Training Development Poject Report Bkproductions

EFFECTIVENESS OF TRAINING AND DEVELOPMENT

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A PROJECT REPORT ON

“Effectiveness of training and development”

UNDERTAKEN AT

Vasavadatta cements

Submitted By

DEPARTMENT OF MBA


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This is to certify that Mr. ----------------------- of MBA IV Semester bearing USN :

xxxxxxxxxxxxxx has prepared a Project report entitled “Effectiveness of training and

development” at Vasavadatta cement, Sedam and has submitted it to the college and Visvesvaraya

Technological University, Belgaum as a partial fulfillment for the award of MBA Degree

during the academic year 2009-2010.

A Report on

ORGANIZATION STUDY AND

“Effectiveness of training and development”

At Vasavadatta cements. Sedam.

In partial fulfillment for the award of degree of Master of Business Administration

Submitted by:


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----------------------

USN:xxxxxxxxxxxxx

Under the guidance of:

Internal guide External guide

------------------- ------------------------

Lecturer. HR manager

------------------ Vasavadatta cements. Sedam

Submitted to:

DECLARATION

I hereby declare that the project entitled “Organization Study and Effectiveness of training and

development” is prepared by me under the guidance of Prof. ----------------------

I also declare that this project is towards the partial fulfillment for the award of MBA degree of VTU

has been the result of my own efforts & this project has not been formed a basis for the award of

any other degree or diploma.


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ACKNOWLEDGEMENT

My sincere and grateful acknowledgment to the holy place ofxxxxxxxxxxxxxxxxx COLLEGE, Bidar the temple of learning for giving me theopportunity to pursue the degree course in master of business administration and thus helping me in sharing my career wish..

My heartiest in debtedness to the principal College Dr.xxxxxxxxxxxxxxxxxxxxxxxxxx, Head of the department of management studies, for hiscontinuous support in fulfilling this project successfully.

I wish to express my profound and deep sense of gratitude to Mrs.PRITI JOSHI , Lecturer, Department of Management Studies, for hisguidance and constant encouragement in carrying out this project work.

I am grateful to Mr.xxxxxxxxxxxxxxxx, HR Manager,VASAVADATTA CEMENT. for their valuable guidance and constant encouragement forsuccessful completion of this project work.

I wish to thankful to Mr.xxxxxxxxx marketing manager,VASAVADATTA CEMENT, , for their help and co-operation in completing my projectwork and special thanks to all, who helped me to carry out this project.

Finally I would like to thank my father xxxxxxxxxxxxxxxxx and family members, friends who are really source of support and encouragement

Thank you one and all

Date :


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EXECUTIVE SUMMARY

Vasavadatta cement ( Unit of kesoram industries ltd..) is located at Sedam taluk in the Gulbarga district of Karnataka state. Vasavadatta cement has strong

brand image & excellent marketing support & customer acceptance.

The study was undertaken to analyze the employee satisfaction towards welfare measures provided by the company . To conduct the research the data was

collected from the staff employees of Vasavadatta cement Sedum within the company by means of structured questionnaire.

Objectives :-

1. To know the training methods in a Vasavadatta cement company, Ltd

Sedam.

2.To study the effectiveness of training in the Vasavadatta cement co, Ltd,

Sedam.

3. To know the satisfaction level of trainee’s with regards to training

Programme conducted in the company.

. Findings :-

Training process is adhered to effectively.

Conference is preferred method of management method, lecture is preferred method of training.

.

Limitation :-

The limited time was the main constraint to conduct deep study.

The limited sample size might have deviated the study to some extent.

The research was limited to The vasavadatta cement company,sedam.


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Suggestions :-

o It is suggested from the study that the management support system must be provide a better to the employees in the organization.

o Most of the training programs are conducted by the internal excutive.they must provide the facility to employee from the outside

consultant.

o Maximum employee has been attended one and two day training. program. They must Endevour to give for week or longer to enhance the

talent as awell as develop their work quality.

Conclusion :-

The management took initiative in providing the training program to employees and also they gave importance to training program in there company.


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TABLE OF CONTENTS

PART – A

CH.NO PART- A PAGE-N

O

1. INDUSTRY PROFILE 1

2. COMPANY PROFILE 2

a. Background and inception of the company 2

b. Nature of the business carried 4

c. Vision, Mission and Quality Policy 4

d. Products/ Services Profile 5

e. Area of Operation – Global / National / Regional 8

f. Ownership Pattern 9

g. Competitors Information 10

h. Infrastructural Facilities 11

i. Achievement/ Award if any 12

j. Workflow Model (End to End) 14

k. Future growth and prospects. 20

3. Mckensy’s 7S frame work with

special reference to organization under study.

22

4. SWOT Analysis 35

5. Analysis of Financial statement 37

6. Learning Experience 39

PART-B CONTENTS PAGE NO


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A GENERAL INTRODUCTION 40

1 STATEMENT OF THE PROBLEM 48

2 OBJECTIVE OF THE STUDY 48

3 SCOPE OF THE STUDY 49

4 METHODOLOGY 49

5 LIMITATIONS OF STUDY 50

B ANALYSIS

DESIGN, INTERPRETATION OF RESULTS 51

FINDINGS, OBSERVATIONS AND SUGGESTIONS. 72

C CONCLUSIONS & RECOMMENDATIONS 74

D ANNEXURE 75

E BIBLIOGRAPHY 80

INDUSTRY PROFILE

Origin of the industry

Industry is a massive employment agent providing opportunities broad basing entrepreneurship and securing distribution of economic wealth

industry occupy a place of importance in the economy as potential caretakers of economic resources in particular the labor resources as they

provide employment for substantial workforce. They have a strategic role to pay in the economic development of countries and remain important in

the economy of the more highly industrialized countries.

Cement plays an important role in the economic development of the country. Cement is been used from more than 150 years in the

construction. The cement consumption determines the infrastructure strength and development of the nation.

The cement industry in India has come a long way since 1914, when the first cement plant was commissioned with a production level of

1000 tons/ annum. Today India is the second largest cement producer in the world with a production level of the 99 million tones (about 5% of

world product ~ 2000 million tones)

Though the best of our industry matches quite well with world standards in terms of energy (thermal energy Kcal/kg of clinker – India 665

against 690 of Japan) and pollution norms (SPM of 40 in India against 20 of Japan) but the average performance of the India industry is lagging


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behind. In the coming years, in order to survive and grow in the globalized market, rapid modernization and adoption of cost effective energy

efficient and environment friendly technologies will be the prime mover for the viability of the industry in the global canvas.

The industry should increasingly look for other cheaper fuel options like sludge from paper plants, sugar cane trash, bags, jute dust, textile dust,

biogas refinery waste like pet coke etc. The industry should be known in future as savior of the country for sustainable development by consuming

most of the industrial wastes.

COMPANY PROFILE

A. BACKGROUND AND INCEPTION OF THE COMPANY

The family of Birla Group of Companies has been founded by Sri. G.D. Birla, the legendary person of Indian and business, a committed person to

the cause of Swadeshi movement, a close associated of Mahatma Gandhi, and a leading philanthropist. His worthy son Sri B.K. Birla continues this.

Sri. B.K. Birla is the chairman of B.K. Birla Group of Companies of which Vasavadatta Cement is a unit of KESORAM INDUSTRIES. The

group comprises of 34 companies, which are listed and are engaged in producing wide variety of products and service.

VASAVADATTA CEMENT is situated in Sedam, 3 km., from Sedam Railway station, sedam is thaluka place in Gulbarga district,

Karnataka state, having 12 Lakhs tonnes cement capacity per annum and has adapted latest technology for efficient functioning of the plant.


