PROJECT REPORT

AT

DAWAR GROUP (TRANING & DEVELOPMENT)

A Project Report submitted in partial fulfillment f the requirements for the

award of the degree of

MASTER OF BUSINESS ADMINISTRATION

(Industry Integrated)

SESSION: 2008-2010

BY

NEHA GUPTA

Reg.No.

R.B.S. COLLEGE, FMCA AGRA

ACKNOWLEDGEMENT

This report bears the imprint of many persons, who have helped me in

numerous ways in writing this report. It gives me great pleasure in presenting this

report to the Madurai Kamraj University, Madurai via Dr. M.P.S. Memorial

Collage of Business studies. I would like to take this opportunity to extend my

heartful gratitude to all those who helped me in presenting this report. Their

1

contribution no matter big or small has contributed

immensely towards completion of this report.

I fall short of words to express my gratitude to DAWAR GROUP (TRANING &

DEVELOPMENT), AGRA for giving me the opportunity to work in this prestigious

organization. I acknowledge my deep sense of gratitude to Mr. B.K. GUPTA for his

generous guidance & advice before & during the course of this work & also in

analyzing the work.

I feel great pleasure to acknowledge deep indebt to my esteemed supervisor

Mr. B.K. Gupta for cooperating us a lot in this project and for giving their

advice to make my project more useful and impressive.

I have also received valuable guidance and help from the entire Teaching staff,

especially from Mr. Neeraj Gogia and others who all are members of Department of

Management, Dr. M.P.S. Memorial Collage of Business studies, Agra.

My overriding debt is to my parents who provide me with the moral support &

inspiration needed to prepare this report.

ALOK KUMAR SHRIVASTAVA

CONTENTS

1. INTRODUCTION

General introduction

Industry profile

a. origin and development of the industry

b. growth and present status of the industry

c. Future of the industry.

2. PROFILE OF THE ORGANIZATION

Origin of the organization

Growth and development of the organization

Present status of the organization

Future plans of the organization

2

Functional department of the organization

Organization structure and organization chart

Product and service profile of the organization

Market profile of the organization

3. DISCUSSIONON TRAINING

Student ‘s work profile (role and responsibilities)

Description of live experience

4. STUDY OF SELECTED RESEARCH PROBLEM

4.1 Statement of research problem

4.2 Statement of research objectives

4.3 research design and methodology

4.4 Analysis of data

4.5 Summary of findings

5 SUMMARY AND CONCLUSION

Summary of learning experience

Conclusion and recommendation

APPENDIX

Annexure like copy of questionnaires, interview schedule, leaflets, Broachers,

photographs to be enclosed

BIBLIOGRAPHY

3

INTRODUCTION

4

GENERAL INTRODUCTION

DAWAR TODAY

For more than Two decades, Dawar Group has controlled the Specification, Production,

Distribution and Technical information of footwear technology. "Dawar Group" was founded

in "1977" on the modest scale in the city Agra. A move to set-up more Units were necessary

to cope with the abrupt increase in the volume of business.As a part of its expansion and

diversification drive, Two manufacturing Units came into existence under the Group.

"To give the better quality product and to be the customer first choice".

Dawar Footwear Ltd. works with this mission. In 1977 Mr. Puran the C.P. of Dawar

Footwear Ltd. to work with his brother at Dawar Shoe Shop at Sadar there he started to take

order from the customers he learned salesmanship there.

In 1987 he comes in export. In 1987 the turnover of Dawar Footwear Ltd. is I crore. It

declines to 90 laks in 1988.

5

Mr. Dawar (Chair Man)

Mr. P.P. Agarwal (G. M.)

Research & Development Department

Production Department

Human Resource Department

Mr. Vipin Gupta (RND Manager)

Coordinator in Ani Shera

Coordinator

Purchaser Mr. Ajay Raj

Quality Manger Mr. Manoj Tiwari

S.K. Sharma

D. K. Sharma

J.K. Mishra

Mr. Dinesh Kashyap

Production Manager

Mr. Rajat Predhan

Mr. Bipin Gupta (H.R. Manager)

Welfare officer Ritesh Verma

Attendance System operator

Amit Menna

ORGANISATION CHART

6

In house production of PU, TRP Soles and shoes. Dawar

family is large and growing family. It expand beyond the people who work for Dawar. Group.

There families are also intergral part of it froup shares the hopes and aspirations of it's people

and their children. It goes out of it's way to revered their hard work and dedication.

Saksham Dawar Memorial Trust

It is a child education in addition to this it also provides monitory assistance to a large

member of its worker's children studying in other schools.

The group also works in association with a number of NGO's to fulfill its other social

welfare commitments. It also organizes regular health check-ups for the families of its

workers.

Leading From The Front : -

By- Mr. Puran Dawar (Chairman)

Mr. Prem Agarwal (General Manager)

Dawar is led by Mr. Puran Dawar, a pro-active veteran from the shoe industry. Mr.

Dawar has been associated with the shoe industry from more them thru decades. The

understands the dynamics of shoe business and how it is conducted in the international

market. With his clear vision and rock solid dedication, he has brought Dawar group this far

and continue to lead it with missionary zeal.

It is Mr. Dawar's concern for his people and environment related issues that has

endeavoured him to one and all A visit to group's manufacturing facility and corporate office

reflects these concerns.

Mr. Prem Agarwal, General Manager is one who look after the day to day affairs of

the company.

INFRASTRUCTURE :

It is a hazard free, airy, well lit and well bilt working facility, They provide there

complexes with clean toilets and adequate drinking water. Facilities.

7

RECREATION :

There is a volley ball court in the front amidst sprawling greens. It has witnessed

many a competitive in house tourneys it is imp. for our people to know the joy of winning and

the agony of losing to each other. But together they make a formidable team of 800 strong

and highly skilled people we are proud of.

Marketing Tactics :

Our product range is exhibited in many prestigious fairs like 'Riva Del Grada

(Italy). GDS (Germany) and WSA (USA)'.

WORK STRENGTH:

For a company to stay ahead in term of quality and competitiveness. It has to relay on

the strength of its own infrastructure and resource. Weat Dawar Group ,Releasing it very

early.

Today we not only have a most modern manufacturing complies but also an array of

sophisticated manufacturing complies but also array of sophisticated machine to produce a

diverce range of world class footwear.

Beside a no of Italian hasting machines and German closing machines, there are other

machines of various stages of production on line quality check's enable us to monitor

consistency in production of a particular order from shoe upper to complete shoes, every thing

is produce in house there by reducing production had time enhancing cost effectiveness. Over

the years, the group has kept a study pace with technologically advances in footwear

production. It has continuously upgraded into infrastructure to produce quality footwear.

QUALITY POLICY:

At Dawar, we look at quality from a different perspective. Concern for quality is

ingrained in our system. It is an integral part of our thought process. And that is how it has

becomes a tangibles aspect of our product you can see and fell it. Quality is not talking about

it; it is doing it, it should be inherent in our belief system.

We at Dawar, have involved our own quality policy turned to a capabilities of our

people.

8

They produce quality because we provide them quality

environment and facilities. We lead the crusade for quality from the front. At professional

inspect it and together they deliver it.

From time to time people undergo orientation programmes conducted with the assistance

of technocrats to understand qualitative aspects of products we make. To top it all , the

management of Dawar Group monitors the production process to ensure that each footwear

bears Dawar's seal of Quality Always'

Alps Industries Limited is, committed to conducting its affairs ethically and lawfully.

This Code of Conduct establishes policies & procedures that are intended to guide

directors, officers and employees in the performance of their duties and

responsibilities and ensure compliance with the Company’s commitment to ethical

and lawful conduct. These standards are set forth in the pages that follow and are

reflected in the character and the conduct of our directors, officers and employees,

which are in consonance of compliance of the revised Clause 49(1D) of the Listing

Agreement, in its true spirit and not only as a matter of legal compliance.

In pursuant of the said Clause, the Board of Directors of the company in their meeting

held on January 29, 2005 approved the Code of Conduct, which has become effective

w.e.f. January 29, 2005. A copy of the Code of Conduct as approved by the Board of

Directors is provided hereinafter.

We urges you to become thoroughly familiar with the contents of this booklet – the

code of Business Conduct and Ethics (also referred to simply as the “Code”)—and to

use it as a guidelines in the performance of your responsibilities for the company. We

also encourage you to seek assistance either from your superior or from the Human

Resources Department when a question or concern arises with respect to any matter

addressed in this material. If you have question or concern about a code of Conduct

provision or about some action or practice you observe, you should always bring your

questions to the attention of the company by talking to your superior, other members

of management, the company’s Legal or Human Resource Department or use the

Company’s anonymous reporting system. The key is to make the Company aware of

any questions of concerns you have so they can be investigated, evaluated and

appropriately addressed.

9

OBJECTIVE OF THE STUDY

Help employee overcome his weakness & improve ones his strengths &

thus enable him to improve his performance & that of the Deptt.

Generate adequate feedback & guidelines form the repotting officers to the

employee.

Contribution to the growth & development of the employee through

helping him in realistic goal setting.

Help in creating a desirable culture & traditions in the organization.

Help identifying employees for the purpose of motivating, training &

developing them.

Generate significant, relevant, free & valid information about employees.

Thus, a good Training & Development& review system should primarily

focus an employee development.

10

INDUSTRY PROFILE

INDUSTRY AT A GLANCE

Leather industry occupies a place of prominence in the Indian economy in view of its

missives potential for employment, growth and exports.

There has been increasing emphasis on its planned development, aimed at optimum

utilization of available raw materials for maximizing the return particular from returns.

EXPORTED PRODUCTS

(1) Leather Footwear

(2) Footwear Components

(3) Leather Garments

(4) Leather Goods

(5) Finished Leather

A PROFILE ON INDIAN LEATHER SECTORS

India is the largest livestock holding country with 21% Large animals and 11% Small

animals

Indian Leather industry fulfills the 10% of global requirement.

