rs 1000/-
Account Each
Balance as per last 3526952.26
balance sheet Furniture & fixtures:
less:appropriation if any Balance as per last 430868.95
Balance sheet
Add:surplus as per 35101.03 3562053.29 DEADSTOCK
Income Additions during the Yr 16120.00 446988.95
Less:deficit expenditure
account Loans(secured/
unsecured )good/doubtful
loan scholarship 168985.00
SILVER POTS
Advances:
To employees 13929.00
To deposit(schdl-B) 62075.00
To others T.D.S 130410.00 206414.00

Cash and bank balance

In saving acc. With
Uni western bank ltd. 4314.95
United western bank 292.00
United western bank
(FD) 500000.00
Cash In Hand 10087.82 514694 .77

Total Rs........... 10083474.2 Total Rs........... 10083474.2

Table 1.2 Balance Sheet (Source :Annual Report )

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CHAPTER –2

2.SHRILEKHA NAGARI SAHAKARI ADHIKOSH LTD, NASHIK

2.1BOARD OF DIRECTORS

1 SHRIRANG. K.SARDA. CHAIRMAN

2 CHANDMAL.M.PICHA VICE-CHAIRMAN
3 BHAUSAHAB.L.R.JAGTAP DIRECTOR
4 VASANT RAO.D.PATIL DIRECTOR
5 RAMAN LAL.L.KHAHIYA DIRECTOR
6 JAGDISH.K.LADHA DIRECTOR
7 SUREKHA.K.SHRISAGAR DIRECTOR
8 USHA.R.CHANDALICA DIRECTOR
9 RAJENDRA.B.MANDE .DIRECTOR
10 NANDINI.T.BHANGTE DIRECTOR

STAFF MEMBERS

1. ANAND SHETTY MANAGER

2. DEEPAK SHEJWAL OFFICER
3. NANDKUMAR. S.KUSHARE CASHIER
4. JYOTISH.K.BORSE ACCOUNTANT
5. VINITA.N.BALKAR ACCOUNTANT
6. MANOJ.K.KEDARE ACCOUNTANT
7. BALUTUKARAM GADE COLLECTOR
8. VINOD PEON
9. PRAKASH PEON
10. NANA PARSHRAM PEON

OFFICIAL ADDRESS:

18-22 MANORMA ARCADE, 2ND FLOOR

VAKILWADI, NASHIK
PHONE NO. 2313224

BRANCHES:

1. VRISHALLI ELECTRICAL
CANADA CORNER, NASHIK

2. PAWAN NAGAR-7
KAMATHWADE SHIVAR, NASHIK

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 2.2 Organisational Hierarchy of the Srilekha Nagari Sahakari Branch

CHAIRMAN

MANAGER

OFFICER

CASHIER CASHIER DEFAULT ASSISTANT ASSISTANT

HEAD CANADA COLLECTION HEAD PAVAN
OFFICE CORNER ASSISTANT OFFICE NAGAR

PEON PEON PEON PEON

HEAD OFFICE HEAD OFFICE PAVAN NAGAR CANADA CORNER

GRADE E D B A TOTAL
SNSL 1 1 9 4 15
Figure 2.1 Organizational Hierarchy of Srilekha Bank

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2.3 FUNCTIONS OF THE BANK

It was formed on 31st march,1984. Its foundation was laid by Shri Kishanlal ji Sarda..It was
formed under the Cooperative Society Act,1961.Its almost 21 year of its formation.our bankers
are:
• Sinner vayapari sahakari bank,Nashik
• Nasik zilla madhyawati sahakari bank,Agra road bank,Nashik
• Allahabad bank
• Vakilwadi bank
• The nashik people’s co-operative bank , antwadi shakha , Nashik
• Vishwas co-operative bank limited , R K Shakha ,Nashik
The major functions of the bank involve:
• Deposit collection
• Loan distribution

2.4 Types of deposits are:

• Fixed deposit
• Cumulative fixed deposit
• Recurringdeposit
• Dam dupad(doubling in 5 years)
Deposit gurantee corporation is responsible for insuring the deposits
Deposits for the year 2005 are :
Deposits Rs
Bachat Gat Saving 7,435.00
Bachtat gat RD 2,811.00
Salary Saving 2,32,732.87
Saving 84,48,763.30
Recurring 2,75,673.81
Cum.RD 14,20,414.34
Fixed Deposit 78,25,796.00

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 Cumulative FD 2,04,34,582.00
Matured fix Deposit 1,15,219.20
Dam Duppat
Matured Dam duppat 1,74,61,078.57
New CFD 1,95,869.09
Anand Vardhini 1,33,38,620.00
Cash Certificate 4,990.00
TOTAL 100.00
6,97,84,085.18
Table 2.1 Deposits for the Year 2005 (Source : Annual Reports of Bank)

FIXED DEPOSIT RATE (Percentage)

Saving 5 percent
Fixed deposit:
• 30-90 days 7 percent

• 91-180 days 8 percent

9 percent
• 181-36 months
8 percent
• 36 months and above
106 Months
Double amount
Table 2.2 Fixed Deposits ( Source : Annual Reports of Bank)

The shareholders strong trust on the bank has led to a tremendous increse in the deposits of the
bank .the current deposits has increased by Rs. 73,17,809 at the rate of 11.7 percent.the total
deposits for this year are Rs. 6,97,84,085 .the total number of members are 5410.

2.5 Types of loans

Employee gurantee loan::The employee gurantee loan is given on approximately 11 times

of the gross salary.or an amount of 100,000 lac whichever is less.The rate of interest(ROI)
charged is 14 percent.the regular payments of the installmentsof the payment leads to an
incentive of 1 percent.The reducing balance method is used for calculating the loan .The loan is

21
generally given for higher purchase,car loan ,machinery etc.the minmal condition for it is that the
loanee should be an income tax payee.

Hypothication: In this case the property will be mortgaged till the time the loan is repaid.The
rate of interest charged for it is 13.percent and a concession of 1 percent is given to those who
are regular in paying there installments

Gold loan:In this the valuation of gold is done at the saraf bazaar and whatever is the value of
gold at present for it in the market. On that value 60 percent is given as the loan. The rate of
interest charge for it is 13percent and regular payment of installments gives a rebate of 1 percent
on the interest charged.

National saving certificate:The loan is also given against the NSC’S. The rate of interest
charged for it is also 13 percent and regular payment of installments gives a rebate of 1 percent
on the interest charged.

LIC Policy:The loan is also given against the LIC policy ( 80 percent ) . The rate of interest
charged for it is also 13 percent and regular payment of installments gives a rebate of 1 percent
on the interest charged.

Bachat gat loan :Shrilekha bank started giving the bachat gat loan some one year back with
seven groups and a total of seventy people .They initially started with a loan amount of Rs2000
with a monthly installments of 110 Rs .with 50 Rs of compulsory installments and the duration
of repayment 20 months.
The existing loan product is for the women only .It comprises of those women who need money
for some income generating activity. It may involve women from any class, caste but the
emphasis is that it should be used for some income generating activity rather than being used for
the consumption purpose. For that it’s necessary that proper training is given to women that it’s
there money and if they use them judiciously it can be used for developing a path to self
dependence.

