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SUMMER REPORT

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OBJECTIVE OF THE STUDY

The principle objectives are as follows: -

To understand the training and development activities of the company.

To find out the impact on the performance of the individual after training.

Report the feedback of the employees of the training activity carried on.

To know the training methods used in the organization.

To know the reasons for employees training and development.

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RESEARCH METHODOLOGY

To conduct any research a scientific method must be followed. The universe of study is very

large in which it is difficult to correct information from all the employees. So, the sampling

method has been followed for the study. The analysis is based on primary as well as secondary

data.

Research Area : Mother Dairy, New Delhi

Sample size : 50

Data collection

Primary data : The data was collected using an appropriate questionnaire

and observing employees at Mother Dairy.

Secondary data : Internet, books

Method of analysis : Pie chart

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SCOPE OF STUDY

The strength of any organization is its people. If people are attended to properly by

recognizing their talents, developing their capabilities and utilizing them appropriately,

organizations are likely to be dynamic and grow fast. Ultimately the variety of task in any

organization has to be accomplished by the people. Some of them have capabilities to do

certain tasks better than other tasks, and some of them may not have capabilities to do the task

assigned to them. In any case one of the important process goals of any dynamic organization

is to assure that its people are capable of doing the variety of tasks associated their

role/position.

Development of their capabilities keeps them psychologically vital. This development needs to

be monitored in terms of matching it with the organizational requirements. Therefore, any

organization; interested in developing the capabilities its employee should understand the

nature of capabilities required to perform different functions as well as dynamics underlying

the development of these capabilities in an and organizational context. Thus proper and timely

training programs should be conducted in an organization.

In this report I have presented by study on T&D at Gopal Dairy. The study limit to

understanding the existing system and through a survey of employees to know their feedback

of the T&D system & procedure. The study for time and other resources is limited in its scope

but is a sound preliminary work for a researcher in this field.

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LIMITATION OF THE STUDY

Besides the success of my research work, there are certain limitations which I faced during of

my work. These are: -

The employees were not interested in filling questionnaire because of their busy

schedule.

Moreover the whole procedure of data collection was too much time consuming as

direct and accurate information was nowhere found in totality. Further it required a

detailed consultation of various books, websites that really needed a lot of time.

Data collected during a research, can become outdated fairly quickly.

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PARTICULAR PAGE NO.GENERAL INFORMATION 6-16

PLANT(PRODUCTION) DEPARTMENT 17-28

MARKETING DEPARTMENT 29-37

FINANCE DEPARTMENT 38-45PERSONNEL DEPARTMENT 46-56

FUTURE PLAN 57-58

CONCLUTION 59-60

SUGGESION 61-62

ACHIVEMENT 63-64

SWOT ANALYSIS 65-66

BIBLIOGRAPHY 67-68

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Sr. No. Particular Page No1 GENERAL INFORMATION 82 INTRODUCTION 103 Location 11

4 ADDRESS 125 HISTORY AND DEVELOPMENT 136 SIZE OF UNIT 147 ORGANISATION CHART 158 MANAGING GROUP 16

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Chapter 2: industry profile

INDUSTRY PROFILE

FMCG is an acronym for Fast Moving Consumer Goods, which refer to things that we buy from local

supermarkets on daily basis, the things that have high turnover and are relatively cheaper.

STATUS OF FMCG SECTOR

The Indian FMCG sector is an important contributor to the country's GDP. The FMCG sector

is the fourth largest sector of Indian economy.

The FMCG market is estimated to treble from its current figure in the coming decade.

Penetration level as well as per capita consumption in most product categories like jams,

toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential.

With growing Indian population, particularly the middle class and the rural segments, presents

an opportunity to makers of branded products to convert consumers to branded products. The

Indian rural market with its vast size and demand base offers a huge opportunity for

investment. Rural India has a large consuming class with 41 per cent of India's middle-class

and 58 per cent of the total disposable income.

This report on the Indian FMCG sectors covers all the important aspects of the Indian FMCG

sector with valuable information and data to help the busy managers and investors to arrive at

an informed decision.

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The Indian FMCG sector is the fourth largest sector in the economy with a total market size in

excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a well

established distribution network, intense competition between the organized and unorganized

segments and low operational cost. Availability of key raw materials, cheaper labour costs and

presence across the entire value chain gives India a competitive advantage.

The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015.

Penetration level as well as per capita consumption in most product categories like jams,

toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential.

Burgeoning Indian population, particularly the middle class and the rural segments, presents

an opportunity to makers of branded products to convert consumers to branded products.

Growth is also likely to come from consumer 'upgrading' in the matured product categories.

With 200 million people expected to shift to processed and packaged food by 2010, India

needs around US$ 28 billion of investment in the food-processing industry.

INDIA A LARGE DOMESTIC MARKET

India is one of the largest emerging markets, with a population of over one billion. India is one

of the largest economies in the world in terms of purchasing power and has a strong middle

class base of 300 million.

RURAL AND URBAN POTENTIAL

Urban Rural

Population 2001-02 (mn household) 53 135

Population 2009-10 (mn household) 69 153

% Distribution (2001-02) 28 72

Market (Towns/Villages) 3,768 627,000

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Universe of Outlets (mn) 1 3.3

Around 70 per cent of the total households in India (188 million) reside in the rural areas. The

total number of rural households is expected to rise from 135 million in 2001-02 to 153

million in 2009-10. This presents the largest potential market in the world. The annual size of

the rural FMCG market was estimated at around US$ 10.5 billion in 2001-02. With growing

incomes at both the rural and the urban level, the market potential is expected to expand

further.