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Name of the company : Vasavadatta Cement

Location of the plant : Laxminarayana Nagar, Sedam

Senior president : Shri S.K. Jain

Joint president : Mr. P. R. Sharma

Total Area : 1242.19 Acres

Area of Mines : 1308 Acres

Areas of factory : 398.36 Acres

Build up area : 50 Acres

Open area : 233.76 Acres

Green area : 310.56 Acres

Plantation : 134 Acres

Colony area : 300 Acres

Initial premises area : 300 Acres

Establishment : 1986 May

Total no of Employee : 700

B. Nature of business carried

cement can be defined as any substance, two or more pieces of some other substance together form a unit mass. Cement, as used in construction

industries, is a powder which when mixed with water and allowed to set and harden can join different components or members together give a

mechanically strong structure. thus, cement can be used as a bonding material for bricks or for a monolith.

Vasavadatta cement carried their business in such a way that, they are distributing their cement in states and this organization has adopted two

types of technologies

1 The wet process

2 The dry process of similarly processes

In recent years all most all capacity addition have adopted the modern dry process techniques about 84% of the output is present produced through

the dry process technology


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C. VISION, MISSION AND QUALITY POLICY

Vision Statement

Production Excellence, Hard Work and Continuous Self Improvement to encourage individual ability and creativity and build effective

teams.

To contribute for the advantage and development of the nation and improve human life and to become market leader by adding continuously

new capacities, incorporation of state of art technology to produce quality cement at least cost to the full satisfaction of customers and to enter into

related fields and maintain core competencies.

Mission Statement

To raise standard of company’s performance to international levels.

Quality Policy

To produce and deliver the Quality Cement as per Quality System of ISO-2001, to satisfy customers and preserve environment.

D. PRODUCT PROFILE

In the highly competitive environment of cement market, the yardstick is quality and this is testified by acceptance of Vasavadatta Cement in

the prestigious market. In a short span of time it has distinguished itself and is the most sought after brand as it offer sterling value of money. It

offers superlative qualities, unmatched particles, fineness and faster setting which given in cement consumption

Vasavadatta now offers its sterling product, Birla Shakti PPC, keeping up with changing taste and preferences of the changing market. The

company’s other two premium products 43 grade Vasavadatta Super and 53 grade Vasavadatta Gold have already made a niche in the market. The

Vasavadatta Cement raises much above BIS specification and therefore has much better acceptance in the market.

Material Requirements

The following materials required.

1. Lime Stone.

2. Bauxite.

3. Hematite.

4. Coal.

5. Gypsum.

Product

43 Grade OPC

53 Grade OPC

PPC (Pozzolona Portland Cement)


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Brand Name

Vasavadatta “Super” 43 Grade

Birla Shakti PPC

Packing

H.D.P.E.

Paper

Weight

50 kg.

53 Grade OPC

1. Pre-stressed Concrete

2. Industrial building frames

3. Railway sleepers

4. Heavy construction

5. Pre-cast building production

6. Heavy roofing elements

43 Grade OPC

1. Multistoried building

2. Underground structures


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3. Foundation and pillars

4. Dames and canals

5. Power project

6. Large and massive water tanks

BirlaShakti

Facilitating faster construction due to its optimum setting time, Birla Shakti helps you save money and time. From large business houses to

residential localities, and from flyovers to runways, Birla Shakti is cement with an unlimited range. Incorporating the twin attributes of fineness

and strength, Birla Shakti reduces consumption between 10 to 20 %.

Portland Pozzolona Cement (PPC)

1. R.C.C. work in building constructions

2. Waste disposal pipes

3. Electricity poles

4. Fencing poles

5. Ventilators

6. Water supply pipes

7. Tiles industry

8. Marine works.

E. AREA OF OPERATION

Area of Operation & Production


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One of the main reasons for the tremendous success of Vasavadatta cement in the Indian market has been their reach spreading across the five

highly industrialized states of

Karnataka

Maharashtra

Andhra Pradesh

Goa

Tamilnadu

The fallowing maps shows locations of marketing offices throughout southurn India and Goa and Maharashtra

Regional Marketing Offices

Marketing Branches

F. OWNERSHIP PATTERN

1 THE VASAVDATTA CEMENT factory is incorporated under indian companies act 1956 is having its registered office at Calcutta and

works at SEDAM.


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2 It was established on 3rd may 1986 and actual production Started on 30th September, 1986.

3 The unit manufactures Portland cement adopting dry process.

4 THE VASAVDATTA CEMENT FACTORY is private limited company and owned by birla groups.

5 They do not allot shares to out side peoples

G. COMPETITORS INFORMATION

Company Production Installed Capacity

ACC 17,902 18,640

Gujarat Ambuja 15,094 14,860

Ultratech 13,707 17,000

Grasim 14,649 14,115

India Cements 8,434 8,810

JK Group 6,174 6,680

Jaypee Group 6,316 6,531

Century 6,636 6,300

Madras Cements 4,550 5,470

Birla Corp. 5,150 5,113

Acc and the coromandal cement are the main competitors for Vasavdatta Company


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H. INFRASTRUCTURAL FACILITIES

Vasavadatta cement is one of the modern and efficient cement plants in India producing best quality cements. The Head office is located at

Kolkatta. Total area of Industry is 1242.19Acres , Area of mines : 1308Acers Area of factory: 398.36Acers Build up area : 50Acers

Open area : 233.76 Green area : 310.56 Acers Plantation : 134 Acres Colony area : 300 Acers Initial investment: 80Crore

Establishment : 1986 May Total no of employee: 700. The vasavadatta plant is located in sedam which comes under Gulbarga district in

north Karnataka region.

I. AWARDS / TROPHIES WON BY VASAVADATTA CEMENT

SNo. Description of Awards Year

01 National Award for Second Best Improvement in Energy

Performance from NCCBM & Ministry of Power.

1990-01


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02 National Award for Best Improvement in Energy Performance

from NCCBM & Ministry of Power

1991-92

03 National Award for Best Improvement in Electrical Performance


1991-92

04 Award for Outstanding Contribution towards Growth of

Industries from Hyderabad Karnataka Chamber of Commerce

1993

05 National Productivity Award from Hon’ble Prime Minister 1994-05

06 Environmental Award from Dept. of Ecology & Environment,

Govt. of Karnataka

1996

07 National Award for Third Best Improvement in Energy

Performance from NCCBM & Ministry of Power1994-95

08 National Award for Best Improvement in Energy Performance


1994-95

09 Awards from Central Institute of Professional Management

1.Best Problem Solver in Technical Support

2.Best Case Study Presentation in Production

3.Best Theme under Production

4.Best Permanent Solution under Technical Category

1994

1994

1998

1998

10 Best Improvement in Thermal Energy Performance (line-II)

Award from NCBM

2003-04

11 Second Best Environmental Excellence in Limestone Mines Award

from NCBM

2004-05

12 CII-National Energy Management Award, Excellent Energy

Efficient Unit

2004

13 CII-National Energy Management Award, Excellent Energy

Efficient Unit

2005

14 Three Leaves (Rank 10) in the Green Rating Project of the Indian

Cement Industry by Center for Science and Environment2005

15 Global Cement Award Lowest Specific Energy Consumption, Raw

Meal Grinding –Second

2005

16 Global Cement Award Lowest Specific Energy Consumption,

Clinker Grinding – Third

2006

17 Global Cement Award Lowest Specific Energy Consumption,

Clinkerisation- Third

2006


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18 Global Cement Award Kiln Reliability- Honorable mention 2006

J. WORK FLOW MODEL


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CEMENT MANUFACTURING PROCESS

The process of manufacturing cement involves basically the following sequential unit operation and processes.