The total production of India's is 4 billion U.S $.

Total annual exports value is over $ 2 billion.

During 2000-04 the export growth is estimated 8.20%

About 2.50 million workforce is thee in India about it 30% are women.

Promising technological inflow and foreign direct investment.

Top priority to occupational safety and work environment.

11

Major Production Centre of Leather

& Leather Products

Southern Region :-

1) Tamilnadu :- Chennair, Ambur, Ranikhet, Saniyabadi, Trichy and Dindigul.

2) Andhra Pradesh :- Hyderabad

3) Karnataka :- Banglore

North Region :-

1) Punjab :- Jalandhar

2) Delhi :- Delhi

Eastern Region :-

1) West Bangal :- Kolkata

2) Central Region :- Kanpur

3) U.P. Agra

Western Region :-

1) Maharastra :- Nambri

a. Origin and development of the industry :-

Unique combination

33-year-old Ghaziabad-based company, Alps Industries Limited (hereafter

referred to as Alps Industries), is a leading manufacturer of yarn, home furnishing,

fashion accessories and dyes catering to both the domestic as well as the international

market and also sells premium imported architectural products in the domestic

market. A vertically integrated company, Alps Industries operates eight

manufacturing facilities including a 100 per cent export-oriented integrated textile

unit and also owns two premium, well-established brands; "Vista" for home fashions

and architectural products and "Le Pashmina" for fashion accessories.

12

Vision

To produce world-class fashion, furnishing and décor products with the

concurrent objective to protect the environment through the use of eco-

friendly material.

To achieve a leading position in environment-friendly textile products.

To create top-of-the-mind brand recall for its products.

To pursue innovation of new products.

To strengthen market reach in both the domestic and international markets to

fully capture emerging opportunities.

To reach the customers directly for improved responsiveness to changing

customer preferences.

To introduce own brands for home furnishing products in the international

market.

To pursue inorganic growth opportunities that would help it strengthen its

market position, both in the domestic as well as the international market.

The opportunity

India's textile industry is expected to grow almost three times into a USD 40

bn business by 2010 from the current levels; Its share in the global textiles market,

which currently stands at 4 per cent, is expected to touch 8 per cent by 2008; After

garments, yarn is the next fastest growing textiles category, likely to grow at a

compounded rate of 17 per cent per annum;

Similarly, exports of home textiles has grown by nearly 39 per cent in 2006.

The anticipated growth in the future is where the real excitement lies: exports of home

textiles (made-ups) are set to touch USD10 bn by the year 2010 from the current USD

1.9 bn.

In addition to the opportunities in the international markets, the domestic real

estate boom presents an opportunity to Alps Industries to especially cater to the niche

commercial and retail segment and high-end residential demand:

Indian real estate market is on a high growth curve and is growing at the rate

of 30 per cent per annum;

13

Looking at the current frenetic pace of commercial

realty development across the country; it is estimated that 103 mn sq ft of office space

will be added by the year 2008; and the IT and ITES industry would require office

space of more than 367 mn sq ft till 2012-13;

The next two years from now will see the emergence of approximately 117.4

mn sq ft of new retail space with a total of 361 mall projects estimated to be under

construction.

Lastly, rising disposable incomes, easy financing terms and growing

urbanization continues to drive housing demand not only in the metros but also in

smaller cities.

The Alps value proposition

Because, over the years, we not only strengthened our position as a leading

textile manufacturer catering to the international market, but have also evolved as a

principal interiors infrastructure player well poised to ride the domestic realty boom.

And because pre-empting the realty boom and the opportunities unfurling in

the global market, we not only expanded our capacities ten times, but more

importantly, made our timely foray into fast growing and high-value added textile

segments, set the base for our entry into the retail segment for our home furnishings

and embarked on prudent integration, cost competitive and environment friendly

initiatives, which we believe will continue to be our value proposition for years to

come.

FOR INSTANCE WE,

Enhanced capacities to manufacture value-added fiber-dyed, high quality yarn;

Embarked on installing compact yarn spinning facilities and high-value Jacquard

fabrics weaving facilities to manufacture higher value products; Ventured into the

production of high-value office and automobile upholstery fabrics in addition to

fashion oriented home furnishing;

Undertook cost competitive expansion by choosing Uttranchal as our

expansion base - a state which offers several tax incentives, provides quality power

14

supply at subsidised rates and took loans from the

government's TUF scheme to reduce interest cost;

Enhanced our eco-friendly positioning by purchasing organic cotton, an

initiative which enables us to source nature friendly cotton;

Pioneered research in the area of natural dyes extraction and application to

textile fiber which provided us a distinct positioning of being an environmentally

friendly manufacturer;

Initiated measures to establish a strong branded retail presence, Launched

high-value architectural products such as real wood flooring & aluminum composite

panels to ride the domestic boom and leverage our strong Vista brand, our national

distribution network and our carefully nurtured relationships with architects and

interior designers.

We are confident that all these measures will increase our visibility, attract

large overseas retail and textile manufacturers and speed up top line growth and

protect our profitability significantly in the long-term.

The response

Several industry players are scaling up capacities especially to attract overseas

retail houses looking to move their production bases to India in the post-quota regime.

So far, across Asia, textile companies have gained from a surge in sales to

developed markets primarily driven by shutting down of capacities in overseas

market.

However, in this business of manufacturing products for leading brands,

expanding margins beyond a point is imminently difficult. And that's where our

response to these emerging opportunities will be truly appreciated.

15

COMPANY

PROFILE

16

COMPANY PROFILE

ORIGIN OF THE ORGANIZATION :-

DAWAR COMPANY POLICY

We at Dawar Footwear Ind. a leading manufacturer and exporter of footwear and

footwear components, are committed to carry out our activities with highest concern for

customer delight, environmental protection, Occupational health & safety, ethical governance

and in compliance with all applicable statutory, legislative and national and international

standards requirements.

Pursuant to this goal, we shall :

Supply high quality of footwear and footwear components and meet requirements of

our customers.

Continually improve quality, productivity, social performance, cost of poor quality,

impact of our activities on air, water & land and also in prevention/ control of

occupational health and safety risks;

Monitor, control and upgrade our technology/ processes and operational practices so

as to optimize resource consumption and ensure safe work environment/ well being at

work place;

Recognize and care for the concerns of our employees and affected interested parties

regarding the impact of our operations on the environment and occupational health &

safety hazards at work place ;

Participate in overall social development of the neighborhood;

Strengthen awareness, skill and competence of our employees so as to enable them to

contribute effectively in ensuring sound quality, environmental, social, occupational

health and safety management.

Date : 1st January, 200.

17

(Puran dawar) Chairman/ Managing Director

Agra footwear units are facing labour shortage. The supply of skilled and semi-skilled

labour has failed to match the growth in production of the industry. Footwear exports

from the city also record 20-25 per cent growth every year, thus leading to further rise

in demand for labour.

Several attempts to increase the supply of labour, including the much-publicised

“umbrella project” and a technological tie-up with Microsoft, have failed to deliver

results.

Industry sources claim the current demand for skilled and semi-skilled labour is close

to 50,000. There is an immediate need for a workforce of around 15,000 to take

advantage of the spurt in business generated by the opening of the US market for

Indian footwear.

To tide over the crisis, the industry is trying to encourage women to enter the

workforce. Women make up almost 50 per cent of the population of the town. Puran

Dawar, managing director, Dawar Footwear Industries, said that contrary to the

leather industry in Southern India, the Agra footwear industry has been completely

male-oriented, with women choosing to stay away from this sector even though

working in the leather industry was quite similar to the garment industry, which

employed women in large numbers.

Women were reluctant to work in the industry because there was lack of initiative to

train them and bring them into the workforce, he added.

The Central Footwear Training Institute (CFTI) in Agra has been churning out about

100 trainees every year in the skilled labour category, but this is insufficient in view

of the present demand.

To promote young girls in the sector, the Agra Footwear Manufacturers and Exporters

Association has developed a project with the CFTI for running 3-month duration

courses that could produce thousands of semi-skilled labourers each year.

18

For the training, the footwear units have provided material

like scrap leather, machines etc. to the CFTI to enable the institute to train women in

the trade of leather stitching, grading and cutting. Dawar claimed that being a labour-

intensive industry, the footwear units of the town could easily train sufficient number

of labourers for their own purposes utilising the provisions made in the Apprentice

Act, 1961.

The Act allows hiring trainees in numbers of up to 20 percent of the total labour

strength in the unit. But the labour department did not allow the leather units to take

in trainees charging the unit owners of exploiting the labourers. If the unjustified

restriction imposed by the labour department could be lifted, the labour crisis in Agra

leather industry could be easily resolved, he added.

Agra produces close to 150,000 footwear pairs per day. There are 75-80 export

oriented units in the city, which earn foreign exchange worth almost Rs 1,500 crore

every year. Over the years, the increased demand by these export oriented units has

also led to an aggravation of the labour crisis.

Marketing Strategies of Dawar Footwear Ltd.

Marketing involves satisfying consumer's needs and want. The task of every business

10 to deliver customer value at a profit. A company can win only by fine tuning the value

delivery process and choosing, providing and communicating super value.

The value delivery process

The traditional view of marketing is that the firm makes something and then sells in

In this view, marketing takes place in the second half of process. dawar footwear Ltd knows

what to make and the market will buy enough units to produce profits. companies that

subscribe to this view have the best chance of succeeding in economics marked by good

shortages where consumer are not fussy about quality, features or style.

At Dawar

The marketing framework is design to address

19

Three management question :-

1. How can a company identify new value opportunities

2. How can a company efficiently create more promising new value offering.

3. How can a company use. Its capabilities and infrastructure to deliver the new value

offerings more efficiently

Or

1. Value exploration

2. Value creation

3. Value delivery

The success of Dawar Footwear Ltd. depends on various marketing strategies. Every

company jhas a specific plan by which company tries to lerd in market.this plan is depend on

following strategies.

