Rekha P Adf

8/20/2019 Rekha P Adf

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A Study on Efectiveness o Training &Development at BAMUL

Table of Contents:

Sl.No Contents Page No

Executive Summary

Chapter 01

Introduction about the Project

Topic chosen for Study

Need for the study

Objectives of the study

Scope of the study

Methodology dopted

!iterature revie"

!imitations of the study

Chapter 02

Industry profile

#ompany Profile

Promoters

$ision% Mission% &uality policy

Products ' Service profile

reas of Operation

Infrastructure facilities

#ompetitors information

S(OT nalysis

M# )insey Model

*uture +ro"th ' Prospects

*inancial Statement nalysis

Chapter 03

Theoretical bac,ground of the

study

Chapter 04 nalysis ' interpretation of -ata

Summary ' *indings

Chapter 05 #onclusionSuggestions ' .ecommendations

/ibliography

nnexure

Don Bosco Institute of Technology Page 1

http://www.google.co.in/url?url=http://www.bamulnandini.coop/&rct=j&frm=1&q=&esrc=s&sa=U&ei=gOi0U8jRCJaNuATTkoLgCQ&ved=0CBcQ9QEwAQ&sig2=kuaiPQpnidsKZDQxAVadCg&usg=AFQjCNG6JuE1cL4VVDgjbkX7BiVyViW82g


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Execut!e su""ar#:

Training is an attempt to improve current or future employees performance by

increasing an employee0s ability to perform through learning usually by changing the

employee0s attitude or increasing his or her s,ills and ,no"ledge 1The need for

training and development is determined by the employees performance deficiency

computed as follo"s2

3Training and development 4 standard performance 5actual performance

3The beginning of training could be traced to the Stone ge "hen people started

duration the industrial revolution "hen people stared transferring ,no"ledge through

sign and deeds to others 1$ocational training started1 -uring the industrial revolution

"hen apprentices "ere provided direct instruction in the operation of machine

3Training and development is increasing recogni6ed no" as a most important

organisation activity1 .apid technological changes re7uired ne"er s,ills and

,no"ledge in many areas 1training has to be continuously offered to ,eep employees

updated and effective

3There are some "ho believe that training has unnecessarily been given undue

important and that the experience on the job is good enough "ith necessary s,ills and

efficiency on the job is good enough "ith necessary s,ills and efficiency% to perform

the job 1it is true that training cannot entirely substitute experience %but it has certain

definite advantages also1

Training unli,e experience can shorten the time re7uired to maximum efficiency1 #ost

of training is much less than the cost of gaining experience% particularly if one is

dealing "ith expensive e7uipment 1training thus provides certain advantages "hichare not available by learning through experience1

Training functions can be broadly divided into five segments1

1 Training objectives

1 Identification of training needs

1 Training methods

1 dministration of training programs% and

1 Training evaluation




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It enables to ,no" the actual implementation of various training and development

tools Techni7ues% "hich deals "ith the development aspect of all the components or

human resource "hich not only helps organisational needs and goals but also others

goals li,e individuals development 1the study helps employees in getting ne" training

program% Management to alter the system if necessary1




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s per the policies of the National -airy -evelopment /oard 9N--/:% /angalore

-airy "as handed over to /angalore Mil, 8nion !td1% 9/amul: on ; st September

;


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C,/P%N+ P&,-(E

,&%N(S%T(,N ST%T*S

The member producers and their -airy #oHoperative Societies 9-#S: are the vital

constituents of the 8nion and their progress is the judging yardstic, on the efficiency

of the 8nion0s operation1 Cence the maximum importance has been given to their

development1 The 8nion is ma,ing intensive efforts over the years to organi6e -#Ss

in more and more villages of the three districts in the mil,Hshed area1

Importance has been given to enroll more and more mil, producers in the villages as

members of these -#S0s1 (hile enrolling these members% more emphasis is being

accorded to enroll more number of "omen members and to organi6e more "omen

managed -#Ss under STEP 9Support to Training and Employment Program for

(omen:1 It is heartening to note that there is an active participation of "omen5

"ea,er sections of the society in all the dairy development activities of the 8nion1

They have become mainstay of all the developmental programs of the 8nion1 This

has resulted in the buildup of economical benefits to the most vulnerable sections of

the rural mass1

s on M.#C G; there are ;%= members belongs to

schedule Tribes1

Total Membership & Women Membership

at DCS3!"!# 3$%$3& 3$#%#' 3$"&"(

33%"(( 3(3# 33#(%! 3(((& 3($%#

!%#(' !''"3 !!'3 %$&($ %"&( %!&3( %%3"# %%%&!(%%(%#3

$")' $')# $#)& $&)! $!)% $%)%% $%%)%$ $%$)%3 $%3)%(




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/( P&,C*&E/ENT

The Mil, produced by ;GBG>; farmers at village level "ill be collected every

day morning and Evening at -#S1 8nder #lean Mil, Production programme% to

maintain the freshness ' 7uality of the mil, ;D /ul, Mil, #oolers covering

;= -#S of Total #apacity %=%GGG !ts "ere installed at -#S level1 -uring

the year the 8nions daily average mil, procurement is ;;1> !a,h )gs% "hich

"or,s out to be > ,gs per day per -#S1 The mil, procurement has increased

by


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Mil, collected at -#S "ill be transported to #hilling #enters% through ;Mil,

