Smgi Report of Dipti

8/7/2019 Smgi Report of Dipti

1/84


2/84

Board of Director

Chairman of ICA shine

Mr. Narendra K Shyamsukha

Vip of ICA Shine

Kiran surti

CFO of ica shine

Mr. Sandeep baroliya

Center manager

Shruti patel

General manager/Regional manager

Mr. Mukesh Tekwani

HR manager

Pooja Agrawal

TABLE OF CONTENTS

Title Content

Acknowledge

Preface

Executive Summary

Chapter 1 Organization overview-ICA Shine

1.1 Background and evolution

Chapter 2 On the job training

2.1 Objectives


3/84

2.2 Target/Task

2.3 Strategy

2.4 Purpose of Questionnaire

2.5 Achievement

2.6 Limitation2.7 Conclusion

Chapter 3 About Marketing and HR Policy

3.1 Human Resource Policy

3.2 About ICA Shine

3.3 Our Products

3.4 Student

3.5 Campus Programs

3.6 Generic Feature and Objective

3.7 Customer

Chapter 4 4.1 SWOT analysis

4.2 Objective of Study

Chapter 5 Literature Review

Chapter 6 Research Methodology

Chapter 7 Analysis

Chapter 8 Conclusion of the study

Chapter 9 Bibliography

Chapter 10 Appendices

ACKNOWLEDGEMENT

I am highly obliged to several people, Whose Co-operation made it possible for me to

come up with this project. Several sections of this Report would not have been so informative

without their help.

I would like to extent my sincere gratitude to ICA Shine Campus Program Admission

Department for giving me this opportunity to enhance my knowledge. I would like to thank

Mr. Mukesh Tekwani and Mr. Akhilesh chand of ICA Shine CPAD for giving me the


4/84

initial inputs to do the project, and providing the benefits of his vast experience of this field

and thorough knowledge of the subject throughout the project.

Finally I also thank all those who have made direct or indirect Contribution towards this

project.

PREFACE

The MBA program is a well structured and integrated course of business studies. The main

objective of practical training at MBA level is to develop skill in student by supplement to

the theoretical study of business management in general. Industrial training helps to gain real

life knowledge about the industrial environment and business practices. The MBA program

provides student with a fundamental knowledge of business and organizational functions and

activities, as well as an exposure to strategic thinking of management. In every professional


5/84

course, training is an important factor. It is only the training through which I came to know

that what an industry is and how it works. I can learn about various departmental operations

being performed in the industry, which would, in return, help me in the future when I will

enter the practical field. Training is an integral part of MBA, each and every student has to

undergo the training for 2 months in a company and then prepare a project report after the

completion of training. During this whole training I got a lot of experience and came to know

about the management practices in real that how it differs from those of theoretical

knowledge and the practically in the real life. In todays globalize world, where cutthroat

competition is prevailing in the market, theoretical knowledge is not sufficient. Beside this

everyone need to have practical knowledge, which would help an individual in his/her carrier

activities and it is true that Experience is best teacher.

EXECUTIVESUMMARY

Since the beginning of the survey I used the three tier system to evaluate the topic

which is covered by me, i.e. effective marketing through better H R policy.

A-students community,

B-training classes

C-Colleges

While interacting with the students I came across so many issues related to their life which

could affect the performance of individual during his/her tenure, And when I was discussing


6/84

the issues with training classes I came know, better method how to deal with the issues

through innovative HR methods.

At the same time when I was discussing the issue with the college authorities about

the issues related with the marketing I came to know that some of the students are already

involved in the different marketing activity.

The students are energetic and creative the only thing which they need is the motivation and

direction. I was given the target to collect the data of 700 students which was very difficult

practically if not possible. I always went to the students at their place where they normally

gather to share their issues like, classes, canteen and other eateries.

The second part comes after the Company Profile is to define the objective of

the Research because the entire thing depends upon the Objectives of the Study. Later on the

other important part comes that is development of Hypothesis.

After that the Literature reviews of the Quality Circle and significance of

Total Quality Management because Quality Circle is a part of Total Quality Management.

As per the sequence now the Research Methodology comes, Research Methodology is totally

depends upon the survey. So firstly I have interacted with each and every staff member. After

that the survey starts, this is based upon the filing of questionnaires. Questionnaires are as

follows with the Personal Interviews. After that the important, The issues which are on the

top priority for the students for their career are-

Safety,

Security,

Dignity,

Status,

Money,

Job satisfaction,

And the most important is peace of mind.

Students are open to discuss their personnel as well professional issues now, they feel that it

is better to discuss these things who understand them.


7/84

Chapter 1

Organization Overview

ICA Shine BUSINESS SCHOOL


8/84

The Institute of Chartered Accountants (ICA Shine) is a premier Computerized

Accounts Training Centre, promoted by a group of 100 Professional Accountants, who are

in trade for more than a decade. It is an ISO 9001 Certified National Brand with more than

150 branches nationwide. ICA was evolved out of this need of the industry and the vision of

our Chairman Mr. N.K. Shyamsukha. Incorporated in 1999, in Kolkata, ICA now has 300

plus centers, 30 plus placement offices & 150000 plus candidates trained & placed in the

Industry. It imparts quality training on ACCOUNTS with the fullest depth encompassing

all possible domains, e.g. Accounts, Taxation, Banking, R.O.C, Excise, CENVAT and

allied matters with need-based practical approach. ICA offers the courses, which have the

tremendous utility in the varied Indian business scenario. Not only that, ICA guarantees job

to every students after successful completion of its Job Guarantee curriculum. If someone

fails to secure the employment, the training fees get refunded.

The Institute of Chartered Accountants Analysts of India launched the

certification program for financial analysts in 1999. The Institute, a non-profit society was

registered under the A.P. (Telangana Area) Public Societies .Several institutions and

professional bodies have been set up for imparting educational and training programs.

The Institute of Charter Accountant Analysts of India launched the

certification program for financial analysts in 1999 Then institute has established an all

India network of its own branch offices at over 110 cities, to provide various support

services to students. Currently, there are over 75,000 students pursuing various programs

and 14,325 alumni. There are over 1500 faculty members engaged in teaching, research and

consulting.

The ICA University (herein after referred to as the University) (hereinafter

referred to as the Institute) Uttarakhand, Tripura, Sikkim, Uttar Predesh ( Delhi, Nodia,

Faridabad, Kanpur, Lucknow ) Nagaland, Jaipur and Jharkhand under respective

legislations. Consequently, the University confers degrees at Bachelors, Masters and

Doctoral levels on eligible students subject to the University Regulations.
http://www.iuuttarakhand.org/http://www.iutripura.org/http://www.iusikkim.org/http://www.iunagaland.org/http://www.iujharkhand.org/http://www.iutripura.org/http://www.iusikkim.org/http://www.iunagaland.org/http://www.iujharkhand.org/http://www.iuuttarakhand.org/


9/84

ICA has entered into a technical tie-up with Chennai based Annamalai

University to offer three year degree in Commerce (Finance & Investment)with special hands

on training. Under This programmer a student will gain practical knowledge in the campuses.

A comprehensive Outlook-Cfore Survey

ICA extends its support and help in distribution of research &

publications conducted by the following organizations:

ICA University Press

ICA Management business

Research

ICA-CAI group of Industrial

Accounting Centre

ICA Speaking English center
http://www.icfaipress.org/http://www.icmr.icfai.org/http://www.icmr.icfai.org/http://www.ibscdc.org/http://www.ibscdc.org/http://www.icfaipress.org/http://www.icmr.icfai.org/http://www.icmr.icfai.org/http://www.ibscdc.org/http://www.ibscdc.org/


10/84

Chapter 2

On The Job Training


11/84

Market survey of college students to know their preference and

different parameters, through innovative HR Policy for selection of B-

Schools in India.

2.1 Objective:-

The main objective of O.J.T is to learn some of the new practical knowledge

and whatever the things, we studied before we can apply in to corporate field.

The target which is given by the organization (ICA Shine) bases on that I can imply

everything what ever I studied in MBA as far as marketing and HR plus all subjects are

concern.