1. Market needs

2. Market trends

3. Market growth

4. Keys to success

5. Marketing objectives

6. Target Market

7. Sales forecast

Customer Relation :-

The Term customer relation refers to the long term relation with the customer. For

maintain these relation company has to work hard. In Dawar footwear limited, they always

keep in touch with their customer they regularly organize meeting with them wallmart , trisco

etc. are their major customer they covers the market of Italy U.S. any many more countries.

They invites buyers to them. Company attends the fair also for new market or new customer.

So this is how htye maintain customer relation. The most important fact is they are loyal

towards their customer.

Target Market :-

20

A Marketer can rarely satisfy everyone in market. The

needs, wants and demand of very person is different that’s why it is essential for a marketer

that he choose only a particular market or target customer and he tries to satisfy them. as we

know that " Dawar footwear ltd is 100% export company they don't sale their product in India

reason being their product is so expensive its started from 4000 per pair of ladies shoes and

5000 per pair of gents shoes. The one reason of covering international market is that they are

not able to find much customer in India thereby they covers international market they find

good customer their who happily pays them for their product they only made shoes for adults

not for kids.

Quality Product :-

Dawar Footwear Ltd. works on the concept of " Total quality management" To

managing the quality of a product from the initial to the last stage is the aim of company .

They properly check the quality of raw material, they purchase raw material from Chennai,

Kanpur and Agra itself if their requirement they send it back and orders for new material.

There is a AQL system in the company i.e. Average quality line. there are five quality

assurance manager in the company. There is inline inspection system in the company. They

check the product when it is 50% completed after it there is midline inspection where they

check when it is 60 to 65% completed. The there is finally checking system where they check

the product when it is 100% complete Inside of it there is a randomly checking system also, in

it the quality inspector can check the product at any stage and if he found any errors their he

can report to chairperson and process will be stopped there so deliver a quality product is the

aim of company.

Market Trends :-

The complete information of market in Dewar footwear Ltd trends is very essential

for any company if company not runs according to the market trends it will be get finished.

As we know that shoe industry is very glamour's industry and trends in this industry changes

very so it is very essential to know about the taste and preference of the like labour costing,

raw material, payment terms etc. Inspite of it the policy is very much depend on competitors

policy. if company wants to capture the market of its competitors. then it tries to sale its

product on cheaper cost.

21

Distribution Channel :-

When we are talking of Dawar footwear ltd about ' Dawar footwear ltd, it is very

much clear to us that there is no role of distribution channel. they directly meet with buyer

because they never sell their product by its own brand name, company gives order to them

and they sell the product by their name. There are only two parties :-

Manufacturer – Buyer

Sales forecasting :-

The whole production process at Dawar footwear ltd is depend on pre-order that is

why there is no need of forecasting best company tries to gain more order from the customers

and for this they regularly participate in fairs, keep in touch with new trends and inspire their

designer to work with creativity. Customer, what they want, what they like. For this purpose

customer, what they want, what they like, for this purpose company send their person to visit

international market company consider the taste of customer. They focused on seasonal

demand and seasonal changes.

Market promotional schemes :-

Sales promotion, a of Dawar footwear ltd. key ingredient in market campaigns consist

of a collection of incentive tools sales promotion includes tools for consumer promotion like

in 'Dawar footwear ltd. they create new sample design, send these sample to buyers. They are

registered in ARS magazine. They pay good amount to their designers. There is a designer of

Dawar's in stay who regularly studies the international market and design new samples, he get

the monthly package of 5 lacks.

Pricing policy :-

The pricing policy of any of Dawar footwear ltd. company is one of the important

parts of its market strategy. the structure of market is very much depends on the pricing policy

of company. if the company produces costly product that its customers are only high income

group peoples and vice-versa. the pricing policy of any company affects by various factors.

Logistic system of Dawar Footwear Ltd.

According to Mr. Bipin Gupta, taking order to the customer is easy, production of the

order is easier but complete the order at time is tough and timely shipment or deliver the

22

product to the customer is more tough. ' Dawar footwear ltd.'

always tries to fulfill the requirement of the customer and always tries to be in time. They use

JNPT port, Mumbai for shipment.

23

PRODUCT

AND

SERVICES

24

DAWAR PRODUCT

The brand "DAWAR" has been able to maintain its aura of exclusivity and distinction in the

global market. Our brand "DAWAR" cherish the dreams of people from across the world by

providing footwear of their choice. With the growing popularity, proliferation comes along.

The company has elaborated the brand concept by launching a variety of sub-brands and

shoes to suit different occasions. The new brand were coined with attractive catchword, thus

helping the customers finding the right shoes.Our range of brand caters to every need in

footwear world.

DAWAR FOOTWEAR IND:-

is a Govt. recognized export house engaged in the manufacture & export of Men's Footwear

i.e Classic- Comfort Classic & Sport Line & all type of Uppers.

25

DAWAR LSD:-

is a Govt. recognized export house engaged in the manufacture & export of Ladies Footwear

*Fashion *Comfort *Sporty *Woven Ankled-Mid-Long Boots, Shoes & Sandals.

Expansion:-

In house production of PU, TPR Soles and Shoes.

26

Dawar family is a large and growing family. It extends beyond the

people who work for Dawar Group. Their families are also an integral part of it. The Group

shares the hopes and aspirations of its people and their children. It goes out of its way to

reward their hard work and dedication.

"Saksham Dawar Memorial Trust" is a small but significant step in that direction. Its a child

education programme for the children of the workers. In addition to this, it also provides

monetary assistance to a large number of its worker's children studying in other schools.

The Group also works in association with a number of NGO's to fulfill its other social welfare

commitments. It also organizes regular health check-ups for the families of its workers. But

these efforts are not enough. There is a lot more that needs to be done. Nobody understands it

more than the chairman of the Group, "Mr. Puran Dawar".

BOARD OF DIRECTORS

Mr. Puran Dawar(Chairman) Mr. Prem Agarwal(General Manager)

27

Dawar Group is led from the front by "Mr. Puran Dawar", a pro-

active veteran from the shoe industry. Mr. Dawar is a widely travelled person and has been

associated with the shoe industry for more than three decades. He understands the dynamics

of shoe business and how it is conducted in the international market. With his clear vision and

rock solid dedication, he has brought Dawar Group this far and continues to lead it with

missionary zeal.It is Mr. Dawar's concern for his people and environment related issues that

has endeared him to one and all. A visit to Group's manufacturing facility and corporate office

reflects these concerns.Mr. Prem Agarwal , General Manager is a seasoned professional who

looks after the day to day affairs of the company.

OUR PEOPLE

Dawar Group is indebted to its people for their unflinching support and dedication. They have

stood by us in our good, bad and ugly times. They have crafted some of the finest shoes for

most of the top names in international footwear and fashion industry. They have made us a

force to reckon with in the fiercely competitive global footwear industry.

We, at one end, have not failed them either. To begin with, we have provided them with a

world class working environment envied by many in the industry. Its a hazard free, airy, well

lit and well built working facility we are talking about with clean toilets and adequate

drinking water.Its a facility that encourages performance by its ambience. Hot Indian summer

is hardly a distraction. Their health is a matter of concern to us. Medical check-ups by

qualified doctors are organised at regular intervals to monitor their health and welfare. Then,

there is a cafetaria for people where they get subsidised food items.There is a volleyball court

in the front amidst sprawling greens. It has witnessed many a competitive in-house tourneys.

It is important for our people to know the joy of winning and the agony of losing to each

other. But together they make a formidable team of 800 strong and highly skilled people we

are proud of.

WORK STRENGTH

28

For a company to stay ahead in terms of quality and competitiveness, it has to rely on the

strength of its own infrastructure and resources. We, at Dawar Group, realised it very early.

Today, we not only have a most modern manufacturing complex but also an array of

sophisticated machines to produce a diverse range of world class footwear.

Besides a number of Italian Lasting Machines and German Closing Machines, there are other

machines at various stages of production. The assembly line manufacturing enhances

production and ensure quality. On-line Quality Control Checks by seasoned professionals

enable us to monitor consistency in production of a particular order. From shoe upper to

complete shoes, everything is produced in-house there by reducing production lead time and

enhancing cost effectiveness. Over the years, the group has kept a sturdy pace with

technological advances in footwear production. It has continuously upgraded its infrastructure

to produce quality footwear.

QUALITY POLICY

29

At Dawar, we look at quality from a different perspective. Concern

for quality is ingrained in oue system. It is an integral part of our thought process. And that is

how it has become a tangible aspect of our products. You can see and feel it. Quality is not

talking about it; it is doing it. It should be inherent in your belief system. Over the years, we

at Dawar, have evolved our own quality policy turned to the capabilities of our people. They

produce quality because we provide them quality environment and facilities. We lead the

crusade for quality from the front. At Dawar, quality is people driven. Workers produce it,

professionals inspect it and together they deliver it.

From time to time our people undergo orientation programmes conducted with the assistance

of technocrats to understand qualitative aspects of products we make. To top it all, the

management of Dawar Group monitors the production process to ensure that each footwear

bears Dawar's seal of 'Quality Always'.

ENVIRONMENT FRIENDLY COMPANY

Inherent in the work culture of "Dawar Group" is a deep concern for conservation &

Preservation of the environment. The sprawling greens in front of its Corporate Headquarters

and Manufacturing facility is one such example.A modern waste treatment plant has been

installed to ensure its surroundings are not polluted. The facility has been designed

meticulously to match international standards in terms of temperature control, noise levels

etc.

