PRESENTED BY:

INTRODUCTION

Training is a major manpower function. Every enterprise requires the services of trained personnel for performing the various activities in a systematic manner. All concerns have to provide some kind of training for preparing employee for jobs and also making them acquainted with latest technological developments.

There are three terms used in the process of learning:

Training Developments Education

ORGANIZATIONAL DEPENDANT ON
To

EFFECTIVENESS IS THREE OBJECTIVES:

achieve its goals. To maintain itself internally. To adopt its environment.

TRAINING:

Training is necessary both for existing and new employee. It increases the skills of the employee. New machine, new tools. New methods, need for increasing the productivity etc. make training still more important.

DEVELOPMENT:

Development is a long term educational process utilizing a systematic and organized procedure by which managerial personnel get conceptual and theoretical knowledge.

TRAINING NEED AND BENEFITS:

If the employee performance is below the standard. Training is immediately required. Certain production problems also indicate training. These indicators include frequent accidents, low productivity and quality higher production cost excessive grievance etc.

By conducting interview and giving questions, views or employee and executive can be known regarding training needs.
The expansion of business in future, installation of new plants, new technology etc. Employment of inexperienced and new labour requires detailed instructions for effective performance on the job.

BENEFITS OF TRAINING

Better performance. Economy in the training cost. Eliminations of wastage. Less supervision. Less accident. High morale. Reductions in the labour turn over. Reduction in waste and spoilage. Improvement in methods of work. Reduction in learning time. Reduction in supervisory burden.

Reduction in machine breakage and maintenance cost. Reduction in accident rate. Improvement in quality of products. Improvement in production rates. Improvement of morale and reduction in grievances. Improvement in efficiency and productivity. Reduction in manpower obsolescence.

THE FOLLOWING METHODS ARE USUALLY EMPLOYED FOR TRAINING

on the job training Off- the job training Lecture room methods Seminar discussion method Apprenticeship training Vestibule training Internship training Learner training 9. Analysis of an activity, problems, behaviour, Organization and performance. Brain storming, buzzing. Card Sort, Check List, Committee, Comparison, Consultants, Counseling. in-Basket, Incidental Pattern, Informal Talks, Interviews. Observation.

TRAINING FOR DIFFERENT EMPLOYEES:

UNSKILLED

WORKERS: WORKERS:

SEMI-SKILLED

SKILLED

WORKERS:
STAFF:

SUPERVISORY

MANAGEMENT DEVELOPMENT

A management development is a comparatively new concept. It has been replaced by the view that managers can be made by givings them proper opportunities for developments.

The assumption that a man could acquire leadership skills and managements abilities by serving long years has gone wrong.

INTRODUCING SYSTEMATIC AND ORGANIZED MANAGEMENT DEVELOPMENT PLAN.

Increase in the size of organization. Shortage of trained managers. Social responsibility of management Changing lab our management relations Shift in the nature of managements. Unending process. socio-cultural changes.

OBJECTIVES OF MANAGEMENT DEVELOPMENT

To impart basic knowledge to the new entrants so that their overall knowledge is increased and their conceptual and decision making skills are improved. To ensure the optimum utilization of managerial resources of the organization. To replace elderly executive by highly competent and academically

To encourage the managers to grow as persons and in their capacity to handle greater responsibilities.

To improve the performance of managers at all levels in the job that they hold now. Qualified professional. To influence the behavior of the workers through the executive.

To introduce change in the organization once of senior executive by developing executive into change agents.
To prevent obsolescence of senior executive by exposing then to the latest concept and technique in the irrespective areas of specialization.

MANAGEMENT DEVELOPMENT

COMPANY PROFILE:FEDERAL MUGAL GOETZE INDIA LTD., PATIALA

FEDERALMUGALGOETZE INDIA Ltd., Bahadurgarh is a fully owned subsidiary of GOETZE Ltd., Faridabad.

It was 1954 when Bahadurgarh, a small town, 10 Kms from Patiala, (Punjab) saw an automobile division of GOETZE Ltd,.

MAIN PRODUCTS:

Pistons
Ltd.).

(Produced by GOETZE Mahle (Produced by Suko pin Plant). (Produced by Goetze (India) (Produced by Goetze (India)

Piston pins Piston Rings Ltd). Cylinder liners

Ltd).

Shock Absorbers (Produced by Goetze (India)

Ltd).