22
Each self-help group comprises of a minimum of 10 members and a maximum of 20 members
.its preferable that there should be at least one or two members in each group who should be
educated. The group leader is decided from among the members themselves. It’s unto them that
whatever criteria they want and whosoever member they want can be chosen as the group leader.
But it’s suggested to them that if the group leader is educated it will be helpful to them. The staff
of the branch gives full support to the group in form filling and also helps them in identifying the
requirement to be fulfilled
The members have to pay an initial amount of Rs 160, which has been divided into:
Bachat saving account Rs 50
Bachat gat mritunjay account Rs 50
Printing and stationery account Rs 50
B-Class membership fees Rs 10
Table 2.3 Distribution of Initial Amount (Source: Annual Reports of Bank)

The loan disbursement and the repayment mode are as follows:

Loan amount Rs.3000

Duration 20 months
Per month installment Rs 226
Total mount to be paid back Rs 4520
Amount in Saving account (compulsory saving) Rs 1000
Net amount paid back Rs 3520
Interest paid on loan Rs 520
Table 2.4 Loan Disbursement and Repayment Mode (Source: Reports of Bank)
The major documents that need to be attached to the form include
• Two photos
• Signature of two guarantors
• Application form regarding the requirement of the loan
• NOC form (in case unable to pay any amount the amount in the saving account will be not
paid back)
• Signature of the group leader
• Signature of the earning household member
• Promissory note
• Signature of all members of the group to identify the members and take responsibility of each
other.

23
 • Household members details (education, relationship, age, occupation, earnings)
• Any other major illness
• Household asset profile form and other information like loan taken, bank account, if any
• Cross-checking form (to be handled by the field officer)
2.5.1. Existing procedure for making members involve:

Selecting the concerned location depending on the number of known members in the
area and then identifying those members who are ready to form members.

Members being formed, asking them to promote the utility of the product to other
people in that area and also having open discussion with the members of the new area

Inviting them to Shrilekha Bank to make them aware about the requirements to be
fulfilled for the loan to be taken.

Fulfilling the entire paperwork requirement and other conditions such as a minimum
group of 10 members, who can take the loan and then inviting them at the Canada
corner for the “Mahila Bachat meeting.

Conducting the lucky draw for the time and date at which each group has to come for
loan taking and also taking attendance that whether all the member s of each group and
the group leader were present in the meeting.
In the “Mahila Bachat” meeting making them aware once again about the product and
how it needs to be utilized and also having an open forum discussion about any
apprehensions, which of
Finally disbursement theloans
women haveCanada
in the regarding the and
corner loan MG
product,
Roadorbranch
any other aspect
of Shrilekha
No of meetings and no of groups and members formed
on the due date and time (within 3 days after meeting). till date:

Meeting Date Groups No. Of Members

1 10/5/2005 8 88
2 26/5/2005 12 133
3 6/6/2005 28 292
4 20/6/2005 47 498
5 2/7/2005 36 360
6 5/7/2005 32 330
7 11/7/2005 67 690(Approx)

24
 Total groups= 230 Total members=2391

Table 2.5 No. of Members Formed

Total loans and advances till 31st March, ,2005

LOANS AND ADVANCES Rs

Employee Gauranty 37389966.57
Hire Purchase 1140937.07
Hypthetication 14817995.80
Hyp.Gold 1087895.00
N.S.C AD 119498.00
AD. AG. Deposit 1609732.00
LIC Policy 319022.00
Bachat Gat Loan 96318.00
Total Loan 56581364.44

Table 2.6 Loans and Advances ( Source : Annual Reports of Bank )

2.6 Share Capital

Rs.
Authorised capital 75,00,000.00
Paidup share capital 49,11,575.00
Extra shares (added) 6,76,850.00
Shares gone(withdrawn) (2,29,200.00)

Balance shares 53,59,225.00

Table 2.7 Share Capital (Source : Annual Reports of Bank)

2.7 Total investments made by the banks are:

Investment(A)

25
Banks Rs
Alh. Bank staff gratuity 2,29,410.00
NDCC Bank Shares 1,25,000.00
NDCC Bank reserve fund 57,20,000.00
M.S.E.B Fix deposit 10,16,000.00
N.D.PAT. FED share 500.00
MAH. ST.PAT. FED. share 2,000.00
SSV Staff Gratuity -
Dep .Gur. Corp. 5,00,000.00

TOTAL 75,92,910.00
Table 2.8 Total Investments (Source : Annual Reports of Bank)

Investment (B)

Rajlaxmi urban 42,26,699.00

Mahesh coop FD 20,65,880.00
Allahabad bank FD 71,25,000.00
Sinnar Vyapari FD 3,18,991.00
NDCC Bank FD 21,45,193.00
Vishwas Bank FD 66,22,216.00
Jankalyan Bank FD 44,78,862.00
Namco Bank 45,37,396.00
TOTAL 3,15,20,237.00
Table 2.9 Total Investments (Source : Annual Reports of Bank)

2.8 Profit Distribution

The total amount of profit incurred during the year 31,March,2005 has been Rs. 20,75,527
The profit distribution is done as per the decision made in the annual general meeting. The profit
ditribution for this year is:
Reserve fund
Building fund
Bad and doubtful debts
Staff welfare fund
Samajik upkram (social activities)
Vikas nidhi
Dividend
Mritunjay fund
Charitable
Co-op fund

26
Three years of cash flow of the bank:

31st,march ,2003 31st,march ,2004 31st,march ,2005

Num.of members 5,084 5,304 5410
Shares amount 49,11,575 53,59,225 56,12,850
Deposit amount 5,34,43,809 62,46,6276 6,97,840,850
Loan taken by bank - -
Loan distribution 6,06,65,878 5,95,22,973 5,65,81,364
Profit 28,54,010 32,49,155 20,75,528
Audit class A A B

Table 2.10 Cash Flow (Source : Annual Reports of Bank)

2.9 OTHER ACTIVITIES OF THE BANK

• To increase the business, members who are associated with the bank,for them sports meet at
the state as well as national level are arranged by the bank.
• The bank for the welfare and upliftment of the women has been arranging several
programmes for the women to make them awae about there rights ,regarding health issues
and developing saving habits.

2.9.1 Annual General Meeting

The purpose of the meeting is to discuss the agenda and make plans for working on it.the director
body discusses upon the annual reports and make decisions accordingly.this meeting generally
takes place in the month of august .In this meeting the income/expenditure analysis ,balance
sheets ,profits and loss accounts and the profit distribution are discussed and agreed upon.
The checking of the reports and any changes made in them needs to be note down by the
membersof the body.the amount of future expenditures to be made are reported and analysed.For
the next year the chartered accountant firm for the consultancy is appointed.the issues raised in
the meeting can be discussed by the chairman and resolved.

27
 CHAPTER-3
ORGANISTIONAL STRUCTURE

DIVERSIFIED BUSINESS

• Hotel Apple Country,

ALLIED Manali
ACTIVITIES • NFPL
• Tip-top health • Yogi Ayurvedic Products
club Pvt. Ltd.
• Kavita vaults • KAPPL EMPLOYEE WELFARE
• Shrilekha co-
op bank VKKP
• REMS
• ILEAD

28
Bidi
Manufacturing and
Tobacco Processing SARDA GROUP MARKETING AND
• SBUL OF DISTRIBUTION
• REL INDUSTRIES M/s SKS
• VBL
• STPL

SOCIAL
INHOUSE WELFARE
NSULTANCY S.B.S.S.S.G.P
R.E.L S.K.S.P
EXPORT BIDI
MANUFACTURING

SBUL

Figure 3.1 MANAGING

Organisational Structure DIRECTOR
of Sarda Group

SLS

I.T

Marketing (A.P)

Product Mgmt

Floriculture

HOTEL

Secretary

R&D

ORAL CARE

29
GENERAL MANAGER-A GENERAL MANAGER-B GENERAL MANAGER-C

Administration Production/Andhra/M.S Internal Audit

System Processing P.F / Gratuity

L.Welfare Purchase Taxation

Safe Vaults Commercial Accounts

Internal Audit Quality Control Company Law

Finance Transport

Cashiers Sales (Bidi)