Procurement #an .outes% by travelling ; )M0s every day1 = /ul, Mil, #ooler

9/M#: .outes are also in operation% "hich collects mil, from ;D /M# centres of

;= -#S directly transported to /angalore -airy through insulated tan,ers1

The /angalore Mil, 8nion is mar,eting mil, and mil, products in the brand name of?Nandini@ through ;D= retailers% F *ranchisee Outlets% F Mil, Parlors% D>

distribution routes1 The ,ey success factor of /amul in becoming a mar,et

leader is the narro" price spread maintained bet"een purchase ' sales%

mar,eting higher volumes of mil,1 The volume of sales plays a critical role in

determining costs1 Cence% the mar,et strategy of

!i7uid MI!) M.)ETIN+

/angalore Mil, 8nion is to regard selling of mar,et mil, as its core mar,eting

activity and to concentrate its efforts in this direction to increase the volume of mil,

sales1 The impressive gro"th in the sale of mil, by /amul over the years is due to the

persistent efforts to maintain timely supply% maintaining 7uality and attending to the

complaints of consumers and agents "ith prompt follo"Hup action1




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/amul is also organising #onsumer "areness Programme as a part of Mar,et

-evelopment to create a"areness of ? Nandini@ Mil, through personal contacts% -oor

to -oor campaigns% Organisational Meetings% School #hildren Mega -airy Plant visit

etc1% are conducting regularly1

T#pes of /l /l proucts "aretng b# a"ul:

Nann Tone /l

Nann

$o"ogense

C,6 /l

Nann Subha"


Nandini Subham Mil,1 #ontaining 1>J *at and B1> J SN*1 rich% creamier and

tastier mil, vailable in >GG ml and ; ltr pac,ets1

Nandini Comogenised #o" Mil, is pure mil, containing1GJ *at ' B1>J SN*1 (hich is homogenised and

pasteurisedL #onsistent right through% it gives you more

cups of tea or coffee and is easily digestible1 vailable in

>GG ml pac,ets1

)arnata,as most favourite mil,% Nandini Toned Mil,1

*resh and pure mil, containing F1DJ fat and B1>J SN*1

vailable in >GGml and ;ltr ' D !tr pac,1 /etter to use

"ithin a day from the date of pac,1



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Nann Sa"ruh

Nann Cur

(N-&%ST&*CT*&E )E7E,P/ENTK

The strategy of /angalore Mil, 8nion is ?Procure More% Sell More ' Serve More@

and reaping the benefits of economies of scale1 In order to reali6e this strategy% the

8nion has implemented the follo"ing projects so that more and more mil, can be

procured and processed1 This "ill help us to serve our producer members by passing

on the maximum benefits2

"e are consciously adopting

the gro"thHoriented strategy

of helping our producers to

gro" by ourselves gro"ing

constantly1

Mega -airy "ith a capacity

to process D la,h litres of mil, per day expandable to ;G llpd has been built by

investing .s1 FB1=G corers obtained as term loan from National -airy -evelopment

/oard1 The Mega -airy has latest stateHofHtheHart technological facilities in dairy


Nandini #urd made from pure mil,1 Its thic, and delicious1 +iving you all thegoodness of homemade curds1 vailable in GG +ms and >GG grms ' ; )g

pac,s1 Nandini /utter .ich% smooth and delicious1 Nandini /utter is made out of

fresh pasturised cream1 .ich taste% smooth texture and the rich purity of co"s

mil,% ma,es any preparation a delicious treat1 vailable in ;GG +ms% GG gms and

>GGgms cartons both salted and unsalted1

Nandini Samrudhi Mil,1 #ontaining D1GJ *at and


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processing and the 8nion "ill have the ability to manufacture mil, and mil, products

to "orld class standards1

lthough /amul sets standards for its products for better serve to customers% it "as

not possible to ,eep the standards stability due to manual operations1 In designing

mega dairy% /amul loo,ed to"ards an automated system that "ould allo" it to

achieve consistent 7uality parameters for each product1 Energy and manpo"er "ould

also be more effectively optimised and controlled and all plant e7uipment "ould be

integrated1

N%T*& ,- *S(NESS C%&&(E)

1.'- services for every phase of development ideation% design and application

development

Testing and integration

&uality management

*ull product line management

C,/P%N+ 7(S(,N /(SS(,N

7son:

1

• To ensure prosperity of the rural Mil, producers "ho are ultimate o"ners of

the *ederation

• To promote producer oriented viable cooperative society to impart an impetus

to the rural income% dairy productivity and rural employment1

• To abridge the gap bet"een price of mil, procurement and sale price1




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• To develop business acumen in mar,eting and trading disciplines so as to

serve consumers "ith 7uality mil,% give a fillip to the income of mil,

producers1

• To compete "ith MN#s and Private -airies "ith better 7uality of mil, and

mil, products and in the process sustain invincibility of cooperatives1

/sson:

•

Ceralding economic% social and cultural prosperity in the lives of our mil, producer members by promoting vibrant% selfHsustaining and holistic

cooperative dairy development in )arnata,a State

8ualt# technolog#

1#reate values for all sta,e holders through innovation and operational

excellence

1#reate a motivated team of competent people by providing continuous learning

'creative atmosphere

P&,)*CT SE&7(CE P,(C+ P&,-(E:

The company main product is MI!)%

1nalysis

Maintenance 'support

Product development

Product line management

Strategic staffing




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P.O+.ESS N- #CIE$EMENT O* TCE 8NION SIN#E ITS IN#EPTION

;1 Establishment of the 8nionK

/angalore #oHoperative Mil, Producers0 Societies 8nion !td1 "as established

on ;Dth November ; la,h !P- on ;st *ebruary ;