On the job training is nothing but real test of corporate life and objective behind this is

to get an experience of corporate culture or system. As we know when we do any work it has

some direct or indirect objectives. During this internship program, I have also some

objectives that help me to understand the practical knowledge about our theoretical concepts.

So I have mentioned here my objectives towards OJT in ICA Shine Campus Program

Admission Department (CPAD) programmed offered by Institute.

Following are the objectives behind my OJT.

To apply my theoretical knowledge into corporate life.

To know perspective of people regarding specialize education.

To get information about all branches in Gujarat.

To know about organization structure and educational strategy of widespreadinstitute.

To create different strategy for awareness of various

2.2 Target /Task


12/84

As we know the OJT has the same importance as compare to the project report.

On the job is nothing but to learn the practical aspects of corporate life, it is test of ever

demanding, ultra-competitive corporate world.

It is also very important stage of every students life, no doubt it is not easy task

for us but it helps us to get practical As far as my O.J.T. is concern the target which is given

to me isOJT (On The Job Training) is Basically There is one questionnaire and on the

bases of that I have to do a survey.

Since I joined the company I have started moving in the market and started filling up the

questionnaire contacting different educational institutes

l. aspects of the educational field.

I am sharing my work experience. I am in marketing and HR Policy. In,

marketing

department we are visited classes, colleges, and personally interacted with the students and

in different different areas for awaring of ICA Shine and try to selling forms and I handled

administrative department in the office to maintain office. And our main branch in

Hyderabad, all the branches activities control by there.

There is one common target for all employees of contact with the classes,

colleges, institute and direct interact with the students and tie up for the selling forms.

2.3 Strategy

To achieve goal successfully one should develop strategy. To achieve my

target it should necessary to get training. I already got training.

A strategy which I made or adopt to achieve my target is

As per my plan and companies suggestion firstly I got one chart of Ahmedabad

city and as per that chart I find different areas in which different educational institute

located. So as per above description I found out a particular area and than secondly I went at

that particular area and at there I have to found out educational institute and after that I have

to take an appointment (if required) or I went and meet a receptions or any responsible

person or a head of a company and collect the information regarding the survey of above


13/84

subject as per the questionnaire and try to achieve the target which is given to me by the

company.

Detail description about survey: The survey is about the preference and parameters

through better HR policy.

Part One:

1) I have to find out Areas, Classes, colleges, bookstalls where more students are visited

and which is helpful me for achievement of my targets.

2) Then I visited classes, institute, book stalls and meet their owners and try to convince them

to tie up for selling forms or data collections.

Part Two:

1) I have to collected the name of the students, their references, preferences to go in

which field and why.

2) I tried to convince classess owners for putting our brouchers, presentations, and

sell our forms.

To achieve a goal successfully, one needs to sketch a perfect road map or adopt a

strategy to the destination and also need to follow the path strictly. The strategies applied to

achieve the above mentioned targets are as follows.

Direct customer contact.

Telephonic calling.

Through references given by the organization.

Through natural market i.e. friends, relatives and the other

References etc.

2.4-Purpose of Questionnaire

1) I have to find out that a particular reason on what basis student is going

to decide about B school..


14/84

2) What is main reason and what priority is given to each of the parameters

given in questionnaire?

3) What type of facilities they are looking for?

4) How many of them have ever seen any B school?

5) Why a particular B school is preferred compare to other?

Part two:

1) I have to find out that a particular institute/B school is providing the chance to

select stream/elective (HR) which student is looking for? If not than what he /she

will decide?

2) which B school is ranked better in HR, how to compare the HR of one B

school with other schools HR- as a elective?

3) How many number of students have been approximately trained by that B

schoo 4) How much money they are ready to invest for the entrance exams?

Process of Admission Form

Request for required Stock (monthly)

Receipt of forms

Placed forms at different places and branch


15/84

Students counseling, follow up and presentation

Filling up acknowledgement slip and amount collected from students

Data Entry

Collected Amount of forms sent to HQSubmissions

Releasing of Admit Cards

2.5 Achievement

From the date of joining till today I have been able to contact 5 institutes and

250 students and the response till I have received is excellent.

When I went for survey there were some institutes who were very happy and

excited with this type of work they even asked me about my background and some of

them even extended their full co operation and support off the record.

As I mention the earlier, detailed target and task to set my own target to selling 5

forms per day, for that I applied some strategy and I succeed My company guide gave me


16/84

target for the OJT programmed and I achieved more than the target, and it reached up to 4

forms per day that When my department got target to complete the backlog and no pending

work left from head of the marketing department and marketing team break the record, I have

collect 250 data in a day.

My senior gave me appreciation for giving consistence performance. It feels good to

be appreciated and also motivated to give better and best performance to achieve goal.

2.6 Limitation

If I consider each and every limitation under this point than

I havent any vehicle over here so as far as marketing is concern I have to face convenience

problem.

I have to spend round about 100 to 125 Rs. For traveling for survey.

More over it is very tough to go outside in this heat.

I covered most of the areas of the city so now it is tough to find out more

institutes And because of that it is hard to achieve my target to meet more and more students.

Every coin has two sides that mean no one is perfect in this world. I also face some

limitations like Survey Problems. It is one of the big limitations, which is not only faced by

me but whole company faced it. Some time it decrease the level of motivation and efficiency

to complete the work, and time limitation is another limitation to understand the whole

department.

2.7 Conclusion

At the end of this O.J.T. I came to the conclusion that I done a survey and collect all

the information from all different institutes and more students it will be very easy for the

organization ICA Shine to understand why and on what basis they are selecting the B school

and how to improve and do better I future.


17/84

The main benefit of this survey for the organization will be as this was done by me

as a student, they (ICA Shine) people were not in to the picture they are going to get the

genuine feedback of the market.

It is also very important stage of every students life, no doubt it is not easy task for

us but it helps us to get practical aspects of the corporate, for that we need training. To

achieve target or complete task successfully I followed some strategy and get succeed. This is

wonderful experience of my life, I learn a lot of things that helpful me in future when I really

entered in corporate life not only there but in real life.

Chapter 3

EFFECTIVE MARKETING SALES THROUGH BETTER HR POLICY

Marketing:

Economic concepts such as market efficiency, competition, externalities, public versus

private goods, and Pareto optimality are essential to a rigorous understanding of business

functioning. A strong background in the discipline can aid managers in understanding not

just corporate performance, but also offer substantial insight into such complex- yet business-

relevant- global issues as immigration and climate change. The Aspen Institutes Beyond

Grey Pinstripes data reveal a good number of MBA classes that integrate social and

environmental themes into core and elective Economic coursework with both a macro and


18/84

micro focus. This Closer Look edition shares teaching ideas and materials that broach this

pedagogical intersection.

Regularly sensationalized in the media and politicized in public debate, the topic of

immigration often eludes judicious contemplation and rarely evokes the sheer empathy that is

essential for fully reflecting upon implications of this human drama.

While our Beyond Grey Pinstripes database indicates that many MBA courses

emphasize diversity and cross-cultural management, it seems that immigration remains a

topic largely outside the mainstream in business school programs today. This white paper

highlights links between business decision-making and immigration and contemplates the

relevance of immigration to management education.

MARKETING

INTRODUCTION

In recent years, attention to social and environmental issues in

product marketing has become a mainstream practice and offers

opportunities for firms to differentiate themselves in the market. Popular

examples abound: organic produce, hybrid cars, and fair trade coffee, to

name just a few. While business coursework is quickly following practice

in the field, our data show that a critical examination of the social impact

of marketing is limited in some instances to issues of legality and ethics.When ethical concerns are raised, they are commonly discussed in the

context of avoiding harmful marketing practices, especially prohibitive

product pricing and deceptive advertising.

On the other hand, international marketing classes do a good job of

discussing socio-cultural considerations in the analysis of new target

markets. It is noteworthy that a handful of MBA programs offer courses


19/84

specifically addressing social marketing; that is, using concepts from

commercial marketing, such as the traditional four Ps marketing mix

(i.e., Product, Place, Promotion, and Pricing), to bring about social change.

Also, academic research has highlighted the use of, and further potential

for, social marketing for environmental causes.1 A few of these forward-

looking strategic marketing courses are highlighted in the notable

coursework section below.