I. Limestone mining.

II. Limestone crushing.

III. Stacking and reclaiming.

IV. Raw material grinding.

V. Storage and homogenization of raw metal in continuous blending silo.

VI. Coal grinding.

VII. Clinkerisation - (kiln feed, preheating, kiln and cooler).

VIII. Cement grinding, storing.

IX. Cement packing and dispatches

I. Limestone Mining: is the first phase of cement manufacturing process. The company is open cast, mechanized mining. After removing 2 to

3mts of over burden clay grades will be classified (1st bench low grade 8 to 10mts in depth, II and III bench high grade 10 to 12mts in depth)

then drilling and blasting will be done. The material will be loaded by shovels and transported to Crusher by Dumpers having a capacity of 30

MT in the required ratio.

II. Limestone crushing: Crushing of limestone is carried in single stage by HAZEMAG IMPACT CRUSHER having a capacity of 800 PPH.

The feed size of the material is maximum 1.6 Cu. meters and product size maximum 80mm the material, which is entering the crushing

chamber, encounters the impact by blow bars mounted on the rotor and revolving at a circumferential velocity of 44 m/sec. The fragments are

flung against upper and lower bars. This process is repeated until they have been sufficiently crushed to pass through the blow bars. Grinding

path (blow bars) can be adjusted if the output material size is more than 80mm the crushed material will be transported to Stacker by means of

Belt Conveyors.

III. Stacking and reclaiming: For stacking crushed limestone BELT TYPE BOOM STACKER is in operation, which is having capacity of

800TPH. Theboom stacker has been conceived for material stacking on CHEVRON METHOD. In this method the stacker travels to and fro

on a runway between two detained limits, while building up stock pile. The materials are always discharged constants above the middle of the

stockpile. With this method piling can be done uniformly with required grades. Four stock piles of 130mtrs long and approximately 25000 MT

capacities each can be made, by turning the boom to the opposite direction.

IV. Reclaiming: For this BRIDGE SCRAPER is in operation. A triangular structure called harrows move to and for across the stock pile width

and scraps the material. Scrapped materials slides done from face of the stockpile to get blended limestone. The blended limestone which

slides down is scrapped and conveyed by buckets to belt conveyor, which in turn will be transported to Raw Mill Hoppers. By means of

stacking and reclaiming the homogenization of limestone will take place.


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V. Raw material grinding: Grinding operation is the second stage of operation in unit operation after crushing stage. In this stage, crushed

material is to be grounded into finer material. The VERTICAL ROLLER MILLS of type 43/21/65 of Unit-I and 51/26/400 of Unit-II is

supplied by KRUPP POLYSIUS are in operation. The capacity of Unit-I Mill is 140 TPH and that of Unit-II Mill is 210 TPH.

The raw materials (Blended limestone, Corrective limestone, Laterite and Bauxite) are fed to the hoppers by belt conveyers. The material from

hoppers, fed to the mill in required proportion by weight feeders as pre-redesigned by Quality Control Department. In between the grinding

table and rollers grinding take place by hydraulic pressure on rollers. The ground material is conveyed outward over the edge of grinding bowl,

entrained by the air steam emanating from the nozzle ring conveyed to the Electrostatic Precipitator through the Static separator of Unit-I and a

dynamic separator of Unit-II is built above the chamber. The separator separates the ground material into the finished product (product fineness

about 30% on 90 micron sieve) and coarse material. The coarse material drops back to the middle of grinding bowl; while fines are carried by

the air steam to the E.S.P will be transported through Bucket Elevator or by Airlift to Blending Silo. The hot gases coming out of the Kiln are

being utilized for drying the material and entertainment of raw meal at required temperature. To control the outlet temperature of the mill and to

maintain constant material bed on the grinding table water spraying system is provided inside the mill.

Recently the Unit-II Raw mill has been upgraded by installing single chamber ball mill in tandem with VRM and output increased from 210

TPH to 255 TPH.

VI. Continuous Storage and Homogenization of Raw Meal in Blending Silo: Continuous flow into the silo (Capacity 12000 MT for each

unit) is being used for storage and blending of Raw Meal. Continuous homogenization can be performed in this Silo to maintain uniform

desired quality.

VII. Coal Grinding: The Raw Coal, received by rail/road is stored in Coal yard is crushed to 30mm size by Reversible Impact Hammer and four

roll crushers. Crushed raw coal is fed to the vertical coal mill (capacity Unit-I 19 TPH and Unit-II 26 TPH) for grinding before firing in the

kiln and precalciner.

The coal grinding takes place inside the mill under grinding rollers and grinding table. The ground material (fine coal) is carried by the

hot gases drawn by C.A. fan. The hot gases are used to remove the moisture form coal. The ground coal is carried by hot gas steam through

static separator in which coarse material will be returned to the mill and fines will be conveyors.

VIII. Clinkerisation: It is combined process made of Pre-heating, Claiming, burning and cooling operation. Rotary kiln is the main equipment for

clinkerisation. The company has a dry process plant consisting of DOPOL KILN (size 3.8mtrs Dia x 56mtrs Length of Unit-I and 4mtrs Dia x

60mtrs Length of Unit-II) having capacities of 1500 TPD of Unit-I and 2000TPD of Unit-2 and designed by M/s. KRUPP POLYSIUS,

GERMANY and their counterparts M/S. INDUSTRIES INDIA LIMITED, PUNE.

After blending and homogenization process, the Raw Meal is conveyed to the Pre-heater through Poldos system (Poldos/solid flow

meter system is for weighing and feeding the raw meal) and bucket elevator/air lift from C.F. Silo. Kiln Feed is fed into the Cyclones IV gas

duct. Preheating and Calcinations takes place in various stages of cyclones due to heat transfer.

Fine coal is fired at kiln outlet end through a Burner pipe. Pneumatic screw pumps in Unit-I and Poldos-SC in Unit-II are used for

main firing and precalciner firing. The hot gases generated due to fine coal firing are taken out by Dopol Fan/ESP Fan through Pre-heater,

Raw Mill and ESP.


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Heat transfer takes place in Pre-heater as Kiln Feed moves downward and flue gases move upwards causing co-current flows in gas

ducts. Kiln Feed after preheating (around 90% calcined material) enters at kiln inlet. Then such decarbonised material will to the Burning

Zone due to the inclination and rotation of the rotary kiln in the direction of hot zone (burning zone). The temperature of the Burning Zone is

maintained at about 1400 deg. C for proper clinkerisation. After this stage the material is known as CLINKER. This clinker gets cooled in the

cooling zone and falls into the IKN KIDS of Unit-I Grate Cooler and Jet Stream Plate Cooler for Unit-II where it cools down from 1250deg.

to 100deg. temperature by cold incoming air from the cooling fans connected to the grate cooler. Finally clinker will be conveyed to the stock

yard by DPC (Deep Pan Conveyor).

IX. Cement Grinding: Cement grinding is the final unit operation of cement making process. We have a tube mill of grinding capacity 115 TPH

length 16mtrs x 4.4mtrs dia supplied by M/s. BACKAU WOLF INDIA LIMITED, PUNE for unit-I. The material to be ground is extracted in

desired proportions of clinker and gypsum from storage hoppers by means of Weigh Feeder and fed to the mill by conveying belt.

In cement mill the material will ground into fine material by means of impact and attrition. The material is pre-crushed in I chamber

and fine ground in II chamber. The product i.e., CEMENT will be conveyed to the silos either by Air Lift or through bucket elevator.

Recently close circuiting of this mill is carried out and output increased from 115 TPH to 140 TPH.

Unit-II cement mill is a closed circuit mill with POLYCOM (Roller Press) of 225 TPH capacities. Its length is 14.5mtrs x 4.6mtrs Dia.