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b1 ne,al #hilling #enter

i1 ne,al #hilling #enter "as started on ;th September ;th Aanuary ; la,h !P-1

h1 )ana,apura #hilling #enter

i1 )ana,apura #hilling #enter "as commissioned on ;

st

October GG "ith mil, chilling capacity of DG%GGG !P-1




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TEC$N(C% (NP*T SE&7(CES:

/angalore Mil, 8nion is providing various Technical Input ' Extension Services to

the mil, producer members ' their -airy animals through T(E!$E #amp Offices

situated in each Talu, i1e1% ne,al% /angalore East% /angalore South% elahan,a

9/angalore North:% #hannapattana% -evanahalli% -oddaballapura% Cosa,ote%

)ana,apura% Solur 9Magadi:% Nelamangala ' .amanagara1 *rom these camps the

Technical Input services li,e (ee,ly Mobile $eterinary Service% Emergency

$eterinary Service% rtificial Insemination Service% Periodical $accinations% /alanced

#attle *eed Sales% Mineral Mixture Sales% *odder development and *odder Seed

Production% #lean Mil, Production practices% Extension Services for #attle *eeding%

breeding% insurance and mil, production etc1% "ill be carried over1

%N(/% $E%T$ %N) ,T$E& %CT(7(T(ES

%N(/% $E%T$

The 8nion is ta,ing special care to promote the health of the cattle of member mil,

producers1 $eterinary facilities have been extended to all the -#S1 Mobile veterinary

routes% emergency veterinary routes% Cealth camps% vaccination against foot ' mouth

disease and thaileriosis diseases% etc1% are being regularly done1 .egularly

-e"orming is also done for the cattle1 There is also a bac,up of *irst id Services to

needy -#S0s1

Particulars GGBHG< GG; D=BB ;


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"ay bac, in ;< >< ; ; DG

No1 of I -one

Sin

gle

;%;;%>FD ;%;%=G ;%;D%GG ;;FFGG ;;FFG ;GG==B ;;DDB

No1 of #luster

I

#e

nte

rs


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-uring ;


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Seed Processing plant "as commissioned at .ajan,unte by investing .s1 ; la,hs1

The 8nion is catering to the Seed production needs of many 8nions in )arnata,a and

also of Southern India1

+%S$%S7(N( $E%T$ (NS*&%NCE:

ashasvini Cealth Insurance Scheme "as muted by +overnment of )arnata,a during

the year GG;HG1 This scheme "as implemented by #oHoperative department%

Members of #oHoperative Societies and their family members are the beneficiaries of

this scheme1 The annual premium is .s1 ;G5H per beneficiary1 ll major hospitals

are adopted for this scheme% all types of surgery "ill be covered under this health

scheme1 /angalore Mil, union has covered ;1>G !a,h beneficiaries under this

scheme by contributing .s FG5H to"ards premium per beneficiary1

C%TTE (NS*&%NCE:

/angalore Mil, 8nion is providing Insurance #overage to the -airy animals in

collaboration "ith 8nited India Insurance !td1% G%FB animals are covered under this

Insurance1 The annual premium is 1J of the value of the animal1 >GJ of the

annual premium of .s1 ;1


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/C(NSE+ 9S -&%/E6,& The =Hs Model is a tool managerial analysis and action that provides a structure "ith

to consider a company as a "hole% so that the organisation0s problem may be

diagnosed and a strategy may be developed and implemented1 The seven ,ey elements

that ma,e the organisation and their effectiveness1 It loo,s at the seven ,ey elements

that ma,e the organisation successful% or not2 strategy2 structure2 systems2 style2 s,ills2

staff2 and shared values

The model is very much helpful in vie"ing the interrelationship of strategy

formulation and implementation1 It focus managers attention to a variety of activities

that may affect the implementation of any strategy% as the model originally developed

as a "ay of thin,ing more broadly about problems of organi6ing effectively1 It is a

judging tool for the implementation of strategies

(hile thin,ing comprehensively about a ne" strategy and the problems that arise in

carrying it out% a manager must thin, of his company as uni7ue culture and must thin,

about the ability of the company to get anything really fundamental 9I1e1%% not tactical:

accomplished as a matter of moving the "hole culture 1 Therefore% managers% need to

consider all seven factors of the model for the successful implementation of any

strategy1

=0s Model0s Systemic pproach to Improving Organisation2




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The =Hs diagram illustrates the multiplicity interconnectedness of elements that define

an organisation0s ability to change1 The theory helped to change manager0s thin,ing

about ho" companies could be improved1 It says that it is not just a matter of setting

up ne" systems and letting them generate improvements1

To be effective% your organi6ation must have a high degree of fit or internal

alignment among all the seven S0s1 Each S must be consistent "ith and reinforce the

other Ss1 ll Ss are interrelated% so a change in one has a ripple effect on all the others1