It has "top-of-the-line fire fighting" arrangements. The walls in the working areas are fitted

with fire fighting equipments and fire exits routes are painted all over the work area. The

electricity cables have been laid under the watchful eyes of professionals as per the prescribed

standards. To educate our workers regarding the use of chemicals, regular orientation

programmes are conducted. Our concern for our environment and the measures we have taken

to preserve it have got us an "ISO 14001" Certification.

30

RESEARCH & DEVELOPMENT

Dawar group is constantly innovating new designs. In sync with latest trends in the European

standards, development of new designs goes on round the year at our Research and

Development department.

At Dawar group , commitment to provide high class and quality service continues, right from

the designer's sketchbook through to the performance of our shoes on a customer's foot.

Dawar group has adopted latest footwear technology to give new dimension to the creative

designers.

31

Success is never a matter of desire, it is the product of hard work

and vision. The phenomenal success of Dawar Group proves it. With effective presence in

more than "40" countries and a turnover exceeding "US$ 10 Million", the group has been

growing steadily.

It's success is simply a by product of the implicit faith and confidence its buyers have in its

capabilities. It has never let them down. And that is because their every requirement is met as

per their exact specifications. Today, the Group exports its footwear to some of the top names

in fashion and footwear business. "United Colours Of Benetton, Lumberjack" etc. are some of

the brands it makes footwear for.Our product range is exhibited in many prestigious fairs like

"Riva Del Garda (Italy), GDS (Germany) and WSA (USA)". For us at Dawar every customer,

no matter big or small, counts. Whenever visiting our "Corporate headquarters" in India, each

customer is looked after well. We have even made independent work stations for them to

work with freedom. All the work stations are equipped with modern telecommunication

facilities. We cherish the mutually rewarding relationship we share with our customers

worldwide.

32

MR. PURAN DAWAR (Chairman)

EXT # 24 / 28 / 98370-65440

MR. ANIL SEHRA(Designer Men’s)

EXT # 62

MR. SAMBHAV DAWAR (Director)

EXT # 27/99270-65440

MR. B.K.GUPTA (Manager HR & Personal)

EXT # 52/93192-06555

MR. S.K.SHARMA (Lasting Planning Head)EXT # 38/99276-56400

EXT # 38/99276-56400

MR.D.K.SHARMA (Closing Head Unit -I)

EXT # 42/94116-27394

EXT # 38/99276-56400

MR.J.K.MISHRA(Lasting Manager Unit- I)EXT # 57/98973-63543

EXT # 38/99276-56400

MR. SHYAM SINGH (Lasting In charge Unit -II)

EXT # 54/

EXT # 38/99276-56400MR.DINESH KASHYAP (Closing Manager Unit II)EXT # 60/98377-08405

EXT # 38/99276-56400

MR.MANOJ TIWARI(Q.A. Manager)

EXT # 39/94120-10526

EXT # 38/99276-56400

MR.ANIL JAIN(Manager Export)

EXT # 25/98371-88868

EXT # 38/99276-56400

MR.NITIN GUPTA(Export Executive)

EXT # 25/98373-34169

EXT # 38/99276-56400MR.AJAY RAJ SHARMA (Purchase Manager)

EXT # 62/93199-67218

EXT # 38/99276-56400

MR. BIPIN GUPTA(Head R & D & GM Material

Planning) EXT # 61/98970-38333

MR. DINESH VERMA(Designer Ladies)

EXT # 62/99270-27516

MR. REHMAN ALI(Sample Co-ordinator)EXT # 67/98370-42026

MR. RAJEEV GUPTA(Communication Manager)

EXT # 62/98970-40700

MR. KAUSHAL KISHOR(Merchandiser)

EXT # 62/93052-81008

MR.KULDEEP SINGH(Planning in charge)

EXT # 62/93192-68527

MR.RAVINDRA(Sample Co-ordinator)EXT # 67/93199-67213

MR. P.P.AGARWAL (General Manager)EXT # 21/93191-05441

2.6 ORGANIZATION CHART FOR DAWAR GROUP

33

34

2.8 Market profile of the organization :-

24%

12%

10%10%

8%

8%

8%

7%

7%6%

DAWAR GROUP

TEJ SHOE

GUPTA OVERSES

ROGER EXPORT

VIROLA INDUSTRY

PARK EXPORT

METRO & METRO

SUPER HOUSE

VASHANA EXPORT

NOVA SHOES

DAWAR GROUP capture 24 % shoe market in whole AGRA .

That show the actual position of the organization in market.

35

TRAINING

Training is a process of learning a sequence of programmed behavior. It is application

of knowledge & gives people an awareness of the rules and procedures to guide their

behavior. It attempts to prepare them for an intended job. Development is a related

process. It covers not only those activities, which improve job performance, but also

36

those, which bring about growth of the personality; help

individuals in the progress towards maturity & actualization

of their potential capacities so that they become not only good employees but also

better men & women. In organizational terms, it is intended to equip persons to earn

promotion and hold greater responsibility. Training a for a bigger and higher job is

development. In addition, this may well include not only imparting specific skills and

knowledge but also inculcating certain personality and mental attitudes.

Training is a short-term process utilizing a systematic & organized procedure by

which non-managerial personnel learn technical knowledge & skills for a definite

purpose. Development is a long-term process educational process utilizing a

systematic and organized procedure by which managerial personnel learn conceptual

and theoretical knowledge for general purpose.

Training refers to instruction in technical and mechanical operations, while

development refers to philosophical & theoretical educational concepts. Training is

designed for non-managers, while development involves managerial personnel.

Training & Development differ in four ways:

"What" is learned?

"Who" is learning?

"Why" such learning takes place &

"When" learning occurs

The difference may be stated thus:

Learning dimensions Training Development

Who? Non-managerial personnel Managerial personnel

What? Technical & mechanical

operations

Theoretical, conceptual

ideas

Why? Specific job-related General knowledge

37

purpose

When? Short term Long-term

NEED FOR BASIC PURPOSES OF TRAINING

1. To increase productivity-Instruction can help employees increase their level of

performance on their present assignment. Increased performance often directly

leads to increased operational productivity and increased company profit.

2. To improve quality- Quality increases may be in relationship to a company

product or service, or in reference to the intangible organizational employment

atmosphere.

3. To help a company fulfill its future personnel needs- when the need arises,

organizational vacancies can more easily be staffed from internal sources if a

company initiates and maintains an adequate instructional program for both its

non-supervisory & managerial employees.

4. To improve organizational climate- Increased morale may be due to many

factors, but one of the most important of the most important of these is the

current state of an organization's educational endeavor.

5. To improve health & safety- Proper training can help prevent industrial

accidents. A safer work environment leads to more stable mental attitudes on the

part of employees.

6. Obsolescence prevention- Training & Development programs foster the

initiative & creativity of employees & help to prevent manpower obsolescence,

which may be due to age, temperament or motivation, or the inability of a

person to adapt him to technological changes.

7. Personal growth-

An increased use of technology in production.

Labor turnover.

Employment of inexperienced labors.

Old employees need refresher training to enable them to keep abreast of

changing methods.

38

Enabling employees to do the work in a more

effective way.

Reducing grievances and minimizing accident rates.

Maintaining the validity of the organization & raising the morale of the

employees.

39

Importance of training

Training is the corner stone of sound management, for it makes employees more

effective & productive. It is actively and intimately connected with all the personnel

or managerial activities. It is an integral part of the whole management program, with

all its many activities functionally inter-related.

There is an ever present need for training men so that new and changed techniques

may be taken advantage of and improvements affected in the old methods, which are

woefully inefficient. Training is a practical and vital necessity because it enables

employees to develop & rise within the organization, and increase their "market

value", earning power and job security. It moulds the employees ' attitudes and helps

them to achieve a better co-operation with the company and a greater loyalty to it.

Training, moreover, heightens the morale of the employees, for it helps in reducing

dissatisfaction, complaints, grievances & absenteeism reduces the rate of turnover.

Training is a widely accepted problem-solving device.

Steps in training programs

Discovering or identifying training needs

( through organizational operations manpower analysis)

Getting ready for the job

Preparation of the learner

(create, desire & prepare accordingly)

Presentation of operations & knowledge

(Application of training techniques)

Performance try-out

Follow-up

(rewards and feedback)

40

Objectives of employee training

The overall objective of training program is to fill in the gap between the existing and

the desired level of knowledge, skills and aptitudes. Objectives of training express the

gap between the present and the desired performance levels. A well designed training

program improves the personnel qualitatively. The main objectives of training may be

defined as follows-

1. To impart basic knowledge- To impart the entrants the basic knowledge and

skills required for efficient performance of definite tasks. It increases the skill,

knowledge and operative competence of the employee, which help to increase

the level of performance.

2. To function more effectively in their present position- It assists the

employees to function more effectively in their present positions by exposing

them to the latest concepts, information and techniques and developing the

skills required performing their job in a better way.

3. To build up second line of competent officers- Whenever there is a change

in a job position, the new incumbent from within can occupy the position more

confidently.

4. To broaden the minds of senior managers- It corrects the narrow outlook

caused by the over specialization.

5. To reduce supervision- It reduces the degree of supervision and makes the

workers more independent & more responsible. It reduces cost of production

and cost of supervision.

6. To improve the organizational environment- The purpose of training is to

generate an improved organizational environment. Proper training reduces

industrial accidents. Proper & safer living and working environment leads to

more stable mental attitude on the part of the employees. It reduces the rate of

absenteeism and labor turnover.

Principles of training

A sound training program must possess the following characteristics:

41

1. The training program should be designed so as to

achieve pre-determined objectives and needs of the

organization.

2. Training program should be less expensive.

3. Training program should be developed for all in the organization and not for a

particular group.

4. Training program should be pre-planned and well organized, taking in view

the objectives of training program.

5. Training program should be designed according to size, nature and financial

position of the concern.

6. the program should be conducted by a senior and experienced supervisor or

executive of the concern or by training director who is in charge of the training

section under personnel department.