The Polycom clinker into flakes. The fines are separated in the separator in its circuit. The final product i.e., Cement is conveyed to the

Cement Silos by Bucket Elevator and stored for packing. Total 6 nos. of storage silos are there (3for each unit).

To manufacture Portland Pozzonlana cement and to meet the marketing requirement, 1000 MT capacity fly ash silo with storage and

feeding arrangement has been installed.

To meet power requirement for plant operation, 15.7 MW capacity coal based Captive Thermal Power Plant has been installed and

balance power is taken from Karnataka State Electricity Board with Contract Demand of 1100 KVA. 3 Nos. of Fuji DG sets are available to

meet emergency power requirement/during annual shutdown of Captive Thermal Power Plant.

X. Packing and Dispatch: Cement is extracted from the silo filled in Packer Hoppers, from where the material will flow to the Packer Machine

through bucket elevator and air slides. Six numbers of Haver Backer (EEL) make electronic packer of 120 TPH capacity in Unit-I and II are

installed for the packing purpose. They have high degree of accuracy. Finally the 50 kg. Cement bags is transported by belt conveyor and

stacked inside the Wagon/truck with help of Wagon Loading and Truck Loading Machines.

K. FUTURE GROWTH AND PROSPECTS.


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Karnataka state, the state highway is located just opposite to the factory. the company has 600 work force of which 250 are staff/officers & 350 are

lab ours /workers Nat present apart from contact labor . The capacity of Unit –I is 5lakh tons/annum .the company has expand its capacity from 5

lakh TPA to 12 lakh TPA in the month of sep 1997 & has also successfully commissioned 15 MW thermal power plant. the expansion and thermal

power plant has direct employeement to around 200 personal .in addition ,there are contract worker in the permitted areas of loading unloading etc.

The company has achieved a remarkable record in productivity, energy conservation & pollution control .it has achieved 156% capacity utilization

(cement production 12 lakh TPA) & min energy consumption (thermal 783kcal/kg, electrical: 79units/ton).

Si no Section Year of commission capacity

1 Unit-I 1986 2500TPD

2 Unit-II 1997 3500TPD

3 Unit-III 2006 3800TPD

4 Unit-IV Under processes 3800TPD

5 THERMALPOWER Unit-I

Unit-II

Unit-III

Unit-IV

1997

2005

2007

EXAPANSION

PROJECT

15.7MW

9.5MW

17.5MW

17.5MW

Table.1: Capacity of Plant

Description Unit 2002-03 2003-04 2004-05

Annual Cement

ProductionMT 1532060 1762660 2042518

Electrical Energy

ConsumptionLakhs Kwh 1208.46 1449.43 1539

Thermal Energy

ConsumptionM.Kcal x 103 1155.43 1430.63 1508.25

Total Energy cost /

Annum.Rs.Lakh 7825.54 9527.52 9931.79

Energy cost as % of

Total Manufacturing

cost.

% 55.62 53.75 49.93


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Sp. Electrical Energy

Consumption.

Kwh / Ton of

Cement

L-1 L-2 L-1 L-2 L-1 L-2

81.17 77.9379.51

77.2378.82 76.41

Sp. Thermal Energy

Consumption.

K.cal / Kg of

Clinker

L-1 L-2 L-1 L-2 L-1

L-2

732 725 726 724 715 715

Table-2: The trend of Specific Energy Consumption in past

Three years of Line –1 & Line –2 (L-1&L-2)

EXAPANSION

The Vasavadatta cement factory is expanding 4th Unit in the coming year .the construction work is under process.

3. McKensy’s frame work


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The 7-s model is better known as McKensy 7-S.This is because the persons who developed this model, Tom Peters and Robert Waterman, have

been consultants at McKenzie. They published their 7-S model in their article “structure Is Not Organization” (1980) and in their books “The Art of

Japanese Management”91981) and” In Search of Excellence” (1982)

The model starts on the premise that an organization is not a Structure but consists of seven elements namely:

1. STRUCTURE

2. SYSTEM


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3. STRATEGY

4. SKILLS

5. STYLE

6. STAFF

7. SHARED VALUE

These seven elements are distinguished as, so called, hard S’s and soft S’s. The hard elements are feasible and easy to identify. They can be

found in strategy statements, corporate plans, organizational charts and documentation.

The four soft S’s however, are hardly feasible. They are difficult to describe since capabilities, values, and elements of

corporate culture are continuously developing and changing. They are highly determined by the people at work in the organization. Therefore, it is

much more difficult to plan or to influence the characteristics of the soft elements.

1. STRUCTURE

ORGANISATION CHART:

PRESIDENT

GENERAL JOINT JOINT V.P MINES

MANAGER (HR) PRESIDENT (TECH) PRESIDENT

SR. MGR (HR) SR. GM (ACCOUNTS)

SR. MEDICAL GEN. MGR V.P (S&M)

OFFICER HOD (MECH)


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MGR. (P&A) V.P (PURCHASE)

MGR. (T&D) DGM (STR)

MGR. (SECURITY)

DY.MGRS. SR.GM. SR.V.P. DY.GM. G.M.

(PACKING (P&D) (E.I&PP) (CIVIL) (PQC)

PLANT)

DGM DGM DGM DGM SR.MGR AGM

(INST) (ELEC) (PP) (S&E) (TPM) (PROD)

Structure: A company’s structure affects its strategic planning and its ability to change. A company’s structure may have a customer or

geographical focus. It contains the salient features of the organizational chart and interconnections within the organization.

DETAILED STUDY OF THE DEPARTMENTS

HUMAN RESOURCE DEPARTMENT

Figure: HR Department structure

PREAMBLE

To be competitive in all facets of the business operation, it has become an imperative that all employees of the company must strive towards

enhancing their operational performance and developing their potentials to add-value significantly. Therefore, the Performance Management System

(PMS) is being looked at very critically by the Management.


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HRM POLICY & MAN POWER PLANNING

HRM policy firmly believes in induction, orientation, training and performance appraisal, PPRD, individual rating, up-gradation of knowledge and

skills for achieving technological change, cost reduction, targeted reduction with reciprocate profit motive and shared challenging aims of the

organization.

The policy believes in give and take reciprocation, punishment and reward promotion for service, education and skills and for timely action with

integrity and dignity of human values

Criteria for selection/manpower skill requirement:

1. Personality : (Appearance/positive thinking / manner / self expression / general impression)

2. Communication skills: (Listening abilities/ interpersonal relations)

3. Initiative : (Proactive ness, working without supervision)

4. Team work: (working in teams, ability to get along with team members)

5. Leadership: (getting people to accomplish objectives)

6. Flexibility: (Ability to adopt and work effectively with a variety of situations)

7. Resilience: (should work under stress, opposition)

8. Judgment: (Ability to identify complex and difficult problem analyze them and arrive at the optimum solution.

INTERNSHIP TRAINING

This sort of training is important to employees who are transferred from other units, freshers or to the employee promoted in new jobs. This

is advanced vocational training system.

EXTERNAL TRAINING

Every year before March annual training calendar is prepared after consulting all the concerned departmental heads on various need based

training Programme on different aspects like technical, marketing and of HRD administration to develop skills and latest technical know how and


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same is approved by the management.

1 Promotions.

2 Procedure.

3 Career path.

2. STYLE

Style: Culture or Style is the aggregate of behaviors, thoughts, beliefs and symbols that is conveyed to the people throughout an organization over

time. Since it is very hard to change a company’s ingrained culture, it is important to bear in mind when developing a new strategy.

The culture of the organization, consisting of two components:

1 ORGANIZATIONAL CULTURE: The dominant value and beliefs, and norms, which develop over time and become relatively enduring

features of organizational file.