PRESENCE ACROSS VALUE CHAIN

Indian firms also have a presence across the entire value chain of the FMCG industry from

supply of raw material to final processed and packaged goods, both in the personal -care

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products and in the food processing sector. For instance, Indian firm Amul's product portfolio

includes supply of milk as well as the supply of processed dairy products like cheese and

butter. This makes the firms located in India more cost competitive.

INCOME DISTRIBUTION

Most Indian FMCG companies focus on urban markets for value and rural markets for

volumes. The total market has expanded from US$ 17.6 billion in 1992-93 to US$ 22 billion in

1998-99 at current prices. Rural demand constituted around 52.5 per cent of the total demand

in 1998-99. Hence, rural marketing has become a critical factor in boosting bottom lines. As a

result, most companies' have offered low price products in convenient packaging. These

contribute the majority of the sales volume. In comparison, the urban elite consume a

proportionately higher value of FMCGs, but not volume.

Demand for FMCG products is set to boom by almost 60 per cent by 2007 and more than 100

per cent by 2015. This will be driven by the rise in share of middle class (defined as the

climbers and consuming class) from 67 per cent in 2003 to 88 per cent in 2015.

The boom in various consumer categories, further, indicates a latent demand for various

product segments. For example, the upper end of very rich and a part of the consuming class

indicate a small but rapidly growing segment for branded products.

The middle segment, on the other hand, indicates a large market for the mass end products.

The BRICs report indicates that India's per capita disposable income, currently at US$ 556 per

annum, will raise to US$ 1150 by 2015 - another FMCG demand driver. Spurt in the industrial

and services sector growth is also likely to boost the urban consumption demand.

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EXPORTS

India is one of the world's largest producers for a number of FMCG products but its exports

are a very small proportion of the overall production. A total export of food processing

industry was US$ 2.9 billion in 2001-02 and marine products accounted for 40 per cent of the

total exports. Though the Indian companies are going global, they are focusing more on the

overseas markets like Bangladesh, Pakistan, Nepal, Middle East and the CIS countries because

of the similar lifestyle and consumption habits between these countries and India. HLL, Godrej

Consumer, Marico, Dabur and Vicco laboratories are amongst the top exporting companies.

SECTORIAL OPPORTUNITIES

According to the Ministry of Food Processing, with 200 million people expected to shift to

processed and packaged food by 2010, India needs around US$ 28 billion of investment to

raise food processing levels by 8-10 per cent. In the personal care segment, the lower

penetration rate also presents an untapped potential. Key sectoral opportunities are mentioned

below:

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Staple: branded and unbranded: While the expenditure on mass-based, high volume, low

margin basic foods such as wheat, wheat flour and homogenized milk is expected to increase

substantially with the rise in population, there is also a market for branded staples is also

expected to emerge. Investment in branded staples is likely to rise with the popularity of

branded rice and flour among urban population.

Dairy based products: India is the largest milk producer in the world, yet only 15 per cent

of the milk is processed. The US$ 2.4 billion organized dairy industry requires huge

investment for conversion and growth. Investment opportunities exist in value-added products

like desserts, puddings etc. The organized liquid milk business is in its infancy and also has

large long-term growth potential.

Packaged food: Only about 8-10 per cent of output is processed and consumed in packaged

form, thus highlighting the huge potential for expansion of this industry. Currently, the semi

processed and ready to eat packaged food segment has a size of over US$ 70 billion and is

growing at 15 per cent per annum. Growth of dual income households, where both spouses are

earning, has given rise to demand for instant foods, especially in urban areas. Increased health

consciousness and abundant production of quality Soya bean also indicates a growing demand

for soya food segment.

Personal care and hygiene: The oral care industry, especially toothpastes, remains under

penetrated in India with penetration rates below 45 per cent. With rise in per capita incomes

and awareness of oral hygiene, the growth potential is huge.

Lower price and smaller packs are also likely to drive potential up trading. In the personal care

segment, according to forecasts made by the Centre for Industrial and Economic Research

(CIER), detergent demand is likely to rise to 4,180, 000 metric tonnes by 2011-12 with an

annual growth rate of 7 per cent between 2006 and 2012. The demand for toilet soap is

expected to grow at an annual rate of 4 per cent between 2006-12 to 870,000 metric tonnes by

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2011-12. Rapid urbanization is expected to propel the demand for cosmetics to 100,000 metric

tonnes by 2011-12, with an annual growth rate of 10 per cent.

Beverages: The US$ 2 billion Indian tea market has been growing at 1.5 to 2 per cent

annually and is likely to see a further rise as Indian consumers convert from loose tea to

branded tea products. In the aerated drinks segment, the per capita consumption of soft drinks

in India is 6 bottles compared to Pakistan's 17 bottles, Sri Lanka's 21, Thailand's 73, the

Philippines 173 and Mexico's 605. The demand for soft drink in India is expected to grow at

an annual rate of 10 per cent per annum between 2006-12 with demand at 805 million cases by

2011-12. Per capita coffee consumption in India is being promoted by the coffee chains and by

the emergence of instant cold coffee. According to CIER, demand for coffee is expected to rise

to 535,000 metric tonnes by 2012, with an annual growth rate of 5 per cent between 2006-12.

Edible oil: The demand for edible oil in India, according to CIER, is expected to rise to 21

million tonnes by 2011-12 with an annual growth rate of 7 per cent per annum.

Confectionary: The explosion of the young age population in India will trigger a spurt in

confectionary products. In the long run the industry is slated to grow at 8 to 10 per cent

annually to 870,000 metric tonnes by 2011-12.

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Chapter 3 : Company Profile

Introduction

The Gopal Dairy is a blessing to Rajkot as well as to farmers & villagers. People are benefited

due to Gopal Dairy because maximum amount is given t them.

