Os Edited

An organisation study at Vijayamohini mill]
1
Institute oI Management in Kerala, Poojappura

CHAPTER 1
INTRODUCTION


2

INTRODUCTION

The glorious Indian industrial past was related with cotton, silk
goods, jewels, embroideries etc. AIter independence, large scale industries especially in
consumer goods like cotton textiles, jute and sugar had registered signiIicant growth. Large scale
industries are those which require huge capital investment and long going period. Large scale
industrial sector is one oI those sectors that paved the way Ior economic growth in a country like
India, cotton textile industry is a major large sale industry and contributed one IiIth or 20 oI the
total industrial output oI the country.

In India there are number oI textile mills engaged in the
production oI yarn as well as clothes. Vijaya Mohini Mills at Thirumala in Thiruvananthapuram
is Iamous Ior the production oI yarns. Vijayamohini Mill is an undertaking oI Government oI
India.

The present study oI an organization like Vijaya Mohini Mill,
Thirumala, Thiruvananthapuram, one oI the leading national textiles corporation units in Kerala,
is an eye opener to the various obstacles being Iaced and the Iuture prospects oI the industry. The
importance oI the organisation study is to analyse in detail about the Iunctions oI the diIIerent
departments oI the organisation. The Iindings oI study would give valuable inIormation Ior
improving the overall perIormance oI the organisation.


3
SIGNIFICANCE OF THE STUDY

The most important objective is to get an organisational Iamiliarisation which will help to learn
more about the company, its diIIerent departments and sections, the delegation oI authority and
hierarchy. Moreover the study throws light on the various production process and products
together with company`s Iuture plans oI expansion.Moreover suggestions have been put Iorward
as to improve the satisIaction level oI workers in the organization.

OB1ECTIVES OF THE STUDY

Objectives:
To study in detail the overall Iunctions oI VijayaMohini Mills.
To know about the policies and procedures oI the organisation.
To study about the various stages oI manuIacturing process.
To interact with the managers oI various levels oI the organisational hierarchy as well as
the workers.
To make a SWOT analysis about the organisation.


4
RESEARCH METHODOLOGY

Both primary and secondary data have been used Ior the study.
Primary Data
irect Interview
Observation
xpert Opinion

Secondary Data
Annual Reports
Websites
ournals and Magazines
ompany Records
SCOPE OF THE STUDY

VijayaMohini Mills is a well reputed and experienced company,
that enjoyed monopoly Ior several years and it was Iound to be a good source oI study Ior me as
an MBA student. The company was running under various departments and had vast hierarchies
oI administration, which could be careIully studied Ior the well understanding oI how a
management works practically.

LIMITATIONS OF THE STUDY

O The time period allotted Ior the study was only 15 days.
O The availability oI data is limited.
O The conIidentiality restricted the collection oI Iinancial accounts.


5

CHAPTERIZATION

The Organization Study conducted in Vijaya Mohini Mill is
reported in 8 chapters.
First chapter contains the Introduction oI the company, Objectives oI the study,
Methodology, Scope oI the study and hapterization.
Second chapter contains Industry ProIile World scenario, Indian scenario and State
scenario.
Third chapter contains ompany ProIile, History, modernisation, nature oI the activity
Product proIile, Main products etc.
Fourth chapter contains the structure oI the organisation.
Fifth chapter contains the various departments oI the organisation.
Sixth chapter contains ompetition and Industry analysis SWOT Analysis and
PORTR`S Model.
Sixth chapter contains Iindings, suggestions and conclusions.
Eighth chapter contains the bibliography.


6

CHAPTER 2
INDUSTRY PROFILE


7

INDUSTRY PROFILE

INTRODUCTION

ottontextile is one oI the oldest and largest industries oI our country. It has made rapid
progresses during the century oI its existence. India has the world`s highest land under cotton but
in terms oI production among 55 major countries it ranks only 4
th
being next to USA, USSR
(Iormer) and HINA. otton is grown in this country over an area oI about 8 million hectors and
average production during the last Iew seasons has been about 87 lakhs. In the modern world,
new materials are being produced and introduced into the market.

COTTON TEXTILE INDUSTRY

otton textile industry is an oldest one but also labour intensive and produces cloth which is one
oI the basic needs oI the human liIe. In India, this industry includes 3 diIIerent sectors namely
mills, power looms, and handlooms using diIIerent level oI equipment and technology. Among
the above mentioned sectors mill is most important because it provides a large quantity oI output
and it provides more employment opportunities and helps to earn a lion share oI Ioreign exchange
to national economy. The industry gives direct employment opportunities to about 20 oI all
industrial labourers and it earns 10 oI Ioreign exchange earnings. It also includes 20 oI the
total industrial production. The industry is supplying yarn to the decentralized sector, which gives
jobs to more than 4 million workers.
.


8

COTTON TEXTILE INDUSTRY IN INDIA

otton textile industry is the oldest and perhaps the largest in the country. otton
is believed to be grown and put to use Ior the Iirst time in India. otton industry is the most
important single industry in the country.

From about 1500 B to 1500 A Ior nearly 30 countries, India held the world
monopoly in the manuIacture oI cotton goods and even today the trade name oI the Indian cotton
goods is calico the product oI alicut.

The world owes in depth gratitude to India Ior the pioneer work it had done in
the cultivation and manuIacture oI cotton, which today has spreadwidely throughout the world. It
is estimated that at the beginning oI the 18
th
century, the annual import oI cotton goods into
urope were worth more than a million dollars.

Towards the end oI the 18
th
century, the ast India ompany realized the value
oI the invention in Lancaster especially the possibility oI spinning and weaving cotton by using
mechanical methods and developed to encourage the growth oI cotton in
India Ior the power looms oI the British.

Textile structure serve Irom 2 sources, ancient handcraIts and modern scientiIic
inventions. The earlier were not produced Irom one thread and employing a single repeated
movement to Iorm loops and inter layering oI Ilexible, reed, canes, or other suitable materials.
The earlier evidence oI weaving dates Irom about 5000 B. otton silk, wool and Ilax Iibers
were needed as textile materials in ancient gypt.otton was used in India by 3000 B and silk
production is mentioned in hinese chronicles dating to about the same period.

In India, the Iirst cotton textile mill was setup by British company in 1818 in
alcutta. The Iirst mill in India, the Bombay Spinning and Weaving ompany Ltd was set up by
MR Gawage Nanbhay evas in 1851. The mill commenced production by 1854. The cotton

9
textile industry was concentrated in and around Bombay during the initial period. Until 1870, the
industry development was at a slow pace. But during the 19
th
century, the industry grew rapidly.

Later on the cotton mill industry lost its dominant position in cloth production.
In 1981 the industry produced 40 cloth requirement against 80 in 1951.