It is impossible to ma,e progress on one "ithout ma,ing progress on all1 Thus% to

improve your organisation% you have to pay attention to all of the seven elements at

the same time1 There is no starting point or implied hierarchy different factors may

drive the business in any one organi6ation1

The seven S0s of the model are distinguished into Card Ss and Soft Ss1

The Card elements are feasible and easy to identify as they can be found in strategy

statements% corporate plans% organisational charts and other documentations of the

company1 They include2

3Strategy

3System

3Structure




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The soft Ss are hardly because of difficulty involved in describing them as

capabilities% values and elements of corporate culture are fre7uently developing and

changing1 The elements of soft Ss areK

3 Style

3 Staff

3S,ills

3Shared values

ST.8#T8.EK

Structure is the basis for a speciali6ation and coHordination influenced primarily

by strategy and by organisation si6e and diversity1 Organisation structure refers to the

"ay in "hich organisation activities are divided% grouped and coordinated and the

relationship bet"een the personal in the organi6ation1 It is the formali6ed intentional

structure of roles and position in the organi6ation1 Structures describe the hierarchy of

authority and accountability in an organisation charts1 Most organisations use some

mix of structure pyramidal% matrix or net"or,ed ones to accomplish their goals1

It is the frame"or, in "hich the activities of the organisation0s members are

coordinated1 The four basic structural forms are the functional form% divisional

structure% matrix structure and net"or, structure1

ST.TE+K

ccording to Mc)insey strategy means the actions% "hich a company plans in

response to or anticipation of changes in its external environment1 In other "ords it is

the determination of basic longHterm objectives or courses of action and allocation of

resources to achieve the organi6ation goals1

Strategy is a plan an organisation formulates to gain a sustainable advantage

over the competition1 It is the route that the organi6ation has chosen for its future




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gro"th2 a plan% an organi6ation formulates to gain a sustainable competitive

advantage1

SSTEMSK

Systems include formal and informal procedures that support the strategy and

structure1 In other "ords% it is process that sho"s ho" an organisation gets its dayHtoH

day things done1 This includes the procedures and routines that characteri6e ho"

important "or, is to be done I1e1 financial systems% hiring % promotion and

performance appraisal systems and information systems etc1

It is the formal and informal procedures% including innovation systems%

compensation systems% management information systems and capital allocation

systems that govern every activity1 developmental assessment of individual1 The

concept of FDG degree appraisal has also been introduced1

The performance management process at /M8! is designed to2

3trac, performance

3Provide effective feedbac,

3Talent management

3Improving plan for poor performers

3Mentoring and coaching employees

ST!E2

Style includes t"o things i1e1 management style and organisation culture1

Management style is the "ay in "hich the managerial personnel behave and

collectively spend their time to achieve organisational goals1 It consists the "ay of

leading motivating and the style of leadership in the management

S)I!!S2

S,ills is the distinctive capabilities or competencies or of the organi6ation as a

"hole 1In other "ords it is "hat the company does best % in the "ays of expanding or

shifting competences1 It is "hat the company does best2 the distinctive capabilitiesand competencies that reside in the organi6ation1




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Staff2

Staffs refer to the people in the enterprise and their sociali6ation into the

organi6ational culture1 Productive high performing employees are the company0s most

valuable assets1 It is the organi6ation0s human resources2 refers to ho" people are

developed% trained% sociali6ed% integrated% motivated% and ho" their carriers are

managed1

SC.E- $!8ES2

ll members of the organi6ation share some common fundamental ideas or

guiding concept around "hich the business is built1 This may be to ma,e money or to

achieve excellence in a particular field1 These values and common goals ,eeps

employees "or,ing to"ards a common destination as a coherent team and are

important to ,ept the team spirit al

S6,T %N%+S(S

ST&ENT$ 6E%NESS ,PP,&T*N(T+ T$&E%TS

(NT&,)*T(,N

S(OT analysis is the analysis made "hich associates "ith Strengths% (ea,ness%

Opportunities and Threats1 This analysis is made in order to ,no" about the

organi6ation0s nonHtangible assets1 This derives the factors that affect the performance

directly or indirectly1 Strengths derives the positive aspects of the organi6ation

"ea,ness derives the negative aspects of the organi6ation "hich also helps to rectify




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1 IN#.ESIN+ employee cost

1 Intense competition

NE6 Pro;ectsK

/amul has planned to convert Cosa,ote #hilling #entre into a 1G1!!P- #apacity

-airy "ith an investment of .s1=1GG !a,h and a Ne" Product /loc, at /angalore

-airy Premises "ith an investment of .s1 GFF1GG !a,hs1

/amul has SE$EN #hilling #enters geographically located around /angalore and

;; /ul, Mil, #oolers at -#S !evel1 Mil, Product /loc, "ithin the campus to

manufacture /utter% +hee% Peda% *lavoured Mil,% Spiced /utter Mil,% Paneer% Set

#urds etc1%

-(N%NCE:

The 8nion had an approximate turnover of .s1 1


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%nnual Turn'o!er 5?1

3@4?30310

49110?903

192?02000

21400

234@422

34@12@959

15?942333

14?919000

0

22?1@?0

2919?5592

14@90504?

129?>4000

320>00

?3?030

24??31>??

231@554@0




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523>00@0@2

?@@2332>

524442419

@93912>1

45>053>15

4>@21?44

44?9532@0

4@45?>>9

ran total 1@3019?3?@ 1291?52@21 109?1@505> 1104952@35

%pplcaton of funs

-xe assets

6or n progress

)eferre re!enue

Expenture

(n!est"ents

54@>?9053

1054@02?0

1320000

31>0>554

5223?9943

5?400201

@5194>>

315@9152

52@>311?0

10?2115

11194>>9

315@9152

549?50049

29>@9>4

1523@340

1?22>152

Sub total @?5@9@??@ @1??925>4 590955445 5?4112332

Current %ssets Aoans'

a!ances

(n!entor#

Sunr# ebtorsCash ban balances

oans %!ance

Ser!ce eposts

,thers

4@9@1?>03

>@00?13329255@@@9

9?2@20?4

1>@>29@0

103@>53

2@0131301

@49@???@2@1305225

1@01@@22

1>12@?31

31@311@1

199@3@14

?0@9>4421?@?>2>>@

2?190951

1>01092@

151>20?@

@3399905

105?2@40?30199@>5@

13394223

1?>0102?