This dairy was established in 1961. Govt. constructed the milk conversation plant at

Rajkot, with the help of UNICEF. That time it was a member of UNICEF. After that time

till 1971 72, Govt. & co-operative society jointly hold it and then after 1972 it was in the

hands of co-operative society. Its mgt. is handled by Board of Directors.

It is a unit who makes no profit or no loss. The milk is sold to private traders. The milk

is such a commodity which is used in daily food.

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General information

Name of unit Gopal Dairy

Year of establishment 1961

Registered office Gopal

Dairy,Dudh sagar

marg,RAJKOT

360003.

Phone No. (0281)

2703473

Form of organization Co-

operative Society,

Designed By Unicef

Brand Amul &

Gopal

Major market RAJKOT.

Size of unit Large scale unit

Logo

Accounting year April to march

Main Product Milk

By Product Ghee, Buttermilk,

Panda.

Total workers permanents 275

Contract 300

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Total investment More than 5,crore

Auditors P.H.Chotalia(Milk Audit office)

E-mail Rajkotdairy@satyam.net.in

Fax (0281) 2703651

Bankers

1. S.B.I 2. S.B.S 3. B.O.B 4. I.C.I.C.I BANK

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LOCATION

The choice of location is one of the most important features of org.

The Gopal Dairy plant is situated at Dudh sagar Marg, Rajkot-360003. Because, it is an

industrial zone and so, it gets wide place for establish a dairy and it also can get raw material,

labour supply, transportation and power supply easily at that place. Power supply available in

this dairy by G.E.B.

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ADDERESS

Plant Address : Rajkot Dairy,

Dudh Sagar Marg,

Bhavnagar Road,

Rajkot 360003

Registered Office : Rajkot Dairy,

Dudh Sagar Marg,

Bhavnagar Road,

Rajkot 360003

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History & Development

The Gopal Dairy is a blessing to the Rajkot District as well as to farmers and

villagers. People are benefited due to Gopal Dairy because maximum amount is given to them.

1956: In this year, Govt. constructed the milk conservation plant at Rajkot with the

help of UNICEF (United Nations, Internationals Children Energy Fund ) initial investment

of this unit was Rs. 1 core inclusive of cost of land, plant, building and other ancillaries. The

plant was managed by the Govt. at that time.

1961: In this year, Rajkot District Gopal co-operative milk producers union Ltd. was

registered under co-operative societies act. The plant was managed by co-operative societies

and overseeing by Govt.

1972: After 1972 it was holded in the hands of co-operative society. Its mgt. is handled

by board of directors.

1983: In 1983, GDDC started the mgt, of the dairy plant under joint mgt. committee

concept for 5 years on leave and license agreement basis which expired on 1 st November,

1988.

1988: GDDC handed over the mgt. to Rajkot District co-operative Milk producers

Union Ltd.

1999: It started packing of Amul Milk.

When GDDC handed over the mgt. of plant, union started to handle the mgt. In the

beginning of Dairy, its procurement was 18000 Ltr/day. At that time (beginning of the Dairy)

only a few people managed and looked after the dairy.

After some year, Rajkot Dairy becomes the member of Gujarat co-operative MilkMarketing Federation.

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Size of the Unit

The GOPAL DAIRY is a large-scale industry. Today dairy has latest &modern technology and good trained workers. Now GOPAL DAIRY is collaboration withAmul dairywhich is popular all over the world & first at international level. In India it is oneof the best dairy.

Aagi dam

21

Dudh sagar marg

Gopal Dairy

GA

R GD AE T

N E

Main

Gate

Marketing

Department

Panda

Department

Parking &

Canting

Personnel

Department

(Finance, cash etc..)

OFFICE

Plant department

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Form of organization

Managing Director

Board of Director

Chairman

Production Personnel MarketingFinance

Department Department Department

Department

Production Personnel Marketing Finance

Officer officer officer officer

Workers workers workers workers

Managing group

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Rajkot Dairy (Gopal Dairy) has achieved a great position in saurashtra. This

dairy has a successful. The dairy has achieved success because its good

managing group. Managing group is as under.

Chairman : Shri Govindbhai S. Ranparia

BOARD OF DIRECTOR :-

: Shri Devendrakumar R. Desai

: Shri Bhikhabhai B. Bambhaniya

: Shri Laljibhai P. Vekaria: Shri Kurjibhai L. Kathiria

: Shri Premjibhai N. Vaghesia

: Shri Dhirajbhai K. Bhuva

: Shri Ranchhodbhai A. Bhimani

: Shri Nathabhai H. Sakhia

: Shri Abdulrahim A. Baadi

: Shri Saaji M. Kadivar

: Shri Raghuvirbhai R. Patodi

Member of RDC Bank: Shri Ravjibhai P. Bhesaniya

Member of GCMMF : Shri J.M. Soni

Jilla Registrar : Shri J.M. Kataria

Member of NDDB : Shri (Dr.) H.A. Nadiyadvala

Managing Director : A.C. Sinha

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ORGANISATION STRUCTURE

Plant Manager

Deputy Manager

Assistant Manager

Shift Manager

Technical Officer

Supervisor

Plant Operator

Dairy Accountant

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RAW MATERIAL

In production dept., they (Workers & Machineries) process on milk. They

also use milk polythene, pins with these raw materials.

For making Penda, they use milk, sugar, elaichi, choco-powder, kesar and

pista.

For making sterilized flavoured milk, they use milk, sugar, coliur and essence

of pista, kesar, rose and elarichi.

Generally, milk is used in every item of Gopal Dairy. So, we can say that,

milk is the main raw material of Gopal Dairys items.

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MACHINERIES

Dairys 80 % work is done on automatic machinery. The dairy uses various

machineries. After 15 or 20 years they change the machineries. They are as

under.