COTTON TEXTILE INDUSTRY IN KERALA

The textile industry in Kerala is not only the oldest industry oI the state, but
also an industry which occupies an important position in the state economic development; the
earliest known registered Iactory is the Malabar Spinning and Weaving ompany at Ponnianwara
in alicut. The second important textile unit setup in the states is the Quilon Spinning Mills.

The development oI textile industry in the state took place only aIter
independence and during those days the development oI the textile industry in the state took place
mostly in the private sector. But some oI the mills became sick units and were taken over by the
NT. The Kerala state textile corporation was incorporated in 1972 with the objectives oI
promoting textile industry and assisting sick mills.

The peculiar Ieature oI cotton textile mills in Kerala is that, most oI them are
either in the hands oI government or in the co-operative sector. There are 33 textiles units in the
state which provide employment opportunities to about 23000 persons. OI these units, spinning
and composite mills number around 29 and out oI these 29 mills, 4 are in the state sector, 5 in the
central sector and 13 are in the private sector. The installed capacity oI the textile units in Kerala
is over 7 lakhs spindles and about 1900 looms.

According to the report oI the working group on the textile industry, State
Planning Board Thiruvananthapuram, the total production oI yarn is estimated to be more than 23
million kilograms valued at over Rs.100 crores. Also over 10 million meter oI clothes valued at
over about Rs.17 crores are produced.

10

CHAPTER 3
COMPANY PROFILE


11

COMPANY PROFILE

History of VijayaMohini Mills

Vijaya Mohini Mills is the Iirst textile mill that was started in
Thiruvananthapuram. It is located at the eastern side oI Thiruvananthapuram city. The unit is
surrounded by the Military ampus. The mill is started in a campus which is about 10.5 acres. It
was originally established under the rule no 6 oI the Textile Nationalization Act 1974.The mill is
now administered by the National Textile orporation.

Historical Development of the Company

Vijaya Mohini Mills spinning unit was started in the year 1946
by Mr. N. Nair with a paid up capital oI 12 lakhs. Though the Iirm was started in 1947,
production began only in 1948 with a spindle capacity oI 6720. Later the mill was handed over to
eva Ray Naidu, the owner oI many textile industries in South India. The spindle then increased
to 9360 in 1951 and mill was again taken over by N. Nair in1956. The spindle was expanded to
15080 in 1959. The management was transIerred to Sree Meenakshi Group in 1960. The
expansion programme they made increased the capacity oI spindle to 25016 in 1969. But
continuous loss and Iinancial diIIiculties made the closure oI the mill Irom May 1971 to
September 1971.
The growth oI the mill was aIIected by problems like repeated
change oI management and administration. Thus there arises a situation where there was no
managing agency.The administration was then directed to an organized Board oI irectors. The
Board then appointed an M to control all the administration oI the unit. Mr. Sundaram hettiyar
was the M up to 1974.

In 1974 the Nationalization oI the Textile Industry Act was
enacted. As per the rule no 6 Nationalization Act, the unit was undertaken by the entral

12
Government. Now NT is controlling the company. At present production capacity oI the mills is
around 4000 kg per day. The value oI the production per day at present is established at 2.6 lakhs.
NT had subsidiaries. Under every subsidiary 10-15 mills were Iunctioning. NT had 121 mills
Iunctioning all over India. The headquarters oI these subsidiaries were at Bangalore. Now, all the
subsidiaries are merged into one and NT Mills are controlled by its Head OIIice, through
Regional OIIice at various locations. The raw materials are purchased Irom the otton
orporation oI India. Vijayamohini Mills comes under the Southern Regional OIIice based at
oimbatore.

Modernisation

New proposals oI modernization with IBI, IFI, were
sanctioned in April 1990. It was with a total outlay oI Rs 666.03 lakhs, including theprovision oI
generators. As a part oI modernization, a new machine called auto-cornor was imported Ior
automatic winding.

Nature of Activity

This is a spinning mill engaged in the production and
distribution oI yarn to diIIerent parts oI the country.

Vision, Mission and Objective

Vision
To produce value added quality yarn and to be a competent enterprise in the Iield oI textile
industry.


13
Mission

.To provide employment
. To have competent work Iorce in the organization

Objective

The main aim oI the Vijayamohini Mills is the technology up gradation oI producing value added
yarn.

Product profile

The raw material yarn cotton is transIerred into the yarn through various processes. Yarn
produced at diIIerent qualities like 60s Pc and 50s P, the mill produces cotton polyester blended
yarn. That is cotton blended with polyester Iibred yarn, which is cotton blended with polyester in
the ratio oI 70 to 30 respectively.

Raw materials

Raw materials are purchased centrally by the head oIIice Irom the otton orporation oI
India, Reliance Ltd and some other parties and allocated to each mill according to the spin plan
by the head oIIice. The cotton received by the mill is Iirst weighted and then it records the weight
oI each bale. The cotton is issued to the production department on the basis oI moving average
cost. The cotton purchased is tested at the central testing laboratory in oimbatore.


14

CHAPTER 4
ORGANISATIONAL STRUCTURE


15

ORGANISATION STRUCTURE OF VI1AYA MOHININ MILLS

\

CN

&N AN
(Finance)
AN (HR)
A&N (N
AE
A&N (QC)
&'A
&'A
H'
Assistants
'" &;aff
QC&;aff
Peons S Drivers
&ecuri;
Wing
Maintenance
Wing
1obbers &
Workers
Engineering
Wing
Accountant
&;ore
Ass;
&

16

CHAPTER 5
FUNCTIONAL DEPARTMENTS


17

PRODUCTION DEPARTMENT
The head oI the department is the spinning manager, who is in eIIective control oI the production
process. There are three varieties in the production department. They are cotton, Polyester cotton,
Polyester staple Iiber.
The raw materials are obtained Irom the cotton corporations oI India and Reliance Industries Ltd.
Sometimes they purchase cotton Irom private parties also. The unit is working under the
instruction Irom head oIIice situated at Bangalore. The production department consists oI Iactory,
engineering and stores. The engineering section consists oI workshop and powerhouse.


18
PRODUCTION PROCESS

Mixing
Blow Room
Carding
Spinning
Simplex
Drawing
Comber, If any
Cone Winding
Packing

19

1) MIXING

AIter the cotton has been opened the raw cotton and the Polyester Spun Fibre (PSF)
will be mixed in a proportion oI 30: 70 i.e. 30 cotton and 70 PSF and it will be Ieeded to
the machine. The wastes and the seeds will be removed.