7. Theoretical and practical aspects of training should be given consideration

while preparing a training program.

8. Training program should be designed taking in view the interests of both

employer and employees.

9. The purpose of training is to develop the men and therefore more than one

method may be followed for different groups.

10. The program should be flexible enough so that it may be adjustable to the

changing circumstances.

11. Training should be followed by a reward, so that employees may be

motivated.

12. Sufficient time should be provided to practice what the employees have

learned.

13.The trainee should be provided with 'feedback' on the progress he is making in

utilizing the training he has received.

42

Evaluation of effectiveness of training and

management development programs

Evaluation is an essential feature of all programs for the training of employees.

The concept of evaluation is most commonly interpreted in determining the

effectiveness of program in relation to its objectives. Management invests in

training programs of the employees only with the expectation to see some tangible

benefits derived there from. Evaluation can be done from various purposes.

Objectives of training evaluation is to determine the ability of the participant in

the training program to perform jobs for which they were trained, the specific

nature of the training deficiencies, whether the trainees required any additional on

the job training, and extent of training not needed for the participants to meet the

job requirements. Evaluation of the training program may be done as follows:

1. To increase the effectiveness of the training programs while it is going on.

2. To increase the effectiveness of the programs to be held next time.

3. To find out to what extent the training objectives are achieved.

4. To help participants to get feedback for their improvement and efficiency.

Evaluation of the training must be based on the following principles:

Evaluation specialist must be clear about goals and purposes of evaluation.

Evaluation must be continuous.

Evaluation must be specific.

Evaluation must provide the means and focus for trainers to be able to

appraise themselves, their practices, and their products.

Evaluation must be based on objective methods and standards.

Realistic target dates must be set for each phase of the evaluation process. A sense of

urgency must be developed, but deadlines that are unreasonably high will result in

poor evaluation.

There are various approaches to training evaluation. To get a valid measure of training

effectiveness, the personnel manager should accurately assess trainee's job

performance two to four months after completion of training. The four basic

categories of outcomes can be measured -

Reaction: Evaluate trainee's reaction to the program.

43

Learning: Did the trainee learn the principles, skills

and fact that the supervisor or trainer wanted him to

learn?

Behavior: Whether the trainee's behavior on the job changed because of the

training program?

Results: What final results have been achieved?

TRAINING COURSE

Training may range from highly specified instruction in the procedures to be adopted

while performing a particular job to every general instruction concerning the economy

and society. Training courses in general areas usually aim at making an employee a

rounded individual, a happier worker and a good citizen, and at training him for

"larger responsibilities" and future advancement. Such training exerts a remarkable

influence on production and labor. From the employees point of view, output would

increase with decrease in cost of production. From the point of view of labor, the

employees' morale would improve; so would the rate of turnover, excessive

absenteeism and accidents reduce. Training programs are no doubt expensive; but

their worth to a growing concern cannot be over-emphasized.

Training in general areas is given in such subjects as general and home economics,

basic English, instruction in better writing and report drafting, reading using gauges,

the operation of machines, public speaking and public relations, selling and

communication with people.

SUPPORT MATERIAL FOR TRAINING

A variety of equipments are utilized to impart effective training. These are:

1. Lectures, conferences, seminars and staff-meetings, demonstrations, and short

courses, through coaching.

2. Role-playing and job rotation.

3. Case or project studies and problem-solving sessions.

4. Use of pamphlets, charts, brochures. booklets, handbooks, manuals etc.

5. graphs, pictures, books, slides, movies, projectors, film strips, tape recorders.

44

6. Posters, displays, notice and bulletin boards.

7. Reading rooms and libraries where specified books

and journals are maintained for reference and use.

8. Under-study and visits to plants.

9. Correspondence courses under which knowledge about business law, statistics,

industrial management, marketing, offices procedures, retailing and many

other similar subjects may be imparted.

10.Teaching machines.

11.Membership of professional or trade associations, which offers new techniques and

ideas to their members.

TRAINING PERIOD

The duration of training varies with the skill to be acquired, the complexity of

the subject, a trainee's aptitude and ability to understand, and the training media used.

Generally a training period should not be unduly long; if it is, trainees may feel bored,

uninterested. The ideal session should not go beyond 2 to 3 hours at a stretch, with a

break in between two sessions. If convenient, employees may be trained for a week or

a fortnight for an hour or two, every day after work hours.

The training period may extend from 3 weeks to 6 months or even more, depending

upon the job requirements. The physical location of the program should be in pleasant

surroundings away from the noise and tension of the work place.

TRAINING FOR DIFFERENT EMPLOYEES

Employees at different levels require training. Unskilled workers require training in

improved methods of handling machines and materials to reduce the cost production

and waste and to do the job in the most economical way. Such employees are given

training on the job itself; and the training is imparted by their immediate superior

officers.

Semi-skilled workers require training to cope with the requirements of an industry

arising out of the adoption of mechanization, rationalization and technical processes.

These employees are giving training either in their own sections or departments, or in

segregated training shops where machines and other facilities are usually available.

45

Training is usually imparted by more proficient workers,

bosses or inspectors, Training methods include instruction in

several semi-skilled operations because training in one operation only creates

difficulties in adjustments to new conditions, lend the color of specialization to a job

and makes work somewhat monotonous for an individual.

Skilled workers are given training through the system of apprenticeship, which varies

in duration from a year to three or five years. Such training is also known as

tradesman or craftsmen training, and is particularly useful for such trades in industry

which require highly sophisticated skills- as in carpentry, drilling, boring, planning

etc. Such programs are usually conducted in training centers and industry itself.

Supervisory staff needs training most, for they form a very important link in the chain

of administration. The training programs for supervisors must be tailor-made to fit the

needs of an undertaking. Their training enables supervisors to cope with the

increasing demands of the enterprise in which they are employed and to develop team

spirit. Supervisors' training may include the supply of necessary reading material, job

rotation to give them a wide- in plant experience, holding of staff meetings, visits to

other industrial units, participation in the work of other departments, lectures and

teaching, role-playing, case studies and conferences.

TRAINING METHODS/ TECHNIQUES

Classification of training

methods

46

ON THE JOB DEMONSTRATION

APPRENTICESHIP OTHER TRAINING

AND EXAMPLES

METHODS

VESTIBULE SIMULATION CLASSROOM

METHODS

ASSOCIATIONS

AUDIO-

VISUAL

AIDS

LECTURES CONFERENCES

CASE STUDY

ROLE-PLAYING

PROGRAMMED

INSTRUCTION

ON-THE-JOB- TRAINING

It is the most common, the most widely used and accepted, and the most necessary

method of training employees in the skills essential for acceptable for job

performance. An employee is placed in a new job and is told how it may be

performed. It is primarily concerned with developing in an employee a repertoire of

skills and habits consistent with the existing practices of an organization, and with

orienting him to his immediate problems. Employees are coached an instructed by

skilled co-workers, by supervisors, by the special training instructors. They learn the

job by personal observation and occasionally handling it. There are variety of OJT

methods, such as ‘coaching' or ‘understudy’; ‘job rotation’; and special assignments.

47

Job instruction training(JIT)

This method requires skilled trainers, extensive job analysis, training schedules, and

prior assessment of the trainee’s job knowledge. This method is also known as

“training through step-by-step learning.” It involves listing all necessary steps in the

job, each in proper sequence. The actual training follows a four step process :

The preparation of the trainee for instruction.

Presentation of the instructions, giving essential information in a clear manner.

Having the trainee try out the job to show him each step of the job.

Encouraging questions and allowing the trainee to work along and the trainer

follows up regularly.

The JIT method provides immediate feedback on results, quick correction of

error, and provisions of extra practice when required.

Vestibule training (training-center training)

It is a classroom training, which is often imparted with the help of the equipment, and

machines, which are identical with those in use in the place of work. This technique

enables the trainee to concentrate on learning the new skills rather than on performing

an actual job. Theoretical training is given in classroom, while the practical work is

conducted on the production line. It is a very efficient method of training semi-skilled

personnel, particularly when many employees have to be trained for the same kind of

work at the same time. Training is generally given in the form of lectures,

conferences, case studies, role-playing and discussion.

Demonstration and examples(learning by seeing)

The trainer describes and displays something, as when he teaches an employee how to

do something by actually performing the activity himself. Demonstrations are very

effective In teaching because it is much easier to show a person how to do a job than

to tell him or ask him to gather instruction from the reading material. Demonstration

are used in combination with lectures, pictures, text materials, discussions etc.

Demonstration are particularly effective in the training for the acquisition of skills;

but their usefulness is limited when it is a question of training management personnel.

48

Simulation

Simulation is a technique, which duplicates, as nearly as possible, the actual

conditions encountered on a job. Trainee interest and employee motivation are both

high in simulation exercise because the actions of a trainee closely duplicate real job

conditions. This training is essential in cases in which actual on-the-job practice might

result in a serious inquiry, a costly error, or the destruction of valuable materials or

resources.

Apprenticeship

For training in crafts, trades and in technical areas , apprenticeship training is the

oldest and most commonly used method. A major part of training time is spent on-

the-job productive work. Each apprentice is given a program of assignments

according to a pre-determined schedule, which provides for efficient training in

trade skills.

Classroom or off-the-job methods

It means training is not the part of everyday job activity. The actual location may

be company classrooms or in places which are owned by the company. These

methods consists of:

Lectures

Conferences

Group discussions

Case studies

Role-playing

Programmed instructions

Laboratory training

49

TRAINING MODEL

Implementation of training

Once the training program has been designed, it needs to be implemented.

Implementation is best with certain problems. Firstly, most managers are action-

oriented and frequently say no to training efforts. Secondly, there is problem of

locating suitable trainers within an organization. Any training program

implementation involves action on the following lines:

Deciding the location and organizing training and other facilities.

