PART – 1

COMPANYPROFILE

1

HISTORY OF PRICOL LTD

Pricol Limited (formerly known as Premier Instruments & Controls Ltd) was established in 1974

at Coimbatore in Tamil Nadu, and commenced manufacturing operations in 1975 in the precision

engineering field of automotive instruments. Today, Pricol is the market leader enjoying about

53% of the automotive instruments market share. Denso Corporation, Japan is the Joint Venture

Partner with Pricol since 1997.

The company is engaged in the manufacture and export of a complete range of automotive

components starting from instrument clusters, dashboard meters, fuel sensors, oil pressure

switches, speedometer drive cables, fuel cut off valve, filter suction, etc. Innovation and the

vision to look beyond.At Pricol, it is this combined power called Innovision that has set the pace

of growth. InnovisionhelpedPricol set new standards redefine its corporate objectives and grow

into a new horizon of opportunity.

InnovisionhelpedPricol travel beyond products and markets. It paved the way for the emergence

of a new kind of social consciousness. It created a new pathway toachievements: not in terms of

success, but in terms of value added contributions.

Innovision helpedPricol envision a greener future. A future that's synonymous with the green of

prosperity. A future that signals greener pastures of opportunity. And a future that is greener for

the world.

The other group companies -- English Tools ,Pricol Travels, Pricol Technologies, Pricol Packing

Limited, Pricol Cargo, Xenos Technologies, Pricol Properties Limited,PricolCorporate

2

Services Ltd, Synoro Technologies, PricolAcademy of Excellence, Pricol Software,

CarceranoPricoltech, Ananya Innovations and PricolHoldingsLimited

Product range of the company includes parts for:

Motorcycles, Scooters, Three Wheelers & ATVs

Cars, SUVs and MUVs

Trucks and Buses

Tractors and Construction Equipment’s

Sintered Components

Achievements/ recognition:

Certification by ISO/TS 16949, ISO 14001 & OHSAS 18001   

2009 Best Supplier Award for significant contribution towards TAFE's International

Business Initiatives by Tractors & Farm Equipment  Ltd.

2008 Award for Excellence in Delivery by Tata Motors

2007 Vendor Performance Award for Quality – 2005-06 by MarutiUdyog

2007 Certificate of appreciation for outstanding performance in the category of Cost by

Denso Haryana

2007 Supplier of the year 2006 - Silver Award by Toyota Kirloskar Motor

2007 Certificate for Achieving Targets in the Category of Quality - 2006 by Toyota

Kirloskar Motor

2007 Certificate for Achieving Targets in the Category of Cost – 2006  by Toyota

Kirloskar Motor

3

2007 Certificate for Achieving Targets in the Category of Delivery – 2006 by Toyota

Kirloskar Motor

2007 Award for Achieving  Quality & Delivery Targets for 2006-07 by Honda

Motorcycle & Scooter

2005 Award and Certificate in Recognition of Remarkable Contribution to DENSO

Worldwide by Denso Corporation

2005 Certificate for Achieving Targets in the Category of Cost by Toyota Kirloskar

Motor

2005 Awards  for Achieving Zero Defect Supplies by Toyota Kirloskar Motor

2004 Certificate for Superior Performance in the field of Quality by MarutiUdyog

2004 Certificate for Achieving Targets in the Category of Cost Toyota Kirloskar Motor

2004 Certificate for Achieving Targets in the Category of Quality by Toyota Kirloskar

Motor

4

COMPANY OVERVIEW

VISION

Strive for excellence in all we do through socially and environmentally acceptable means

MISSION

We will have market leadership through customer delight. We will be a responsible corporate

citizen And share the benefits with society. We will make our customers,employees,suppliers

and share holders feel proud of our association and want a long term relationship with us.

Respect and concern for individuals  

Customers, Employees and Suppliers - Partners in the Value Chain

Encourage innovation and improvement; accept noble failures

Continuous learning

5

PRICOL PLANTS

Factory I –Perianaickenpalayam, Coimbatore

Factory II- Manesar, Gurgaon

Factory III- Chinnamathampalayam, Coimbatore

Factory V- Pirangut, Pune

Factory VI- Pantnagar, Uttarakhand

Factory VII- Pantnagar, Uttarakhand

Pricol Limited

Established in 1974

Head Quarters in Coimbatore, India

25 Patents; 3 Design Registration

6

PRICOL PRODUCTS

Motorcycles, Scooters, Three Wheelers

INSTRUMENT CLUSTER

                FUEL LEVEL SENSORS AUTO FUEL COCKS CHAIN TENSIONERS

       