H.R.D & Legal

ORGANISATIONAL HIERARCHY

I MANAGING DIRECTOR

SHAKHA
GENERAL MANAGER
VYAVASTHAPAK G
BRANCHES
F2 ASST.GENERAL MANAGER
UPA-SHAKHA
VYAVASTHAPAK
F1 MANAGER

EXECUTIVE
E

D OFFICER
KENDRA VYAVASTHAPAK
30
BIDI WORKER
 BIDI
KARKHANA
SUPERVISOR
/FACTORY C

B ASSISTANT

3 THE CORPORATE OVERVIEW

3.1 HUMAN RESOURCES DEVELOPMENT DEPARTMENT

The approach to managing human resources is undergoing a revolutionary change. And it is the
acknowledgement of the fact that, it is people and not money, machines & materials that must
run organizations. H.R.D. department integrates and tunes its objectives to meet these needs.
These comprise:
Recruitment and Selection
It consists of forecast and planning of manpower requirements, attracting talents from industry
and educational institutes, probation reports etc.
Training and Development
It strives for continuous updating of knowledge and skills and conducts extensive training
programs at our Mahirawni (Nashik) based Training Center. Also looks after career development,
induction training, separation training issues and exit interviews.
Labor/legal division

31
Compliance with legal requirements arising under different labor laws. Liaison with government
authorities, review and administration of salary and compensation package for employees.
Cardex division
Compile and update database of contacts for effective contact management across the
organization.
They are the pioneers in implementation of employee welfare schemes like Provident Fund,
Gratuity and House Rent Allowance in Bidi industry.

3.2 ADMINISTRATION DEPARTMENT

The administration department facilitates image building through:

General Administration
Maintenance of facilities including offices, communication links, services like courier, tea and
coffee facilities, drivers, security and provision of stationery.
Travel Arrangements
Local travels arrangements, bookings at our Holiday Homes for employees and guests.
Construction
Maintenance of office premises, buildings, employee residential quarters, bachelors quarters etc.
Construction department is also responsible for construction and maintenance of New Projects.
The administration department is also responsible for arrangement of Annual Day functions,
cultural programs, outings etc.

3.3 TAXATION DEPARTMENT

Taxation division is responsible for compliance with the provisions of Income tax, Sales Tax,
Commercial Tax etc., follow up of tax assessment, preparation of tax audit, compliance with
government regulations, liaison with government authorities, preparation of concerned reports
and documents.

3.4 FINANCE DEPARTMENT

Keeping in view the changing individual and organizational needs, finance department integrates
and tunes its activities to meet these needs. These are:

32
Financial Planning
Budgeting and capital expenditure, financial analysis, cash management and investments, bank
liaison and credit facilities.
Fund management
Arrangement of short term and long term loans from banks and other financial institutions.
Investments
Investments in shares, bonds, fixed deposits etc.
MIS reporting
Preparation of monthly, quarterly, yearly reports which help in the process of decision-making,
maintenance of books of accounts, statutory records, audit of accounts etc.

3.5 INFORMATION TECHNOLOGY DEPARTMENT

The company is first to implement ERP package BaaN in the Bidi industry. The IT department
in organization comprise of following functions.
• In house development and outsourcing
• Integrated ERP maintenance
• IT department uses Operating System platforms like Sco-unix, HP-ux, Windows NT.
• Pioneer in Bidi industry to develop oracle based in-house applications.
• First to develop Lotus Notes based document flow system.

3.6 PRODUCTION DEPARTMENT

Production department has a huge task of producing different brands of bidi. Production
activities in the organization are carried out in two states Maharashtra and Andhra Pradesh. The
workflow in production department is as follows.
Production Planning
Based on the information given by the marketing department, production department plans and
schedules the entire production process.
Production process

33
The production process involves tobacco processing (we have processing plants at Nipani and
Anand established in the year 1982 and 1984 respectively.), Bidi inspection, Bidi baking, Bidi
drying, labeling, carton packing etc.
Distribution
The finished product (Bidi) is then transported to Bonded Store Room (BSR) and Marketing
Depots
Report generation
Daily and weekly production reports are submitted to head office by the respective production
units. These reports are then evaluated and a monthly production schedule is prepared and the
discrepancies if any are dealt with.
PRODUCTION DEPOTS (Raw Material)

BIDI KARKHANA (Manufacturing Center)

PATI CENTER (Bidi Checking)

BHATTI ( Bidi Baking )
LABELING & PACKING

BONDED STORE ROOM

MARKETING DEPOTS

3.7 MARKETING DEPARTMENT

The core of the marketing department is to generate revenue and build winning brands. The
marketing department works incessantly towards the accomplishment of these objectives. The
marketing department is split into two parts.
• Product Management Department.
• Sales Department

34
 These departments function as follows.
Sales Department
Coping up with the Micro Level Distribution and Generation of Revenue are amongst the main
activities of the sales department. The product distribution process flows the following way.

Product Flow Service Flow

FINISHED PRODUCTS (From production Department) MARKETING MANAGER

MARKETING DEPOTS

DISTRIBUTOR DEPOTS SALES EXECUTIVE

WHOLESALERS AND DEALERS SALES OFFICER

RETAILERS SALESMAN
CONSUMERS

Sale from distribution point to wholesalers amounts to primary sales.

Sale from dealers and wholesaler to consumer is secondary sales.
The efficient field staff across the hierarchy tries and generates revenue, which ultimately
increases the market share.
Sales Distribution
It's an important function, which operates the total logistics of the finished product right till the
distribution point.
Sales Administration
Sales administration is the sub function of sales department that takes care of the following
a) Generation of reports.
b) Incentives
c) Salaries

35
d) Attendance etc.

Advertising
This acts as a support department to the main sales function. This department ensures timely
supply of the Advertising material, Promo. Material, Account keeping of all the existing
promotional schemes in the market.
Product Management Department
The main function of product management is to take ownership of one product since its inception
to maturity stage. This department looks after monitoring of quality of the products, Brand
Building through different promotional and communication activities. Product management and
Sales Functions operate in tandem to build winning brands.

3.8 COMMERCIAL DEPARTMENT

Commercial department is divided into commercial-A and commercial-B. It looks after

following functions.
Purchase
Commercial department is responsible for purchase of raw material, dead stock, stationary to the
tune of purchase requisitions received. Purchase of packaging material, carton, coal, tobacco,
tendu leaf etc. required in the production process.
Tenders and Quotations
Commercial department ensures the most economical purchase by calling tenders and quotations
from different suppliers. Commercial department is also responsible for timely payments of bills
to all the suppliers and inspection and Quality Control of raw material purchased.

36
 CHAPTER 4

4 PERSONNEL POLICIES, RULES AND NORMS, FACILITIES AND BENEFITS

4.1 PROBATION AND CONFIRMATION

The period of probation commences from the date of joining (including training period if any).
During this period the performance of the employee is carefully monitored and on successful
completion of the probation the employee is confirmed. However, the probation period may vary
at the management's discretion.
If during the probation period performance of an employee is up-to-the mark employee can be
confirmed even before the expiry of the said period.

4.2 SALARY INCREMENTS

The rules for salary increments with respect to the organization are as follows.
Increment Period
Salary increment period is of one year i.e. 1st April to 31st March.
Qualification
• All those employees who have completed their probation period at least three months before
31st March and who are confirmed in the services of the company.
• An increment in the salary of employees is determined based on the marks obtained by them
in the previous year.

37
A) Increments to the employees are fixed according to following ratio of marks obtained by
them.
MARKS NUMBER OF INCREMENTS
Up-to 74.49 0
75.00 to 99.99 1
100 and above 2

Table 4.1 Salary Increments (Source: Company documents)

B) Criteria for salary increments.