Scheduling the training program

Conducting the program

Monitoring the progress of trainees

50

Why training fails?

The following factors have been regarded as the main reasons for

failure of training programs:

The benefits of training are not clear to the top management.

The top management hardly rewards supervisors for carrying out effective

training.

The top management rarely plans and budgets systematically for training.

The middle management, without proper incentives from top management,

does not account for training in production in production scheduling.

Without proper scheduling, first line supervisors have difficulty in

production norms if employees are attending training programs.

Behavioral objectives are often imprecise.

Training external to the employing unit sometimes teaches techniques on

methods contrary to the practices of the participants' organization.

Timely information about external programs may be difficult to obtain.

Trainers provide limited counseling and consulting services to the rest of

the organization

51

Improving effectiveness of training

The training program can be mad more effective and successful if the following hints

are considered:

Specific training objectives should be outlined on the basis of the type

of performance required to achieve organizational goals and

objectives.

Attempt should be made to determine if the trainee has the intelligence,

maturity, and motivation to successfully complete the training

programs.

The trainee should be helped to see the need for training by making

him aware of the personal benefits he can achieve through better

performance.

The training program should be planned so that it is related to the

trainee's previous experiences and background.

Attempts should be made to create organizational conditions that are

conducive to a good learning environment.

If necessary, a combination of training methods should be selected so

that variety is permitted and as many of the senses as possible are

utilized.

It should be recognized that all the trainees do not progress at the same

rate.

If possible, the personal involvement or active participation of the

trainee should be got in the training program.

As the trainee acquires new knowledge, skills or attitudes and applies

them in job situations, he should be significantly rewarded for his

efforts.

The trainee should be provided with regular, constructive feedback

concerning his progress in training and implementation of the newly

acquired abilities.

The trainee should be provided with personal assistance when he

encounters learning obstacles.

52

DEVELOPMENT

53

Purpose and objective of management development

Executive development is an attempt at improving an individual's managerial

effectiveness through a planned and deliberate process of learning. For an individual

this means a change through a process of planned learning. This should be the

common and significant aim of development attempts from the point of view of the

trainer and the trainee in an organizational setting.

"All the development is self development. It must be generated within the man

himself. Development is highly individual. The development of an individual is due to

his day-to-day experience on a job. Any activity to designed to improve the

performance of existing managers and to provide for a planned growth of managers to

meet future organizational needs is management development.

The change in the individual must take place in those crucial areas, which can be

considered as output variables:

Knowledge change

Attitude change

Behavior change

Performance change

End-operational results

54

The organizational aims of management development are to secure the following

valuable end-results:

Improvement in technical performance.

Improvement in supervision

Improvement in inter-departmental co-operation

Highlighting an individual's weakness

Attracting good men

Facilitating sound "promotion-from-within" policies and practices.

Ensuring that the qualifications of key personnel become better

known

Creating reserves in management ranks

Marking an organization more flexible by an increased versatility

of its members

Improving organizational structure

Stimulating junior executives to do better work

Keeping the company abreast of technical and economic conditions

'Broadening' key men in the middle cadre

Objectives of management development

To develop managers to perform better on their present

assignments

To prepare them for higher assignments

To provide a steady source of competent persons at all levels to

meet future organizational needs

To help them grow fast

To prevent obsolescence of managers

To replace elderly executives, who have risen from the ranks,

by highly competent and academically qualified professionals

To create conditions and a climate which contribute to the

growth process

To create an understanding of the methods and problems of

management

55

To enable candidates to understand the

problems of a business organization

To indicate how to apply to practical problems the knowledge

of the physical and social aspects of business problems and

management.

Causes or factors of management development

The rapid rate of technological and social change in society has

necessitated the training of managers so that they may cope with

these development

The introduction of automation, intense market competition from

foreign countries, the growth of new markets in the under

developed countries.

Increased recognition by business and industrial leaders of the

social and public responsibilities of management has necessitated

the development of managerial personnel

The increased size and complexity of most organizations-

governmental, industrial, commercial, on-profit public services-

require trained managers

The frequent labor-management strife have necessitated the

services of trained personnel

The changes in socio-economic forces, including changes in public

policy and the concepts of social justice, industrial democracy.

Need for executive development in Indian context

Personnel in sectors as engineering and steel, coal, fertilizer, oil

and cement industries need training not only in the functional areas

of management but also need to acquire a thorough knowledge of

the sector.

Management resource mobilization towards professionalizing such

public utilities as water supply, power distribution, transport and

communications. for agriculture and industry are dependent on the

efficient functioning of these utilities.

56

Government and civic offices organized to

render public services have been

untouched by the management movement

Management principles and techniques need to be introduced in

other areas of national economy.

Public administration is a vast sector, which needs management

attention.

Management development programs for all those who are engaged

in positions above the supervisory level of operations.

57

Importance of management development

The development of the full potential of all those who are under their

command as a prime responsibility

Providing for the present an future needs of the firm of managerial talent by

establishing, operating and improving management training and development

scheme.

Taking account by regular appraisal of how successful managers are

developing their own subsidiaries

Providing opportunities for every manager to take an active part in his own

development

Developing all parts of the scheme together as a consistent an orderly whole,

in line with the company's objectives.

Management development concepts

Some of these important concepts are:

1. There is no time limit for learning. Management training is not a "one

shot" affair but continues throughout an executive's whole professional

career.

2. There always exists some gap between actual performance and capacity,

which provides considerable opportunity for improvement. A large

number of employees do operate below a pre-determined standard, which

their training aptitude desires of them. If they get further training and

acquire additional technical knowledge in management, in communication

and in organizational affairs, they are bound to work faster and more

efficiently, actively, and productively.

3. There are certain forces, which may retard further growth, but these may

be offset or the direction of their movement changed.

4. Increased understanding of others, their behavioral attitude and of oneself

definitely aid in managing and contributing to personal development,

which is needed to increase and expand managerial effectiveness.

5. Development seldom takes place in a completely peaceful and relaxed

atmosphere. Growth involves stresses and strains. "Adversity is the mother

58

of invention." It is because of errors and some

failures that one is impelled to try and succeed in

one's mission.

6. Development requires a clear-cut setting of the objectives and goals which

are to be achieved or attained, and the ways and methods of achieving

these.

7. Participation is essential for growth. Active learning and effort are needed.

8. Feedback from a superior to a subordinate, and from a group to an

individual is necessary for the recognition of shortcomings and for keeping

oneself in touch with the progress that ahs been achieved.

9. An important responsibility in the management of personnel is that of

development.

Executive development process

The object of management development is to influence and modify the behavior of

the managers in operation, it is necessary that in framing a management development

program for specified managerial group, the following things are involved:

1. Identify the pattern of behavior at which the program is aimed at which

it seeks to influence and modify.

2. Identify the causes the impulses, horizontally up and down the

enterprise, which blend to give rise to the pattern of behavior.

3. Identify the nature of the exposure- the impulses that must be

introduced into the system-through the development program

4. The program must take care to throw impulses into the system in a

manner that generates the urge to behavior changes from within the

trainee manager by the process of evolving rather than an imposition

from outside.

FACTORS INHIBITING MANAGEMENT DEVELOPMENT

Some of the factors, which hamper a management development program, are:

Job security of the employees, its stability, and pension; these slow down the

mobility of employees and check the recruitment of younger people.

59

Supervisors at different levels, especially in the

middle management, often feel trapped.

Home ownership, home-sickness, close ties with one's family, community and

social activities inhibit development to a large extent; and when these are

accompanied by the absence of job security and chances of promotion, the

employees tend to stress the non-job aspects of their lives.

Relations between superiors and subordinate are often not conducive to

management development.

60

Basic requisites for the success of management

development programs

1. The top management should accept responsibility for getting the policy

of development executed.

2. Management development is essentially a "line job", it takes place on

the job and involves both the man and his boss.

3. Every manager must accept direct responsibility for developing

managers under his control on the job, and a high priority should be

given to his task.

4. Management development must be geared to the needs of the company

and the individual.

5. A policy of promotion from within is a necessary incentive for

managers to develop in an organization

6. Management development starts with the selection of the right

materials for managerial ranks. It is essential to ensure that really good

material is fed into the program at the entry levels.

7. There should be a realistic timetable in accordance with the needs for

managerial personnel over a sufficiently long period and the resources

which are available and which will be required.

61

Administering a management development

program

While administering the program, due consideration should be given to the following

points:

1. It should support a systematic career planning for managerial personnel,

otherwise the frustrated trainees might seek opportunities elsewhere and the

whole investment made in training programs would go waste.

2. Management development does not comprise involvement in a series of

structured courses, but there should also be an active interaction between the

trainee and the management.

3. Training program should cover, as far as possible, every manager, capable of

showing potential for growth.

4. The entire program should be properly planned. The trainees should take part

in it. The company should not normally allow any manager to opt out of a

training program.

62

TECHNIQUES OF MANAGEMENT

DEVELOPMENT

1. On-the-job techniques

This method of training & development has its own value. It is inexpensive and saves

productive hours. Most popular techniques under this type are:

The coaching or guided method

Job rotation method

Participation in deliberations of the Boards and committees

The coaching method

Coaching is a method, which is used in developing managerial thinking processes as

well as operative skills. In coaching, the superior plays the role of the guide and the

instructor. The coach sets some mutually agreed upon goals and tell the trainee what

he wants to be done, follows up suggestions, and corrects errors. It has certain

advantages:

It requires the least centralized staff co-ordination, for every executive can

coach, his men even if no management development program exists.

Periodic feedback and evaluation are also a part of coaching, which yield

immediate benefits to an organization, to the coach and to the subordinate.

Coaching will work well if the coach provides a good model with whom the trainee

can identify; if both can be open with each other; if the coach accepts his

responsibility fully; if he provides the trainee with recognition of his improvement

and suitable rewards.