193?3>?2

Sub total >44501500 @52>?0029 50940>@14 520@40303

ran Total 1@3019?3?@ 1291?52@21 109?1@505> 1104952@35

Partcular 2012'13


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10


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Closng stoc Apl

Trang

2@522?99 1@21??22 13>4413> 15>1>50?

Sub Total 3 10951>5@52@ >052>@0244 9133?5?140 5@>@9?94@4

,T$E& (NC,/E

,ther nco"e

,ther nco"e pl

(nterest on eposts

staff loans

rants

54>>9552

4>3>?@2>

11243954

412@440

940040>9

353?945?

>939099

192000

24412954

32911144

5503@09

24093@9

29199923

212>2?03

95@539>

11?3231

Sub Total 4

(nco"e Total 9@@395

10?91922>01

11>300@32

>1922@0?9@

@5034?92

91>??>3012

5921>13@

595400@@00

ross Total 2>>@340 @3?299?0? @005595?2 5455@@@05

Net Proft A%fter Tax

E(T

521?31>5

5@?@13552

35142949

45151551?

3?43122?

44?3@4>54

29>32255

412225@?5

C%C*%T(,N ,- &%T(,S

1. Current &ato or 6orng Captal &ato:

This ratio measures the relationship bet"een current assets and current liabilities1

#urrent .atio 9no of times: 4 #urrent ssets

#urrent !iabilities

9Standard4K;:

Table no'1




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+ear current assets current labltes current rato

200>'2010 1@?.19 9>.55 2.114:1

2010'2011 >2.?? 4>.10 1.?>1:1

2011'2012 ?>.13 @>.15 1.2??:1

2012'2013 191.14 ?5.0? 2.011:1

CE%P$: 1 Current &ato

2. 8uc rato:

Ths rato "easures the relatonshp betDeen total assets an total labltes.

&ato


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Net "orth ratio 9no of times: 4 Net (orth

Total assets

9Standard4G1>K;:

Table no HF

ear Net (orth Total ssets Net (orth .atio

200>'2010 1@@.>3 414.4@ 0.402:1

2010'2011 193.?@ 3>?.30 0.43@:1

2011'2012 192.43 393.34 0.4@1:1

2012'2013 191.54 414.1? 0.414:1

raph: 3 Net Dorth &ato

4. ross proft ratoK




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+ross profit ratio 9J: 4profit before interest and tax

Sales

Table '4

+ear P(T Sales ross Proft &ato '2010 1@.?> 202.00 ?.3@

2010'2011 [email protected] 390.1@ 9.12

2011'2012 9.04 34?.54 2.02

2012'2013 3.4> [email protected] >.9>

raph: 4 ross Proft &ato

5. &eturn on n!est"ent:

&eturn on n!est"ent ?.30 @.@1

2011'2012 9.04 393.34 1.??




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2012'2013 3.4> 414.1? ?.42

raph: 5 &eturn on n!est"ent

@. Net proft F of sales

Net proft F of sales proft after tax

Sales

Table no'@

+ear Proft %fter Tax Sales NP&S '2010 11.53 202.00 5.90

2010'2011 1?.04 390.1@ 4.?9

2011'2012 4.95 34?.54 1.3@

2012'2013 2.3@ [email protected] @.@2




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raph: @ Net proft F of sales

9. Stoc Turn &ato:

Stoc turno!er rato '2010 202.00 44.20 4.59:1

2010'2011 390.1@ 41.?> ?.?3:1

2011'2012 34?.54 49.5@ 9.32:1

2012'2013 [email protected] 103.90 3.43:1




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raph: 9 Stoc Turn &ato

?. )ebtors Turn &ato:

)ebtorsG Turno!er &ato '2010 202.00 9.24 29.>0:1

2010'2011 390.1@ 10.0? [email protected]:1

2011'2012 34?.54 11.39 30.@5:1

[email protected] ?.55 41.@>:1

raph '? )ebtors Turn &ato:




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&ato %nal#ss Su""ar# Table:

Partculars 200>'2010 2010'2011 2011'2012 2012'2013

#urrent ratio 2.114 1.?>1 1.2?? 2.011

&uic, ratio 1.55? 1.03? 0.@01 0.9>2

Net "orth ratio 0.402 0.43@ 0.4@1 0.414

+ross profit ratio ?.3@ 9.12 2.02 >.9>

.eturn on investment 4.09 @.@1 1.?? ?.42

Net profitJ of sales 5.90 4.?9 1.3@ @.@2

Stoc, turn over 9times: 4.59 ?.?3 9.32 3.43

-ebtors turnover ratio 29.>0 [email protected] 30.@5 41.@>

E%&N(N EHPE&(ENCE:

Experience is a crucial aspect of every student to have an successful and challenging

career1 It gives real "orld exposure such as communication s,ills% competition

prevailing% decision ma,ing po"er and so on1 The present project "or, "as highly beneficial as it gave opportunity to the corporate exposure1