2 MANAGEMENT STYLE: More a matter of what managers do that what they say; how do a company’s managers spend their time? What

are they focusing attention on?

Symbolism – the creation and maintenance (or sometime deconstruction) of meaning is a fundamental responsibility of managers.

In Vasavadatta Cement the management is very much dedicated towards their task and it high concerned for production.

The company follows democratic type of leadership style and the company encourages group decision making. Accordingly a

meeting between subordinates and superiors of organization will be held periodically and the various problems relating to their work area

will be discussed and they collectively come to a final conclusion, which in tern will be conveyed to top management of implementation.

3. STRATEGY:

Strategy: Strategy refers to those actions that a company plans in response to or in anticipation of changes in its external environment, its

customers and its competitors. It is a plan or course of action leading to the allocations of an organization’s finite resources to reach identified

goals.

Push Strategy- In this type of marketing strategy the activities are incentives, gifts etc are given to dealers to introduce them to enhance the sale of

cement to end users. The marketing activity is not implied upon end users in this case, the idea is to push the product through the help of the dealers

and other intermediates.

Pull Strategy – Here the marketing activities are focused on the end users by providing them with gifts, incentives; mason meet engineers meet,

etc. so that demand is created in the market and is sold to dealers in lieu of demand created in the market by end users.

Advertising Strategy:

Advertising is one of the most common tools which companies use to direct persuasive communications to target buyers and

public. We define advertising as follows:

Advertising is any paid form of non-presentation and promotion of ideas, goods or services by an identified sponsor. Organization handles

their advertising by some one in the sales or marketing department who works with an advertising agency.


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MODES OF ADVERTISING

1. Wall Paintings.

2. Hoardings.

3. Dealer Boards.

4. Bus Panels.

5. Stickers (Hindi, English, Kannada).

6. Wagon Posters.

7. Telephone Index.

8. Gift Articles (Cash bags, Pen stand, Key chains, Wall clocks, Diaries, Flask, and Pens etc.)

4. SKILLS:

The term skills refers to the skills of organization.

Skills at Vasavadatta :

Top Management:

Strategic planning abilities.

Decision making abilities.


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Leadership Skills.

Problem solving abilities.

Middle Management:

Communication Skills

Team building

Councelling skills

Problem solving Techniques.

People Management Skills.

Supervisory / Lower Level

Ability to work in teams.

Technical Skills about product.

Machine operating skills.

Communication Skills.

5. SYSTEM:

Systems: The procedures both formal and informal, by which an organization operates and gathers information constitutes the systems of the

company. This model is concerned with the systems that allocate and control money and materials as well as gather information

T.P.M. POLICY

T.P.M stands for total productivity maintenance. It deals with productivity, people and profit. T.P.M is a powerful tool for organization and

cultural

transformation that brings in total efficiency of the plant by tackling key aspects of plant utilization quality and down time with the ultimate goal

being zero breakdown, Zero Accident, Zero Defect, Optimum inventory and clean environment with the involvement of each and every employee

right from top management to the bottom level person in the company.

The letter ‘T’ stands for

1 Improving total effectiveness by maximizing the overall efficiency.

2 Increasing total life cycle by reducing life cycle costs.


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3 Improving total employee participation by involving everyone and transfer of knowledge to everyone.

The letter ‘P’ stands for

4 Product to pursue maximization of the production system by bringing all losses to Zero, Zero Accident, Zero Defects, Zero

Breakdowns.

The letter ‘M’ stands for

5 Maintenance in a much wider sense. It covers the entire life cycle of the production system maintain ace of individual processes, plants and

production management systems.

T.P.M AIMS AT INVOLVING ALL THE EMPLOYEES OF THE ORGANIZATION THROUGH EIGHT PILLARS OF TPM.

1. Individual improvement

2. Autonomous maintenance.

3. Planned Maintenance

4. Education and Training.

5. Maintenance Preventive system.

6. Quality Maintenance.

7. Administration and Support.

8. Safety and Environment

6. STAFF


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Staff: Staff means the human resource systems which include appraisals, training, wages and the intangibles such as employee motivation, morale

and attitude. With a motivated workforce companies are able to adapt well and compete.

The staff refers to the workforce of any organization. The duties of various staff of Vasavadatta Cement can be mentioned as:

1. Processing of purchase bills booking pertaining to raw materials and sub contracts.

2. Monthly TDS remittances including preparation of challans etc.

3. Cheque writing.

4. Issue of debit notes; follow up with parties for recovery.

ASSISTANT MANAGER – QUALITY CONTROL:

His duties are:

1. Approval of packing slip.

2. Approval of inspection certificates issued to customers.

3. Approval of quality records.

4. Approval of inspection plans.

PROJECT ENGINEER

1. Preparation and updating of project schedule.

2. Preparation of bill of material of the project.

3. Identifying the bottlenecks in the production and solving the same.

Vasavadatta Cement believes in attracting, retaining, training, evaluating, nurturing and unfolding of quality human resource aiming at

objectives and the visions of the organization.

HRM policy firmly believes in induction orientation, training, performance appraisal individual rating, up-gradation of knowledge and skill

for achieving technological change, cost reduction targeted production with reciprocities profit motive and shared challenging aims of the

organization.

Man Power Planning: (MPP)

Forecasting, developing and controlling the work force by the organization to ensure that it has right number of people is the man power

planning.

MPP depends on technology adopted, capacity of production unit, and layout of plant, building and machinery.

7. SHARED VALUE

Shared values refers to the core values and ideas espouse and shared by key

Members of the organization studies by Hage and Dewer (1979) and Khandwalla

(1984) suggest that shared values importantly determine the cultural orientations of an Organization


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The policy adopted at an integral part of business performance and ensure to provide adequate and appropriate resources to manage the

system efficiently

4. SWOT ANALYSIS

STRENGTHS:

1 Consistent and compressive quality

2 Enduring advertisers with low budget

3 Quick delivery after placing order

4 Fast accounting system and immediate problem solving

5 More sophisticated technology used for production and packing to satisfy customers

6 Posses ISO 9002 and 14001 Certificate

7 136% plant efficiency

8 Low power cost

9 Cement is produced by dry process which give good quality and economy

10 Raw materials are available very near to the plant with huge quantity.

WEAKNESSES:

1 No equal treatment to the stockiest for their lifting.

2 No meetings with the dealers to buy their loyalty.

3 Lot of fluctuations in the prices i.e. no stable pricing policy.

4 No professional management.

5 Lack of good incentive scheme for dealers

6 Very rigid management

7 Less staff in management field


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OPPORTUNITIES:

1 Increase the installed capacity and penetration in important market segment

2 To introduce paper packing to cater to the overall demand and market situation

3 If possible build own infrastructure as transport vehicles.

4 To take the advertisement of boom and reap more profits, keeping customers happy and satisfied.

5 Going for contacts and Govt. projects and receiving good and huge orders

THREATS:

1 Threat of cut throat competition

2 Strategic and wide advertisement and publicity by the competitors

3 Fixing competitive prices to face the competition.

4 Likely entry of other foreign firms due to liberalization.

5 Recessionary trend likely to follow after the boom.

6 Slowing down of infrastructural process like building, bridges etc.

7 Hike in prices of other building other materials like sand, bricks.

CURRENT RATIO:Current ratio may be defined as the relationship between Current Assets and Current Liabilities.

Current Ratio = Current Assets

Current Liabilities


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Components:

The components of current ratio are Current Assets and Current Liabilities. Current Assets include inventory, sundry debtors, cash and bank

balances, other current assets and loans and advances. Current Liabilities include sundry creditors, advance from customers, unclaimed dividend,

unclaimed matured debentures, unclaimed fixed deposits and other liabilities.