THE BOTTOM LINE:

According to Dr. Bruce Hutton, several years ago topics related to the

environment and social issues were considered add-ons and were

included at the end of marketing texts. Now, these issues are better

integrated throughout such texts.

There are many social impact management topics in marketing that areworthy of inclusion into coursework. Examples include the impacts of

product development, design, and pricing decisions on consumers and

business sustainability, as well as the impacts of niche marketing on

both target markets and sustainable competitive corporate strategy.

Human Resource Policy

The Department of Human Resource Management (DHRM) strives to keep the policies on

this web site current. From time-to-time policies are revised to keep pace with generally

accepted business practices and to comply with changes in state or federal law. Policies under

review will be indicated as such in the index with an asterisk (*). If the policy you are

seeking is noted as "under review," you should contact your agency Human Resources

Officer or DHRM's Agency Human Resource Services (AHRS) by E-Mail.
https://secure.dhrm.virginia.gov/DHRMEmailer/Emailer.aspx?_id=G105&_DisplayTo=yes&_success=http://www.dhrm.virginia.gov/Directory/emailconfirmation.html?Error=Your%20message%20was%20sent%20successfully&_error=http://www1.dhrm.virginia.gov/Directory/StaffDirectory.aspx?Error=An%20Error%20occured%20while%20sending%20your%20message.%20%20Please%20try%20again%20laterhttps://secure.dhrm.virginia.gov/DHRMEmailer/Emailer.aspx?_id=G105&_DisplayTo=yes&_success=http://www.dhrm.virginia.gov/Directory/emailconfirmation.html?Error=Your%20message%20was%20sent%20successfully&_error=http://www1.dhrm.virginia.gov/Directory/StaffDirectory.aspx?Error=An%20Error%20occured%20while%20sending%20your%20message.%20%20Please%20try%20again%20later


20/84

Policy Categories:

General Policies

Equal Opportunity and Employment Practices

Compensation Management

Benefits Management

Management Development and Training

3.1-HR Vision-

"To enable their people to be a family of committed world class professionals."

DEFINITIONS

Code of Virginia A compilation of the statutory laws of the

Commonwealth.

Covered Employee Employees covered under the Virginia Personnel

Act are referred to as classified employees.

Classified

Employees who are assigned to positions within the

occupational families listed in the Commonwealth's

Compensation Plan. These employees are covered

by the provisions of the Virginia Personnel Act

(Title 2.2, 2.2-2900 of the Code of Virginia), once
http://www.dhrm.state.va.us/hrpolicy/policy.html#general%23generalhttp://www.dhrm.state.va.us/hrpolicy/policy.html#eeo%23eeohttp://www.dhrm.state.va.us/hrpolicy/policy.html#compensation%23compensationhttp://www.dhrm.state.va.us/hrpolicy/policy.html#benefits%23benefitshttp://www.dhrm.state.va.us/hrpolicy/policy.html#training%23traininghttp://www.dhrm.state.va.us/hrpolicy/policy.html#general%23generalhttp://www.dhrm.state.va.us/hrpolicy/policy.html#eeo%23eeohttp://www.dhrm.state.va.us/hrpolicy/policy.html#compensation%23compensationhttp://www.dhrm.state.va.us/hrpolicy/policy.html#benefits%23benefitshttp://www.dhrm.state.va.us/hrpolicy/policy.html#training%23training


21/84


22/84

employees of certain agencies exempt from the

provisions of the Virginia Personnel Act. PMIS

consists of a database that is used for processing and

managing employee, compensation, health benefits

and other related data.

GENERAL PROVISIONS

This policy manual contains general statements of policy but not detailed

procedural guidelines for each policy. These policies do not constitute a contract

of any kind, expressed or implied.

DHRM may add to the policies in the manual, revoke or modify them from time

to time. DHRM makes every effort to keep this manual current, but there may

be times when policies will change before this material can be revised.

Procedures for implementing particular policies may exceed the scope of this

manual. In such cases, policies refer to specific sections of procedural manuals

such as the Human Resource Management Manual, the Employee Suggestion

Program Manual, the PMIS Users Manual, etc. that set forth the relevant

procedures (available on the web at.)

AGENCY RESPONSIBILITY

Agencies should use this manual in conjunction with other manuals such as the

Human Resource Management Manual, the PMIS Users Manual, the Employee

Recognition Program Handbook, and the Health Insurance Manual (HIM), as an

integrated system of human resource policies and procedures.

Policy Application Ensure the fair and consistent application of all State

and agency policies.

Distribution Provide employees with appropriate

training/orientation regarding policies and ensure

that they have access to policies and information.

Ensure that employees are made aware of new and


23/84

or revised policies in a timely manner.

Agency policies Agencies are authorized to develop Human

Resource policies that do not conflict with state

policies or procedures. Accordingly, agencies may

be directed to make appropriate changes to policies

that conflict with those promulgated by DHRM.

Agencies are encouraged to seek guidance and

assistance from DHRM when developing agency-

specific policies or guidelines.

DHRM RESPONSIBILITY

Develop new or revise existing policies. Ensure proper distribution of policies

and or availability on DHRMs website in a timely manner. Respond to changes

in state or federal law that impact policies.

Provide consistent policy interpretation to agency human resource staff and

employees.

Review agency policies as appropriate to ensure compliance with DHRM

policies and provide input and assistance as needed.

Human resource management policies are vital for organizations who are

serious about resolving personnel issues and finding hr solutions. Absolute hr solutions

provides clients with professional human resource advice, human resource policy solutions

and job description writing and evaluation services.

Our products and services are intended to help you maximize the effectiveness of

your Human Resources function. These products and services incorporate our years of

experience so that you receive rapid results and superior value.

PURPOSE

Provides for the establishment and communication of employees performance plans


24/84

and procedures for evaluating employees performance.

DEFINITIONS

Acknowledgement of

Extraordinary

Contribution Form

Period of salaried state service that for this policy is counted

from the employees last date of hire or re-hire into a state

salaried position.

Agency Salary

Administration Plan

The plan developed by each agency that reflects the agencys

philosophy and policies in support of the mission to ensure

consistent and fair employment and compensation practices. The

agencys evaluation process including any agency-designed

forms, should be outlined in the Agency Salary Administration

Plan.

Below Contributor

Rating

Results or work that fails to meet performance measures. To

receive this rating, an employee must have received at least one

documented Notice of Improvement Needed/Substandard

Performance form within the performance cycle.

Effective July 10, 2007

A Written Notice (Standards of Conduct Policy 1.60) that is

issued to an employee for any reason in the current

performance cycle may be used in place of the Notice of

Improvement Needed/Substandard Performance to support an

overall rating of Below Contributor.

Contributor Rating Results or work that is characterized by meeting job functions

and fully meeting performance measures.

Core Responsibilities Job responsibilities that are primary and essential to the type of

work performed by an employee and normally remain relatively

consistent during the performance cycle.

Employee Work

Profile Form (EWP)

The form used to complete the annual performance evaluation

that includes a brief work description, performance plan, core


25/84

responsibilities, performance measures, and employee develop-

ment goals. (See Attachment B for the form and instructions.)

NOTE: Agencies may develop their own forms as long as they

support the provisions of this policy and contain the required

information as indicated in Attachment C.

Extraordinary

Contributor Rating

Results or work that is characterized by exemplary accomplish-

ments throughout the rating period; performance that is consid-

erably and consistently well above performance measures.

Employees must have received at least one documented

Acknowledgement of Extraordinary Contribution form to

receive an Extraordinary Contributor rating.

Interim

Performance

Evaluation

A performance evaluation completed during the performance

cycle to document and assess an employees progress toward

achieving the performance plan. If agencies desire to use a form

for this purpose, they may use the form provided with this policy

(Attachment D) or develop their own forms. Interim

Performance Evaluations are not considered official

documents and are retained in the supervisors confidential file

for use in constructing the annual performance evaluation.

Notice of

Improvement

Needed/Substandard

Performance Form

A form completed by the immediate supervisor during the

performance cycle to document substandard performance and

the need to improve performance. Agencies may use the form

provided with this policy (Attachment E) or develop their own

forms for this purpose.