Chiller

Pasteurizer

Homogenizer

Pouch filler

Butter churn

Ghee Ketlle (For making ghee)

Auto clave (For sterilizing milk bottle)

Can Washer

Crate Washer

Separator

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PRODUCTS OF GOPAL DAIRY

Gopal Dairys main product is milk but using milk, dairy makes many items.They are as under.

Tonned Milk

Standard Milk

Full Cream Milk

Butter

Ghee

Butter Milk

Panda

Flavoured Milk (With different flavours)

Gopal Dairy also makes and sales products of Amul Dairy. They are as under.

Amul Shakti Milk

Amul Taza Milk

Amul Gold Milk

Ghee

Flavoured Milk

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FLOW CHART OF MANUFACTURING PROCES

Raw milk receiving on the Dock (RMRD)

Judging of Milk

Weighting

Chiller

Storage tank

Processing

Packing and storage in cold room

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MANUFACTURING PROCESS

This is the most important task of the unit. Dairy has set up its various plants.

Its most of the work is done by machineries. The manufacturing process of Gopal

Dairy is nothing but converting of raw milk into pasteurized milk and thenpacking it into different types of bags. The manufacturing process is as under.

Raw Milk Receiving :

In this dairy, milk is procured from the various societies, established in neared

village of Rajkot district. Raw milk is brought by truck. The cans of milk are

emptied in the milk tank. After, dumping milk in milk tank is graded and

weighted. The samples from cans are sent to the laboratory.

Laboratory Testing :

The samples of milk, which is taken from each can, are tested for checking

the quantity of fat, SNF and Water. The samples are passed through milk tester

machine. The minimum fat should be 5 to 6 % in cows milk and 6.1 % in

buffalows milk.

Milk:

After finishing above process milk is sent t chiller. This chiller makes cold

milk then it is collected into storage tank. Then it is filtered and filtered milk is

sent to pasteurize. In pasteurizer, milk is hold slowly upto high temperature for

destroying bacteria and it is cooled at 4 c on this machine pasteurized milk is

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packed in the polythene pouch as per the necessity. About 500 ml of milk is

packed per pouch.

Butter :

In this plant, fat cream is extracted from the milk and stored in the cream

separator. This cream is brought to the rolling machine, where it is churned

properly. This cream extracted and thus collected butter.

Ghee :

In this plant, butter is heated at 110 c. so that, butter transferred into ghee.

After making ghee, it is packed in polythene pouch. About 500 ml. ghee is

packed per pouch.

Sterilized Flavoured Milk:

The demand of sterilized flavoured milk is increased day by day. Flavoured

milk contains no fat and only SNF. It is prepared by using sugar, milk and

essence. In this plant, milk is heated at 120 c for 20 minutes and cooled at 8 c to

10 c with the use of cream. They also pack w0rld famous brand milk Amul in

this unit. The same procedure is done in this dept for Amul milk. They are selling

Amul milk of three types. They are as under.

Amul Taza

Amul Shakti

Amul Gold

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Pouch Packing :

In this plant, pouch packing is done very quickly. There are tour machines to

pack milk pouch. These machines are automatically operated. There are 5000

pouches packed in an hour.

Plant Layout

Plant layout is the over all arrangements of production process.

A good layout is one which allows materialsrapidly and directly for processing this reduces transport handing clear cut andother costs down per unit. Space, requirements are minimized and reduces idlemachine and idle man time.

Lay out

OFFICE

RESEARCH

DEPARTMENT

QUALITY

CONTROL

DEPARTMENT

GHEEDEPARTMENT

STORAGE

DEPARTMENT

PA

C

K

I

N

G

BUTTER

MILK

MILK RECEIVED FROM

VILLAGE

WORMED UP TO 69.2*

STORAGE OF

MILKFORZEN UP

TO 4* Supply

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ORGANISATION STRUCTURE

Marketing Manager

Deputy Manager

Asst. Manager

Marketing Officer

Marketing Organiser

Marketing Asst.

Junior Sales Asst.

Clerk.

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PRICING POLICY

Price is an exchange value of product. Price of any item is largly depended on

companys expenditure.

The prices of various products are as under.

No. Name of product Quality Price (RS.)

1 Amul Tazza 500 ML 8.50

2 Amul Shakti 500 ML 9.50

3 Amul Gold 500 ML 10.50

4 Butter Milk (Gopal)

500 ML 4.50

5 Flavour Milk 200 ML 10.00

6 Ghee (Gopal) 500 ML 80.00

7 Ghee Tin 15 KG. 2400

8 Panda 1 KG. 120

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DISTRIBUTION CHANNEL

The distribution channel plays an important role to distribute goods. Once a

product is ready for the sales, next procedure is of putting the product in the market

through different distribution channel. So that, product can be easily available to the

people at their doorstep. Distribution channel is as under.

Dairy

Agent

Distributor

Customer

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ADVERTISEMENT

Advertisement is a way of communication between the buyer and seller.

Being a co-operative firm, its main aim is social service. So, Rajkot dairy doesnt

believe in advertisement expense. Even if, to inform the public about products, they

(marketing staff) use the following method of publicity.

Through wall painting

Advertising in newspaper

Pamphlets.

Hording Boards

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SALES PROMOTION

The sales promotion is the most important matter which is the most with

business activity. Marketing promotion communicate marketing in formation to

consumer and resellers.

For the sales promotion dairy has some main aspects such as:

Quality Orientation

Consumers visit to a plan

Visitors opinion

Todays age is the age of competition. Competition is seen in each and every

field. But Rajkot dairy doesnt need sales promotion because whatever sale is there, it

is enough for the dairy.

Commission for Retailer

Product Commission (RS.)