        

 OIL PUMPS

      

VEHICLE SECURITY

     SYSTEMS

                                                                   

  SPEED SENSORS AUTO DECOMPRESSION

UNITSFUEL FEED

PUMPS    OIL LEVEL SWITCHES

PRICOL PRODUCTS

7

TRUCKS AND BUSES

GAUGESHOUR

METERSSPEED

SENSORS

ENGINE SPEED

SENSORS

FUEL LEVELSENSORS

TEMPERATURE SENSORS

PRESSURE SENSORS

WINDSHIELD WASHER SYSTEMS

ANALOG CLOCKS

LOW OIL PRESSURE SWITCHES

ROAD SPEED

WARNING

SYSTEM

VEHICLE MONITORING SYSTEM

CENTRALISED

LUBRICATION SYSTEM

ROAD SPEED

LIMITER

VEHICLE TRACKING SYSTEM

POWER SOCKET

S

CIGARETTE

LIGHTERS

OIL PUMPS

8

PRICOL PRODUCTS RELATED TO FOUR WHEELERS

INSTRUMENT CLUSTERS

SPEED SENSORS

FUEL LEVEL SENSORS

TEMPERATURE

SENSORS

WINDSHIELD WASHER SYSTEMS

BRAKE LIGHT

SWITCHES

VACUUM SWITCHING

VALVES

CLOCKS    

IDLE SPEED CONTROL VALVES

TOP DASHTACHOMET

ERS

VEHICLE CONVENIENCE

& SECURITY SYSTEMS

POWER SOCKETS

CIGARETTE LIGHTERS

EGR VALVES OIL PUMPS MAP

SENSORS

9

GAUGE

HOUR METERS

SPEEDSENSORS

FUELLEVEL SENSORS

TEMPERATURE SENSORS

PRESSURE SENSORS

EGR VALVES

CHARGE PUMPS

OIL PUMPS PRESSURE RELIEF VALVES

NEUTRAL SAFETY

SWITCHES

LOW OIL PRESSURE SWITCHES

10

TRACTORS AND CONSTRCTION EQUIPMENTS

SINTERED COMPONENTS

11

VALUABLE CUSTOMERS

BAJAJ AUTO LTD

MAHINDRA & MAHINDRA

XENOS TECHNOLOGIES

TATA MOTORS

12

1.6 HISTORY OF PRICOL LTD.

RUDRAPUR PLANT

PRICOLHeadQuarter - Coimbatore (1974)

Total 8 plants

PRICOL PANTNAGAR

Plant 6 – Date of establishment – 01 April 2007

Total Area – 22440 SQM

Covered Area – 6548 SQM

Area for Future Expansion – 3550 SQM

Plant 7 – Date of establishment – 01 April 2008

Total Area – 11703 SQM

Covered Area – 7023 SQM

Area for Future Expansion – 1563 SQM

13

Certifications-

ISO / TS 16949:2004

OSHAS 18001: 2007

TPM Excellence Award – March 2011

14

1.7PRODUCT PROFILE IN PANTNAGAR ( SIDCUL)

15

VEHICLE SECURITY SYSTEM

INSTRUMENTAL CLUSTERS

16

FUEL LEVEL SENSORS

OIL PUMPS

ANALOG CLOCKS

ORGANISATION STRUCTURE OF HR DEPARTMENT OF PRICOL LTD.

17

MANAGING DIRECTOR

( VIJAY MOHAN )

PLANT HEAD

(DINESH TANEJA )

HR OFFICER

( U S RAWAT )

ASSTT. HR OFFICER

(ANITA DESPANDE ) PLANT 6

ASSTT. HR OFFICER

(FAISAL KHAN ) PLANT 7

WORKERS

1.9SWOT Analysis Framework

ENVIRONMENTAL SCAN

Internal Analysis External Analysis

Strength Weakness Opportunity Threats

18

1.9 SWOT Analysis

SWOT Means

Strengths: A firm’s strengths are its resources and capabilities that can be used as a basis for

developing a competitive advantage. For example- operational efficiency, market strength.

Weakness : The absence of certain strengths may be viewed as weakness. For example –

financial resources.

Opportunities: The external environmental analysis may reveal certain new opportunities for

profit and growth. For example- arrival of new technologies

Threat:Changes in the external environment may also present threats to the firm. For example

Competitors.