Performance

Demotion

Action taken to an employee who received an overall

performance evaluation of Below Contributor and whose

performance during the re-evaluation period has not improved.

Employees who are demoted for performance reasons must have

their salaries decreased by a minimum of 5%. With this


26/84

performance-related salary action, an employee may be:

1. retained in his position with a reduction in duties

commensurate with the salary reduction or;

2. placed in a lower level position within the same pay band

or;

3. placed in a position in a lower pay band.

Optional

Agency/Unit

Objectives/CoreValues/Core

Competencies

At the agencys discretion, additional performance evaluation

factors that often represent the behaviors, objectives and

competencies that the organization values when employees are

performing their work may be used to evaluate employees.

Performance

Evaluation Cycle

The annual cycle during which an employees supervisor

documents performance, usually beginning October 25th of each

year.

Performance

Increase

A monetary increase based on results of the annual performance

evaluation and guidelines issued by the Department of HumanResource Management.

Performance

Increase

Effective Date

November 25 of each year.

Performance

Measures

Qualitative and/or quantitative standards or measures against

which each core responsibility, special assignment and agency/

departmental objective is assessed. Performance measuresdescribe major duties, assignments and objectives in terms of

complexity, accountability and results, and should be specific,

measurable, attainable and relevant. These measures are

referred to on the Employee Work Profile as Measures for Core

Responsibilities, Measures for Special Assignments and

Measures for Agency/Departmental Objectives.


27/84

Performance Plan The key portion of the evaluation instrument that identifies the

core responsibilities, special projects, and performance measures

to indicate required achievement levels during and at the end of

the performance cycle.

Probationary

Progress

Review Form

The evaluation form completed by the immediate supervisor to

rate an employees performance during the probationary period.

(See) Agencies may use the form provided with Policy 1.45 or

develop their own form.

Reviewer The supervisor of an employees immediate supervisor, or

another person designated to review an employees work

description, performance plan, performance rating and who

responds to appeals of performance ratings.

Sub-agency or

Sub-Unit

A designation an agency may use to sub-divide into smaller

organizational units to facilitate oversight of the performance

management process and the fair (equitable) distribution of

performance increases and funding within an agency. This will

normally occur at a level where the responsible manager

exercises full authority over both personnel and budget

management.

The use of sub-agencies or sub-units must be defined and

justified in the agencys Salary Administrative Plan.

PERFORMANCE PLANS

Supervisors develop employees performance plans according to instructions on the

Employee Work Profile (EWP) form (or agency form). The plans are signed by the

supervisor and then forwarded to the reviewer for approval. Reviewers should ensure

that performance plans are appropriate before signing the forms.

Following the reviewers approval, performance plans are presented to employees for


28/84

their signatures.

Changes to the

Performance PlanDuring the

Performance Cycle

Changes to the performance plan during the performance cycle

generally would be used for additional special assignments ormodifications to special assignments. If, however, it is necessary

to change one or more of the Core Responsibilities, the reviewer

must approve the change(s). The performance plan is not

intended to fully describe the tools or methods used to

accomplish work; these may change without requiring a plan

revision. If core responsibilities include project-based

assignments, supervisors may develop a core responsibility

statement indicating the general nature of the projects, and a

measure noting that the project is completed in accordance with

the objectives, standards, and timelines established and

communicated at the time of assignment.

All changes to the performance plan should be noted on the

official form and initialed and dated by the supervisor, reviewer,

and employee. If it is necessary to add additional pages, each

page should be initialed and dated by the supervisor, reviewer,

and employee and the page(s) attached to the original form.

Changes that should be noted on the official form include

assignments performed for more than 30 workdays while on

light duty status or in an acting status.

DOCUMENTATION DURING THE PERFORMANCE CYCLE

Supervisors should document employees performance and provide feedback to them

periodically throughout the performance cycle. Documentation may be in the form of

notes, memos, etc., and must be retained in supervisors confidential files, rather than in

employees official personnel files.

Feedback Feedback provided during the cycle may be informal or formal.


29/84

Informal feedback is encouraged, but there may be times when

formal feedback is more appropriate. Formal feedback should be

documented through memos or interim evaluations. Employees

should receive copies of formal feedback documentation and the

documentation (including interim evaluations) should be

retained in the supervisors confidential files for use in

completing the annual evaluation.

Interim Evaluations Non-probationary employees should receive interim evaluations

near the middle of the performance cycle. Agencies may use the

Interim Evaluation Form (Attachment D), develop their own

forms, or use copies of employees' EWP forms (Attachment B)

for the interim evaluations. Any form that is used should be

clearly marked as Interim. The reviewers signature is optional

on interim evaluations.

Interim evaluations also may be conducted at any time during

the performance cycle for both probationary and non-

probationary employees to advise an employee of his or her

progress toward meeting performance measures or to document

performance problems.Interim evaluations should be maintained

in supervisors documentation files to be used when the annual

evaluation is completed.

Probationary Employees

Probationary employees should receive formal performance

reviews at the 6-month point and approximately three weeks

prior to the completion of their probationary periods.

Supervisors also should provide structured feedback to

probationary employees periodically during their Probationary

Periods. This can be done by completing the Probationary


30/84

Progress Review form or other documentation, at the agencys

discretion, at 3 months and again at 9 months or as the agency

determines appropriate. (See Policy 1.45, Probationary Period.)Extraordinary

Performance During

the Cycle

Supervisors are encouraged to recognize incidents of employee

performance that truly are extraordinary. A supervisor should

document incidents of extraordinary performance on the

Acknowledgement of Extraordinary Contribution form (or

agency-developed form). The form must be signed by the

supervisor and reviewer, given to the employee, and a copy

retained in the supervisors confidential file until the annual

performance evaluation is completed. If the employee receives

an overall annual evaluation of Extraordinary Contributor, the

form must be attached to the annual evaluation form to support

the rating. Otherwise, the form is retained in the supervisors

file as described in the Retention of Performance Forms section

of this policy.

In order for an employee to receive an overall Extraordinary

Contributor rating on the annual performance evaluation, the

employee must receive at least one Acknowledgement of

Extraordinary Contribution form(s) and perform consistently

well above the core responsibilities and measures throughout the

performance cycle. Extraordinary contribution(s) should be

documented on the Acknowledgement form and discussed as

close to the time of occurrence as possible.

NOTE: The receipt of one or more Acknowledgement of

Extraordinary Contribution form does not automatically entitle

an employee to an overall annual rating of Extraordinary

Contributor.
http://www.dhrm.state.va.us/hrpolicy/web/pol1_45.htmlhttp://www.dhrm.state.va.us/hrpolicy/web/pol1_45.html


31/84

Identifying

Substandard

Performance

Supervisors should immediately identify poor, substandard, or

unacceptable performance. Supervisors normally should address

first-time minor or marginal performance issues through

performance counseling and coaching.

An employee may receive a Notice of Improvement Needed/

Substandard Performance form at any time during the

performance cycle if the employee exhibits substandard

performance on any core responsibility, special assignment,

agency or unit objective, or core value or core competency.

If an employee's performance level falls below Contributor

level, a Notice of Improvement Needed/Substandard

Performance form (or agency-developed form) may be issued at

any time. Reviewers must approve and sign such Notices.

Receipt of a Notice of Improvement Needed/Substandard

Performance form also may result in issuance of a WrittenNotice underPolicy 1.60, Standards of Conduct.

Improvement Plan

The Notice of Improvement Needed/Substandard Performance

form must include an improvement plan, which should have an

improvement period of no less than 30 days or more than 180

days. The improvement plan shall be developed by the

supervisor and the employee. If agreement cannot be reached,

the supervisor may establish the improvement plan. The plan

should be included on the form or attached to it. Employees

should be given a copy of the Notice and plan. When the annual

evaluation is completed, the Notice and plan must be attached to

the Evaluation Form if the overall evaluation reflects a rating of
http://www.dhrm.state.va.us/hrpolicy/web/pol1_60.htmlhttp://www.dhrm.state.va.us/hrpolicy/web/pol1_60.html


32/84

Below Contributor. Otherwise, the form is retained in the

supervisors file as described in the Retention of Performance

Forms section of this policy. Substandard performance on the

improvement plan also may result in disciplinary action under

the Standards of Conduct. (See Policy 1.60, Standards of

Conduct.)