The two major raw materials used in the yarn production are:

1) Raw cotton Irom I
2) Polyester supplied by Reliance industries

The various steps in this process are as Iollows:

1) The bales oI cotton are taken out and accordingly to the mixing ratio, it is opened and
spread on a large Iloor.
2) Then another bale oI polyester is laid over the spread out cotton, thus making alternate
layers oI cotton and polyester.
3) AIter stock is made the material is allowed to stand Ior mixing up to 12 hours beIore
Ieeding into the blow room. This process is done in a mixing room, which is at a lower
temperature than that oI the room temperature.


20

2) BLOW ROOM

Here the impurities are removed and is converted into convenient package having the
uniIorm weight per unit length Ior Ieeding the next machine.

The diIIerent process taking place inside the blow rooms are as Iollows:

1) iIIerent types oI impurities present in the cotton Polyester mixer are removed.
2) To convert the loose and cleared mix into convenient package having uniIorm weight Ior
Ieeding the next machine.
3) Blending as mixing oI Iibre. Finally the process in the blow room helps to perIorm a
thorough mix.

The diIIerent types oI machines associated with this process and their
operations are given below.

a) Feed Lattice: The Iirst part through which cotton is passed, where bale is opened.
b) Step cleaner is used Ior more opening and cleaning.
c) Hooper Ieeder is used Ior uniIorm Ieeding and to make constant amount oI cotton to
pass into.
d) Porcupine opener is used to removethe minute particles.
Then through the bypass it reaches the condensing age which is the only way to the
second proper Ieeder. From here it goes to proper Ieeder Ior uniIorm Ieeding oI two
types and is extended to increase production.

The outputs that are obtained Irom the blow room are Lap. Lap looks like cotton coiled in
a thick rod.
The process oI delivering oI the mixture directly Irom the blow room to the carding
section is known as HUT FING SYSTM.

21

3) CARDING

The mix Irom the blow room will reach in the head oI the machines
in the carding section.

The main objective oI the carding machine is individualization oI the
Iibre to Iile separation.

1. Opening and cleaning.
2. Mixing and blending oI Iibre.
3. raIting
4. oiling

Reducing the thickness oI the lap to a Iilmy Iorm and together this web
is transIormed into condensed Iorm oI silver. The carding is done through carding engine. The
process helps to separate cotton Iibre Irom impurities and removes short and immature Iibre. The
carding engine delivers cotton as Iilmy webs which are collected in a coiler can. Here there are
35 high production carding machines and 7 high production carding machines.

The machines have three units namely

a) Licker In
b) ylinder
c) oIIer

The Iirst unit removes the waste Irom the mix. Then this mix passes through the cylinder
unit and then reaches the doIIer unit. In the doIIer unit loose Iibre will be collected and be
condensed and then transIormed into a rope Iorm.The raw material processed in this

22
department is known as carding silver. This carding silver will be collected in cans and each
can will be Iilled within a time oI halI an hour.

4) COMBER

The main objective oI the combing process is to remove the shoot Iibres,
limbs and impurities present in the card silver. The carding process helps the spinner to produce
cleaner yarn especially in counts which will be Iiner to be spun Irom the same cotton in the
carded state.

5) DRAWING

The silver lacks uniIormity oI thickness and Ior straightening the Iibre,
the carded silver is processed in the drawing Irame. Here silver gets uniIorm thickness through
doubling process and the Iibre get straightened by drawing in the draIting process. rawing
machines are the types oI machinery installed in this department. This silver Irom the carding
process are stretched or drawn out Irom the drawing machine and is aligned closely.

ight cans oI carded silver will be Ied to one machine in the drawing
session. In this, machine will be rolled in between 3 upper rollers Ior the purpose oI stretching.
ight cans oI carded silver will be converted to one can oI drawing silver.

) SIMPLEX SECTION/ FLY FRAME

Here in this section drawn silver will be Ied into machine. The machine will condense the Iibre
more and small twisting will be done to draw silver. Then the thread will be made thinner. The
level oI silver determines the quantity oI the yarn. In the simplex section the process oI ROVING
takes place.

First and second machines in the simplex section are Irom hina. It has a
better production capacity. In the case oI hinese machines each roving machine will have a

23
maximum capacity Irom 4000 to 4500 meters. These machines could produce 120 Roving`s in an
individual perIormance.The bundle oI the roving`s which will be Ied to the spinning section is
known as Bobin.

7) SPINNING

The spinning takes place in a ring Irame. Here driIting is done and twisting takes place to
give strength to the Iibre. The output produced here is the yarn.

The last stage in the manuIacturing oI yarn is called spinning. The ring
Irames convert the roving received Irom the simplex machine into yarn oI the required count.

The Iunctions oI the ring are:

1) rawing out oI roving by means oI rollers.
2) Twisting the roving around the ring.
3) Winding the twisted yarn into bobins where there are such machines which converts
roving`s into yarn.

In an individual perIormance 864 cops can be produced Irom each machine. op is the end
product oI spinning department. There are 29 machines in the spinning department. In this
department the size oI the thread will be Iurther reduced.

) WINDING DEPARTMENT

Winding oI the threads are done in two qualities.60 pc and 50 pc, in
which 60 pc is the best quality threads produced in the Vijaya Mohini Mills. This is doing Ior
exporting purpose.

The end product oI the winding section is known as cone. ach cone will have an average weight
oI 1.250 Kgs.

24

Another process in winding section is doubling. For making the Iibre convenient Ior weaving the
threads will be doubled in the doubler machine iI it is needed.

9) PACKAGING

In the packing section the threads will be suitably packed and will be
transported, and stored suitably Ior the domestic and exporting purpose. There are two types oI
packing. ach cone is covered using polythene bags. Such covered 50 cones are arranged as one
bag and stitched.

Gross weight is 52 kg (net weight 50 kg)

PROCESS OF POLYESTER /COTTON BLEND

TH FINISH YARN IS PAK IN 13 X 16 X 40 size bag.

While purchasing the material it should be cleared through an agent or directly. It is to be
veriIied in the main gate and allowed to store Ior the physical veriIication in the presence oI
intending person or the security guard.

AIter the physical veriIication the material is purchased as per the
order oI the department. Then in the Mill store purchasing oI the spare parts and the other
purchases is done.


25
The Mill store consists oI three procedures they are:

a) Procurement oI the material
b) onsumption
c) Payment

The persons in the Mill store consist oI Iour staII and are structured as Iollows:

PURCHASING PROCEDURE

The purchase material is recorded in the receipt book, which
consists oI:

1) Purchase Order
2) Store receipt
3) Rate entry
4) ate
5) Name oI the suppliers
6) Particular supplier
7) Invoice

The sale oI the yarn I are given to the industries like:

1) SHAH NTRPRISS
2) SANGTHA TRARS
3) PRIYANKA NTRPRISS


26
The spare parts oI the machinery are purchased Irom the companies like:

1) SUPRIYA HARWARS
2) KARTHIKA HARWARS
3) SURYA NTRPRISS
4) USHA LTRIALS
5) LKSHMI MAHIN
6) MM ARS
7) LMW LAP MAHIN

MAINTNAN SHM

ngineering section also comes under the production department.
The assistant engineer is in charge oI this section. The ngineering department comprises oI
the powerhouse and the workshops. They undertake all the maintenance and installation oI
the machinery.