EML PERFORMANCE AT A GLANCE

1997-1998 In Rs. Sales 89,45,61,000 1998-1999 In Rs. 76,36,14,680 1999-2000 In Rs. 83,02,44,062 2000-2001 In Rs. 88,77,78,339

Cost of Goods Sold

Nett. Profit Fixed Assest(Nett) Total Current Assets Nett Profit Sales %

60,74,10,122
18,60,17,417 47,82,80,299 14,09,16,191 20.79

61,06,42,274
6,57,06,756 52,72,31,520 9,31,13,826 8.60

59,19,13,137
12,94,87,027 51,92,70,640 12,92,33,183 15.60

68,72,41,848
9,12,87,322 49,27,76,244 11,43,67,773 10.28

OBJECTIVES

To maintain its status as brand leader in the county for piston and piston pin. To develop pistons, piston pins and piston rings for all new applications as identified. Modernization and up gradation of technology to the latest improvement to meet customer requirements. It shall strive to achieve customer satisfaction rating more than 90%. Products are manufactured as per specifications based on DIN/JIS/IS/MAHLE norms /SUKO norms as also against customers specific requirements. To improve quality consistently through quality assurance and process control. To strive to achieve 100% on the time delivery

OTHER OBJECTIVES

To create and distribute products. To earn profit. Protection and security to its workers To meet social obligations. Safety to its workers Economy of operation by lowering cost. Ensure a good quality system. Training and development of existing workforce. To satisfy customers. Better management. Better Human relations. Better facilities and working conditions.

PERSONNEL AND TRAINING DEPARTMENT AT GOETZE

The personnel and training department of GOETZE Group, Patiala is well organized and well versed with efficient, experienced and educated executives and assistants.

RESEARCH OBJECTIVES:

To evaluate the effectiveness of existing training program at GOETZE limited, Patiala. To identify the need of training and development at GOETZE. To recommend the measures to improve the effectiveness of training and development at FEDERAL MUGAL GOETZE INDIA LTD., PATIALA.

ANALYSIS AND INTERPRETATION

TO IMPROVE PROFESSIONAL KNOWLEDGE

N ever 3% Often 37%

Often

34

Sometime s 60%
Of t en Somet imes Never

Sometimes
Never

15
01

TO IMPROVE SKILLS
Never 3% Often 37%

Often Sometimes Never

19 30 01

Sometime s 60%
Often Sometimes Never

TO IMPROVE BEHAVIOUR
Never 17% Often 30%
Often Sometimes Never 15 27 08

Sometimes 53%

Of t en

Somet imes

N ever

AWARENESS ABOUT THE TRAINING FACULTY AT GOETZE:

No 0%

Yes
No
Y es No

50
Nil

Yes 100%

TRAINING TO EMPLOYEE AS PER HIS NEED

Disagree 33% Strongly agree 10%

Strongly agree

Agree
Agree 57%

29
16

Disagree

St ro ng ly ag ree

A g ree

D isag ree

EMPLOYEES PARTICIPATION IN IDENTIFICATION OF THEIR TRAINING NEEDS

Disagree 13% Strongly agree 17%

Strongly agree

08

Agree
Disagree
St r o ng ly ag r ee A g r ee D isag r ee

35
07

Agree 70%

ARE OBJECTIVES AND EXPECTATIONS OF A TRAINING PROGRAMME MADE CLEAR TO PARTICIPANTS PRIOR TO TRAINING
Not True 20%

True
True 40%

20 20 10

Partially True Not True

T rue

Part ially T rue

N o t T rue

Partially True 40%

CONSULTATION WITH PARTICIPANT PRIOR TO RECOMENDING HIM FOR TRAINING

Not True 46% True 27%
True 14

Partially True
Not True
T rue Part ially T rue N o t T rue

14
22

TRAINING PROGRAMME CONTENTS ARE ACCORDING TO JOB REQUIREMENTS OF EMPLOYEES

Below Sat 13% High Sat 13%

High Sat
Sat 74%
Hig h Sat Sat B elo w Sat

06 38 06

Sat Below Sat

QUALITY OF TRAINING PROGRAMMES

High Sat 10%
High sat Sat Below Sat 05 35 10

Below Sat 20%

Hig h Sat

Sat

B elo w Sat

Sat 70%

TRAINING DURATION PER EMPLOYEE IS SUFFICIENT

Disagree 20% Strongly agree 13%

Strongly agree

07

Agree
Agree 67%

33
10

Disagree

St ro ng ly ag ree

A g ree

D isag ree

IN FACULTY TRAINERS ARE BEST POSSIBLE

Disagree 10% Strongly agree 33%

Strongly agree Agree Disagree

16 29 05

Agree 57%

St ro ng ly ag ree

A g ree

D isag ree

TRAINING IS EFFECTIVE AT GOETZE

Disagree 13% Strongly agree 20%

Strongly agree
Agree 67%
St ro ng ly ag ree A g ree D isag ree

10 33 07

Agree Disagree

No 13%

EVER TRIED TO IMPLEMENT THE LEARNED POINTS FROM TRAINING

Yes

44

No
Y es No

06

Yes 87%

ORGANISATIONAL CLIMATE IS CONDUCIVE IN IMPLEMENTING THE LEARNED POINTS

Strongly agree 14% Disagree 43%

Strongly agree Agree

St ro ng ly ag ree A g ree D isag ree

08 21 21

Agree 43%

Disagree

TRAINING IS JUST RELAXATION FROM ROUTINE JOBS

Strongly agree 3% Agree 27%
Strongly agree Agree 01 14 35

Disagree 70%
Strongly agree Agree Disagree

Disagree

Agree 30%

0%

TRAINING Strongly INTERESTING EXPERIENCE IS AN

St r o ng ly ag r ee

Never 3%

agree 70%
A g r ee D isag r ee

Always 43%

Always

21

Sometimes
Never

28
01

Sometimes 54%

A lways

So met imes

N ever

TRAINING METHODS NEED TO BE REVISED TO MAKE TRAINING MORE EFFECTIVE

Disagree 0%
Strongly agree 35

Agree 30%

Agree

15
Nil

Strongly agree 70%

St ro ng ly ag ree A g ree D isag ree

Disagree

EXTERNAL TRAINERS TO BE CALLED MORE FREQUENTLY FOR TRAINING Disagree

Agree 26% 0%

Strongly agree
Strongly agree 74%

36 14 0

Agree Disagree

St ro ng ly ag ree

A g ree

D isag ree

EXISTING TRAINING EVALUATION METHODS ARE JUSTIFIED Strongly agree

10% Disagree 33%

Strongly agree Agree Disagree

Agree 57%
St rongly agree Agree Disagree

05 28 17

IMPLEMENTATION OF TRAINING FEEDBACK

Never 17% Always 33%
Always Sometimes 17 25 08

Sometimes 50%

Never
A lways So met imes N ever

EXISTING TRAINING FACULTY AT GOETZE IS EFFICIENT

Inefficient 3% Very Efficient 10%

Very Efficient Efficient

05 44 01

Efficient 87%

Inefficient
V ery Ef f icient Inef f icient Ef f icient

TRAINING DEPARTMENT PLAYS ACTIVE ROLE IN TRAINING. Strongly

Disagree 10% agree 23%

Strongly agree

11

Agree
Agree 67%

34
05

Disagree
St rongly agree A gree D isagree

Disagree 11%

INCENTIVES LINKED WITH TRAINING WILL MAKE IT MORE EFFECTIVE

Strongly agree
Strongly agree 54%
St ro ng ly ag ree A g ree D isag ree

25 17 08

Agree Disagree

ee %

STRENGTHS OF TRAINING FACULTY AT GOETZE INDIA LTD. PATIALA.

A separate training and development department headed by a dynamic team of managers and staff. T&D department functioning as per QS-9000 procedures. Well-developed information system about training of each employee of the company. Utilization of every opportunity by T&D department to train the employees as and when arises. Well-designed training programs. Best in faculty trainers team. Sufficient budget allotment by top management for training and development. Availability of resources for training and development such as well furnished classroom, business games etc.

BENEFITS OF TRAINING IMPARTED AT GOETZE INDIA LTD. PATIALA

Reduction in rework and scrap Reduction in accident rates Effective training Improvement in Organisational Culture

CONCLUSION

The project work titled Need Identification of training and development at FEDERAL MUGAL GOETZE Ltd., Patiala was started with preset objectives. Employees too individually feel that they have been benefitted in terms of improvement in knowledge, skills and attitude due to training.

SUGGESTIONS

Orienting employees towards training: Motivating employees for training: Efficient information flow between T& D department and employees: Ensuring employees participation in their training need identification: Adding new learning methods and techniques to enhance training effectiveness: Imparting training to trainers: Imparting training to enhance morale and productivity of employees: Imparting training on job satisfaction: Training employees for providing right feedback: Implementing the analyzed feedback timely:

THANK YOU