Effective July 10,

2007

Effect of Noticeof Improvement

Needed and/or

Written Notice forms

on Annual

Performance

Evaluation

An employee cannot be rated Below Contributor on the annual

evaluation unless he/she has received:

At least one Notice of Improvement Needed/SubstandardPerformance form; OR

A Written Notice for any reason as defined in Policy

1.60, Standards of Conduct.

Receipt of a Notice of Improvement Needed/Substandard

Performance form or a Written Notice does not require that an

employee be rated Below Contributor. Rather, it allows aBelow Contributor rating if the employees overall

performance reasonably supports a Below Contributor rating.

NOTE: If a Written Notice is used in place of a Notice

of Improvement Needed/Substandard Performance

Form to support a rating of Below Contributor, and the

notice is subsequently removed pursuant to the

Grievance Procedure the Performance Evaluation must

be modified accordingly.

PERSONNEL CHANGES

Supervisor If the employees supervisor leaves his/her position during an

employees performance cycle, the departing supervisor should
http://www.dhrm.state.va.us/hrpolicy/web/pol1_60.htmlhttp://www.dhrm.state.va.us/hrpolicy/web/pol1_60.htmlhttp://www.dhrm.state.va.us/hrpolicy/web/pol1_60.htmlhttp://www.dhrm.state.va.us/hrpolicy/web/pol1_60.html


33/84


34/84

cycle. Evaluations of performance during each portion of the

cycle should be consolidated to an overall rating and

documented on the form that is in effect at the end of the cycle.Gathering

Information

Supervisors should identify all the potential sources of

evaluation information including observable employee

behaviors. In addition to the observations of the immediate

supervisor, performance evaluation information can come from

other sources, including the employee, peers, customers,

subordinates, supervisors, and work products. If agencies use

performance information from individuals other than the

employees immediate supervisor to develop the employees

annual evaluation, employees should be informed of the

potential sources at the beginning of the performance cycle,

when they receive their performance plans.

Self-Evaluation Each employee must be afforded an opportunity to provide the

supervisor with a self-assessment of his or her job performance

for the rating period. The employee should be asked to provide a

self-evaluation at least two weeks prior to the evaluation

meeting. A supervisor must review and consider the self-

assessment when completing each employees performance

evaluation.

Subordinate

Feedback

to the Reviewer

Upward feedback regarding supervisors performance is part of

the performance process. Agencies must move toward including

a process for employees to provide feedback to reviewers

regarding their supervisors performance.

Initially, such feedback is to be used as a developmental tool to

help supervisors improve their supervisory skills. As agencies

become more experienced interpreting and administering such


35/84

tools, the results may be used for evaluative purposes.

Safeguards should be established to facilitate anonymity of the

employees providing feedback. (Refer to the Human Resource

Management Manual for additional information on upward

feedback.)

Team Evaluations If the agency evaluates an employee based upon the employees

performance as a team member, each individual team members

supervisor is responsible for conducting the evaluation of that

employees performance throughout the cycle. Performance

feedback from others (other supervisors or managers, customers

and the employees peers) may be considered as determined by

the supervisor and/or reviewer.

Reviewers Role The reviewer must review the performance plan and

performance evaluation sections of the evaluation form before

they are presented to the employee. If the reviewer does not

agree with the evaluation, the reviewer should discuss the

disagreements with the supervisor. The reviewer has the

authority to change the employees evaluation. In addition,

agencies may determine if higher levels of management may

change the evaluation. This decision should be documented in

the agencys Salary Administration Plan.

If the reviewer is unable to review either section of an

employees evaluation form, the next higher level of

management should conduct the review.

PERFORMANCE INCREASES

Agencies may not supplement the funding provided by the General Assembly and

Governor for employees performance increases. Agencies with non-general fund


36/84

sources will be guided by the amount authorized for performance increases by the

General Assembly and the Governor.

Sub-Agencies or

Sub-Units

Agencies may decide to sub-divide the agency into smaller

organizational units than the entire agency to facilitate oversight

of the performance management process.

Sub-agencies or sub-units may include:

any organizational unit within an agency which has a

separate Agency Code;

any major organizational unit that can be characterized asa distinct management accountability center, such as

separate facilities within an agency, or colleges or

divisions within a university; or

large groups of employees sharing the same career

group(s) within an agency, such as corrections officers.

The use of sub-agencies or sub-units is optional, but if agenciesdecide to use such designations, the use of sub-agencies or sub-

units must be defined and justified in agencies Salary

Administration Plans.

Formula The average increase for employees will be the same across all

agencies and within any sub-agencies or sub-units that are used

for distribution of performance increases.

Contributors must receive at least 80% of the statewide average

increase, but cannot receive an amount that exceeds the

statewide average increase. The actual increase may vary from

one agency, sub-agency or sub-unit to another based on the

formula used within these limits and the number of employees

rated Contributor.


37/84

Extraordinary Contributors must receive no more than 250% of

the statewide average increase. The actual increase may vary

from one agency, sub-agency or sub-unit to another based on the

formula used within these limits and the number of employees

rated Contributor.

All Contributors in an agency (or sub-agency or sub-unit) must

receive the same percentage increase.

All Extraordinary Contributors in an agency (or sub-agency or

sub-unit) must receive the same percentage increase.

To assist agencies with the application of the formula,

Attachment F provides an explanation and examples.

Employees at or near

the Pay Band

Maximum

Employees at or near the top of their Pay Band are eligible to

receive performance increases based on their overall evaluations.

The increase will be applied to employees base salary but any

amount in excess of the Pay Band maximum will be awarded as

a Lump Sum payment, and will not be added to base pay.

Impact of Transfers

or Other Pay

Practices

Depending on their performance ratings, employees who

experienced changes in salary during the performance cycle

(because of promotions, demotions, transfers, or the application

of other pay practices) will be eligible to receive the same

percentage performance increase as other agency employees

who did not experience salary changes during the cycle.

Schedule Performance evaluations should be carried out according to the

following schedule.

Employees who have completed a full 12-month perform ance

cycle (October 25 through the next October 24) (or who almost

have completed in accordance with the chart on page 11), must


38/84

have performance evaluations completed by October 24, but not

before August 10.

Probationary

Employees

Employees who are hired or re-hired between October 25

and July 24, must have their performance evaluations

completed between August 10 and October 24.

Agencies may choose to complete performance

evaluations on employees hired or re-hired between July

25 and October 24. (See.) Employees who still are in their probationary periods

during the time performance evaluations are completed

will be evaluated on the Probationary Progress Review

form or agency-developed form. (See Policy 1.45,

Probationary Period.) However, agencies may choose to

use the EWP (or agency form) to evaluate the

performance of these employees.

Forms used to support any performance increase will be

retained in the employees official personnel file.

Employees overall performance must be rated at the

Contributor level or above to receive a performance

increase.

Probationary employees will be eligible to receive performance

increases on the performance increase effective date as indicated

below:

Hire or Rehire Date Percentage Increase Based

on established rate

Oct. 25 Jan. 24 100% of rate for Contributor


39/84

or Extraordinary

Contributor

Jan. 25 Apr. 24 0 or 75% of rate for

Contributor

Apr. 25 July 24 0 or 50% of rate for

Contributor

July 25 Oct. 240 or 25% of rate for

Contributor

(Refer to)

Position With New

Probationary Period

The performance increase of an employee who is serving a new

probationary period due to position requirements (see Policy

1.45) will not be pro-rated according to the chart for newly hired

probationary employees.

Employees Who

Have Been Absent

During the Cycle

Supervisors may consider the length of time that employees

perform in their jobs during the performance cycle, along with

how well they perform, in arriving at employees overall ratings.

Agencies may determine if absences for a significant portion of

the year will influence the increase amount for which employees

will be eligible. If agencies decide to impact employees

increases due to absences, they should document this practice in

their Salary Administration Plans. The chart below may be

used. Exception: The following types of leave taken must not

be used to negatively impact the employees overall

performance rating: overtime, compensatory, on-call, Workers

Compensation, military, Family and Medical Leave, Short-term

Disability, and Long-term Disability-Working status under the

VSDP program.