Salary increments are based on the following criteria.
1.Check list points
2.Marks obtained in the examination
3.Service period
4.Qualifications
5.Skill and experience
6.Proficiency in the job
7.Remarks given through out the year

4.3 PERFORMANCE APPRAISAL

They have a monthly performance appraisal system. Every employee's performance is evaluated
on the basis of MARK CHECK LIST. This checklist is of 100 points and every employee
decides the bifurcation of marks in consultation with his / her senior. Employees are entitled for
proportionate salary increments on the basis of the marks secured in every month over a period
of one-year.
Criteria for Performance Mark List
Nature of work Allotment of Marks

Routine / Regular 80
Compliance with the requirements of other departments 10
Compliance with regular work 10
Total 100

38
Table 4.2 Performance Mark List (Source: Company documents)

4.4 DAY TO DAY INSTRUCTIONS

4.4.1WORKING HOURS

They work six days a week. Sunday is weekly holiday. the office hours differ from branch to
branch.

ESTABLISHMENT WORKING HOURS LUNCH BREAK

Bidi Manufacturing Units 8.30 a.m. to 6.00 p.m. 12.30 to 2.00 p.m.
Other Establishments 9.00 a.m. to 5.30 p.m. 1.00 to 1.30 p.m.
Table 4.3 Working Hours

4.4.2 IDENTITY CARDS

Employees keep identity cards, as prescribed, when inside office premises. Identity cards are
used while on outdoor duty, for booking of holiday homes etc.

4.4.3 LEAVE RULES

LEAVE NUMBER OF DAYS WORKED ANNUAL LEAVES

Privilege For every 13 days 24 days

Table 4.4 Leave Rules.

4.4.4 HOLIDAYS

STATES PUBLIC OCCASIONAL ANNUAL

Gujarat 8 1 9
Maharashtra, Andhra 7 1 8
Pradesh Karnataka

39
Table 4.5 Holidays

Out of these 8 public holidays four holidays are common every year on 26th January, 1st May, 15th
August, 2nd October and the other holidays are at the discretion of management.

4.4.5 ATTENDANCE RULES

1. Each employee must punch his/her attendance card on punch clock at the commencement of
each working day, kept at the prescribed location of each establishment.
2. Every employee is supposed to punch his/her card twice a day, first at the commencement of
working day, second after lunch hour.
3. In case of an employee is required to be on outdoor duty during office hours he/she should fill
O.D. slips (outdoor duty slips) and submit it to the watchman on return.
4. Everybody must follow the timings and should avoid coming late. However, no action will be
taken if you are late up to five minutes.
5 If this limit of five minutes is violated then you will get a memo for next fifteen minutes
(inclusive of the first limit of five minutes). Three memos in a month amount to one day
without pay leave. However, no such limit is allowed for card punching in the second half of
the day. Even if the employee is late by one minute it will be treated as half day's leave.
6. Card punching after 5 minutes of the commencement of the working day is treated as two
hours leave.
7. Similarly, you have to punch your card in between the prescribed lunch hours but only after
the expiry of five minutes, after the commencement of lunch hours.
8. Employees can avail P.O.D. (personal outdoors) of one hour once in a month. P.O.D Slips
have to be filled for the same.

4.4.6 SOME DO’S AND DONT’S

• Every employee in the interest of the company is expected to maintain confidentiality of any
information related to the company's business, products, technology, strategies etc.

40
• Every employee is expected to switch off lights/photocopiers/fans when not required.

4.5 BENEFITS AND FACILITIES (Statutory Employee Benefits)

4.5.1 LOAN FACILITY

Employees are entitled to loans as under.

Against employer's liability: As per the rules of Credit Society.
Against Provident Fund : As per the rules of Provident Fund Act.

BENEFITS ELIGIBILTY SCHEME

PROVIDENT FUND From date of joining 1) For Bidi Industry 10%

2) For Manufacturing,
Processing Units, 12%
Consultant Firms,
Factory

GRATUITY 5 years of continuous1) Bidi workers

service Basic + DA *15 * Completed years of service

Present days of last 3 months

(Present for > 200 days in a year)
2) Staff
Basic + DA * 15 * completed years
of service

26
BONUS Employee benefits 8.33 percent of actual salary
BONUS All employees 8.33 % of the actual basic salary.

4.5.2 PENSION SCHEME

Ref: rule (12) of employee’s pension scheme act 1995.

41
Eligibility: Continuous service of 20 years. Attainment of the age of 58 years or the age of
superannuation.
In case of new entrant the amount of pension shall be calculated as follows.
Monthly members pension = Pensionable service * Pensionable salary

70

Table 4.6 Benefits to Employees.

4.6 NON-STATUTORY EMPLOYEE BENEFITS

4.6.1 LOAN FACILITIES

Eligibility: All employees who have completed 10 years of service.

Employee's contribution 20 %
Company's contribution 20 %
Loan amount 60 %
After completion of five years of service employee can ask for deduction from his/her monthly
salary towards the payment of 20 % employee's contribution. The amount of loan is recovered
from monthly salary of the employee

4.6.2 BACHELOR’S QUARTERS

Eligibility: Employee of grade E & above and should not be a resident of Nashik
.An employee to be recruited at the head office can avail this facility subject to 5% deduction
from monthly salary.

4.6.3 EDUCATIONAL AID

The company provides financial aid for higher education of maximum two children.
Eligibility: Employee who has completed 15 years of service.
SCHEME:

42
 PERCENTAGE SECURED FINANCIAL HELP
50 to 65% 50 % of fees payable.
65 to 70 % 75 % of fees payable.
75 to 85 % 100 % of fees
85 % and above Donation if applicable.

Table 4.7 Educational Aid

4.6.4 HOLIDAY HOME

Company has holiday homes at Mahirawni, Pandharpur and Mahabaleshwar. All permanent
employees can stay and enjoy their holidays with family (husband, wife and two children)
Accommodation is provided at a concessional rate (25% of the original the charges). However
employees will have to pay separately for tea, coffee and food
.
4.6.5 YEARLY MEDICAL CHECK UP

The company provides for all the employees working at head office as well as the drivers on
field a thorough medical check-up in the month of April/May.

4.7 HEALTH FACILITY

4.7.1 HEALTH CLUB
They care for the health of their employees and for that they have well equipped health club with
facilities like badminton, gymnasium, steam, sauna bath etc. All permanent employees can take
the benefit of this facility with their family. It is necessary to have 75 % attendance at health
club. Employees who attend health club regularly will be paid ten rupees allowance per day. The
company also has jogging facility at certain locations. An allowance of 10 Rs per day is paid
subject to 75% attendance

4.7.2 SWIMMING CLUB

43
It’s given to the employees who have completed five years of service. However all other
employees will also be eligible for the facility if passes are available.

4.8 GIFTS AND AWARDS ON SPECIAL OCCASIONS

The managing director sends gifts to employees on the occasions of marriage, birth of first child,
Vastushanti etc. A gift Cheque of RS 101/- or salary of one month is sent as a gift.

Eligibility Award
An employee who has secured highest marks accordingGold chain worth Rs. 5000
to Mark Check List
Other 9 employees among the first ten employeesA gift worth Rs. 2000
(Marks-wise).
Ideal Employees (with good and punctual attendanceCertificate and a gift
records, table and desk inspection reports etc.)
Employees completing 10 years of service A gold ring having company's monogram I
Table 4.8 Benefits and Awards

“KARMACHARI GUNGAURAV AWARD”

Every year employees are felicitated for their special achievements. Best performers, employees
who have given good suggestions, superannuating employees, employees contributing to social
work, children of employees who have shown remarkable performance in drama, sports,
education etc. are felicitated every year.

“SNEH SAWARDHAN MANDAL AWARD”

The Mandal arranges cultural events, outings, get-together, sports events, etc. Employees along
with their families can enjoy such occasions. Equal contribution from employer and employees is
given for such activities.