LTR. Milk 0.35 Paisa

1 LTR. Ghee 5

Butter milk (paunch) 0.35 Paisa

Flavour Milk (200 ML.) 1

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COMPETITORS

Competitors are the main hindrance to rum any org. well. Todays age is the

age of competition is seen in each and every field.

Gopal dairys competitors are as under.

Gayatri

Gangotri

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Finance planning

Financial planning is a first and most important function which is to be

performed by finance manager. It includes not only procurement but also allocation

of funds.

There are mainly two types of planning.

Short term planning

Long term planning

Short term planning: Short term financial planning means

fulfillment of immediate requirements of finance. It includes payment

of salary and wages to the employees. It also includes mgt. of current

assets.

Long term planning: Long term financial planning means an eagle

eye of view on the problems and prospectus of the firm.

As far as Rajkot dairy is concerned to keep approximately Rs. 4 to 5 lakh cashin hand.

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WORKING CAPITAL

Sufficient working capital is the necessity to run the business smoothly. To

maintain sufficient working capital, cash cycle must be well managed.

Working capital is the life blood of any company. Rajkot dairy sells and

collects 4 to 5 Lakhs as working capital. As per the co-operative act, each unit can

keep minimum Rs. 2 Lakhs as working capital.

Last five year performance

Year Turn over (in ltr.)

2001-02 50.62 core2002-03 67.81 core

2003-04 66.57 core

2004-05 87.18 core

2005-06 105.08 core

2006-07 131.74 core

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Distribution of Profit

No. Particular Amount

Profit for distribution

1 Reserve fund (according to 25%) 11,14,517

2 Education fund (according to 2.5%) 1,11,451

3 Share dividend (according to 15%) 15,15,270

4 Dividend balance fund (according to 20%) 3,43,365

Share profit

5 Bonus fund (according to 80%) 10,98,771

6 Charity fund (according to 10%) 1,37,346

7 R & D fund (according to 3%) 41,203

8 Sahakar prachar fund (according to 5%) 68,673

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Future plans

As these should be done so that after achieving the planned goals the next goalshould be kept ready so that without wasting the valuable time the worker would startto achieve the new goals.

In any organization the future plans are most required. This firm has also keptsome future plans for whole organization. Their future plan is that to sell butter in

market in huge quantity which is done by them now a day.

They are also planning that to sell an ice-cream in near future. As they areengaged in the milk product their future product will be also the milk only.

They are also planning to keep the unit working for 24 hours. Dairy also like toprovide better services, Better product, reasonable price and increasing no. of agentsso the dairys product and services can reach at all the costumers.

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TRAINING AND DEVELOPMENT

INTRODUCTION

I f y ou d on ' t k no w wh er e yo u a r e go i n g , a n y r oa d w i l l

t a k e y o u t h e r e .

- Lewis Carroll in Alice's Adventure in Wonderland

(1865).

Give a man a fish, and you have given him meal. Teach man to catch fish, and

you have given him a livelihood. This ancient Chinese proverb seems to describe

the underlying rationale of all training and development programme. No industrial

organization can long ignore the training and development needs of its employees

without seriously inhibiting its performance. Even the most careful selection does not

eliminate the need for training, since people are not moulded to specifications and

rarely meet the demands of their jobs adequately.

Poverty stricken India spends $45 billion on training each year. Expenditures of such

magnitudes call for a periodic sharp look. Training in particular needs such scrutiny.

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TRAINING

It refers to the acquisition of knowledge, skills, and competencies as a result of the

teaching of vocational or practical skills and knowledge that relates to specific useful

skills. It forms the core ofapprenticeships and provides the backbone of content at

technical colleges and polytechnics. Today it is often referred to as professional

development.

Training is primarily concerned with preparing people for certain activities delineated

by technology and by the organization and settings in which they work. Education

helps students to choose their activities. Training helps participants to improve their

performance. Education deals mostly knowledge and understanding. Training deals

mostly with understanding, skill and action. Training embraces an understanding of

the complex processes by which various factors that make up a situation interact.

Training is the most important activity or plays an important role in the development

of human resources. To put the right man at the right place with the trained personnel

has now become essential in todays globalize market. No organization has a choice

on whether or not to develop employees. Therefore training has nowadays become an

important and required factor for maintaining and improving interpersonal and inter-

group collaboration.

Human resource is the life blood of any organization. Only through well-trained

personnel, can an organization achieve its goals.

Training is defined as learning that is provided in order to improve performance on

the present job.

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A person's performance is improved by showing her how to master a new or

established technology. The technology may be a piece of heavy machinery, a

computer, a procedure for creating a product, or a method of providing a service.

Training is provided for the present job. This includes training new personnel to

perform their job, introducing a new technology, or bringing an employee up to

standards.

Training is mainly concerned with the meeting of two of these inputs -- people and

technology. That is, having people learn to master a given technology.

DEVELOPMENT

This term is often viewed as a broad, ongoing multi-faceted set of activities (training

activities among them) to bring someone or an organization up to another threshold

of performance. This development often includes a wide variety of methods, e.g.,

orienting about a role, training in a wide variety of areas, ongoing training on the job,

coaching, mentoring and forms of self-development. Some view development as a

life-long goal and experience.

Training & Development is the field concerned with workplace learning to improve

performance. Such training can be generally categorized as on-the-job or off-the-

job.On-the-job describes training that is given in a normal working situation, using

the actual tools, equipment, documents or materials that they will use when fully

trained. On-the-job training is usually most effective for vocational work.

Off-the-job training takes place away from normal work situation which means that

the employee is not regarded as productive worker when training is taking place. An

advantage of off-the-job training is that it allows people to get away from work and

totally concentrate on the training being given. This type of training is most effective

for training concepts and ideas.