40/84

In addition, Workers Compensation (Code of Virginia, 2.1-

114.5(5) [2.2-1201 after 10/01/01]), military, Family and

Medical Leave, Short-term Disability, and Long-term Disability-

Working status leave may not affect the performance increase.

Portion of Performance

Cycle Worked

Percentage Increase

Based on established

rate

Less than full but at least 9

months

100% of rate for

Contributor orExtraordinary

Contributor

At least 6 months but less

than 9 months

75% of rate for

Contributor

At least 3 months but less

than 6 months

50% of rate for

Contributor

Less than 3 months 25% of rate for ContributorAPPEALS

If an employee disagrees with an evaluation and cannot resolve the disagreement with

the supervisor, the employee may appeal to the reviewer for another review of the

evaluation.

Agencies may develop their own appeals process for reconsideration of employee

evaluations. The appeals process should be documented within the Agency Salary

Administration Plan.

Any appeal process must provide for the appeal to be made in writing to the reviewer

within 10 workdays of the initial performance meeting.

RE-EVALUATION

An employee who receives a rating of "Below Contributor must be re-evaluated and


41/84

have a performance re-evaluation plan developed, as outlined below.

Re-Evaluation Plan Within 10 workdays of the evaluation meeting during which the

employee received the annual rating, the employee's supervisor

must develop a performance re-evaluation plan that sets forth

performance measures for the following three (3) months, and

have it approved by the reviewer.

Even if the employee is in the process of appealing his or

her evaluation, the performance plan must be developed.

The supervisor should develop an entire performance plan

including, Employee Development.

If the Core Responsibilities and measures of the original

performance plan are appropriate, this information should

be transferred to a separate evaluation form, which will

be used for re-evaluation purposes. The form should

clearly indicate that it is a re-evaluation.

The supervisor must discuss with the employee specific

recommendations for meeting the minimum performance

measures contained in the re-evaluation plan during the

re-evaluation period.

NOTE: Regardless of the employees movement to another

position during this re-evaluation period, the employee will not

be eligible for a performance increase.

Three (3)-Month Re-

Evaluation

The employee must be re-evaluated within approximately two

weeks prior to the end of the three (3)-month period. If an

employee is absent for more than 14 consecutive days during the

three (3)-month re-evaluation period, the period will be extended

by the total number of days of absence, including the first 14

days.


42/84

If Performance Does

Not Improve

If the employee receives a re-evaluation rating of Below

Contributor, the supervisor shall demote, reassign, or terminate

the employee by the end of the three (3)-month re-evaluation

period.

Demote or Reassign An employee whose performance during the re-evaluation

period is documented as not improving, may be demoted within

the three (3)-month period to a position in a lower Pay Band or

reassigned to another position in the same Pay Band that has

lower level duties if the agency identifies another position that is

more suitable for the employees performance level. A demotion

or reassignment to another position will end the re-evaluation

period.

When an employee is moved to another position with lower

duties due to unsatisfactory performance during, or at the end of

the re-evaluation period, the action is considered a Performance

Demotion and the agency must reduce the employees salary at

least 5%. (See.)

Reduce Duties As an alternative, the agency may allow the employee who is

unable to achieve satisfactory performance during the re-

evaluation period to remain in his or her position, and reduce the

employees duties. Such a reduction should occur and based on

the re-evaluation and must be accompanied by a concurrent

salary reduction of at least 5%. (See).Terminate If the agency determines that there are no alternatives to demote,

reassign, or reduce the employees of duties, termination based

on the unsatisfactory re-evaluation is the proper action. The

employee who receives an unsatisfactory re-evaluation will be

terminated at the end of the three (3)-month re-evaluation

period.

Disciplinary Action The re-evaluation process does not prevent the agency from


43/84

taking disciplinary action based on the employees poor

performance or other reasons stipulated in, or issuing additional

Improvement Needed/Substandard Performance forms.

RETENTION OF PERFORMANCE FORMS

Completed

Evaluation Forms

Evaluation forms, including those developed for re-evaluation,

are official personnel documents and must be retained in

employees official personnel files when completed.

Interim Evaluations/

Performance

Documentation

Interim evaluations are not official personnel documents and

should be retained in the supervisors confidential files until

completion of the annual evaluation. Other documentation of

work performance also should be retained by supervisors in files

other than employees official personnel files, and may be

purged after the performance cycle is completed or after the

employees separation from state service unless used as

documentation for Performance Evaluation.

Acknowledgement of Extraordinary Contribution Form

If an Acknowledgement of Extraordinary Contribution form is

used to support the overall rating of Extraordinary Contribution,

the form becomes part of the official personnel file. Otherwise,

the form is maintained in the supervisors file until completion

of the annual evaluation.

Notice of Improvement Needed/Substandard PerformanceForm

If a Notice of Improvement Needed/Substandard Performance

Form is used to support the overall rating of Below Contributor,

then the form becomes part of the official personnel file.

Otherwise, the form is maintained in the supervisors file until


44/84

completion of the annual evaluation.

Self Evaluation Documentation submitted for self-evaluation is

maintained in the supervisors file for a period of 30 days

beyond the annual evaluation review date.

EXCEPTION: If an employee appeals the evaluation, or the

evaluation results are part of a grievance, the above listed forms

or other documentation of work performance should be retained

at least until the issue is resolved

3.2 About ICA Shine:-

ICA Exam: It is entirely an online exam. On successful completion, the students will

get a nation-wide valid certificate. This certificate will open doors of domestic companies all

over India. Also, it will serve as a preparatory step for giving Global Exams later.

a. Prometric Exams and Red Hat Global Certification: Prometric is a company that

conducts examinations of Microsoft Corporation. Since, ICA Shine has a tie-up with

Prometric; our students can sit for Microsoft Global Certification exams for FREE. If one

wants to give this exms on ones own then he/she would have to pay an exam fee of

approximately USD 25. Global/ Vendor certifications will surely open door of InternationalMNCs as the International Certifications give an assurance to the MNCs that the student has

sound theoretical and practical knowledge that is sound and industry-ready. Global Exams

need to be given within one year of the completion of ICA Shine course to get the exam fee

waiver.


45/84

Official Course Curriculum:

Official course curriculum will enable the student to write online exams

conducted by Microsoft and Red Hat. Further, when one studies from official course

curriculum on Microsoft and Red Hat prepared by the inventors themselves, namely,

Microsoft and Red Hat, one gets to know the very bleeding-edge developments in

their respective fields.

We at ICA Shine combine all the above into our Structured Hardware Implementation

and Network Engineer course so that the student entering as an absolute fresher can

transform himself or herself into a IT Guru ready to take on the challenges of the

brave new world of IT industry that is on the boom in India.

WHY ICA SHINE?

Authorized academic partner of Microsoft, Redhat & CompTIA

Microsoft Official Courseware (MOC) with Global Exam

Redhat Courseware

Free Global/Vendor certification examination

10 years of presence

1 lakh+ satisfied students

ISO 9001:2000 certification

400+ centers

1700+ well-trained faculty members

30+ placement cells pan country

Industry relevant syllabus

Tested course material

Value added training with practical approach

Scientific and practical teaching methodology

Course developed by R&D experts with quarterly updates

Individuals nurtured with utmost care and dedication

Workshops and seminars at regular intervals

Soft-skill training English Communication & PD


46/84

WHY HARDWARE, NETWORKING & SECURITY?

The Hardware networking & Security course from ICA is one of the most

comprehensive courses in the industry. High growth sectors like BPO are driving recruitment for network engineers

Fast growing retail market for computers and electronic gadgets leads to more demand

for computer savvy technicians

As services and retail business go online, specialized courses approved by

international vendors like Microsoft, Red Hat, Cisco & CompTIA help students to

become market leaders

WHAT AFTER SHINE?