ANNUAL DAY FUNCTION

44
Annual day function is arranged every year. Management incurs all the expenses for the same.
Employees can participate with their family members in annual day function

4.9 OTHER FACILITIES

1. In the event of natural calamities and unforeseen events employees are entitled for financial
help up to 75% of the actual damage.
2. On the occasion of daughter's marriage financial assistance of RS- 10000/- or 750 Rs for every
completed year of service is given to the employees who have completed 20 years of service.
3. The organisation runs Day Care Centers and provides scholarships for the purpose of higher
education of children of Bidi workers.
4. Vending machines are installed at certain locations within the company. One can collect tea
bags and slip from administration department Vending machines for Tea & Coffee are installed
at certain locations within the company. One can collect Tea bags and Slip from administration
department
5. Employees in Nashik can avail the facility of library. They have professional, technical,
management and also literature related books.

45
 CHAPTER-5

5. SYSTEMS

The organisation has twenty-year-old collection of 700 manuals for a similar number of
processes. It has developed well structured and documented systems for generating purchase
orders to maintaining cleanliness much on the lines of Macdonald's.
The systems are evolved in order to bring about homogeneity and complete transparency in their
day to day working. Systems form an integral and vital part of their organisation as there
valuation of work and performance marks are system based. They are structured to help decision-
making and execution thereof. Each system is serially numbered and each department works as
per the documented procedures in systems applicable to that particular department.
To get maximum benefit of the systems these steps are followed:
1. Read the system of related work carefully and act accordingly.
2. If one has some suggestions communicate it to seniors, as suggestions are always welcome to
keep the system fully updated.
3. Follow the systems for zero defect work.
4. Implement the systems constructively. If others are not following systems and if it affects your
working, consult your seniors and take necessary help, but under no circumstances ignore the
systems.
5. Don’t just restrict yourself to your work related systems, but inculcate the habit of reading
systems of other departments so that a co-ordination will be much easier.

5.1 FILING SYSTEM

46
All the records and registers are kept as per the systems. In the organisation different periods are
specified for preserving the files. The period is fixed according to the importance of documents.
For the purpose of easy identification they stick colored slips on the files, which indicate their

Colour of Slip Duration of File Calculation of Duration

White 15 months Three months after completion of the accounting year (total
15 months)

Yellow 27 months 15 months after completion of the accounting year (total 27

months)

Green 10 years 10 years (proceeding to the 10 years of the income tax

assessment year)

Red Permanent Permanent

specific periods. The color codes are as follows.

Table 5.1 Filing System (Source: Company documents)

5.2 COMMUNICATION SYSTEM

5.2.1MEETINGS

The communication channel within the organization flows both ways (Top to Bottom & Bottom
to Top). Requirements of the Chairman are communicated in writing regularly to the respective
departments. This system of communication is called Mudda system. Mudda is nothing but the
task given to a particular department, which is communicated in writing on a concerned subject
letter. In a nutshell the flow of communication within the organization is as follows.
• The Chairman assigns specific tasks (mudda) according to his requirements to the respective
departments through concerned subject letters (medium used for the communication of
mudda).
• Each mudda carries an expected date of completion and marks to be allotted to the concerned
departments.

47
 Type of work (Mudda/task) Marks
Regular/ system based 0
Out of routine/out of systems 1 and above (no limit)

• All the concerned employees within the respective departments shall complete the tasks
(mudda) within the stipulated time limit. The successful discharge of tasks / duties within the
prescribed time limit will gain full marks or otherwise one looses marks.
• Feedback of the compliance of each task is crucial and is given once in a month through
letters.
• For the sake of convenience “Mudda are categorized as follow:

CATEGORY AUTHORITY

'C' Chairman
'P' & 'Z' Super Audit
'T' Internal Audit

• On the compliance of mudda the feedback report is given initially to the concerned presidents
(whom the department reports) and if the president or general manager is satisfied he
forwards it to our Chairman.
• The noncompliance of mudde not only affects ones performance and marks but also exerts
the same repercussions on the performance and marks of the superiors and department.
However one can communicate his requirements to the concerned authorities by writing a
plain submission.

5.2.2 COMMUNICATION AND LETTERS

LETTER & SUBMISSION WRITING

Employees use their full and proper designations on visiting cards and/or in communications
with outside parties. Special care is taken while drafting letters as letters convey the image of the
organisation to the readers. Take following precautions are taken while writting official letters.

48
1.The name of only one company should be clearly stated in the correspondence.
2.Use the letterhead of the concerned organisation.
3.Please ensure the address, phone number, fax number, E-mail address on the letterhead is
correct and updated.

Business Letters

The style of this letter is brief, business-like, clear & to the point. Ensure that the Address of the
firm and reference or number or reference is written properly.

Official Letters

The letters addressed to government officials are the most formal of all. The introductory
paragraph begins with such formal phrases as
1.'I have the honour to call your attention to'
2.'I respectfully beg to report' etc.

Instructions for Better Letter Writing

1.Write simple: Always write in simple language. Never use difficult words. The style should be
unambiguous. Clarity and Precision is the essence of effective letter writing. In nutshell one must
be able to think and reason clearly before one puts his/her thoughts into writing.
2.Construct your letters properly: The words must be arranged in a particular order or form to
give sense and coherence to what we wish to say & write.
3.Use paragraphs: This will break up the written or printed words into blocks, which makes for
easier reading, understanding and easier reference.

Avoid The Following:

1.Verbiage: Too lengthy and too descriptive letters will find it difficult to discover the writers
meaning.
2.Hasty replies: Do not give harsh and hasty replies, it is wise to consider carefully and act
deliberately.
3.Modifying words: Do not forward a modified letter without ensuring that the modified words
and clauses are placed as to make it clear what is modified.

49
5.3 OPERATIONAL REVIEW SYSTEM

Reports

Submission of weekly, monthly, half yearly and yearly reports are of great importance in the
organisation. All the departments submit reports of their related work as specified in the
concerned systems. The super audit department takes the review of the same. Non-compliance of
the same also affects ones performance and marks.

System Audit

In order to ensure that every one in the organisation is working in line with the systems,
respective managers conduct a system audit
.
Infrastructure facilities

Employees make a judicious use of all the infrastructure facilities like photocopier, telephones,
stationary, computers, printers, calculators, chairs tables and desks and also vehicle parking area.

Precautions for using computer:

1. The topmost part of the display should not be higher than the user's eyes.
2. The screen and reference document should be at the same distance from eyes, so that the
operator does not have to re-focus.
3. The monitor should be at 90-degree angle from light source.
4 The difference between the illumination of the screen and the illumination on the work surfaces
should be minimized.
5. In most of the cases all that is needed is the slight re-orientation of the monitor to cut the glare.
Blinds for the window or anti glare filters for computer screen often work wonders.
6. The area surrounding the monitor should not be cluttered. Too many paintings, books, and
photographs in the background tend to distract and tire the eyes.
7. Short breaks should be taken every hour

Use of telephones:

50
1. Handle your telephone set with caution.
2. Reply properly on the telephone.
3. If one is asked to transfer the call dial 2 and then dial the extension number.
4. If one want to make an outside call dial 9 or 329 and ask the telephone operator to connect
the number you want.

Photocopiers and typing

Fill slips provided for the same and get it signed from your seniors.

51
 CHAPTER 6

6. INDUCTION TRAINING PROGRAMME

6.1 OBJECTIVES OF INDUCTION TRAINING PROGRAM

In the Induction Training program one is supposed to study / learn and explore
• The work-culture
• Major procedures, strategies and systems.
• The distribution channel.
• The modus operandi of the Advertising Agency.
• The modus operandi of the Research Agency.
• Nitty-gritty's of fieldworker.
• A comparative study / Analysis of Bidi and other FMCG Market on the following parameter.
• Competition (SWOT Analysis)
• Market Composition (Location Wise)
• Pricing
• Promotional Activities
• The working / Functioning of Production Center.