QUALITY POLICY

We are committed to manuIacture and supply yarn conIorming to agreed speciIications and
ensure customer satisIaction. The above policy is implemented by adopting the Iollowing
measures.

By adhering to an eIIective quality management system and continually improving it.
By creating awareness among all the employees about the importance oI quality management
system.
By technology upgradation.


27

QUALITY CONTROL SECTION

There are two types oI raw materials used by VMM i.e. cotton and
polyester. The productionoI cotton yarn and polyester cotton yarn and 100 polyester yarn.
In polyester cotton yarn there is a blend oI polyester and cotton. It will be in the Iorm oI cone
each weighing 1.25 kgs.

Raw cotton is in bale Iorm. The Iollowing tests are conducted Ior
checking the quality oI bale (spin ability)

1) The test to Iind out the staple length
2) Strength test.
3) Fibre Iineness test
4) Maturity test

INVENTORY SECTION

In the stores department, only the spare parts oI the machines and other daily
requirements are maintained. They adopt bin card system Ior the receipt oI materials and a receipt
voucher is maintained. The procedures Ior the receipt are:

1) For purchasing a particular spare part the concerned department will spend on indent to
the store.
2) AIter receiving the indent, the store department will call Ior the quotation.
3) Quotation having the lowest price must be Iinalized.
4) The members oI the purchasing committee should sign to approve the quotation.
5) AIter that, a purchase order is placed and sent to the supplier.
6) Inspection oI the materials is done by the indent authority.
7) ReIlection oI goods can be made and it is send back to the parties.

28

But iI the materials are accepted a bill will be passed and payment is made aIter checking
Ior damages, deIaults etc.

Three copies oI receipt vouchers are prepared. Two copies are given to store, and one
copy is given in the accounts department.

For the issue oI materials, the department will send an issue slip to the store. AIter the
issue has been made, the closing balance in the bin card should match to the stock in the
stores. The goods are classiIied as:

a) Fast moving
b) Slow moving
c) Non moving

HR DEPARTMENT

HR Manager
Head Time
Keeper
P.F and
E.S.1
Time
Keepers
Security
Wing
Head Security
Inspector

29

The HR manager is in charge oI the department. Under him
there is a head time keeper and a security inspector. A general PF and SI section is successIully
working under the supervision oI the section oIIicer.

The HR department is working in liaison with other departments. In areas such as
recruitment , selection, placement, training, promotion, long term agreements, collective
bargaining industrial relations, discipline, administrative mills,quarters,disciplinary action. He
plays the main role in the organization.

TOTAL NUMBER OF EMPLOYEES

WORKERS
Permanent 214
Gate Badlis 14
Mill Staff 19
Officers
Total number of women workers 33+2
Total number of Trade Unions 4


30

RECRUITMENT

Recruitment is done through employment exchange under direct
recruitment. There are Iour categories such as A, B, , and , A and B are managerial categories
oI workers are selected only through employment exchange.

irect recruitment is done in the case oI managerial posts.
AIter receiving the list, the management will send memo under certiIicate
oI posting to the suitable candidate. The memo will contain date , time, and place oI the
interview. The selection committee consists oI:

1) General Manager
2) eputy HR Manager
3) Factory or Spinning Manager
4) Assistant Account Manager

SELECTION PROCEDURE

AIter recruitment procedure selection is done by ascertaining the
qualiIication oI the candidates with job requirement. The selection here is conducted on the basis
oI:

1) Test
2) Interview
3) Medical xam
4) Appointment


31
TIME OFFICE

This is the only administrative section Iunctioning Ior 24 hours
continuously over three shiIts. The Time Keeper, aIter collecting attendance cards oI the workers,
assesses the shortage oI labourers and lot overtime.PreIerence is given to permanent workers then
to badlis and apprentices. The senior Assistant calculates the number oI dates worked and their
wages is a very complicated procedure iI it isdone manually.

PROBATION

AIter placement the employees are given certain period oI probation. The
probation period is three months Ior workers and one year Ior general staII. Only aIter the
successIul completion oI probation, the employees are made permanent. II the perIormance is not
enough, the probation will be extended again. II the employees satisIactorily complete probation,
he will be conIirmed in that particular post.

TRAINING AND DEVELOPMENT

Training and evelopment becomes important as Iar as the growth oI the
company is concerned. As the mill does not have a separate training department, this Iunction is
perIormed by HR and Production epartments.

Training needs are assessed by consulting with various departments
which need trained labour reports into HR epartment and makes necessary arrangements Ior
training programme.


32
METHODS OF TRAINING

The workers are given only on the job training. The NT staII is sent to
the NT staII training ollege, oimbatore Ior training. The various other training programmes
have been given to managerial staII by diIIerent agencies.

PROMOTION AND TRANSFER

The Mill had Iollowed the SITRA standard oI promotion oI employees
which is speciIied in the Memorandum oI settlement. The matters related to the service
conditions oI the workmen oI the textile industry in Kerala as a whole was taken up by the
Industrial Relation ommittee (IR) Ior textiles, constituted by the Government oI Kerala and a
general Industry wide settlement between employers and workmen represented by the union oI
various textile mills in Kerala.

As provided in the IR Settlement dated 01-12-1994, Unit level
discussions were held at the Mill and aIter prolonged discussions, a Iinal agreement was reached.
As per the settlement, the principle to be Iollowed in case oI promotion is Merit- um-Seniority.
The promotion oI management staII is done at corporate level. It is the Supervision immediate to
the worker who certiIies that a worker is eligible Ior promotion.

The workmen becoming surplus in any category on account oI
implementation oI settlement shall be transIerred Irom one category to another category or
department. While doing so the person shall be treated as the junior-most workman in that
category.

PROMOTION

II two or more workmen have the same seniority in their designated
category oI service, then the seniority should be determined by total service. II the total service in
the mill also happens to be the same, Ior the competing workmen, then priority oI place in the

33
Master Rolls oI the designated category should be in a determining pattern. In Iuture, worker who
decline to proceed on promotion to higher post, should do so in writing. Where a workman Iails
to give in writing, the management shall notiIy surrendered and that he will not be eligible Ior
promotion in Iuture Iorever.