CLIMB YOUR WAY TO THE TOP


47/84

CA LAUNCHES DEGREE COURSES ON 25TH MAY,2009

Ica has entered into a technical tie-up with Chennai based Annamalai University to offer

three year degree in Commerce (Finanace & Investment)with special hands on

training.Under This programme a student will gain practical knowledge in instituted.

The courses which are being offered by ICA are unique, enriched with

eknowledge and practical training. Each and every students is been nurtured in a inimitable

way so that after completion of the course they will be ready to face any kind of challenge in

the practical work field as an Accountant. As the training is been imparting by the masters

like CA/CS/ICWA, so the quality of each and every course is 'Hallmarked' on its own kind.

ICA believes that along with proficiency in Accounts a student should also possess thecommunication skills & the personality in order to gain a good position in a reputed company

FRANCHISEE:-


48/84

One of the key strengths of every organization is its network, its reach ability

across the country. ICA has 300+ centers across 110 cities in the country. ICA works on both

models viz 1) Own Centers and 2) Franchisee Centers. ICA believes any and every business

partner should reach B.E.P from the third month of operation.

In the franchisor-franchisee model, ICA believes in providing the required experience

sharing, value addition, resource planning & utilization through comprehensive support in

Advertisement, Marketing, Research & Development, New Business Avenues, Brand

Building, Corporate tie-ups & Placement.

ICA expects only the following five things from its franchisee:-

1. Focused Centre Director

2. Motivated Team

3. Wide Area Marketing

4. Timely Delivery

5. Good Infrastructure

Who can be an ICA Franchisee?

To be an ICA Franchisee, one needs to be a farsighted entrepreneur, who shares the common

vision of success and growth through quality delivery channel.The target profile of the

franchisee is as follows:-

Entrepreneurs

CA/CS/ICWA

MBA

Computer Professionals

Facilities of ICA Shine:-


49/84

The R&D and Placement cell of ICA

regularly conduct Spoken English and Personality Development Classes (PDP)

to the students, beside the usual classes. This is done in order to meet the market

requirements in terms of placing accountants to the industry.

3.3-Our Product: -

The products of ica shine are its various campus programs offered to thestudents.

PRODUCTS TYPES:-


50/84

3.4 -STUDENTS:-

The main thrust of training is to imbibe a sense of strategic practical

outlook towards all facet of professional world.This dynamic learning process at ICA

enriches training activities of the students. It also helps development of the practical

strategies to studies and identification of directions to solve relevant problems in the modern

business and industry. Thus beside other premier Institute, students are preferred ICA as their

learning platform.

Commerce students:- N

ot at all! This dynamic curriculum is equally meant

for Arts and Science students also. It covers all the aspects of accounts from very basic till

online finalization. And the training is being imparted by CA Faculties. This makes the study

of Accounts really simple to even non-commerce students.

ICA imparts training to the students through Professional Accountants.

CA / CS / ICWA are the faculty members of The Institute of Computer Accountants. After

providing comprehensive training on Accounts and allied subjects, ICA offers students the


51/84

Job from the same line of business. ICA students will get jobs only in the field of accounts

after successfully finishing the Job Guarantee courses. Few possible designations could be as

follows:

Jr. Accountant

Back Office Executive

MIS Executives

Sr. Accountants

Accounts Manager

About organization ICA Shine

INTRODUCTION

Brief introduction about Organization:

The name of the Branch Manager Mr. Mukesh Tekwani.

Address:

ICA ShineCampus Program Admission Department

2nd Floor, Abhishek Complex,Near Kameshwar Mahadev Mandir,Ankur, Naranpura Ahmedabad - 380013 , GujaratPhone no : 079-65250001 ,Email : [email protected]
mailto:[email protected]%20mailto:[email protected]%20mailto:[email protected]%20


52/84

or

406,4th Floor Devnandan Mall,Opp. M. J. Library,Opp Sanyas Ashram, Ashram Road

Ahmedabad 380006phone no- 079-30483000E-mail - [email protected]

Head office:-

27, N.S Road4th FloorKolkata - 700001 , West Bengal

Phone no : 033-40006000 , 033-22316000Mobile : 9830929292Email : [email protected]

It has a business with big Organization like

There are 23 CPAD Branches.

There are more than 100 Employees working.

CPAD Department basically established for all the Admission supports

before the entrance test examination inquiry and forms selling of different

like, Bachelor, Under Graduate, Master level courses.

CPAD has to work campaign to campaign.

CPAD has to do various activities for awareness of ICA Shine like

distribution, Banners, Banners holding etc.
mailto:[email protected]:[email protected]:[email protected]:[email protected]


53/84

Board of Director

3.1 FEATURES OF ORGANIZATION:


54/84

Business plan of Organization is to become the leading executive

developer and intermediary for educational services in Top B Schools. The key

driver is to increase their students base in all their products, give them a platform

of choice to filed and support them with quality research. The elements of their

strategy

Equal Opportunity For All Without Discriminations.

Mission , Vision and Solution of Institute

Need:-

India is experiencing a huge economical shift. Globalization, privatization & economic

reforms have changed the needs of skill set by manpower. Telecommunication, Banking,Insurance & Finance have brought in a new dimension to the skills needed in the executives

& managerial people. The style & approach towards work has changed drastically. People

with good knowledge & aptitude, having practical experience and good flair of business

communication & ethics are the most desirous in the industry. Accountants are no longer

needed, Accounts professional in the buzz word. Accounts professionals having

computerized account know how, Banking, Auditing, Cost management, taxations, Company

Laws, Investment, Payroll management are the executives in demand and being paid heavily.

Vision:-

To evolve and position ICA as a world-class progressive, cost effective & student friendlyinstitution providing

Career Oriented Computerized Accounts training


55/84

Service to the society especially the un employed youth

Integrating frontiers of technology

Excelling in Corporate values

Value: -

The University believes in creating and disseminating knowledge and skills

in core and frontier areas through innovative educational programs, research,

consulting and publishing, and developing a new cadre of professionals with a high

level of competence and deep sense of ethics and commitment to the code of

professional conduct.

A number of educational programs are offered in management, finance, banking,

insurance, accounting, law, information technology, arts, commerce, education and

science and technology at Bachelors and Masters levels on full-time campus and

flexible learning formats. Examinations are conducted at over 168 test centers all over

India, four times a year. The University has no study centers outside the authorized

jurisdictions.

As ICA Shine has several departments , I have to do my OJT for IBS campus for their

MBA programmes. IBS want to make its name by providing ethically grounded managers

who can add value to their organization..

1 Step: Finding of Target Markets: Target market plays vital role to make strong strategy.So our first step for strategy making is to find out our target markets. For that we have to

considered various factors like Students who are applying for manangement examination,

financial situation, their level of mind, and choices etc.

2 Step: Create Awareness : Awareness is basic tool for any marketer. And specialize

education becomes must in todays world. So our first step is make aware people regarding


56/84

our institute. For that our team members and myself put posters, brouchers, and canopies at

various institute, bookstalls, zerox centers, cyber cafes, where almost many youngsters

regularly come. Our Institute has also published different advertisements regarding our

programs during various time period.

3 Step: Interaction with Students : Only awareness can not make us to achieve our targets

so we have to constantly interact with graduate students by way of organizing seminars,

counseling meets, presentation of various institutes.

4 Step : Interaction with major classes

A particular Many classs set and every time time to time. and facilities teach the

particular in this instituted .

Quality policy:-

Every Team member from top to bottom of ICA is committed to create value for customer

satisfaction & achieve above expectations by deliverance of quality service. ICA adheres to

Quality Management System in line with ISO 9001 : 2000 & commits to maintain global

quality through continual up gradation of system (Course, Courseware, Faculties, Members,

Hardware & Software.

Mission:-

To strengthen our position in the industry through Computerized Accounts Training

By building brand image

By enhancing satisfaction of Students & Employers

By developing a team of dedicated & motivated task force with high ethical norms

By innovating courses turned with demand of the Industry and cutting


57/84

Solution:-

ICA was evolved out of this need of the industry and the vision of our Chairman

Mr. N.K.Shyamsukha. Incorporated in 1999, in Kolkata, ICA now has 300 plus centres, 30

plus placement offices & 150000 plus candidates trained & placed in the Industry. The salary

of the candidates depends on his personal caliber and the company where he is applying. It

varies from Rs.3000 to Rs.50000. Every student gets an ATJ (Any Time Job) card which can

be used in any of its placement office for his fresh job and upgraded thereafter. ICA is and

have been the first choice of recruiters & companies. A full fledged R & D with 200 CAs,

Cost Accounts, Company Secretary & Computer professional. ICA's quality commitment &

assurance is proved through its ISO 9001 certification for the last 8 years.