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This project training at /M8! "as very helpful ',no"ledge based as it gave a

practical experience of corporate functioning of the company 'got a very coH

operative experience1 The C. executive as given good amount of information related

to management% company vision and mission% environment policy and the operational

plan carried out in the organisation1

This information helped to frame the Mc,ensey0s =s model of the organisation1

interaction "ith the various department of the C.M% production department

%mar,eting % 7uality control% .'- department gave an insight in to the hierarchies

they are follo" and the functioning of various C. activities li,e performance

appraisal% "elfare facilities provided% conflict management %competency mapping the

relationship bet"een "or,er0s and management "hich is an essential element1

The present topic the study on effectiveness of training and development "hich

helped to understand the practical orientation of the functions of various department

of the company1 This helped to coH relate and understand the concept more clearly1

+ENE.! INT.O-8#TION

INT.O-8#TION O* T.ININ+ N- -E$E!OPMENT

The term ?Training and -evelopment@ are closely related and are often

used as synonymous concepts% there are some important distinctions in their meanings




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in the context1 The term training may be defined as ? process by means of "hich the

aptitude% s,ills 'capacities of individual employees to perform specific jobs are

specific 7ualification of particular employees for particular purpose1 s emphasi6ed

by -ole oder1 The use of the term Training and -evelopment0 in today0s

employment setting is far more appropriate than training1 The training along since

?Cuman resource can exert their full potential only "hen the learning process goes far

beyond simple route or routine ' ccording to A1P1 #ampbell

Training courses are typically designed for a short team and stated set purpose% such

as the operation of some piece of machinery% "hile development involves a broader

education for long term purposes1 s put by -ale oder

)esre area of research )esre area of research

?Effectiveness of Training and -evelopment in /M8!@ 9/angalore urban and rural

district coHoperative mil, producer0s society0s union limited:

&esearch ob;ect!e

• To study the financial status of the company

• To understand the various training program conducted at /M8!

• To ,no" the opinions of employees to"ards training program1

• To naly6e and evaluate the impact of training on the performance of the

employees1

Proble" efnton

3 lac, of proper training process 'also there is no proper tool "hich is used to

evaluate training effectiveness




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3lac, of gradation of materials

3there is no constant follo"Hup 'proper concentration on the objective because of

small percentage of ne" recruits

3lac, of sufficient time to adopt the training ,no"ledge

Scope of the pro;ect Dor

The study "as primarily conducted to ,no" the effectiveness of employee training in

/M8! and explore the "ay to improve the efficiency of the training program

Sources of information from the company1

The information available from the company helps to ,no" the importance given to

the 7uality aspects and the training programs conducted to ma,e the employees in

meeting the 7uality standards1

terature relate to the research:

7.S.P. &%,. $u"an &esource /anage"ent2004IExcel publcaton

uthor founds effectiveness of training and development is a term that had been used

to describe the broader jobHrelated experience an individual has dre" attention to "hat

they described as psychological gro"th needs as relevant to the consideration of

effectiveness of training and development1 Several such needs "ere identified2 s,ill

variety% tas, significance% autonomy and feed boo, 1They suggested that such needs

have to be addressed if employees are to experience high 7uality of "or,ing life1

S*$% &%,I $*/%N &ES,*&CE /%N%E/ENT


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uthor finds high effectiveness of training and development is essential for

organi6ation to continue to attract and retain employees 1T' - is a process in "hich

organi6ations recogni6e their responsibility to develop job and "or,ing conditions

that are excellent for the employee and organi6ation 1n effective leader influences

the follo"ers in a desired manner to achieve goals 1It is evident from literature

different leadership styles may affect organi6ation effectiveness and performance 1The

interventions of T'- "ill effectively utili6e the employee potentials ensuring great

participation and involvement of employees1 This paper focuses and analysis the

literature findings "hich involves effectiveness of training and development.

.%S$6%T$%PP%I


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Primary data "as collected through a survey of employees1 Primary data is the first

hand data "hich is collected by the researcher

Seconar# )ata

Secondary data is the data "hich have been gathered by somebody else and are

available to others for use 1secondary data "as collected from the company records%

manuals% journals% maga6ines% textboo,s of C.M1

Sa"plng /etho

To arrive at an objective conclusion% samples of FGG employees "ere chosen

representing all the departments of the company1 Audgmental sampling "as used to

identify respondents1

Sa"plng SJe

In order to reduce the sampling error% simple random sampling is adopted% the sample

si6e ta,en for this survey is hundred

Sa"plng *nts

Sampling units are per employee of /M8!@ 9/angalore urban and rural district coH

operative mil, producers societies union limited:

Tools an TechnKues use

STTISTI#! TOO!S *O. N!SIS

• Simple percentage method:

In this method various factors are analy6ed in the basis of percentage1

• Bar graph:




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In this method various factors are dra"n as pie charts on the basis of

percentage1

• Pie chart:

In this method various factors are dra"n as pie charts on the basis of

percentage1

TEC$N(8*ES ,- )%T% C,ECT(,N

&uestioning techni7ue is the primary method of data collection used in this research2

it is techni7ues of obtaining specific information about the defined content1

• Open ended questions:

These are the 7uestions in "hich the employees can ans"er in their o"n

"ords1

• Close ended question:

These are 7uestion in "hich the employees are to ma,e a choice from the

various choices given1

)etals of the (nternal ue

Name of the +uideK SC8/C C .% ssistant professor% M/ -epartment1 -ON

/OS#O INSTIT8TE O* TE#CNO!O+% emailK shubharanganathaQgmail1com

)etals of the External ue

Name of the guide Mr1Thippas"amy C. department1 /M8!


mailto:[email protected]://www.google.co.in/url?url=http://www.bamulnandini.coop/&rct=j&frm=1&q=&esrc=s&sa=U&ei=gOi0U8jRCJaNuATTkoLgCQ&ved=0CBcQ9QEwAQ&sig2=kuaiPQpnidsKZDQxAVadCg&usg=AFQjCNG6JuE1cL4VVDgjbkX7BiVyViW82gmailto:[email protected]


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%N%+S(SB)ES(NI (N-E&ENCES ,- T$E &ES*TS:

The primary data collected through the 7uestionnaire has been collected and analy6ed

in tune "ith the objective as follo"sK

• Each 7uestion has been reduced to a table sho"ing the number of responses

got for each alternative provided1 pie chart and bar graphs have been dra"n1

•

The finding depicted by each table and graph have been explained1

• Suitable inferences have been dra"n from the explanations of the findings in

tune "ith the objective of the study1

T%E'01:

-id you continue to receive any training there after for your developmentL

Particulars No1 of respondent0s percentage

; F> FFJ

> D=J

Total @0 100F

SourceK primary surveyHG;




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&%P$'01:

Sho"ing percentages of responded "ho received training in different s,ill sets1

T%E'02: "as the training and development based onL


es FG >GJ

No ;= BJ

Some extent ;F J

Total @0 100F

&%P$'02: Sho"ing percentages of respondents having different basis of training




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T%E'03: (as there any discussion among the participants about the programme

after conclusion on the strength and "ea,nessL

Particulars no1 of respondent0s percentage

es =GJ

No ;B FGJ

Total @0 100F

&%P$'03: sho"ing the percentages of respondents "ho feel the training session

"as interaction

1

T%E'04: sho"ing the opinion about flexible time period to conduct performances


Monthly G> ;GJ

&uarterly G< ;BJ




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Calf yearly ;D FJ

early G GJ

Total 50 100F

&%P$'04: sho"ing the opinion about flexible time period to conduct performances

T%E'05: Sho"ing the opinion about "ho should trained the employees1


Manager > >GJ

Self appraisal ; J

consultant G GBJ

Total 50 100F

&%P$'05: sho"ing the opinion about "ho should trained the employees1




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nalysisK

s the graph sho"s that >GJ of the employees say that manager should be the

appraiser1

InferenceK

The above graph says that manager should appraise the employees1

T%E'0@: Sho"ing the opinion of employees regarding the performance

improvement because of their previous training and development programme


Improvement F D>J

NoHimprovement G< ;>J

average G< GJ

Total 50 100F




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&%P$'0@: sho"ing the opinion of employees regarding the performance

improvement because of their previous training and development programme

nalysisK

The graph sho"s that D>J of the employees say that there "ill be

improvement in next performance cycle because performance appraisal1

InferenceK

s the employees say that there "ill be improvement in the performance for the next

appraisal cycle "hen compared "ith the previous cycle1

T%E'09K sho"ing the opinion that the training helps in polishing the s,ill or

development area1


Manager > >GJ

Self appraisal G GJ

consultant G> ;GJ




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Total 50 100F

&%P$'09: Sho"ing the opinion that the training helps in polishing the s,ills or

development area1

T%E'0?K Sho"ing the opinion that% "ill personal bias creeps in "hile training an

individual1


es G >J

No FG >>J

Total 50 100F


&%P$'0?K sho"ing the opinion that% "ill personal bias creeps in "hile training an

individual1




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nalysisK

s the graph sho"s that >>J of the employees say that there "on0t be any

personal bias "hile training an individual1

InferenceK

s the above table sho"s there is no one dominant opinion about the bias in

training an employee1

T%E'0>K Sho"ing percentage of respondent0s belief on training on concept of

training

Particulars respondent0s Percentage

es DG ;GG

No Nil Nil

Total @0 100F




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&%P$'0>K Sho"ing percentage of respondent0s belief on training on concept of

training

1

T%E'10K -o you thin, that training contributes to"ards improvement in the job

satisfactionL


; DG ;GG

Nil Nil

Total @0 100F

&%P$'10: Sho"ing that the training contributes to"ards improvement in the job

satisfaction




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T%E'11:

Co" do you rate the training 'development environment in your organisationL

Particulars no1of respondent0s percentage

; ;G ;=

FF >>

F ;= B

Total @0 100F


&%P$'11K Sho"ing rate the training 'development environment in your

organisation




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T%E'12K Sho"ing the opinion about the training conducting one on one survey to

the employees1


es ;F D

No F= =

Total 50 100F

&%P$'12K Sho"ing the opinion about the training conducting one on one survey to

the employees




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T%E'13K Sho"ing opinion on the company giving the opportunity to employee to

improve% if the training performance is lo"1


es FG DG

Some "hat G G

Total 50 100F

&%P$'13K Sho"ing opinion on the company giving the opportunity to employee to

improve% if the training performance is lo"1

T%E'14K sho"ing the opinion of employees about the feedbac, given by the

reporting officer about your training performance in the company1


+iven ;G G




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Some time ; B

Not given D >

Total 50 100F


&%P$'14K sho"ing the opinion of employees about the feedbac, given by the

reporting officer about your training performance in the company1

T%E'15K Sho"ing opinion of employees about satisfaction level of employees

"ith the training and development programme


es

No B >D

Total 50 100F




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&%P$'15K Sho"ing opinion of employees about satisfaction level of employees