52
 PHASE I

Day Session Coverage Facilitator

• Company History
One Morning • Work Ethics & Organisational culture HRD department
• Organisation Structure
• Corporate Overview
• Strategy of the Company • Mr.
(Product Manager)
Afternoon • Functions of Distribution Department
• Distribution Network • Mr.

• Depots (godown) sastem (Sales & Administration

Department)
• Redistribution System

• Functions of Advertising Department • Mr.

• Modus Operandi of Advertising (Advertising Department)

PHASE – II

• Nature of work & responsibilities of

Two Morning • ASO/ASE/SR • Mr.

• Reporting System (Sales & Administration

Department)
• Maintenance of registers & records
• Field reports & their importance

Afternoon • Field work

53
Table 6.1 Induction Training Program (Source: Company documents)

PHASE II

FIELD TRAINING

Date Responsibility Duration

With salesman
3 days
With godown (depot) keeper
4 days
With sales officer
7 days
Field Report
2 days
Table 6.2 Field Training (Source: Company documents)

PHASE III

No. of days Responsibility Learning Objectives

& date

One day • Visit to Advertising Agency • Working of an Advertising Agency

• Meeting With Mr. Jagdish • Modus operandi of Research Agency
Kapoor • Modus operandi of different Promo
Activities
• Brand Management Culture.

54
 • Sales Division: The work flow of SO,
SE and salesman, their records,
important systems, distribution
Three • Sales & Administration systems, depots stock, transportation,
days System. delivery van etc.
• Advertising Division: The workflow,
procedures, systems etc.
Administration Division: Maintenance of
records, general administration, important
systems etc

• Entire production process.

One day • Visit to Production Centres • Quality maintenance etc.

• Contents of your presentation/

• Presentation before the Induction Report.
respective department heads. • Modus operandi
One day • Report of induction training to • Observations, Leanings, Findings
HRD department. • Suggestions if any
.
• Constraints
• The report can be prepared much on
the lines of your summer training
project report.
Table 6.3 Induction Training (Source: Company documents)

6.2 MINI INDUCTION PROGRAMME

The mini induction program can be delivered on the joining date of the new entrant. The contents
of such type of induction program will be as follows.

9.oo A.M. Report to H.R.D. department. Meet Mr. ----------------

55
 9.15 to 10.00 A.M. Mr. ----- will inform the new entrant about attendance rules, card
punching system, use of U-pins, computer, photocopiers, punching
machines etc.
10.00 to 11.00 A.M The new entrant will be introduced to the physical and infrastructure
facilities within the organisation and will have a round of the office
premises.
11.00 A.M. to 12.00The new employee will be given an induction manual to read. All
A.M. his / her doubts will be cleared.

12.00 A.M. Mr. ----- will escort the new entrant to his / her new department.
Here the new entrant will be introduced with his / her colleagues,
superiors etc.
1.00 to1.30 P.M. Lunch with colleagues.
1.30 onwards The new employee will be left on his own to know more about his /
her new department.
Table 6.4 Mini Induction Training Program (Source: Company documents)

A complete induction course of two to three days can be arranged for a group of employees
joining over a period of month so that they can have a better orientation of the organisation and
can socialize speedily within the organisation. The contents of such type of induction training
course can be as follows.

• Ice-breakers exercise designed to encourage all the group members to get to know one
another, share their experience, give information about each others job profiles, what kind of
work they are doing right now etc.
• Meeting with the concerned superiors.
• Review of their work since they joined the organisation. They can be asked to give formal
presentations of the same.
• Communication of the expectations of the company from the new entrants. Superiors can
communicate this to all the new entrants.
• A videocassette named "HOUSE OF INDUSTRY" can be shown to the new entrants.
• Group assignments. Orientation with all the departments and how they work.
• The new entrants will be given to read all the important systems that they must know.

56
• Examination based on the personnel policies, rules and norms, systems etc.
• Introduction to BaaN system and how it works.

6.3 GRADE-WISE INDUCTION TRAINING PROGRAM

GRADE DURATION

'A'
• Watchman / shipai One Day
• Mali / Swaypaki
• Drivers etc.
'B & C'
• Assistant One Day
• Supervisors
• Kendra vyavasthapak

'D & ABOVE' Two Days

Table 6.5 Grade wise Induction Training Program (Source: Company documents)

6.3.1 INDUCTION TRAINING PROGRAM GRADE - ‘B &C'

Sr. No. CONTENTS

1. COMPANY PROFILE

2. CORPORATE OVERVIEW
(Information of all the departments in the organisation.)

3. WORK SKILLS

4. BENEFITS & FACILITIES

5. VIDEO CASSETTE
• 'HOUSE OF INDUSTRY'
• 'CLEANLINESS & DISCIPLINE'

57
Table 6.6 Induction Training Program Grade (Source: Company documents)

6.3.2 INDUCTION TRAINING PROGRAM GRADE – 'D & ABOVE'

Sr. No. CONTENTS

1. COMPANY PROFILE

2. CORPORATE OVERVIEW

3. WORK CULTURE & WORK SKILLS ( See- E: A- IV- 11: 1 )

4. EXPECTATIONS FROM INDUCTEES.

5. USE OF INSTRUMENTS
• E-MAIL
• FAX
• COMPUTER etc.

6. LETTER & SUBMISSION DRAFTING

7. GROUP DISCUSSION & PRESENTATION BY INDUCTEES

8. VIDEO CASSETTE
• 'HOUSE OF INDUSTRY'
• 'CLEANLINESS & DISCIPLINE'

Table 6.7 Induction Training Program (Source: Company documents)

58
6.4 EXIT INTERVIEW PANEL

** FOR ALL DEPARTMENTS except HRD

Exit Interviewee Exit Interviewer

Grade

B
HRD Executive / HRD Manager
C

1.All employees of grade A to D (except of HRD department) when submit their resignation
would be given a choice to select either HRD Executive or HRD Manager as his exit interviewer.

Manager - HRD

E Manager - Sachiv

G.M. - A / B / C

1.All executives (except of HRD department) when submit their resignation would be given a
choice to select either Manager - HRD or Manager - Sachiv or General Manager – A / B / C as
his exit interviewer.

** FOR HRD DEPARTMENT

Exit Interviewee Exit Interviewer

59
 C
G.M. - HRD
D

2.All employees of grade B to E of HRD department when submit their resignation would have
to give their exit interview to the General Manager – HRD.

** FOR ALL DEPARTMENTS

F & above Managing Director

3.All employees of grade F & above of all department when submit their resignation would have
to give their exit interview to the Managing Director.
It is evident from the above panel that for each grade, the choice of interviewers are such that
they are not in direct relation with the interviewee & thereby would be able to look at the
situation from a third party point of view. Such an environment is also conducive for facilitating
an ambience of openness.

METHODOLOGY

• As soon as the Head of the Department receives a resignation from any of the employees
under his guidance, he should immediately forward the resignation to the HRD department
without any delay.
• The HRD department would then arrange an EXIT INTERVIEW within a day’s period from
the date of receipt of the resignation to the HRD department.
• The interviewee would be given a choice to select his interviewer from the above stated
panel.
• Incase the chosen interviewer is not available (on leave or on tour or any other reason) then
the interviewee should be asked to make a second choice or should wait till the first chosen
interviewer is available.
• The exit interviewer should not make any notes at the time of conducting the interview so
that the openness as well as the confidentiality is maintained.

60
• During the exit interview, if the interviewer feels that satisfying his dissatisfaction can retain
the interviewee, then the interviewer should consult the concerned Department Head or G.
M. & take the necessary decision.
• After the Exit Interview is over, the interviewer should give his remarks and consult the
respective Department Head and take necessary decision regarding the acceptance or
disapproval of the resignation.
• It is only after the acceptance of the resignation wills the process of final settlement begin.