CURRENT RATIO OF VASAVADATTA CEMENT DURING 2004-09

(Rs. In Lakhs)

YEAR CURRENT

ASSETS

CURRENT

LIABILITIES

RATIO

2004-05 63063.52 23072.27 2.73

2005-06 60981.33 23745.25 2.57

2006-07 86811.49 36253.41 2.39

2007-08 120627.29 63343.51 1.9

2008-09 157558.93 70839.88 2.22

By observing the above trends we can say that the firm is sufficiently liquid in meeting its current obligations. The ratio in the year 2004-05

is 2.73 which is the highest of the five years. If we consider on an average then it is 2.36 which is higher than the ideal ratio of 2:1. Therefore, the

firm is having sufficient liquidity.


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CURRENT RATIO

0

0.5

1

1.5

2

2.5

3

2004-05 2005-06 2006-07 2007-08 2008-09

YEAR

RA

TIO

Series1

6 LEARNING EXPERIENCE

Working in Vasavadatta cement unit kesoram sedam ( Unit of kesoram ) was both a pleasure and a challenge because of the prevailing

work atmosphere that believes in the maximum work with joy it has left me with valuable insights as for as the corporate world is concerned.

The very fact that the all the employees are taken special care automatically motivates its employees to constantly learn & reinvent themselves

& also boosts up their morale.

The first & the foremost learning experience was that I could understand the practical functioning of an organization.

It is always true that efforts of the employees is always directly proportional to the success of a company hence I learned the

level of dedication I need to have, to achieve success in corporate world.

Since I understood the importance of teamwork..

In Vasadatta cement I learnt the methodology of handling work pressure by various techniques the company has adopted .

I learnt the actual role of HR department, which not only supports its employees physical health but also its psychological health.


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A INTRODUCTION:

Human resource management is the most important management aspect in today’s world. It is concerned with the activity that takes place

within the organization. It is one of the popularized functions in an organization. Human resource management helps manager to train, develop &

select the people or an organization. Training is one of the important aspects and it is an act of increasing the knowledge and skill of an employee

for doing a particular job and it is a process, which is implied to improve skill & knowledge of the employee, which gives benefits to the individuals,

as well as the improvement of the organization.

The H.R manager must identify the needs of training so that training programs must be successful. Since every

organization deals with the people, training helps in developing their skills knowledge efficiency & it motivate to given their best for their

organization.

After an employee is selected, placed or introduced in an organization he/she must be provided with training facilities in

order to adjust him to the particular job. Training is an short-term process and utilizing a systematic and organized procedures by which employee

learn technical knowledge and skills for a definite purpose.

The researcher has chosen Vasavadatta cement co, Ltd Sedam, to study the training program and the effectiveness of carrier plan in the

organization.

The topic was selected because training is one of the means to achieve improvements in motivation and productivity through effective and

efficient use of learning resources, learning is imperative to keep up with the society and training therefore has become an important and fast

grooving field, major task before the enterprise is to find effective ways and means of developing the workers.

Therefore the study was undertaken in the field so that whether the training is really effective or not.

THE TRAINING PROCESS:

Organization objectives & strategies

Assessment of training needs


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Establishment of training goals

Devising training programs

Implementing of training programs

Evaluation of results

i. Organizational objectives & strategies:

The first step in the training process in an organization is the assessment of its objectives & strategies, what business are we in? What level

of quality do we wish to provide this product or service? It is only after answering and the other related questions.

ii. Assessment of training needs:

Need assessment diagnoses present problems and future challenges to be met through training and development? Organization spend huge

amount of money on training, before committing such huge resoure, organizations would do well to assess the training needs of their

employee.

iii. Establishment of training goals:

Once training needs are assessed, training and development goal must be established, the goals established and implemented must be

tangible, verifiable and measurable without clearly set goals. It is not possible to design a training programme and after it has been

implemented goals must be tangible verifiable and a measurable.

iv. Devising training programmes:

Every training programme must address certain vital issues,

a) Who participates in programmes?

b) Who are the trainees?

c) What methods and techniques are to be used for training?


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d) What should be the level of training?

e) What training principles are needed?

v. Implementation of training programmes:

Once the training programme has been designed, it needs to be implemented, implementation is best with certain problems, in the first place,

most managers are action oriented and frequently say they are too busy to engage in training efforts. Secondly, availability of trainees is a

problem.

vi. Evaluation of results:

The last stage in the training process is the evaluation of results. Since organizations spend huge amount of money on training, evaluation

helps to determine the results of the training programs.


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TRAINING AND DEVELOPMENT

Training and development activities are the main mechanism through which individual goals aspirations can be integrated with organizational goals

and requirements. Such an integration can be achieved only when training and development efforts are linked with the organizational requirements

and carried out in a systematic manner throughout the organization.

Meaning and scope

Training is the systematic modification of behaviour through learning, which occurs as a result of education, instruction, development and

planned experience.

Definitions

Edwin Flippo “Training is an act of increasing the knowledge and skills of the emplpyee for doing a particular job.

Development includes process by which employees acquire not only skills and competence in their present jobs but also capabilities for future

positions.

IMPORATANCE OF TRAINING

Training is the career stone of sound management, for it makes employees more effective and productive. It is actively and intimately with

all the personnel or managerial activities.

The importance of human resource management to a large extent depends on human recource development. Training is the most important

technique of human recource deveiopmemt. As stated earlier, no organization can get a candidate who exactly matches with the job and the

organizational requirement . hence, training is important to develop the employee and make him suitable to the job.

The organization which devotes itself to training and development enhances its HR capabilities and strengthening its competition edge. At the same

time, the employees personal and career goal s are furthered, generally adding to his or her abilities and value of the employees. Ultimately, the

objectives of HR department are also furthered.

Benefits of training

1. Reduction in learning time.

2. Reduction in suspension.

3. Reduction in operational problem.

4. Better performance of the employees

5. Boost employees` morale.

6. Fulfills manpower need of the organization.

7. Helps create a better corporate image.

8. Aids in improving organization communication.

9. Increase job satisfaction and recognition.


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10. Provides information for future need in all areas of the organization.

Traning is the responsibility of four main groups

a) The top management, which frames the training policy.

b) The personal department, which plans, establishes and evaluates instructional program.

c) Supervisory, who implement and apply developmental procedure.

TRAINING METHODS

1. On the job training method:This type of training is also known as job instruction training. It is the most commonly used method. Under this method, the individual is

placed on a regular job and tauht the skills necessary to perform that job. On the job training has the advantage of giving first hand

knowledge and experience under the actual working conditions. On the job training methods include job rotation, coaching, job

instructions or training through step-by-step and committee assignments.

a) Job rotation: This type of traning involves the movement of the trainee from one job to another, the trainee receives job knowledge and

gains experience from supervisor trainee in each of different job assignments. This method gives an opportunity to the trainee to

understand the problem of employees on the jobs and respect them.

b) Coaching: The trainee is placed under a particular supervisor functions as a coach in training the individual. The supervisor provides

feedback to the trainee on his performance and offers him some suggestions for improvement.

c) Job instructions: this method is also known as training through step-by-step. Under this method, trainer explains the trainee the way of

doing the jobs, job knowledge and skills and allows him to do the job.

2. Off the job method:Under this method, a trainee is separated from the job situated and his attention is focused upon learning the material related to his

future job performance. There is an opportunity for freedom of expression for the trainee. They are:

a) Vestibule training: In this method actual work conditions are simulated ina class room material files and equipment those are used in

actual job performance are also used for training personnel for clerical and semi-skilled jobs.