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At a glance, we find that training gives the following results:

1) Growth, expansion and modernization cannot take place without trained

manpower.

2) It increases productivity and profitability, reduces cost and finally enhances

skill and knowledge of the employee.

3) Prevents obsolescence.

4) Helps in developing a problem solving attitude.

5) Gives people awareness of rules and procedures.

6) Builds better communications skills.

7) Develops hidden talent.

8) Ensures consistent quality.

9) Provides greater focus.

10) Produces more effective/productive efforts.

11) Clarifies the concept of marketing as a business process.

TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT

Training and development can be initiated for a variety of reasons for an employee or

group of employees, e.g.

When a performance appraisal indicates performance improvement is needed.

To "benchmark" the status of improvement so far in a performance

improvement effort.

As part of an overall professional development program.

As part of succession planning to help an employee be eligible for a planned

change in role in the organization.

To "pilot", or test, the operation of a new performance management system.

To train about a specific topic.

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GENERAL BENEFITS FROM EMPLOYEE TRAINING AND

DEVELOPMENT

There are numerous reasons for supervisors to conduct training among employees.

These reasons include:

Increased job satisfaction and morale among employees

Increased employee motivation

Increased efficiencies in processes, resulting in financial gain

Increased capacity to adopt new technologies and methods

Increased innovation in strategies and products

Reduced employee turnover

Enhanced company image, e.g., conducting ethics training.

Risk management, e.g., training about sexual harassment, diversity training

DETERMINATION OF TRAINING NEEDS

In order to determine the training needs of an organization the HRD manager should

seek information on the following points:

a) Whether training is needed?

b) Where training is needed?

c) Which training is needed?

Whether training is needed?

Training result from problems such as:

Standards of work performance not being met;

Accidents;

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Excessive scrap;

High rate of transfer and turnover;

Too many low ratings on employee evaluation reports;

Many people using different methods to do the same job;

Excessive fatigue, fumbling, struggling with the job;

Bottlenecks and deadlines not being met;

In many organizations the determination of training needs is predominantly done

through observations. One common method for recording observations is the check-

list of training needs. It provides for indicating by a Yes or No check.

Where training is needed?

After determining the need for training the manager should determine where the

organization training emphasis can and should be placed. This involves a detailed

analysis of the following factors:

i. Structure of the organization,

ii. Objectives,

iii. Human resource and future plans, and

iv. Cultural milieu.

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Which training is needed?

The last question to be answered by the personnel manager is about the type of

training needed. This involves determining what knowledge, skills or attitudes each

individual employee should develop to be able to perform his task in an effective

way.

The three major skills which the employees of any organization need to successfully

discharge their duties are: the conceptual skill, the human relations skill and the

technical skill. Conceptual skill deals with ideas, technical skill with things and

human skill with people.

WHAT IS GOOD TRAINING

The three typical beneficiaries of a training programme are the managers and

supervisors of trainees, trainees themselves and external customers. Each beneficiary

has his own requirements and perception of what is good training. Thus, the senior

managers and supervisors want training to be low in cost, to increase employees job

performance, to improve their attitudes and morale and to be minimally disruptive to

the work in terms of promotion or compensation. Trainees want the training to be of

high quality which can be easily transferred to the job. They want the training venue

to be more pleasant than the job venue and expect training work place to benefit them

personally. Last, though not the least important are external beneficiaries who want

the training to result into high quality products and services, but do not want

training to interfere with the fulfillment of their needs for example, a bank customer

wants high quality customer service from tellers but does not want a trainee teller to

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take a few moments longer than usual with a transaction. The HRD manager must

address all the above needs of different beneficiaries throughout the training process.

METHODS OF TRAINING

No simple formula defines the form of training to be used for a given purpose. The

skills needs of operatives, the size and traditions of the company, the abilities of

trainers, the time and the money available for training and the experience of the

company about the training activities that have been carried on in the past, will affect

the type of training that will be most successful in a given situation. Nevertheless it

will be helpful to indicate briefly the principal alternatives from which the manager

may choose:-

1) On- the- job training The most important type of training is On- the job

training. The experience of actually doing something makes a lasting

impression and has a reality that other types of training cannot provide. The

worker in this method learns to master the operations involved on the actual

job situation under the supervision of his immediate boss. Some important

advantages of this type of training are as follows :-

a) It can be learned in a relatively short period of time, say, a week or

two.

b) It is highly economical.

c) It is not located in an artificial situation, either physically or

psychologically and, therefore, eliminates the possible problem of

transfer of learning.

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There are several types of training programmes which make use of on-the-job

training concept. Some of them are described below:-

Job rotation

Internship training

Apprenticeship

2) Vestibule Training: - This method attempts to duplicate on the job situation

in a company classroom training, which is often imparted with the help of

equipment and machines, which are identical with those in use in the place of

work. It is very efficient method of training semiskilled personnel,

particularly when many employees have to be training for the same kind of

work.

3) Learning by seeing or demonstration method :- In this method , the trainer

describes and display something ,as when he teaches an employee how to do

something by actually performing the activity himself and by going through

step by step explanation of why and how he is doing .

Demonstration are very effective in teaching because it is much easier to

show a person how to do a job then ask him to gather instructions from the

reading materials, discussion etc.

4) Simulation: - Simulation is a technique, which duplicates, as nearly as

possible, the actual conditions encountered on the job. The training is

essential in cases which actual on the job practice might result in a serious

injury, a costly error, or the destruction of valuable materials or resources.

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5) Class-room or off-the-job training: - Off-the job training is not a part of

everyday job activity. The actual location may be in the company classroom

or in places which are owned by the company. These methods consists of :-

Lectures

Conferences

Group discussions

Case studies

Role-playing

Programmed instructions

Laboratory trainings

TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION

1) Increase in efficiency: Training plays active role in increasing efficiency of

employees in an organization. Training increases skills for doing a job in

better way. Though an employee can learn many things while he is put on a

job, but he can do much better if he learns how to do the job. This becomes

more important specially in the context of changing technology because the

old method working may not be relevant.