TRANSFER

The management reserves the right to transIer the employees Irom one
shiIt to another according to emergencies oI work at its complete discretion. Inter departmental
TransIer is done to both workers and clerical staII as per changes in count pattern , product mix,
break down oI machines, idling oI machines in order to adjust surplus labourers. For the unit staII
the TransIer is not acceptable. In normal circumstances, no staII member will be transIerred iI he
has three or less years oI service Irom his due date oI retirement.

COLLECTIVE BARGAINING

The collective bargaining process is taking place eIIiciently. The unions
are very much conscious about their rights in bargaining with the management. The unions are
not able to make the management to accept some oI their demands due to the poor Iinancial
conditions and strict compliance oI the rules and regulations as instructed by the mills HO.

The matters which need continuous negotiation to the mills are Iound to be the settlement oI
work load, revision oI wages and other beneIits. The present long term agreement oI the mill is
based in the recommendation the IR.


34
WELFARE FACILITIES

1) Statutory welfare measures
There are welIare measures that are required to be provided under various measures as speciIied
below.
WelIare measures under Factories Act are:

a) Provident Fund as per PF Act
This scheme is implemented according to the mployee`s
Provident Fund (PF) Act. It is a Iuture beneIit scheme by which employer along with
employees make regular contribution to Iund that will acquire to the employees on recruitment or
earlier. Under certain condition, all employees in the mill are covered under PF Act. The
employees must pay 12 oI wages excluding HRA.
b) Bonus as per Bonus Act
As per Bonus Act,the bonus is paid every year during Onam
seasons. Since the unit is suIIering Irom monitory loss, statutory bonus oI 8.33 was paid during
the last Iew years.

c) Family Pension Scheme
There is a Iamily pension scheme as per the PF and all the employees oI the mill get this aIter
their retirement. This amount is ranging Irom 1000 to 2000 Rs. Per month.

d) Gratuity as per Gratuity Act

Gratuity is payable to an employee who has rendered continuous
services Ior not less than 5 years, equivalent to 15 days wages Ior every completed years oI
service. In case oI death oI an employee, his/her dependent will be given the amount oI gratuity.

e) ESI Scheme as per ESI Act

35
The main intention behind SI is to provide the employee with Iine
medical beneIit and treatment through dispensaries and SI hospitals. All the employees oI the
mill who are drawing monthly salary oI less than Rs. 10000 are covered under the SI Act. The
total contribution oI the employer (SI 4.75 oI total wages) and employee (1.5 oI total
wages) are remitted to SI corporation every month. An employee has to work Ior minimum 78
days in an organization Ior becoming eligible Ior beneIits under the SI Act.

f) Welfare measures as per Factory Act
Factory Act 1948 provides the welIare measures Ior the industrial
workers

g) Canteen
The canteen provides the employees with good Iood at a subsidized rate.
anteen price will be discussed at the unit level by representatives oI both employer and
employees.

The prevailing canteen rates are as Iollows:

Meals-Rs.2
Snacks-50 Ps.
Tea and coIIee- 50 Ps.


36
h) Working Conditions
The working areas oI the employees are well maintained with suIIicient
space Ior Iree movement and working. The work areas are kept Iree Irom cotton dust, and have
suIIicient lighting and ventilation arrangement. Functioning oI the boiler is periodically checked.
Interval is given to all workers in such a way that no employee is required to work Ior more than
5 hours continuously.


37

VI1AYAMOHINI MILLS EMPLOYEES CO-OPERATIVE CREDIT SOCIETY
LTD.NO.T.390
PROFILE OF THE SOCIETY

BYLAWS OF THE SOCIETY

1. Name, Address, Area of operation

The name oI the society is Vijayamohini mills mployees o-operative
redit society Ltd.No.T.390. This society is registered according to The Kerala o-operative
Society Act oI 1969 under section 21.
The area oI operation oI this society is vested with Thiruvananthapuram
and the beneIit oI operation only leads to the staII oI Vijaya Mohini mills, Thirumala,
Thiruvananthapuram.

2. Objectives

a. A Iund should be created either Irom the members or other by the means oI shares deposits
etc.
b. Provide loans to members.
c. To execute activities allowed by the Registrar Ior the beneIit oI the members.


38

3. Share Capital
The share capital oI this society is Iixed with 2 lakhs. It includes Rs.
100000 by issuing 4000 A` class shares at Rs.25 each. Rs.50000 Irom 5000 ` class shares at
Rs.10 each and Rs.500000 by the way oI issuing 500 B` class shares at Rs.100 each.

4. Membership

a. The permanent staII oI this institution who is continuing Ior 5 years oI service can take A`
class membership. B` class shares can be issued by the State Government and Vijayamohini
mills. A staII who is permanent but who has not completed 5 years oI service can take ` class
membership.
b. A member should take at least one share but more than 100 shares can`t be kept in
possession.
5. Liability of the members

The liability oI a member is limited to the shares which are taken.

. Transfer of shares

A member can transIer his share to another member on certain conditions.
The transIeror and transIeree should sign on same transIer applications. The managing committee
has the power to receive or reject the applications.

7. Withdrawal of shares

a. A member can`t withdraw his shares within three years Irom which he takes the membership.
b. He should not have any liabilities to the society when the shares are withdrawn.


39
. Dismissal of membership

When a member deliberately deceives the society, then the general body can
terminate his membership. But in general body meeting 2/3 majority should ask Ior the dismissal.

9. Deposits
This society has three types oI deposits
1. Fixed eposit
2. Savings eposit
3. ThriIt eposit

10. Maximum loan limit

The total loan amount oI the society shall not exceed 10 times oI the share
capital with reserve Iund amount.

11. Management
The administrative powers oI the society are vested with the managing
committee. Under which consists oI 6 members Irom A` class and a nominee by the approval oI
TVM eputy Registrar oI o-operative society. Out oI these members a president and vice-
president should be elected.

12. Duration of managing committee

a. The managing committee members are elected Irom the general body Ior 3 years
b. The same committee can continue between the existences oI new committee on the approval
oI the Registrar.


40
13. Managing committee meetings

Managing committee should convene at least once in a month, but iI it
needs can meet many times.
a. The power oI conducting managing committee meeting is entrusted to the Secretary by the
approval oI the President.
b. Minimum 4 members should be present in the meeting.
c. ecision is taken on the basis oI majority. II voting members oI two sides have the same then
the President has the power to entertain crucial vote.

Relationship with the management

Introduction

Within the limitations oI an organizational study, I would like to explain some Iactors which
will substantiate the relationship between the employees and management in Vijaya Mohini
mills, Thirumala. In this study, I analyzed various aspects such as trade unionism, grievance
procedure, workers participation in management, wages and remuneration, industrial conIlicts
etc.