Job rotation or channel method of development

It represents an excellent method of broadening the manager or potential manager, for

turning specialists into generalists. It is designed for beginning level managers while

planned progression is more likely to occur at higher managerial levels. The emphasis

is on diversified instead of specialized skills and knowledge. Its advantages are:

63

It breaks down departmental provincialism for

everyone is moved from one to another. It rather

develops inter-departmental co-operation.

It injects new ideas into the older departmental personnel who may

otherwise fall in a rut. New concepts are infused into them and they are

diffused throughout an enterprise.

It ensures the avoidance of the problem, which arises when a newly

promoted manager is required to supervise his former peers.

It makes possible for managers to compare one man with another, and

gives everyone an equal chance for advancement.

Each manager’s abilities and talents are best tested in a variety of jobs, so

the enterprise can secure his best utilization in the ultimate assignment.

Understudy assignment or attachment method

An ‘understudy’ is a person who is under training to assume, at a future time, the full

duties and responsibilities of the position currently held by his superior. A manager

from amongst a large number of subordinates, or several individuals may pick up an

understudy. Such an understudy learns the complexities of the problems and how to

solve them, learns also the process of decision making and investigation and making

written recommendations to his superior. The advantages of this method are:

It is practical and quick in training persons for greater responsibility for it

lays emphasis on learning by doing.

The learner’s interest and motivation are high and the superior is relieved

of his heavy workload.

It ensures continuity of management facilities even when the superior

leaves his position.

Participation in deliberations of the junior board and committees or

the multiple-management technique

It is a technique whereby juniors are assigned to board or committees, by the chief

executive. The juniors get an opportunity to share in a managerial decision-making, to

learn by watching others and to delve into specific organizational problems. It has

several advantages:

64

It gives Board members an opportunity to gain

knowledge on various issues.

It helps identify those who have executive talent. Multiple judgments are

obtained on each individual through the Board rating system.

It is relatively inexpensive method of development.

It permits a considerable number of managers to participate in certain

activities within a reasonable period of time.

2. Off-the-job techniques

A number of on-the-job management development programs are in vogue, they are

considered inadequate for a number of reasons. Hence, off-the-job techniques are

needed. There is wealth of executive development techniques that managers can

partake in off the job. Of these the more popular ones are:

The case study method

Incident method

Role-playing

In-basket method

Business or management game

Sensitivity Training

Simulation

Grading training

Conferences

Lectures

The case study

It is an excellent method of developing analytical skill. A ’case’ is a written

description of an actual situation in business which provokes in the reader the need to

decide which is going on, what the situation really is or what the problems are and

what can and should be done. It can provide stimulating discussions among

participants as well as excellent opportunities for individuals to defend their analytical

and judgmental abilities. It is rather an effective method of improving decision-

making abilities within the constraints of limited information.

65

Incident method

The central aim of this method is to stimulate self-

development in a blend of understanding that is essential for productive interaction.

Under this method, group members address questions to the discussion leader. The

general trend of questioning is to find out about the what, when, where and how of the

situation in which an incident developed, and who was present at that time. After the

collection of data , it is necessary to isolate the most important items for decision-

making.

Role playing

It is the concept of creating a more realistic situation, usually one of human problems

and conflicts, and then acting out the various parts. The value of role-playing is:

It requires the person to carry out a thought or decision he may have reached.

It permits the practice of carrying out an action and makes it clear that good

human relations require skill.

It makes a person aware of the feeling of others.

It helps in developing a fuller appreciation of the important part played by

feelings.

In-basket method

Each team of the trainees is given a file of correspondence bearing on a functional

area of management. Each individual studies the file and makes his own

recommendations on the situation. If further information is required by him, it is

supplied by the members of the team. Later, the observations of each individual are

compared and conclusion on different functional areas reached; and these are put

down in the form of a report. The merits are:

Decisions are rapid, feedback is objective, and further decisions are based

on the feedback o f earlier decisions.

Decision-making is by a group that consists of managers and specialists

from different departments.

An abstract and complex situation is given the semblance of a real world

situation, and this illusion facilitates the learning process.

66

Tem co-operation can be fostered and

departmental conflicts softened down and/or

eliminated.

Business or management game

Business games are classroom simulation exercises in which teams of individuals

compete against one another or against an environment in order to achieve a given

objective. These games are designed to be representatives of real life conditions.

Under these, an atmosphere is created in which the participants play a dynamic role,

and enrich their skills through involvement and simulated experience. The advantages

are:

There is usually a great sense of enjoyment in playing the game, and helps in

developing the problem solving skills.

Helps in developing leadership skills and for fostering co-operation and

teamwork.

It helps in changing attitudes. The participant becomes more tolerant.

Sensitivity, laboratory or Dawar Group training

It is a group experience designed to provide maximum possible opportunity for the

individuals to expose there behavior, give and receive feedback, experiment with new

behavior and develop awareness of self and of others.

It tries to provide:

Managers with increased awareness of their own behavior and of how others

perceive them.

Greater sensitivity to be behavior of others, and increased understanding of

group process.

A clarification and development of personal values and goals consonant with a

democratic and scientific approach to problem of social and personal decision

and action.

Simulation

It is a training technique, which indicates the duplication of organizational situations

in a learning environment. It is a makeup of a real thing. This technique has been used

67

for developing technical and interpersonal skills. The

advantages of simulation are the opportunities to attempt to

'create an environment' similar to real situations the managers incur, without high

costs involved should the action prove undesirable.

Grid training

The managerial grid is an organizational development technique. The grid represents

several possible leadership 'styles'. Each style represents a different combination of

two basic orientations-concerns for people and concern for production. The

management-training program is built around this managerial grid. It aims at

developing open confrontation of organizational problems and high-people-high-

production leaders.

68

RECOMMENDATIONS

RECOMMENDATIONS

Training programme can be accompanied with industrial tours, both internal

and external faculties should play an important role in enhancing the working

condition of the employee, as it may be possible that internal faculty may not

be able to exchange new ideas & the mode of working.

Training evaluation should be done at regular intervals and there should be

regular interaction between the employees and HODs so as to bring

transparency in providing training programme.

Refresher training- a timely reminder of the concepts discussed in the training

programme should be repeated from time to time so that the workers get a

review of what they had learned. The development programme is regularly

undertaken.

The training & development program should be discussed with the employees

and their suggestions should be incorporated. They should be asked as to what

they require.

69

There should be more & more communication

between the top level management and the workers.

Interpersonal relationships should be established so that workers can approach

their superiors any time.

There must be a proper Grievance Handling procedure which would result in

overall satisfaction among the employees, increased loyalty & commitment

towards the organization and increased morale & motivation level.

More interesting methods of training should be incorporated like Role-plays,

Hands-on exercises, visuals aids, animation movies, mental imagery, skits and

drills.

70

SUGGESTIONS

1. Awareness should be brought about in the employees to select those training

needs which matches their job profile. Accordingly, the HOD might not be

aware with some of the training needs required by his subordinates. Training

needs must be decided in a joint consultation between the superiors and

subordinates during their monthly meetings.

2. Learning peaks shortly after the end of the training program when the brain

has an opportunity to absorb the new material. Thereafter, without

reinforcement learning decays rapidly as much as 80% of the training is lost.

Hence, regular meeting of the team, which underwent training together, should

be conducted so that they can revise what they had learnt during the training

and how they have utilized in their day-to-day work.

71

3. The manager before hand should brief the trainer

about the students that he would be handling and what

kind of training the department requires.

4. The manager also briefs the employees as to what they can expect from the

training program and what would be taught to them. Thus, he acts as a link

between the external faculty and his subordinates.

5. There should be a discussion of the trainer and the managers as to what

changes has been seen in his subordinates and how it has improved their

productivity. such kind of exercise would enable the organization to decide

whether to continue with the trainer or hire a new trainer.

6. The system of communication should be improved. In order to improve the

communication among the employees of the organization and to bring about

the cohesiveness among the employees a series of interactive meetings can be

organized.

7. Management should arrange for the trainings with latest technology whenever

required.

72

CONCLUSIONS

CONCLUSIONS

Overall the employees are satisfied with the training that is provided to them.

They recognize the need and importance of training and are hopeful of

receiving future trainings at regular intervals.

The variations in training methods is very less. Old methodology of lectures,

seminars and presentations is relied upon.

The basic training of Safety, First –aid and fire prevention is given to all the

employees on a regular basis i.e. once in a year.

73

The development programme is a regular feature in

the organization.

The evaluation and performance appraisal process has to be improved as

indicated from the responses. 360 degree appraisal method can be used and

more and more job-related tests should be conducted to evaluate the

effectiveness of training.

The employees have a strong sense of belongingness towards the company.

They want to stay here and are happy with the facilities provided.

Student’s works profile (role and responsibilities) :-

To steps are involved in formulating the research problem:

Understanding the problem.

Rephrasing the problem into meaningful terms form an analytical

point of view.

The training sessions are conducted in the beginning of training in

order

To make us clear about the tasks provided and how handle the

different situation

The research design used in this study is descriptive which includes interviewers.

Questionnaire and unit fact-findings enquiries with the employees

SAMPLING:

Sample is Researcher collect needed information from various persons who are

associated with this subject. When such associated persons are in new number

research can get information from all of them in such some people among associated

persons are selected and collect information from them. These selected persons

represent the whole universe and are called sample.

74

Sampling unit

The sampling for this research was Dawar Footwear Ltd.

Employees were available for interview.

Sampling frame

Sampling frame for this survey was least 10 officers & 10 workmen’s

Sampling size

Sample size for the objective (Training & Developmentsystem) sample size cover for

the various departments such as

P&A Department, Quality control, Design Department, Mig Department,

Jaguar & SU 30, store Department, Security & Vigilance Department

The sampling method used for this visit of Different Department was done by

researcher

Questionnaire Design

The questionnaire for this survey includes both open ended and close ended questions.