"ith the training and development programme

-(N)(NS

3There is a combination of both senior and young blood in the organi6ation% therefore

attrition is lo"

3 The organisation is giving less importance for the induction programme

3 Training programme has helped the employees to enhance their s,ills and

,no"ledge

3 The organisation is conducting effective training programme periodically

3/M8! is organisation different categories of training to suit the employees li,e

onHthe job and offHthe job training programme

3Most of the respondents are satisfied "ith the training programme conducted by the

organisation

3Training sessions are interactive1 Trainer discusses the strength and "ea,ness of the

trainees

3Training had a good impact on employee0s performance

3fter each training programme response sheet is given to the employees to give their

feedbac,




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3Maximum duration of training is ;> days and most of the employees are satisfied

"ith the period of training

3Most of the employees feel training has helped them to change their attitude

3Most of the employees feel training has helped them not only for self development

but also has contributed for the overall development of the organisation1

S*EST(,NS

3Training material should be prepared "ith great care so that employee can learn

effectively and easily

3Training should be in speciali6ed area li,e IT 9advanced area: re7uired

3Instead of concentrating on theories% practical training should be given1 This is usefulnot only the participants but also to the organisation

3Training programme can be handled by external agencies and also inHhouse training

3ll the employees should get training in different areas as per the aptitude and need

of the organisation

3#lasses should be arranged inter centre level so there "ill be interactivity "ill be

established

3periodical revie" after training to each individual

3Training should be aimed at motivating the participants% "hich ultimately benefit of

the organisation1




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C,NC*S(,N

3The success of any organisation is mainly dependent on its human resources1 The

s,ills% ,no"ledge and abilities at the people should be continuously enhanced for the

survival of the organisation in the competitive era1

3people are an important asset to the company and they are the one "ho contribute to

have competitive advantage over others

3The purpose to behind this is continuous improvement of all employees and also to

increase their capacity in doing the job effectively

3the 7uality and 7uantity of the training programme should be enhanced for effective

functioning of organisation 1If they conduct the training programme based on

important asset of the company and they are the one "ho contribute to have

competitive advantage over others

(hile conducting the training programme there "ere lot of dra"bac,s such as

R !ong gap bet"een the end of training and use of s,ills

RTrainee0s variation in the amount of their experience and "ould have large

differences in their ability

R!ac, of personal interests to learn




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T$E %S(S ,- ST*)+ C,N)*CTE) T$E -,,6(N C,NC*S(,NS

%&E )&%6N:

3The organisation is conducting effective training programs periodically

3Training objectives are being explained to the trainers% "hich ma,es the clear about

the purpose of training

3ll the employees feel training motivates them to perform better

3Most of the employees training has helped them not only for selfHdevelopment but

also has contributed for the overall development of the organisation




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8*EST(,NN%(&E'

-ear SI.5Madam

I% Miss .e,ha1 P M/ student of -/IT% )umbalgodu re7uest you to give true

response to the 7uestionnaire "hich is designed in order to study the ?Effectiveness of

Employees training 'development@ at /M8!

I re7uest you to ,indly fill the 7uestionnaire "hich "ill help me to come to

appropriate conclusions1

Than,ing you

.e,ha 1P

;1 Aob5 designation 2 HHHHHHHHHH

1-epartment 2 HHHHHHHHH

F 1Occupation 2 HHHHHHHHHH




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Officers Technical

Managers None of the above

1 !ength of serviceK HHHHHHHHHHHHHHHH

>1 +ender 2 MaleHHH

*emaleHHHHHHH

D1 -o company provide ade7uate importance induction trainingL

es or No1

= 1-oes induction training is "ell designedL

es or No

B1 -oes organisation provide sufficient duration for trainingL

a:very much b:much c:not much d:not at all


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b: Off the job training

;F1 -oes the training program conductedL

a: &uarterly b: yearly c: Calf yearly

;1 -id the training program helped for your developmentL

a: es b: No

;>1 -oes the training have an impact on your performanceL

a: gree b: disagree c: strongly agree

(,&%P$+

,,S:

ST- Aournal%9November G;: ?Training and -evelopment@

?Mar,eting .esearch@% Third Edition% Tata Mc +ra" Cill Publishing !imited% Ne"

-elhi

)1 sh"athappa 9GG:% ?Cuman .esource and personal Management@% nd Edition

Tata Mc +ra" Cill Publishing limited

Prasad !1M 9GG>: ?Management Information Systems@% ;st Edition Ne" -elhi

KSulthan #hand and sons

P%Subba .ao 9GG: ?Personal and C.M ?Cimalaya publishing house

Naresh )1 Malhotra 9GG;:% ?Mar,eting .esearch@ Third Edition % person Education

India

6ES(TE2

"""1humanresourceabout1com


http://www.humanresourceabout.com/http://www.google.co.in/url?url=http://www.bamulnandini.coop/&rct=j&frm=1&q=&esrc=s&sa=U&ei=gOi0U8jRCJaNuATTkoLgCQ&ved=0CBcQ9QEwAQ&sig2=kuaiPQpnidsKZDQxAVadCg&usg=AFQjCNG6JuE1cL4VVDgjbkX7BiVyViW82ghttp://www.humanresourceabout.com/


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"""1bamul1com


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