FINDINGS

SALESMAN:

After having studied more deeply it can be said that there was no specific problems due to which
the salesmen have left the organisation. Majority of them who were seen in the column of "Less
pay & less satisfaction" are also infact those employees who were retrenched due to
unsatisfactory performance and have projected as though they had resigned on their own. There
were very few who really resigned on their own accord for the want of starting a proprietorship
business.

KENDRA VYAVASTHAPAK:

To avoid Transfers: After having a case to case study of the KV's it was found that their personal
problems were related to their "transfers". They refused to be transferred to other places.
For marriage purpose: Many of the Kendra Vyavasthapaks left the organisation for the want of
funds for their children's marriage.
Ill-health: While some of them resigned as they considered themselves unfit for the work from
health aspects.

ASSISTANTS:

Following points were revealed from the data that was gathered;

61
Age group : Most of the Assistants who left within a period of 2 years were from the age
group of 21 - 25 years (55 %) & 26-29 years (40 %).
Past Experience: Their past experience was within a range of 3 months to 2 years.
Placement : Few of the personnel were placed either on wrong positions or were a wrong
selection.

OFFICERS:

The officers left either because they got another opportunity in government services or were not
satisfied with their job.

MY INFERENCE

• Some schemes for providing funds for the marriage occasions of Kendra Vyavasthapak's
children should be developed.
• Few changes should be incorporated in the recruitment & selection procedure.
• Quarterly review of Staff turnover should be made henceforth for more accuracy of data.
• Exit Interview should be scheduled after the final settlement and a choice should be given
to the employee to select his interviewer from a given list.

SUGGESTIONS TO BRING CHANGE IN THE RECRUITMENT & SELECTION

PROCEDURE

OBJECTIVE:

• To ease out the formalities of recruitment procedure

• To facilitate a better judgment of the candidate by exploring his/her varied personality traits
through scientifically designed psychological and skill tests.

STRATEGY:

Recruitment

62
• To float vacancies of specified posts on the net as well.
• Designing a web-page for inviting resumes in a specific format so that it turns out to be a
time saver
. Selection
• Developing;
• Rating Scale
• Psychological Tests
• Skill / Technical Tests
• Interview

METHODOLOGY:

SELECTION PROCEDURE

• Rating Scale of 1 to 100 points with proportionate points for;

• CV
• Psychological Tests
• Skill / Technical Tests
• Interview
• Psychological Tests:
• Clear identification of the qualities required for the post vacant.
• Professionally designed Tests with the help of a Psychologist keeping in
mind the Post vacant and the psychological qualities required to achieve
performance potential.
• Skill / Technical Tests:
• Clear identification of the specialized skills required for the post vacant.
• Professionally designed Tests with the help of a Managers or well qualified
personnel of that field of our organisation keeping in mind the Post vacant and
the technical skills required to perform the task to the fullest potential.
• Interview:
• Introduction of a Psychologist on the interview panel for
selective posts.

63
 ANNEXURE

CAREER PATH-1

Designation Job Description Job Specification Career Bridging the

prospects forgap
next five years.
Assistant Recruitment and Selection Qualifications: Job Rotation
• Receiving Application minimum graduate.
Can be
Giving
• Sorting Application promoted to the
(B.A. , B.Com.)
exposure to all
post of:
• Filling Application BlanksKnowledge of computer
the functions
Supervisor
from candidates. is essential.
within his/her
Officer
• Conducting written / IQ own
tests. Personal attributes
department can
Criteria
• Arrangements for interviews develop
Minimum 1
The assistant's job
• Informing interview panel / assistant.
year service as
requires good public
Record of their remarks etc.
assistant.
relation skills as he/she
• Sending call letters, 75 % marks for
The employee
comes across new
reference checks etc. should also
regular work.
candidates.
take initiative
No red mark
He / She should be soft
and learn new
Registers / Records Bears all the
spoken, congenial, bear
functions.
• Interview registers qualities
helping nature in order
rd
• records of candidates onto guide the applicants inspecified in 3

64
 waiting list, not applicablefilling forms, exams,column. can pursue
list tests etc. Diploma in
• Appointment registers He / She should show Personnel

• Records of superannuating,readiness for travelling. Management

resigning & retired

employees.
• Records of all new recruits,
their names, addresses,
qualifications etc.
• Updating of employee
records

CAREER PATH-2

Designation Job Description Job Specification Career Bridging the

Prospects forgap
next five years
Executive • Preparation, recordsQualifications Can beIn order to
maintenance of organisationminimum graduate promoted toclimb up on the
charts, determination ofPost graduation inthe post of ladder
public Holidays. Personnel Executives can
• Payment of Bonus, Ex-gratiaManagement will be2.Manager work with their

bonus, other formalities. preferable. managers take

• Wage and salary 3.General proper

administration Experience Manager guidance, learn

Minimum two to three all the functions
• Employee benefits and
years relevantCriteria and intricacies
facilities administration.
experience. Same for all a of the
• salary increments, fitment
Manager’s job
• Pay scale changes, lodging
Personal Attributes Executive
allowance, travel allowance
• Excellent becomes Executives can
• List of gunwant Karmachari
communication eligible foralso pursue post

65
• Compliance with the skills promotion if hegraduation in
provisions of Bombay • Decision making/ she haspersonnel
welfare Act, P.F. contribution, ability. worked asmanagement /
ESIC contribution. • Pleasant andSachiv to Flabour laws to
• Monitoring the work of impressive grade Manager become eligible

employees reporting to personality. for higher posts.

him/her. • Leadership Should have all

Qualities the personalCan be send to

• Advertisement of new • attributes seminars,

Well verse with
vacancies in famous news conferences so
computer.
dailies that they can
• Knowledge of
groom &
• Preparation of organisation Labour laws,
develop
charts wage and salary
themselves as
• Contacting advertising administration.
future
agencies.
managers.
• Call letters, travel
arrangements of candidates,
checking answer sheets of
candidates.
• Advertisement of vacancies
on notice boards
• Socializing new employees,
imparting mini induction
program.
• Communication of pay scales
of new employees to the Pay
sheet section
• Administration of security
deposits, accommodation
facilities etc.

66
 • Maintenance of all the
relevant registers and records.

CAREER PATH-3

Designation Job Description Job Specification Career Bridging the

Prospects forgap
next five years
Officer Recruitment and selection Qualifications Can beIn order to
• Checking internal andminimum graduate promoted to theclimb up on the
external sources ofDiploma in personnelpost of ladder officers
recruitment. management will be can work with
• Advertisement of newpreferable. 1)Executive their executives

vacancies in famous news and take proper

dailies Experience 2)manager guidance, learn

• Preparation of organisation Minimum two to three all the

charts years relevantCriteria functions and

experience. Same as above intricacies of
• Contacting advertising
Should have allthe executives
agencies.
Personal Attributes the personaljob
• Call letters, travel
• Excellent attributes Officers can
arrangements of candidates,
communication also pursue
checking answer sheets of
skills post graduation
candidates.
• Decision making in personnel
• Advertisement of vacancies
ability. management to
on notice boards
• Pleasant and become eligible
• Socializing new employees,
impressive for higher
imparting mini induction
personality. posts.
program.
• Communication of pay scales
of new employees to the Pay
sheet section

67
 • Administration of security
deposits, accommodation
facilities etc.
• Maintenance of all the
relevant registers and records.

PERFORMANCE APPRAISAL FORM

The performance of an inductee can be appraised on the following parameters.