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b) Role playing: It is defined as a method of a human interaction that involes realistic behavior in imagenary situation. This method of

training involes action, doing and practice.

Need for training

An increased use of technology in production.

old employees need refresher training to keep themselves fit with the change of increased use of technology in the organization.

Helps the employees in reduce waste and spoilage of raw materials and produce good quality

product and improve their potential.

Distinction between training and Development

Training is Short-term process criticizing systematic and organized procedure by which non- managerial personal lears technical knowledge

and skills for a definite purpose.

Development is a long term educational process utilizing a systematic and organized procedure by which managerial personnel learn

conceptual and theoretical knowledge for general purpose.

1. STATEMENT OF THE PROBLEM

In a recent years the scope of HRD has broadened from simply providing training programs to facilitating learning through out the

organization in a wide variety of ways. There is a increasing recognition that employees can learn and should learn continuously and that

they can learn from experience and from each other as well as from formally structured training programs nevertheless, formal training is still

essential most organizations.

Kesoram industries desired to study the effectiveness of these programs being conducted in their organization .

Therefore the study on effectiveness of training and development was undertaken by me.

2. OBJECTIVES OF THE STUDY

1. To know the training methods in a Vasavadatta cement company, Ltd

Sedam.


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2.To study the effectiveness of training in the Vasavadatta cement co, Ltd,

Sedam.

3. To know the satisfaction level of trainee’s with regards to training

Programme conducted in the company.

4. To study the problems faced by the trainee’s during the training period.

5. To find out the factors to make the training program’s more effective in

future.

3. SCOPE OF THE STUDY

Training plays a pivotal role in any organization. It must be tailored to fit organizations strategy and structure. This study aims to help kesoram

industries review and assess the traning programs conducted in the organization and suggest rememdial measures to improve the effectiveness.

4. RESEARCH METHODOLOGY

TOOLS OF DATA COLLECTION:

The data required for the study was both primary, secondary the situation demanded total collection of fresh data so as to arrive at a genuine

conclusion & there by suggest a practical solution.

The data was collected through two types of resources.

PRIMARY DATA:

The primary data has been collected through well structural question naire by approaching directly to the respondents. The survey has been

conducted through the different age group & qualification. The questionnaire included both open ended & close ended.


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SECONDARY DATA:

The secondary data consist of books, journals, company profiles, & websites of the company.

SAMPLING:

A method of convenient sampling has been adopted to circulate the questionnaire among the workers. The study has taken a sample size of

100 respondents & respondents have been selected carefully.

TECHNIQUES:

This study has made use of relevant statistical tools like, Likerts methods, column graph & tables where even necessary.

5. LIMITATIONS OF THE STUDY

The main limitation of the study was the limited time for the study.

the study was not extensive due to the time constraints.

During the discussion some were reluctant to disclose the information

and some have given correct information and some has given biased

information.

The time and cost are the major constraining for the conduction 100

percent survey and also for the comparative study with of another

industry.

Table-1 : Level of Training Programs conducted

sl. No Particulars No. of respondents Percentage

1 Department level 45 90

2 corporate level 3 6

3 unit level 2 4

total 50 100


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Analysis: From the above table it reveals that 90% of the respondents were trained at the department level, 6% at the corporate level and only 4%

of the respondents were trained at the unit level.

Interpretation: In this organization most of the time training conducted is department level.

Table-2 : How are the training needs identified?

sl. No Particulars No. of

respondents

Percentage

1 oral feedback 30 60

2 Based on the 8 16


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performance

3 Discussion between the

trainer and the trainee

12 24

total 50 100

Analysis: From the above table it reveals that the training needs of the 60% respondents were identified through oral feedback, 24% respondents

needs were identified through discussion between the trainee and only 8% respondents training needs were identified through performance

appraisal.

Interpretation: Oral feedback is the preferred method for identification of tranining needs.

.

Table-3 : No of training programes have you attended?


respondents

Percentage

1 one 4 8

2 two 10 20


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3 more 36 72

total 50 100

Analysis: The above table it reveals that 72% of th respondents have attended more numbers of the training programs, 20% of the respondents

have attendant two training programs and about 8% have attended only one training program.

Interpretation: Most of the employees have attented more than two training program.

Table-4: opinion about the contents of the training program


respondents

Percentage

1 Excellent 11 22

2 very good 22 44

3 good 17 34

total 50 100


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Analysis: From the above table, it reveals that 44% of the respondents felt very good about the content of the training program, 34% of the

respondents felt good about the content of the training program and 22% of the respondents felt extremely good about the content of the training

program.

Interpretation: Most of the employees were satisfied with the content of the training programs.

Table-5 : Duration of the training program attended by the responded


respondents

Percentage

1 1 day 22 44

2 2 day 20 40

3 1 week 8 16

total 50 100


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Analysis: From the above table, it reveals that 44% of the respondents have attended 1 day of the training program and 40% of the respondents

have attended 2 days the training program and 16% of the respondent have attended upto 1 week duration of the training program.

Interpretation: Maximum employee has been attended one and two day training. program.

Table-6 : Who participate in the training program


respondents

Percentage

1 newly joined

employee

8 16

2 present employee 14 28

3 Both 28 56

total 50 100


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Analysis: From the above table 56% of the respondents opinioned that both newly joined and present employee undergo training program. 28% of

the respondents opined that present employees of the organization undergo training and 16% of the respondents opined that newly joined

employees undergo training programs.

Interpretation: Both new comer as well as present employee are encouraged to participate in the training program.

Table-7: By whom training was provided to the respondents.


respondents

Percentage

1 internal executive 26 52

2 outside consultant 4 8

3 Both 20 40

Total 50 100


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Analysis: From the above table it reveals that 52% of the respondent were trained by internal executive, 40% of the respondents were trained by an

outside consultant and 8% of the respondents were trained by both internal excecutive and from outside consultant.

Interpretation: Most of the training programs are conducted by the internal excutive.

Table-8: Among the following methods, which one is adopted in the training program.


respondents

Percentage

1 Lecture 15 30

2 conference 28 56

3 group discussion 5 10

4 case study 2 4

Total 50 100


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Analysis: The above table reveals that 56% of the respondents opine that conference method was used to train them, 30% of the respondents

opined lecture method was used in the training program, 10% of the respondents opine that group discussion was used and 4% of the respondents

opined that case study method was used in the training program..

Interpretation : The preferred method for training the employee is lecture method most preferred method of development is conference.


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Table-9: Whether the training program was related to your work situation.


respondents

Percentage

1 Fully related 22 44

2 Related 28 56

3 Not related 0 0

4 Total 50 100


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Analysis: The above table reveals that 56% of respondents opine that the training program was related to work situation, 44% of the

respondents opined that training program was fully related to the work situation.

Interpretation : Training provided to the employee are related to job.

Table-10: Usefulness of training program in the long-run.


respondents

Percentage

1 Fully useful 6 12

2 Useful 42 84

3 Not useful 2 4

4 Total 50 100


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Analysis: From the above table it reveals that 84% of respondents opine that training program are found useful in the long run, 12% of the

respondents feel that training programs are fully useful in the long run and 4% of the respondents in the long run.

Interpretation : employees felt that Training program are very useful to them in a long run.

Table-11: Whether the training program designed to meet all the training objectives

SL.NO PARTICULARS NO. OF RESPONDENTS PERCENTAGE

1 Yes 36 72

2 No 14 28

Total 50 100


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Analysis: From the above table reveals that 72% of respondents opine that the training program was designed to meet all the training objectives,

28% of the respondent feel that the design of the training program did not meet all the training objectives..

Interpretation : Training program designed in such a way that it will meet to individual and organizational training objectives.