2) Increase in morale of employees: - Morale is a mental condition of an

individual or group, which determines the willingness to cooperate. High

morale is evidenced by employee enthusiasm voluntary conformation with

regulations and willingness to cooperate with others to achieve organizational

objectives. Training increases employee morale by relating their skills with

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their job requirements. Trained employees can see job in more meaningful

ways because they are able to relate their kills with job.

3) Reduced Supervision: Trained employees require less supervision. They

require more autonomy and freedom. Such autonomy and freedom can be

given if the employees are trained properly to handle their jobs without the

help of supervision.

4) Increased organizational viability and flexibility: Trained people are

necessary to maintain organizational viability and flexibility. Viability relates

to survival of the organization during bad days, and flexibility relates to

sustain its effectiveness despite the loss of its key personnel and making

short-term adjustment with the existing personnel. Such adjustment is

possible if the organization has trained people who can occupy the positions

vacated by key personnel.

BENEFITS OF TRAINING

Training benefits the organization in manifold ways: -

1. Benefits to organization: -

Leads to improved profitability and more positive attitudes toward

profit orientation.

Improves the job knowledge and skills at all levels of the organization.

Improves the morale of the workforce.

Helps people identify with organizational goals.

Helps create a better corporate image.

Fosters authenticity, openness, and trust.

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Aids in organizational development.

Learns from the training.

Helps keep costs down in many areas, example production, personnel,

administration etc.

Develops a sense of responsibility to the organization for being

competent and knowledgeable.

Improves labour management relations.

Helps employee adjust to change.

Aids in handling conflict, thereby helping to prevent stress and

tension.

2. Benefits to the individual which in turn ultimately benefit the

organization: -

Helps the individual in making better decisions an effective problem

solving.

Through T&D, motivational variables of recognition, achievement,

growth, responsibility and advancement are internalized and

operationalized.

Aids in encouraging and achieving self development and self

confidence.

Helps a person handle stress, tension, frustration and conflict.

Provides information for improving leadership knowledge,

communication skills and attitudes.

Increase job satisfaction and recognition.

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Satisfy personal needs of the trainer.

Helps eliminate fear in attempting new task.

3. Benefits in personnel and human resources:

Improves communication between groups and individual.

Aids in orientation for new employees and those taking new jobs

through transfer and promotion.

Provides information on equal opportunity and affirmative action.

Improves inter personal skills.

Improves morale.

Builds cohesiveness in groups.

Provides a good climate for learning, growth and co ordination.

Makes organization policies, rules and regulations viable.

Makes the organization a better place to work and live.

TRAINING PROCEDURE

1) Identify training needs: - These are certain steps that are performed for

training the employees. The first step is to identify T&D needs. In this step

we arrange and obtain support for the contribution of T&D to organizational

strategy. Then we identify organizational T&D needs. Thereafter we agree

priorities for developing the T&D function. These sub steps are followed by

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identifying the current competence of individuals of individuals and agreeing

individuals and group priorities or learning.

2) Design T&D strategies and plans: - The second step is to design T&D

strategies and plans. In this step first we identify resources required to

implement a strategic plans and specify an operational plan that meets

organizational requirements and further designing learning programs that

meet learning needs and test, adapt and agree learning program designs.

3) Provide learning opportunities resources and support: - The third step is

to provide learning opportunities resources and support. In this we obtain and

allocate resources to meet the requirement of Training and development

plans. Then prepare and present demonstrations and information to co-

ordinate and assist the preparation and delivery of learning opportunities.

4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the

effectiveness of T&D, which involves plan setup, evaluate, and modify the

learning plans. Then assess, co-ordinate, verify and identify previously

acquired competence.

5) Support T&D advances and practice: - And last step is to support T&D

advances and practice. This includes evaluating and disseminating advances

in T&D. Then we administer training facilities and after that establish and

maintain information system.

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BLOCK DIAGRAM OF TRAINING PROCEDURE

Identify Training and

Development Needs

Design T& D strategies and

plans.

Provide learning

opportunities,

Identify organizational requirements forT&D

Identify the learning needs of individuals andgroups.

Design organizational T&D strategies andplans

Design strategies to assist individuals and groups toachieve their objectives.

Obtain and allocate resources to deliverT&D plans

Provide learning opportunities and support toenable individuals and groups to achievetheir objectives

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DATA ANALYSIS

DATA ANALYSIS AND INTERPRETATION

1. Does Regular training sessions are arranged in your organization?

(a)Yes (b) No

Yes 100

No 0

TABLE 1

Evaluate the

effectiveness of T& D

Support T &D advances

and practice.

Evaluate the effectiveness of T&D

Evaluate individual and group achievementsagainst objectives.

Assess achievements for public certification.

Contribute to advances in T&D

Provide services to support T&Dractice.

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TRAINING SESSION

100%

0%

Yes

No

FIGURE 1

INTERPRETATION: - According to all employees training sessions are arranged

in their organization.

2. In your company which of the following training methods are

preferred :-

(a) On the job (b) Off the job(c) Any other

On the job 60

Off the job 25

Any other 15

TABLE 2

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TRAINING METHODS

60%

25%

15%

On the job

Off the job

Any other

FIGURE 2

INTERPRETATION: - 60% on the job training methods are used while 25% off the

job methods and 15% other methods.