Why questionnaire

Now a days questionnaire are commonly used to collect data that is specific are

crucial to the success of business venture. With out doubt questionnaire allow to

gather information that can be found else where from say secondary information such

as Manuals, Books and internet resources this is because information collected is

fresh and unique. Questionnaire helps in identifying the following key points.

Study about Organization’s Training & Developmentsystem

Employee’s awareness about Training & Developmentsystem

Employee’s attitude towards existing Training & Developmentsystem

Way of issuing questionnaire

It was personal interview (face to face). It helped in directly asking the question to

data available through this is a time consuming processed interviewers have little time

to think.

75

Target people: - Officers & Workmen’s

Research study

A research study for the project on Training & Developmentsystem this is done

through questionnaire to employees. Research is a systematic and in depth study to

find out the awareness and attitude towards PAR among employees.

Description of live experience :-

The all time that I spend in DAWAR GROUP (excellence in footwear) was

very tremendous for me. I gain lot of experience from DAWAR GROUP. The

organization has a dynamic structure that support the person to work with its full

efficiency. The system of doing work in organization is very Relaxable and make

comport to all employee that are attached to Dawar group.

I gain lot of knowledge related to export documentation that is very important

for me. I done lot of work related to export documentation and know about the all

procedure of export & import of goods.

I know about the all procedure that is important for shipment of goods.

In the end I want to say my experience was vary knowledgeable & must for

increase my knowledge.

Student’s contribution to organization :-

To maintain the file of employee records.

To maintain the attendance register of the company’s employee.

To calculate the salary of the employees.

To test the market piece.

Work to see packing quantity and packing process.

Help in some official work.

76

Statement of research problem

To study of about Training & Development System of Dawar Footwear Ltd.

Statement of research objectives

Help employee overcome his weakness & improve ones his strengths &

thus enable him to improve his performance & that of the Deptt.

Generate adequate feedback & guidelines form the repotting officers to the

employee.

Contribution to the growth & development of the employee through

helping him in realistic goal setting.

Help in creating a desirable culture & traditions in the organization.

Help identifying employees for the purpose of motivating, training &

developing them.

Generate significant, relevant, free & valid information about employees.

Thus, a good Training & Development& review system should primarily

focus an employee development.

77

78

RESEARCH

METHODOLOGY

The method adopted for carrying out any project is called as Research methodology.

For this project the study is conducted among the employees of Dawar Footwear.

Research methodology used in this project is based on following factors :

Sources of data – Primary (questionnaire) and secondary data (information

regarding both organizations through internet & booklets).

79

Data collection method & techniques –

Questionnaire and interviews.

Sampling plan –

Target population – All the employees of Dawar Footwear, Agra.

Sampling method – Random sampling.

Sample size – 50

Area of population – Dawar Footwear Agra.

RESEARCH DESIGN

Research design specifies the methods and procedures for conducting a

particular study. A Research design is the arrangement of conditions for collection

and analysis of the data in a manner that aims to combine relevance to the research

purpose with economy in procedure. Research Design is broadly classified into three

types as

Exploratory Research Design

Descriptive Research Design

Hypothesis testing Research Design

On the basis of the objective of study, the study which is concerned with

describing the characteristics of a particular individual or of group of individual under

study comes under Descriptive Research design.

Descriptive Research Design:-

In this research design the objective of study is clearly defined and has

accurate method of measurement with a clear-cut definition of population that is to be

studied.

Questionnaire Design

The questionnaire for this survey includes both open ended and close ended questions.

Why questionnaire

Now a days questionnaire are commonly used to collect data that is specific are

crucial to the success of business venture. With out doubt questionnaire allow to

gather information that can be found else where from say secondary information such

80

as Manuals, Books and internet resources this is because

information collected is fresh and unique. Questionnaire

helps in identifying the following key points.

Study about Organization’s Training & Development system

Employee’s awareness about Training & Development system

Employee’s attitude towards existing Training & Development system

Way of issuing questionnaire

It was personal interview (face to face). It helped in directly asking the question to

data available through this is a time consuming processed interviewers have little time

to think.

Target people: - Officers & Workmen’s

RESEARCH DESIGN AND METHODOLOGY

Research methodology is a systematic way, which consists of series of actions or

steps necessary to effectively carry out research and the desired sequencing of these

steps. The research is a process of involves a number of interrelated activities, which

overlap and do rigidly follow a particular sequence. It consists of the following steps

Formulating the objective of the study

Designing the methods of data collection

Selecting the sample plan

Collecting the data

Processing and analyzing the data

Reporting the findings

Objective of Study

Data Collection

Sample Design

Research Design

81

RESEARCH STUDY

A research study for the project on Training & Development system this is done

through questionnaire to employees. Research is a systematic and in depth study to

find out the awareness and attitude towards PAR among employees.

Analysis of data

Analysis may be categorized as descriptive analysis and (inferential analysis is

often known as statistical analysis)

Descriptive Analysis: -

Descriptive analysis is largely the study of distribution of one variable this

study provide us profile of companies, workgroups and person & other subject on any

of a multitude of characteristics such as size composition.

Correlation Analysis: -

Correlation analysis studs the joint variation two or more variables for

determining the amount of correlation between two or more variable.

Inferential Analysis: -

Inferential analysis is concerned with the various tests of significance for

testing hypothesis in order to determine with what validity data can be said to indicate

some conclusion.

82

FINDINGS

1. The total production of leather footwear is 1565 million pair in 2007-08.

2. The estimated production of non-leather footwear during 2007-08 is 1856 million

pair.

3. The total share of India in world import is nearly 6.54% in 2008.

4. The total export of leather footwear is 570.10 million US$ in 2007.

5. The estimated export of non-leather footwear is 35.54 US million $ in 2005.

6. The total export of leather footwear in Agra is nearly 1.03% in world import.

7. Agra will begin to work on special economic zone for its leather shoe industry.

8. It is estimated that at $ 6.289 million India contributes1.03% to the global leather and

leather product exports.

9. Dawar Footwear Ltd. totally believes in 0 Defect product.

10. The production of Dawar Footwear Ltd. is totally based on pre-order.

Esteemed Production capacity

The estimated production capacity during 2007-08 are as follows :-

Hides 145 million pieces

Skins 197 million pieces

Leather Footwear 1565 million pair

Leather Shoe upper 175 million pair

Non Leather footwear 1056 million pair

83

Leather Garments 16 million pieces

Leather Goods 63 million pieces

Industrial Gloves 52 million pair

Suddelery 0.10 million pieces

After seeing this table this is very much clear to us that shoes industry occupies very

important place in Indian economy.

The total annual production of footwears are 1965 million pairs and among that 1565

million pairs are made of leather and rest are of another materials.

84

APPENDIX

QUESTIONNAIRE

85

I am conducting a survey of training & development at your

organization as part of my project. I will require your

responses on the questions below to compile the project.

I request you to tick on the responses & write in the space provided.

Name- Designation-

Experience- Organization-

1. Are training & development programs necessary?

(a) Yes (b) No

2. Have you ever attended any self-development/ growth or effectiveness

program?

(a) Yes (b) No

3. Are you satisfied with the training & development program conducted at your

organization?

(a) Yes (b) No (c) Can’t say

4. Have you attended any training & development program? If so please list

courses you have attended in the past 2 yrs.

Name of the

course

Course

provider

How did you

find about the

course

Did the course

meet your

learning needs

If not, why?

86

5. In the past few years do you feel you have attended a sufficient no. of courses

to meet your professional & personal development needs?

(a) Yes (b) No

6. According to your professional needs, which policy areas should a training

program be focused on?

(a) Development

(b) Enterprise

(c) Enlargement

(d) Research & innovation

(e) Institutional affairs

(f) Others

7. How are your training & learning needs generally identified?

(a) As part of a formal appraisal system

(b) As part of induction program of new staff

(c) As the need is perceived by yourself

(d) As the need is perceived by management.

(e) As part of an organizational training plan

(f) Others.

8. How well is your need for ongoing training & skill development being met?

(a) Very well

87

(b) Adequately

(c) Less than adequately

9. If you are not satisfied with the training & development program currently

available to you, please indicate why not?

(a) Topics which would help me were not offered

(b) Times offered are not convenient

(c) Too expensive

(d) Quality of instruction is poor

(e) Others

10. Is there anything else you would like to comment on in regards to current

learning & training opportunities or suggestions for future areas of training &

development?

Thanks

88

BIBLIOGRAPHY

89

Organizational Behaviour- Stephen P. Robbins

Personnel Management- C.B Mamoria &S.V. Gankar

Journals like Human Capital, Business Today & Indian Journal of Training &

Development.

Internet sites- google.com and other corporate sites

Studies

Notes

Questionnaire

WEB. Sites

www.dawarfootwear.com

www.google.com

90

Success is never a matter of desire, it is the product of hard work and vision. The phenomenal success of Dawar Group proves it. With effective presence in more than "40" countries and a turnover exceeding, the group has been growing steadily.

It's success is simply a by product of the implicit faith and confidence its buyers have in its capabilities. It has never let them down. And that is because their every requirement is met as per their exact specifications. Today, the Group exports its footwear to some of the top names in fashion and footwear business. "United Colours Of Benetton, Lumberjack" etc. are some of the brands it makes footwear for.

Our product range is exhibited in many prestigious fairs like "Riva Del Garda (Italy), GDS (Germany) and WSA (USA)".

For us at Dawar every customer, no matter big or small, counts. Whenever visiting our "Corporate headquarters" in India, each customer is looked after well. We have even made independent work stations for them to work with freedom. All the work stations are equipped with modern telecommunication facilities. We cherish the mutually rewarding relationship we share with our customers worldwide.

OUR MAIN MARKET

(1) UK & Europe (2) Scandinavia (3) Australia & North America

 

91