Sl.no Particulars no. of respondents Percentage

1 To impart knowledge & skills 32 64

2 To transfer 6 12

3 To promote 5 10

4 To perform the job better 2 4

5 To develop leadership skill 5 10

Total 50 100

Table-12: What purpose of the training program was provided to the Respondents


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Analysis: From the above table it is observes that 64% of the respondents opine that training program provided knowledge and skill to them, 12%

of respondents received training for the purpose of transfer of job, 10% of the respondents opined that they received training for the pupose of

promotion and to gain leadership skills and 4% of respondents opined that they received training in order to perform the job better.

Interpretation : By conducting training program employee can develop the knowledge and skills.

Table13- Did you receive superior’s support during the training program

Sl.no Particulars no. of Percentage


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respondents

1 yes 35 75

2 No 15 25

Total 50 100

Analysis : From the above table, it is reveals that 75% of the respondents were receiving superior support during the training program, 25 % were

not receiving such facility.

Interpretation: Most of them were receiving superior support during the training program.

Table-14: whether the respondents find any opportunity to develop new skills in the training program

Sl.no Particulars no. of

respondents

Percentage

1 yes 44 88

2 No 6 12

Total 50 100


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Analysis: From the above table, it is observed that 88% of the respondent feel that they have opportunity to develop new skills in the training

program and 12% of repondents opined that they do not fine opportunity to develop new skills in training program of the organisation.

Interpretation : Most of employees found the opportunity to develop new skills in the training program.

Table-15: Whether they find any opportunity for career development in training program


respondents

Percentage

1 yes 46 92

2 No 4 8

Total 50 100


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Analysis: From the above table it is observed that 92% of the respondents, find career development opportunity in the training program and 8%

of respondents find no career development opportunity in training program of the organization.

Interpretation : Most of the employees responded positively towards the opportunity for career development in the training program.

Table-16 : whether the training program is continuously monitored and evaluated

s.no Particulars No. of Percentage


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respondents

1 Yes 39 78

2 no 11 22

Total 50 100

Analysis: From the above table, it is observed that 78% of the respondents opined that the training program is continuosly monitored and evaluated

and 22% of the respondents opined that there was no continuos evaluation.

Interpretation : Most of them were of the opinion that training program was continuously monitored and evaluated.

Table-17:Whether Pre & posted questionnaire is taken during the training program


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respondent

s

Percentage

1 yes 38 76

2 No 12 24

Total 50 100

Analysis: From the above table, it shows that 76% of respondents said yes and 24% of respondents says no.


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Interpretation : Both pre-post questionnaire were taken during training program.

Table-18: Whether the reaction evaluation was taken the training program


respondents

Percentage

1 yes 42 84

2 No 8 16

Total 50 100

Analysis: From the above table it is observed that 84% of the respondents opine that there was a reaction evalution after the training program ,

16% of respondents opined that there was no reaction evaluation at the end of the training program.

Interpretation : Most employee were of the opinion that there was a reaction evaluation after the training program.


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Table-19 Level of satisfaction of the respondents in their Overall training program


respondents

Percentage

1 Extremely satisfied 8 16

2 Satisfied 42 84

Not satisfied 0 0

Total 50 100

Analysis: From the above table it is observed that 84% of the respondents feel satisfied about the overall training program and 16% of the

respondents feel extremely satisfied about training program.

Interpretation : Most of the employee are satisfied with the training program.

FINDINGS, CONCLUSION AND SUGGESTIONS

1. Training focus more on knowledge and skills and improving job performance of the employee.

2. At least 72% employees have attended training programs of duration from 1days- 2days in past year


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3. It is found that all most all employees have undergone training in the organization.

4. It is found that training needs are assessed based on oral feedback.

5. It is found that employees in the organization feel that training is required for further improvement

6. It is found that employees are satisfied with the infrastructure facilities provided during training programme.

7. It is found that employees agree that training procedures and methods helps to improve the employee efficiency to meet changing goals of

the organization.

8. It is found that employees are satisfied with the training methods and period adopted in the organization.

9. It is found that employees are satisfied with the trainer and the training programmes organized in the company.

10. It is found that employees are satisfied with the HR managers support during training programmes.

11. It is found that each employee is allowed to give feedback about the training programmes conducted in the organization.

.Suggestions

o It is suggested from the study that the management support system must be provide a better to the employees in the organization.

o Most of the training programs are conducted by the internal excutive.they must provide the facility to employee from the outside

consultant.

o Maximum employee has been attended one and two day training. program. They must endevour to give for weak or for months to enhance

the talent as awell as develop their work quality.

o It is suggested that the organization should provide an effective training procedures and methods

o It is suggested from the study that the organization should take steps to improve the training procedures and methods adopted during

training process.

o It is suggested that the organization should think about the trainee’s satisfaction level that is necessary for improving the work quality of the

employees.


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CONCLUSION

o The report analysis focused on the requirement of the training program, evaluation of training after analyzing the entire program, and it was

found that training is important with some valuable suggestions of the management for improvement.

o By concluding that, continuous improvement in training is possible only when the organization provides an effective training to all

employees and at all level in the organization.

o The efficiency of any development directly depends on how well its members are trained the key to understand your employee and your

company’s training needs

QUESTIONNAIRE

Name of the student : MD ARIFUDDIN


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College : Guru nanak dev Engineering college, dept of MBA

Organisation Name : Vasavadatta cement company Ltd, Sedam

Topic : “ Effectiveness of training and development”

A study at Vasavadatta cement company Ltd, sedam

Personal data of the employee:

Name : _____________________________

Age : Between 20-30 Between 30-40

Between 40-50 50 & Above

Education qualification :

SSlc puc Degree

Post graduate Other

Department: ______________________________________

No of the year of experience :

1-5 year 5-10years

10-15years 15-20 years

20-25 years 25& above

QUESTIONNAIRE (About Training)

1. Have you attended any training program?

Yes No

2. How are the training needs identified?

Oral feedback Discussion between you & your employee

On basis of


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performance appraisal The assessment of your training needs

Any other specify

3. How many training programmes have you attended?

One Two

More Not attended

4. What is your opinion about the content of the training program?

Excellent Very good

Good poor

5. What was the duration of the training program?

1 day 3 days

1 week

6. Who participate in the training program?

Newly joined employee present employee

Both

7. By whom training was provided to you?

Internal executive outside consultant

Both


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8. Among the following methods, which one is adopted in the training program?

Lecture Conference

Group discussion case study

Any other, specify

9. The training program is related to your work situation?

Fully related related

Not related

10. Usefulness of training program in the long-run?

Fully useful usefull

Not useful

11. Was the training program designed to meet all the training objectives?

Yes No

12. The training program was provided to you because of the fallowing:

To impart knowledge and skills To transfer

To promote To perform the job better

To develop leadership skill

13. Did you receive superior’s support during the training program?

Yes No


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14. Is there any opportunity to develop new skills in the training program?

Yes No

15. Do you have any opportunity for career development?

Yes No

16. Pre & post questionnaire is taken during the training program?

Yes No

17. Are you satisfied with the training program?

Fully satisfied satisfied

Not satisfied

18. Overall, Please rate the training programme attended by you in vasavadatta cement company Ltd, sedam?

Excellent Good Average

19. After completing the training programme have you been allowed to give feedback to the organization?

Yes No

20. Do you suggest any improvement in overall training program?

Yes No

If Yes, then what changes you suggest, please specify


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(Signature)


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BIBLIOGRAPHY

1. Effective training systems, strategies and practices (2nd Edition)

P.Nick Blanchard

James W. Thacker

Human resource management . ByAshwatappa

2 . Profile of vasavadatta cement limited, sedam.

3 . Company journals

4 . Internet – www.vasavadattacement.com – cement industry website

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