Data analysis and Interpretation

a) Trade unionism
There is some kind oI labor problems in Vijaya Mohini Mills. The workIorce is not
trusting in the transparency oI trade unions in this company. But the majority issupporting the
Iact that trade unions helps in maintaining a good relationship between management and
employees which indicates the bargaining power oI trade unions. All the respondents reported
that the representatives oI trade unions are recognized by the management.


41
b) Grievance Procedure
Study about the grievance procedure in Vijayamohini Mills show that a good process
oI grievance procedure is going on in this company. 80 oI workIorce is satisIied with grievance
procedure in the company. Most oI them reacted that their grievances are handled within a
reasonable time period.

c) Workers participation in decision making
There is not enough workers participation in the process oI decision making but the
management is ready to invite trade unions in the process oI decision making.

d) Wages and remuneration
Majority oI the employees in Vijayamohini Mills are not satisIied with structure oI wage
system and the beneIits and allowances provided by the company.

e) Conflicts
There is no conIlict between the co-workers which indicate a good co-worker relationship
in VMM, which in turn indicate a better recruitment process in this company. ven their
relationship with superiors is going smooth. They don`t Ieel any inconvenience, while working
under their superiors.

f) Inference
It is notable that in VMM there are no Irequent strikes. An interesting Iact that was heard
Irom the respondents was that they love to work in VMM even though they are not satisIied in
their wages and beneIits. They are also ready to accept slight changes in the responsibilities given
by the company.

Study in trade unionism indicates that the presence oI trade unions in this company
contributes something to maintain a good relationship between employees and management.

42
Majority oI the employees are satisIied with the grievance procedure which also contributes to
the maintenance oI a good relationship.

But the study on workers participation in decision making has shown a negative result, that
majority oI the employees are not satisIied in participating in the process oI decision making.
Another important aspect which hinders a better relationship between the employees and
management is the wages.

It is notiIied that Vijayamohini Mills is successIul in maintaining a better co-worker
relationship which in turn indicates an eIIective management in VMM.

WORKERS PARTICIPATION IN MANAGEMENT

A committee is constituted consisting oI
1) General Manager
2) Factory Manager
3) HR Manager
4)Three representatives oI workmen are to be decided by O/GM in consultation with the trade
unions concerned in any manner as per the local condition in the mill, iI any, will be ex- oIIicio
member oI the committee.

The committee is reconstituted on an annual basis or at any period as
per local requirements at the discretion oI the O/GM oI the mills.

FUNCTIONS OF THE COMMITTEE

1) Production programme
2) Utilization
3) IIiciency
4) Productivity
5) Quality oI products

43
6) ost oI reduction
7) Improving ProIitability
8) Purchase
9) Sales including disposal

PARTICIPATION OF MANAGEMENT

The management has good relation with the unions. They understand
the problem Iaced by the management and tries to adjust with the conditions oI the mills.

The majority oI the unions are oI the opinion that the management is
not willing to consider the problems and hazards Iaced by the workers. They blame the
management Ior its ineIIiciency in dealing with the day to day aIIairs oI the employees. The
workmen do not get any kind oI motivation which is an essential ingredient Ior the
improvement. Hence the management and the workers blame on each other without taking
responsibility.

Some workers do not have any Iaith in the unions as they change their
stand day by day. They are oI the opinion that the present unions are not best in handling their
day to day aIIairs and improving their working conditions. They have lost their Iaith in the
ability oI the trade unions leadership to bargain with the management Ior their welIare, saIety
and other problems oI workmen.

The view oI a large number oI workers is against the management, in its carelessness and
indiIIerence to the problem oI the workers, such as quality oI the raw materials, proper
maintenance oI the machine, saIety, health etc.

It is essential Irom the opinion oI the workers that the management
must change their attitude to the workers and consider them as important Ior the successIul

44
running oI the mill. For this purpose management should try to bring into minds a sense oI
belongingness.

As the trade unions compete themselves to get more strength and
excessive politicization, they cannot meet their objective, which is the welIare oI their
workers.

The mill has not experienced any major strikes or lock outs Ior the past
Iew years. The management tries its best to maintain a good and peaceIul relation with the
unions.

GRIEVANCE HANDLING PROCEDURE

1. WATH ON LABOUR SITUATION

The shiIt Supervisors, Assistant Spinning Masters and Spinning Master
will keep close watch about the labourers. Important inIormation will be directly and
conIidentially passed on to the General Manager by the quickest possible means. Labour WelIare
OIIicer will also collect inIormation by contracting union representatives and pass on the relevant
inIormation conIidentially to the General Manager over and above this. The general manager will
also Iind sources to collect inIormation directly to keep him well inIormedoI the developments in
the mill. Relevant inIormation will be passed on immediately to Manager ( HR and Industrial
Relations) ochin and General Manager (HR and Administration) NT, Bangalore.

General Manager will convene meetings oI the oIIicers Supervising StaII
members and variable intervals will be provided to discuss the labour situations.


45

2) PROMPT RRSSAL OF TH GRIVAN OF LABOUR

The probable grievance and demands oI the employees are grouped Ior the
convenient handling oI redressal steps.

PERFORMANCE APPRAISAL

The perIormance appraisal Ior the supervision is based on the grading
system

a) xcellent
b) Very Good
c) God
d) Average
e) UnsatisIactory.

ach staII member is assessed every year based on duty perIormance,
potential and character personality and health. The appraisal system helps to identity the training
needs oI the staII also the details oI the assessment is made in a conIidential report. The
perIormance oI the workers is reviewed by their immediate supervisors. The promotion oI the
workers to higher categories is based on their perIormance and seniority, which is strictly
Iollowed in the mill.


46

WAGES AND ADMINISTRATION

The personal department eIIects prompt and correct payment oI wages
/salary every month. The workers are paid their wages on the seventh oI every month while the
mill staII and NT are paid on the thirty oI every month.

WAGE STRUCTURE

In addition to the basic wages an employee`s earnings includes increment,
A, HRA etc. and other allowances.

The basic salary provided by the Vijaya Mohini Mill to the workers is given
below, which is likely to be revised in the coming months.Apart Irom this, they get earness
Allowance on the basis oI ost oI Living Index submitted by the Kerala conomics and Statistics
epartment, which enhances their salary by 6000-6500 Rs./month.

MIXING 1016.40
BLOWROOM 1010.40
OBBR UM FITTR 1090.40
ASSISTANT FITTR 1068.40
SPINNING FITTR 1090.40
OFING BOYS 1007.40
PAKR 1013.40
HARG MAN 1080.40
LIN OBBR 1105.40

47

SPECIAL ALLOWACES

They provide special allowances oI Rs 30 to the workers who work above
20 days per month.