Target Activity Actual performance Deviation if any Remarks

68
 1. Initiative taken
(To be appraised by sales, administration staff (360 degree) appraisal)
2. Dependency
3. Impact of Training.
4. Communication Effective Ineffective
5. Learning attitude

EXIT INTERVIEW REPORT

Name of the employee:

Age: Qualification:

Co. Name: Department:

Grade: Designation:

Department Head: No. of years in

organisation:

Reasons as stated by the resignee: (Main Highlights)

69
 Any areas of improvement suggested:

Any special comments by the interviewer

Signature :

Name of the Interviewer :

Designation :

Date :

TRAINING EXERCISES / GAMES

Distortion in communication

Purpose During the training it is likely that communication problems will arise
among the participants and between the participants and the trainer.
The purpose of this group of exercises is to enable the participants to
be more open and gain more understanding of factors which give rise
to communication problems during the training and in the community.
For this reason it is useful to discuss this subject in the first days of the
course.

70
 There are several ways to lead into discussion on distortions in
communication. The exercises, which are suggested here, hope that:
Objectives 1 The participants understand some of the factors which hinder
good communication.
2 The participants understand some of the factors which promote
good communication.
3 The participants can communicate more effectively.
Exercise A
Time 30 minutes
Place Classroom
Materials A piece of paper for each participant
Pen, pencils or felt pens for each participant
Blackboard or large piece of paper
The activity Introduction
In the process of communication, explain that the sender of a message
(or the speaker) always hopes that the receiver of the message (or the
listener) receives the same message as he has sent. Give examples.
Then you can ask: ‘But is the process of communication as easy as
this?’

71
 Steps
1 Draw a simple picture like the one shown on a large piece of
paper or on the blackboard.
(Picture) 2 Show the picture to all the participants. When all have seen it,
remove the picture.
3 Repeat briefly the process of communication.
4 Then ask the participants to draw the same picture they saw on
a piece of paper.
5 Show the pictures to all the participants, or ask several
participants to repeat their picture on the blackboard.
6 Note the differences in the drawings by comparing them with
original.
Discussion and Points, which can be emphasized
Conclusion It will be found that most of the participants have drawn a picture
which is not exactly the same as the original one.
From this we can draw the conclusion that problems can occur even
when the communication is direct and simple.
If the message is more complicated or if other people or the
media gives it, there are even greater chances of problems or
distortions.
Despite the best of intentions, distortions can happen, as we
saw in the case of the simple drawings.
If there are bad intentions, the chances of distortion are so
much greater. For example, if we want to spread rumours about
someone, it is easy to distort the real situation. Ask the participants to
give other examples.

Exercise B
Time 15 minutes
Place Classroom
Materials Blackboard or large piece of paper

72
The activity Introduction
Explain that often problems in life can be seen in many different ways.
Therefore we should always examine others opinions, especially when
they differ from our opinion, even though we are convinced our
opinion is right.
(Picture) Steps
1 Draw a picture like the one shown on the blackboard or paper.
2 Ask the participants how many squares there are
3 .The participants will probably give a variety of answers such as 9,
10, and 14. Each is acceptable.

Discussion and Points, which can be emphasized

Conclusions Examine with the participants the differences in the answers. Each
person will believe he or she is right. Ask people with different
answers to explain how they reached a particular number.
You can conclude that in every day life we should always try to
understand the opinions and way of thinking of other people, including
the basis for their way of thinking.
___________________________________________________

NOTE: This exercise is particularly effective if it is used when a

heated argument occurs and neither side is prepared to listen to or
consider each other’s opinion.
__________________________________________________

73
QUARTERLY REVIEW

Upper level Report:

STAFF TURNOVER REPORT

GRADE: QUARTER : 1 / 2 / 3

Particulars Current Quarter Previous Corresponding

Quarter Quarter last
year
No. of employees on first day of the x
quarter
No. of employees on last day of the y
quarter
Average labour force z = (x + y) / 2
No. left during the quarter a
No. recruited during the quarter b
Flux Rate (%) [(b + a) / z]*100

74
DEPARTMENT LIST

GROUND FLOOR

Sr. No Name of Department

1 Reception
2 Library
3 Meeting hall

Basement

1 Record room
2 Stores for general purchase

Floor 1

1 Marketing
Sales A(Bidi)
Sales B (Yogi)
2 Product Management
3 Information Tehnology
4 GM-A
5 Oral care
6 Account

Between 1st and 2nd Floor

1 M.D’s Cabin
2 Secretary(Sachiv)
3 Account (Trust)

Floor 2

1 GM-B
2 Commercial
3 Transport
4 Production-A
5 Internal audit
6 Dispatch

75
7 Accounts
8 P.F & Gratuity

Between 2nd and 3rd floor

1 Xerox room

Floor 3

1 Floriculture
2 HRD
3 GM-C
4 PF /Taxation
5 Administration
6 Legal
7 Welfare
8 Typing

Floor 4

1 SLS
2 Production-M
3 Purchase
4 Cardex
5 Document

76
 BALANCE SHEET OF SHRILEKHA AS ON 31ST MARCH 2005

LIABILITIES 31/03/2005 ASSETS 31/03/2005

AUTHORISED SHARE CAPITAL 75,00,000.00 CASH IN HAND

Cash in hand 7,184.09
Paid up share capital
56,66,465.00 BANK BALANCES
Capital 56,12,850.00
Share suspense 53,615.00 Jankalyan C/A 1,20,391.76
Rajlaxmi C/A 14,681.02
Mahesh C/A 15,664.00
Reserve and Other Funds Vishwas C/A 5,652.00
NDCC Current C/A 20,723.10
Reserve 61,55,104.67 NDCC saving C/A 2,07,456.00
Building 56,67,139.00 SSVS bank C/A 3,97,285.38
Dividend equ. 13,94,417.00 Allahabad a/c 39,092.23
People C/A 1,00,537.75
13216660.67 Jankalyan C/A 1,43,816.00
Namco C/A 1,85,202.00
Depreciation 24,67,041.32
Charitable 2,69,999.00 Investment(A)
Staff welfare 6,75,618.00
Vikas 18,67,097.00 Alh. Bank staff 2,29,410.00
Co-op 3,02,401.00 gratuity
Samajik Upkram 41,83,253.00 NDCC Bank Shares 1,25,000.00
(sport) NDCC Bank reserve 57,20,000.00
Mrutunjay Fund 1,08,682.00 fund
M.S.E.B Fix deposit 10,16,000.00
99,08,984.32 2,31,25,644.99 N.D.PAT. FED share 500.00
Deposits MAH. ST.PAT. FED. 2,000.00
share
Bachat Gat Saving 7435.00 SSV Staff Gratuity -
Dep .Gur. Corp. 5,00,000.00
Bachtat gat RD 2811.00
Salary Saving 2,32,732.87 Investment B
Rajlaxmi urban 42,26,699.00
Saving 84,48,763.30 Mahesh coop FD 20,65,880.00
Recurring 2,75,673.81 Allahabad bank FD 71,25,000.00
Sinnar Vyapari FD 3,18,991.00
Cum.RD 14,20,414.34 NDCC Bank FD 21,45,193.00
Fixed Deposit 78,25,796.00 Vishwas Bank FD 66,22,216.00
Jankalyan Bank FD 44,78,862.00
Cumulative FD 2,04,34,582.00 Namco Bank 45,37,396.00
Matured fix Deposit 1,15,219.20

77
Dam Duppat 1,74,61,078.57
Matured Dam duppat 1,95,869.09
New CFD 1,33,38,620.00
Anand Vardhini 4,990.00
6,97,84,085.18
Cash Certificate 100.00

Interest payable

Fixed deposit 103,685.00

R.D 176,515.00
AND VAR A/C 3,754.00 2,83,954.00

78
 References:

Annual reports of Mataoshree trust

Annual reports of Shrilekha bank

Company human resource documents

Other documents

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