19

CHAPTER 2

LITERATURE

REVIEW

20

LITERATURE REVIEW

According to Casse and Banahan (2007), the different approaches to training and development

need to be explored. It has come to their attention by their own preferred model and through

experience with large Organizations. The current traditional training continuously facing the

challenges in the selection of the employees, in maintaining the uncertainty related to the

purpose and in introducing new tactics for the environment of work and by recognizing this, they

advising on all the problems, which reiterates the requirement for flexible approach. 

Usually the managers have the choice to select the best training and development programme for

their staff but they always have to bear in mind that to increase their chances of achieve the

target they must follow the five points highlighted by Miller and Desmarais (2007). According to

Davenport (2006), mentioned in his recent studies that it’s easy to implement strategy with the

internet supported software. 

Some of the Training theories can be effective immediately on the future of the skill and

developments. The “content” and the “access” are the actual factors for the process. It is a

representation itself by the Access on main aspect what is effective to the adopted practice in

training development. As per the recent theories to access the knowledge is changing from

substantial in the traditional to deliver the knowledge for the virtual forms to use the new

meaning of information with electronic learning use. There is a survey confirmation for using

21

classroom to deliver the training would drop dramatically, (Meister, 2001).

A manager is that what the other a member of the organization wants them to be because it is a

very popular trend of development training for the managers in the training for the management

(Andersson, 2008, Luo, 2002). Most of the managers seem to reject a managerial personality in

support of the other truth for themselves (Costas and Fleming, 2009). It has been...

Age Discrimination and Training

Learning, Not Litigating: Managing Employee Development and Avoiding Claims

of Age Discrimination.

Maurer, T. &Rafuse N. (2001). Academy of Management Executive, Vol. 15 No. 4, pp. 110-121.

This article offers suggestions to avoid age discrimination in training and development. Two

perspectives are examined. First, a lack of training can be detrimental to older workers. Second,

the legal perspective, that a lack of training opportunities may be discriminatory. Some

suggestions for avoiding discrimination in training and development are offered including:

Culture and policies; decisions about training and development opportunities; supervisors and

developmental relationships; and training managers on stereotypes. 

Training An Age-Diverse Workforce.

Newton, B. (2006). Industrial and Commercial Training, Vol. 38 No. 2, pp. 93-97.

The focus of this article is on age discrimination in training and development. However, the

practical advice offered can be applied generally to all areas of training and development in the

workplace. There are practical steps on how to implement a training policy to facilitate access to

all employees in the organization. All the important areas of best practice in delivering training

22

and development programs are identified. 

Training for Diversity

Workforce Diversity Training: From Anti-discrimination Compliance to

Organizational Development.

Bendick, M., Egan, M. &Lofhjelm, S. (2001). HR: Human Resource Planning, Vol. 24 No. 2, pp.

10-25.

Despite this article’s focus on the US workplace, there are some lessons that can be translated to

the Australian workplace. Namely, organisations can benefit from offering diversity training to

employees. That is, training employees to respect others and not to act in a discriminatory

manner towards fellow employees.  

Is Diversity Divisive' A Positive Training Approach. 

Bagshaw, M. (2004). Industrial and Commercial Training, Vol. 36 No. 4, pp. 153-157.

A case study of the London Fire Brigade is outlined demonstrating the benefits of learning how

to manage diversity in the workplace effectively. A brief outline of the diversity training

program is presented. The main focus of the program was to development communication skills. 

Mentoring

MentoringAn Australian Experience.

McGregor, L. (2000). Career Development International. Vol. 5 No. 4/5, pp. 244-249.

This article presents two models of mentoring.  The traditional view of mentoring is facilitated

23

mentoring where the more experienced person (mentor) acts as a role model for the less

experienced person (mentee).  A case study from the Department of Justice is used to highlight

this facilitated mentoring approach.  Another approach is also offered – guided learning.  A more

experienced co-worker uses guided learning to teach a less experienced worker new skills.  A

further case study is presented to demonstrate the use of guided learning. 

A Mentoring Hand

Taylor, W. (2005). The Age, My Career Section, p. 11, 26/11/2005.

This paper outlines the experiences of two executive women in developing an internal mentoring

program. The experiences demonstrate that the mentoring relationship not only benefits the

mentees but also the mentor.  

Most Mentoring Programs Stink: But Yours Doesn’t Have To. 

Boyle, M. (2005). Training Vol. 42 No. 8, pp. 8-15.

Outlines Ernst & Young’s mentoring program that has enhanced the organisation’s creditability

in light of recent accounting scandals.  

Strategies For Developing Women Managers: How Well Do The Fulfills Their

Objectives'

Lewis, A. &Fagenson, E. (1995). Journal of Management Development.Vol 14 No. 2, pp. 39-53.