HOUSE RENT ALLOWANCES

A total oI Rs 166 per month is paid as HRA to all the permanent and badli
workers.

For computation oI earned leave days as per the Factories Act, national
and Iestival holidays as per Kerala Industrial stablishment Act and days oI lay oII are treated as
days worked.

The workers who are occupying the mill quarters are not eligible Ior any
HRA.

LEAVE TRAVEL CONCESSION (LTC)

The worker drawing occupational wages are eligible Ior NT at Rs.1 per
day worked.


48
DEDUCTIONS

PF and ESI:

eductions towards PF and SI are common to all workers. A minimum
oI 10 oI total earnings excluding HRA and LT is deducted to the PF account and 1.75 oI
the total earnings are deducted towards SI scheme.

VARIABLE DEDUCTIONS

These include deductions towards SI, LI policies, Mill credit society
and consumer society, Union dues, Recreation club, WF, SWF, Festival advances. All this will
be deducted and recovered Irom the salary and it is also based on installments.

CALCULATION OF NET PAY

The total deductions will be subtracted Irom the gross earnings and it will
give the Net pay or home pay i.e. net pay (basicincrementAHRALTother earnings)-
(PFSIother deductions).

A worker should have worked 26 days in a month to claim his whole
monthly salary. For days not worked, salary will be reduced accordingly. Basic, A, HRA and
T are taken into account Ior reduction in salary.

The cashier in the account section handles the pay records oI the staII.


49
NTC STAFF ORGANIZATION

The managerial and supervisory staII oI the mill are recruited and managed by
the NT Ltd.

At present there are 8 oIIicers and 15 lerical StaII.

The oIIicers include GM, Spinning Manager, Assistant ngineer, two
Assistant Spinning Managers, HR Manager, and Finance Manager.

INCENTIVES

OIIicers and supervisory staII members in Appendix 1 who work beyond
the normal hours oI work during strike period will be provided the Iollowing incentives.
a. onveyance in mill vehicle or allowance in lieu thereoI.
b. Food and coIIee expenses will be met by the company.

MARKETING DEPARTMENT

The marketing Iunction oI an organization aim to promote its product
among wholesalers through substantial sales order. Marketing is considered as one oI the basic
need oI organization. It is the process oI planning and executing the conception, pricing,
promotion and distribution oI goods and organizational objectives.


50
CUSTOMERS

Yarn which is produced by Vijaya Mohini Mill is sold through
wholesalers.

PROMOTIONAL AND DISTRIBUTION ACTIVITIES

Sales are done by the members in the NT (TNP) Ltd oimbatore which is
the head oIIice.Once in a week they will conduct a meeting about the price and stock in each
mill. According to the market satisIaction they will decide the price. The product is sold to the
agencies according to the order. In the meeting they will decide the distribution oI the product.

And to the head oIIice a conIirmation letter will be sent about the distribution oI products to
several agencies. From the mill the product is distributed according to the order.

SOM AGNIS AR:

PRIYANKA AGNY
SHAW AGNY
SANGTHA AGNY
RAIV AGNY

COMPETITORS

ALAGAPA TXTILS MILLS, TRIHY
KRALA LAKSHMI MILLS, TRIHY
ANNANOR SPINNING MILLS, ANNANOR


51

UNION AND MANAGEMENT RELATIONSHIP

The union and management have a very good relationship. The main
problem is the work load. onIerences are held to maintain a good relationship. The union
leaders are included in the management committee which was Iormed in 1986. The chairman oI
the committee is the General Manager. The union leaders get wages and attendance oI the
conIerence day. II it is an oII day they will get overtime wages.

PURCHASE

Only aIter getting the permission Irom the head oIIice oI NT the mill can
purchase anything i.e.; they Iollow a centralized purchasing system. The raw material is provided
only aIter checking the quality. The cotton is purchased Irom Gujarat at Reliance Industries Ltd.

SALES

The sale oI yarn is done by the mill as prescribed by the NT Ltd, Bangalore.
The yarn is marketed through the depots oI NT and merchant depots at Mumbai, alcutta and
Burhanpur. The demand Ior yarn is ascertained through these depots. Sales are also centralized.
Fixed percentage oI sales commission is provided to agents appointed Irom the head oIIice.

There is no credit sale. The market Ior cotton textile is aIIected by seasonal
Iluctuation. The price is Iixed only aIter the goods are brought.

SALES PROMOTION

SuccessIul marketing depends on having the right product at the right time
at the right place oI the producer. Since yarn is a consumer product Ior making clothes, the
eIIective tool Ior the sales promotion is quality testing by experts.


52
SALES FORECASTING

In a competitive market there is Iluctuation in sales price thereIore proper sales
Iorecasting is not possible. The mill is having plans oI expanding its capacity but it is
handicapped due to non-availability oI Iunds. There are two types oI societies in this mill. redit
Society Ior getting loans and consumer Society Ior supplying Ior supplying provisions. There
apprentice training is compulsorily under the Labour Act.

SQC
There is a statistical quality control department to check the quality oI the yarn. The quality is
supervised Irom the blow room to the winding section.
ENGINEERING DEPARTMENT
ngineering section comes under the production department. The Assistant ngineer is in charge
oI this section. In this section there are 10workers (4 in the general shiIt and 6 in each oI the three
shiIts)

STORE
The storekeeper is in charge oI the stores department. Under him there is
senior assistant and unior Assistant. The store makes use oI the bin card system. A code number
is provided Ior each material. The records are maintained on weighted average method.


53

ACCOUNTS/FINANCE DEPARTMENT

The head oI the accounts department is the Assistant Account Manager. Under him
there is an Accountant, a senior Assistant (sales) and a senior Assistant (cotton) to assist the
Accountant there is a ashier, a senior Assistant and an Assistant. Proper books and records such
as sales and cost records etc. are maintained in this department.

Accounts
Manager

Dispatch
Sales
Section
Accounts
Section

Cotton

Assistants

Cashier

54
DISPATCH

This section oI the accounts department maintains the communication
system both inward and outward. The correspondence coming into the mill is entered into the
Inward register. Then the departments oI which they are meant are identiIied. Besides
correspondence, the Senior Assistant (ispatch) maintains telephone communication. The
outward calls are marked in a particular register which is meant Ior that purpose. A sum oI Rs
1300 is allowed to this section to buy stamps as per the requirements. Old correspondence to
NT is grouped together and is send through courier service.

SHARE CAPITAL

The Bangalore subsidiary has an authorized capital oI 6000000.Its equity
shares are oI Rs 1000 each. They have issued, subscribed and paid up capital oI Rs 582935.
quity shares were Iully paid. Financial accounts are prepared yearly.