3. After attending such programmes do you feel change in your :-

(a) Knowledge (b) Skill(c) Quality of work (d) All of the above

Knowledge 30

Skill 10

Quality of work 10

All of the above 50

TABLE 3

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CHANGES FELT AFTER THE PROGRAMMES

30%

10%

10%

50%

Knowledge

Skill

Quality of work

All of the above

FIGURE 3

INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in

their skills, 10% in quality of work and 50% in all of the above.

4. How many training programmes you have attended within one year?

(a) Less than 2 (b) Less than 5(c) Less than 10

Less than 2 30Less than 5 30

Less than 10 40

TABLE 4

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TRAINING PROGRAMMES ATTENDED IN A YEAR

30%

30%

40%Less than 2

Less than 5

Less than 10

FIGURE 4

INTERPRETATION: - 30% of employees have attended less than 2 training

programmes in a year, other 30% have attended less than 5 and 40% have attended

less than 10 programmes.

5. What was the impact of training?

(a) Increased morale (b) Increased speed of work (c) Both

Increased morale 10

Increased speed of work 10

Both 80

TABLE 5

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INPACT OF TRAINING

10%

10%

80%

Increased morale

Increased speed of work

Both

FIGURE 5

INTERPRETATION: - 10% of employees feel change in their morale, 10% feel

change in their speed of work while 80% feel change both in their morale and speed

of work.

6. How many promotion you have had after your training?

(a) One (b) More than one(c) No promotion

One 20

More than one 70

No promotion 10

TABLE 6

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PROMOTIONS AFTER TRAINING

20%

70%

10%

One

More than one

No promotion

FIGURE 6

INTERPRETATION: - 20% of employees have got only one promotion after

attending training, 70% have got more than on promotion while 10% of employees

have not been promoted.

7. Do you agree that the programme would have been more beneficial if

some more background material would have been sent in advance?

(a) Strongly agree (b) Agree(c) Difficult to say (d) Not at all

Strongly agree 70

Agree 10

Difficult to say 15

Not at all 5

TABLE 7

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BENEFIT OF BACKGROUND MATERIAL

70%

10%

15%

5%

Strongly agree

Agree

Difficult to say

Not at all

FIGURE 7

INTERPRETATION: - 70% of employees strongly agree, 10% of employees agree,

15% of employees feel that it is difficult to say, 5% feel no use of background

material.

8. Do you feel training also contributes to personal growth of an employee?

(a) Yes (b) No

Yes 95

No 5

TABLE 8

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CONTIBUTION TO PERSONAL GROWTH

95%

5%

Yes

No

FIGURE 8

INTERPRETATION: - 95% of employees feel that training programmes contribute

to their personal growth while 5% feel that it does not contribute to their personal

growth.

9. Do you feel training programs helped the company to achieve its

objectives?

(a) Yes (b) No

Yes 100

No 0

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TABLE 9

CONTRIBUTION TO ORGANIZATION'S

OBJECTIVE

100%

0%

Yes

No

FIGURE 9

INTERPRETATION: - 100% employees feel that training programs helped the

company to achieve its objectives.

10. How well the programme was organized?

(a) Very badly (b) Badly(c) Well (d) Very well(e) Exceptionally well

Very badly 0

Badly 5

Well 60

Very well 25

Exceptionally well 10

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TABLE 10

ORGANIZATION OF TRAINING PROGRAMMES

0%

5%

60%

25%

10%

Very badly

Badly

Well

Very well

Exceptionally well

FIGURE 10

INTERPRETATION: - 0% of employees feel that the training programme was very

badly organized, 5% of employees feel that it was badly organized, 60% feel that it

was well organized, 25% feel that it was very well organized while 10% feel that the

training programme was exceptionally well organized.

FINDINGS

The data which we analyzed from the questionnaire of Mother Dairy has the

following findings: -

1) 50% of employees feel change in their knowledge; skills and quality of work

collectively while 30% in their knowledge, 10% in their skills and 10% in

their quality of work.

2) 80% of employees have increased their morale and speed of work, 10% of

employees have only increased their morale while remaining 10% increased

their speed of work after attending training programmes.

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3) 70% of employees have been promoted more than ones after attending

training programmes.

4) 70% of employees strongly agree with the fact that training sessions would be

more beneficial if, some background material is provided to them.

5) 95% of employees think that training contributes to their personal growth.

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Conclusion

Finally I have prepared a report on Rajkot dairy situated at Dudh sagarmarg, near power house, Rajkot-360003 (Gujarat).

Here I spent my ten days (Daily one hours) and had taken visit ofwhole unit. I can conclude that the unit has all four departments and the superior-sub-ordinates relationship can be observed. In this organization the best thing co-ordination and co-operation among all departments which is very essential and makesthe communication effective which I liked most

I think only these two secrets for the success of this organization. AndI am thinking that if these would remain as a same the day is not far away that thiswill become best dairy in Gujarat.

I am very thankful to all officers, workers, and asst. manager whogave me the information by spending their valuable time.

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Suggestions

This organization is working in the very efficient manner than any other

organizations. Still I would like to give some suggestions to them.

During my observation, I think no matter is to suggest Gopal Dairy because

its marketing mgt. & production mgt. are very effective & popular.

But, one thing I like to suggest that Gopal Dairy should increase its

products and production.

If firm feel that the Suggestions are suitable then firm should be implementedas fast as possible.

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Bibliography

This dairys authority gives me suggestions and information about

project.

No. Department Name Authority

1 Plant Department Y. R. Rajpara

2 Personnel Department S. G. Paramar

3 Marketing Department M. C. kakkad

4 Finance Department J. P. shah

5 Administration Department L. G. Raval

In preparation of this report, I have used below books also.

Principles & Practice of Management

- L.M. Prasad

Forms of business organization

- prof.s.p.shah

- Dr.Paresh shah

- Prof. A.A.purohit