3.5-ICA Shine BUSINESS SCHOOLS PROGRAM & CAMPUS

PROGRAM

ICA Shine BUSINESS SCHOOL

PHD ( For

Master

Degree

Holder)

MS/MBA/PG

DM/CFA

(ForGraduate

Students)

B.Tech/Intr

egrated Law(For UnderGraduateStudents)


58/84

PHD PROGRAM :-

PHD PROGRAMME IS BASICALLY DIVIDED IN TWO FACE

PROCEDURE. Eligibility for programme is having masterdegree with first class and more

than 23 years. Student has to pass RAPT and Interview conducted by ICFAI and than get

admission. Who have successfully completed this programme got placement in IBS as

faculty.Time period for this programme is 3 years , each student will get stipend of

22000,25000 and 1000-1500dollars in respective years.

BA/MCA/CFA /MS programmes :-

Eligibility required for all this programme is 50% in graduation in any

stream.MBA Ms and CFA have same procedure like Entrance exams, Intervie and

admission. MBA and MS written tests are conducted in various Test centre but interviews are

conducted outside of Gujarat. In CFA both are conducted outside of Gujarat. For MCA there

is only written test nothing else. 2 years,2 years, 1 year and 3 years are timeperiods for

MBA , MS, CFA and MCA programmes respectively. Fees structure are different for

different centre in case of MBA/PGDM , highest fees are 7,50,000 for

Hyderabad,Gurgaon,Kolkatta and Mumbai centre and lawest fees are 450000 for

Goa,Kocho,Lucknow,Manglore and Nagpur centre. For MS fees structure is 546000 till the

last year. CFA has fee structure of 260000 and for MCA it is 323500. WE offered

MBA/PGDM in 19 centres, CFA only six centre and MS only 6 centre(finance,Others are

only in one centre), MCA has only two campuses at Hyderabad and Banglore.

BTECH and INTEGRATED LAW Programmes


59/84

Btech and integrated law programmes are basically for undergraduate

programmes. 60% required in 12th std for both programmes. In integrated law

programmes student can get two degree in 5 years means BBA & law degree. But

campus is only in Uttarkhand and for BTECH we have 5 campuses at Banglore,

Hyderabad, Dehradun, Jaipur, Bhuveneshwar. Fees are different at different centers ,

like for Hyderabad and Banglore fee is 461000 ,Dehradun ,Jaipur fee is 321000 and

bhubeneshwar fee is 241000. For integrated programme fee is approximately 270000.

3.6 -Generic features & objectives

Get higher education with fullfledge facility - Our campuses are wellequiped with all

facilities which can add value in students effords to go for better education.

Faculties: For any course we are providing faculties who passed out through well

known institutes and with corporate experiences. This is directly make effect onstudent knowledge and exposure.

Placements: WE have career counseling centre for our master degree students and we

are providing 100% placement assts with attractive salary pay package.

Co-curricular activities- Our softskill training,guest lectures, internship,g.d. ,quizze

all activities provide real exposure to our students.

CAMPUS PROGRAMS

Campus Programs are offered at graduate and postgraduate levels at the following centers of

excellence at various locations all over India :

The Ica shine School of Financial Studies

The Ica shine School of Banking Studies
http://www.icfai.org/isfs/main/admmodalities.asphttp://www.icfai.org/isbs/admissionmodilities.asphttp://www.icfai.org/isfs/main/admmodalities.asphttp://www.icfai.org/isbs/admissionmodilities.asp


60/84

The Ica shine School of Marketing Studies

The Ica shine School of Human Resource Development

The Ica shine School of Public Policy

The Ica shine School of Information Technology

The Ica shine Institute of Science and Technology

Postgraduate Programs

http://www.icagroup.org/

PG Programs:http://www.ica.org/isfs

o http://www.ica.org/isbs

o http://www.ica.org/isms

o http://www.ica/ishrd

Graduate Programes: -

http://www.icagrouptech.org/btechprogram.asp#top

CUSTOMERS

The customers of ICFAI university are the students who want to pursue various

courses after completing the graduate courses and also before completion of the graduation

degree there are various courses offered at the graduated level now. So various customers are

the students of various fields like IT, MBA,MCA,etc.
http://www.icfai.org/isms/admissionmodalities.asphttp://www.icfai.org/admissionmodilities.asphttp://www.icfai.org/ispp/admprocedure.asphttp://www.icfai.org/isit/main/admission_procedure.asphttp://www.icfaitech.org/admissionmodalities.asphttp://www.incindia.org/http://www.icfai.org/isfshttp://www.icfai.org/isfshttp://www.icfai.org/isbshttp://www.icfai.org/ismshttp://www.ica.org/ishrdhttp://www.icfai.org/isms/admissionmodalities.asphttp://www.icfai.org/admissionmodilities.asphttp://www.icfai.org/ispp/admprocedure.asphttp://www.icfai.org/isit/main/admission_procedure.asphttp://www.icfaitech.org/admissionmodalities.asphttp://www.incindia.org/http://www.icfai.org/isfshttp://www.icfai.org/isbshttp://www.icfai.org/ismshttp://www.ica.org/ishrd


61/84

The Institute has established an all India network of its own branch offices at over 250

locations, to provide various support services to students.

Currently, there are over 75,000 students pursuing various programs and 14,325

alumni. There are over 3,000 faculty members engaged in teaching, research and

consulting.

Growing NumbersAlumni

CHAPTER- 4

SWOT ANALYSIS

STRENGTHS-

ICA Shine distribution network is a major strength of the company. It also has a

strong network of marketing agents & computer accountant.

ICA Shine offers a wide range of products & services to its corporate & retail

customers. This has increased its market share & enabled it to move a step ahead to

achieve its vision of being a universal and hardware networking.

WEAKNESS-

The company has a large amount of non-performing ACTIVITY.

OPPORTUNITIES-


62/84

The signs of the INDIAN economy reviving. It has created a lot of new opportunities

for the company. The industrial production has gone up by 23% & is expected to in

the favor the company.

THREATS-

Increased competition from foreign which have begun to foray into financial services

segment will pose a threat to the companys ACTIVITY & hence its bottom line.

OBJECTIVES OF THE STUDY

The objectives of Quality Circles are multi-faced.

1. Change in Attitude-

From I dont care to I do care

Continuous improvement in quality of work life through humanization of work.

2. Self Development-

Bring out Hidden Potential of people

People get to learn additional skills

3. Development of Team Spirit-

Individual Vs Team I could not do but we did it

Eliminate inter departmental conflicts.

4. Improved Organizational Culture-

Positive working environment.


63/84

Total involvement of people at all levels.

Higher motivational level.

Participate in Management processes.

LITRATURE REVIEW

CHAPTER-5

QUALITY CIRCLE

What is a Quality Circle?

A Quality Circle (QC) is a small, voluntary group of employees and their supervisor(s),

comprising a team of about 8 to 10 members from the same work area or department group

of staff that meets regularly to solve problems relating to their job scope or workplace. QC

works on the basis of a continuous and on-going process in an organization. Normally

members of a particular QC come from the same workshop who face and share similar

problems in their daily work life. Ideally, the group size should be seven or eight to give

enough time to each member to actively participate and contribute in each meeting

QC gives employees greater satisfaction and motivation Quality

circles were first developed in the 1960s by a man named Kaoru Ishikawa in Japan. The

Union of Japanese Scientists and Engineers (JUSE) were the ones who paid for the research


64/84

that put the theories about behavior science and quality control together. Quality circles are

useful because the members of the team are from the same workplace and face similar

problems. This concept is a management tool that has many benefits for their own work

environment. Some examples of those b

Smgi Report of Dipti

Documents

Transcript of Smgi Report of Dipti