COST ACCOUNTING PRACTICE

This section will come under the accounts department. The head oI this
section is the cost veriIier. The mill adapting UniIorm accounting system is as directed by the
head oIIice oI NT. There is an integrated account and the data are collected Ior cost accounting
purpose Irom the Iinancial books.


55

CHAPTER
COMPETITION AND INDUSTRY
ANALYSIS


56

PORTER`S FIVE FORCES & SWOT ANALYSIS

PORTER`S FIVE FORCES ANALYSIS

Porter`s Iive Iorce analysis is a Iramework Ior the industry analysis and
business strategy development developed by Michael . Porter oI Harvard Business School
in1979. It uses concepts developed in industrial Organization (IO) economics to drive Iive Iorces
which determine the competitive intensity and thereIore attractiveness oI a market. Attractiveness
in this context reIers to the overall industry proIitability. An 'unattractive industry is one where
the combination oI Iorces acts to drive down overall proIitability. A very attractive industry
would be one approaching 'pure competition.
According to Porter, the Iive Iorces model should be used at the
industry level; it is not designed to be used at the industry group or industry sector level. An
industry is deIined at a lower, more basic level: a market in which similar or closely related
products and services are sold to buyers. Porter makes clear that Ior diversiIied companies the
Iirst Iundamental issue in corporate strategy is the selection oI industries (lines oI business) in
which the company should compete; and each line oI business should develop its own, industry-
speciIic, Iive Iorces analysis. The average Global 1,000 ompany competes in approximately 52
industries.


57

The threat of substitute products
The existence oI close substitute products increases the propensity oI
customers to switch to alternatives in response to price increases (high elasticity oI demand).

The threat of the entry of new competitors
ProIitable markets that yield high returns will draw Iirms. This results in many new entrants,
which will eIIectively decrease proIitability. Unless the entry oI new Iirms can be blocked by
incumbents, the proIit rate will Iall towards a competitive level (perIect competition).

The intensity of competitive rivalry
For most industries, this A is the major determinant oI the
competitiveness oI the industry. Sometimes rivals compete aggressively and sometimes rivals
compete in non-price dimensions such as

The bargaining power of customers
The ability oI customers to put the Iirm under pressure and it also aIIects
the customer`s sensitivity to price changes.

The bargaining power of suppliers
Suppliers oI raw materials, components, labour, and services (such as
expertise) to the Iirm can be a source oI power over the Iirm. Suppliers may reIuse to work with
the Iirm, or e.g. charge excessively high prices Ior unique resources.


58
Porters Five Force Analysis in VMM

Competition in the Industry
O ompetition Irom subsidiaries and other private mills.
O High quality maintained by other companies.
O Low price oIIered by other mills.
O iversity oI competitors.
Potential of new entrants into the industry

O It is very diIIicult to accept new entrants because the existing channels have their own
brand in the market.
O apital requirement is high.
O Government regulations are high to start a new business.
Bargaining power of customers

O Switch to another company is very simple.
O The number oI customers and their inIluences is limited.
O The customers like to accept good quality at reduced price.
Bargaining power of suppliers

O The number oI suppliers is low
O ost oI input is high relative to the selling price oI the product.
Threat of substitute product

O The customer`s propensity to substitute other mills is very high.
O The prices oI synthetic Iibers are low.


59

SWOT Analysis

Strengths

a. The company has a well disciplined and skilled work Iorce.
b. It comprises oI an eIIicient quality control practice.
c. As a government organisation it gets various assistance, incentives and subsidiaries Irom
Government.
d. asy rail and road access, that helps eIIective transportation oI Iinished goods.
e. The company has very good industrial relations.
Weakness

a. The innovation eIIectiveness is low in the company.
b. Marketing department is not so strong.
c. The working Iacilities oI the company are poor.

Opportunities

a. oint venture with other companies helps to earn more market share.
b. High quality machines can be used.

Threats

a. The company is Iacing high competition in the market.
b. As a Government concern the changes in the market make adverse impact on the
productivity.


60

CHAPTER 7
FINDINGS, SUGGESTIONS AND
CONCLUSIONS


61

Findings

a. The study reveals that the recent expansion oI the mill has motivated the employees.
c. Under the supervision oI NT VijayaMohini Mills is one among the best two mills in Kerala.
d. It is Iound that the number oI shiIts have been reduced Irom three to two.
e. It is Iound that Ior the last two years the operations oI the company is good.
I. The interaction with the workers revealed that the scholarships provided Ior the children oI the
employees are bad.
j. Management is trying its best to keep a good relation with workers and unions.
l. Most oI the workers are not satisIied with the present wage system.
m.The study reveals that the Iacilities in the company are not good Ior the employees.

Suggestions

1. The process oI training and development could be improved more Ior the sake oI increasing
the output oI the company.
2. The attitude oI the workers about their duties and responsibilities has to be altered by proper
training.
3. Good quality machines should be used Ior speedy production.
4. The loss can be reduced iI good quality raw material is given to the unit at low price.
5. Increasing the manpower utility can help the Vijayamohini Mills to attain proIit.
6. Measures should be taken to reduce the absenteeism and to increase the motivational Iactors.
7. More medical Iacilities should be provided Ior the workers.


62

Conclusion

The organisation study has helped the researcher to get a lot oI knowledge about the company
and the Iunctions oI its various departments.

Vijayamohini Mills is a Government undertaking company having its oIIice at
Thirumala. The product yarn is the developing product oI Vijayamohini Mills. The company has
a highly proIessional management team and well-motivated employees and it also has an
eIIective public relation.

The loss can be reduced iI good quality raw material is given to the unit at low price. It
is sure that vijayamohini Mills will grow greater to the expectations oI the people by providing
new quality products by using latest technology in the coming years.


63

Bibliography

1. Aswathappa. K. (2005) Organizational Behaviour, Mumbai: Himalaya Publishing House,
Sixth revised edition.

2. Bose, . (2005) Financial Management, Quilon: ivya Publications.

3. Kanka, S.S Human Resource Management New elhi: S hand & ompany Ltd.
4. Kothari, .R (2004) Research Methodology Methods and Techniques, New elhi: New
Age International Publishers, Reprint dition.
5. Sekaran Uma, Research Methods Ior Business, ohn Wiley &Sons, Inc.

Os Edited

Загружено:

Сведения о документе

Исходное описание:

Оригинальное название

Авторское право

Доступные форматы

Поделиться этим документом

Поделиться или встроить документ

Параметры публикации

Этот документ был вам полезен?

Это неприемлемый материал?

Авторское право:

Доступные форматы

Os Edited

Загружено:

Авторское право:

Доступные форматы

An organisation study at Vijayamohini mill]

Вам также может понравиться