This article highlights the advantages and disadvantages a number of training programs types.  

1.                  Women only training programs

2.                  Management training for men and women

3.                  Mentoring Programs

The researchers conclude that women should not be segregated from men when attending

24

training programs.

Mentoring: A Personal Reflection.

Long, S. (2002). New Library World. Vol. 103 No. 1174, pp. 94-97.

This paper investigates mentoring from the perspective of the mentee. The author offers some

handy tips:

1.                  Be open to your mentor,

2.                  Follow up with your mentor,

3.                  Outline the boundaries of the relationship,

4.                  Create and agenda for each meeting,

5.                  Listen and ask questions,

6.                  Plan to the next meeting,

7.                  Change the process, and

8.                  Respect the relationship.

25

PART-2

INTRODUCTION OF

THE TOPIC

26

1.1 OBJECTIVES OF THE PROJECT

To study the system of training and development adopted by pricol.

To measure the level of satisfaction among the worker regarding training

and development.

To know about industrial environment.

To see the difference between theoretical knowledge & practical knowledge

To gather information on training needs and identification.

To identify how training assist the employees to acquire knowledge, skills

and attitude and also enhance the same

.

To study whether training helps to motivate employee and helps in avoiding

mistakes.

27

1.2. RESEARCH METHODOLOGY

Research is the process of defining and re- defining problems formulating the different

hypothesis with suggested solutions by collecting, summarizing, organizing and evaluating

different data’s by thus reaching on solutions with careful testing. Research is common means

which refers to search for knowledge.

“A Careful investigation or inquiry especially through search for new facts in any branch

of knowledge.”

28

OBJECTIVES OF RESEARCH

The main aim of research is to find out the truth which is hidden and which has not been

discovered as yet in PRICOL Ltd. The purpose of this research study are-

To gain familiarity with a phenomenon or to achieve new insights in

Pricol Ltd (exploratory or formative research studies).

To portray accurately the characteristics of a particular individual, situation or a

group (descriptive research) in Pricol Ltd.

To determine the frequency with which something occurs in Pricol Ltd (diagnostic

research).

29

SOURCES OF DATA COLLECTION

Data can be classified under the two main categories, depending upon the sources used for the

collection purposes, i.e., ‘Primary data’ and ‘Secondary data’. The validity and accuracy of final

judgment is most crucial and depends heavily upon how well the data is gathered in the first

place. The methodology adopted for data gathering also affects the conclusions drawn there

from.

SOURCES OF DATA COLLECTION

I had gone through both types of data for completion of this project report.

30

PRIMARY SOURCES

SECONDARY SOURCES

QUESTIONNAIRE SURVEYS DISCUSSIONS

INTERNET www.pricol.com www.pricoltechnologies.com

RESEARCH DESIGN

INTRODUCTION

A Research Design is the framework or plan for a study which is used as a guide in collecting

and analyzing the data collected. It is the blue print that is followed in completing the study. The

basic objective of research cannot be attained without a proper research design. It specifies the

methods and procedures for acquiring the information needed to conduct the research effectively.

It is the overall operational pattern of the project that stipulates what information needs to be

collected, from which sources and by what methods.

SAMPLE SIZE

It refers to the procedure of selection of sample and defining the variable in the study it include

the determination of size of the samples and selection of the sample. Since the study consist of

identification of training needs for the employees of the organization

Sample was collected from the employees of PRICOL LTD. RUDRAPUR.

The sample size for the survey conducted was 40 employees.

SAMPLING TECHNIQUE

Random sampling technique was used in the survey conducted.

31

AREA

PRICOL LTD. Pantnagar( SIDCUL )

Tools used

Pie- chart

Graph

DURATION OF STUDY

Following are the achievement done during the summer internship from June25 th

2011 to July 30 th 2011.

32

CHAPTER-2

THEORETICAL

BACKGROUND

33

MEANING & DEFINITION OF TRAINING

Training is the important subsystem of human resource development. Training is a short term

process utilizing a systematic & organized procedure by which non-managerial personnel

acquire technical knowledge & skills for a definite purpose.

At, present training of workers is necessary because many jobs have assumed a higher

technological character & under automation, we require highly skilled operatives.

“Training is the process of increasing the knowledge & skills for doing a particular job.”

“Training is any process by which the skills & abilities of employees to perform specific jobs are

increased.”

In other words, Training improves changes, moulds the employees knowledge, skills, behavior,

towards the requirements of the job & organization. Training refers to the teaching & learning

activities carried on for the primary purpose of helping members of an organization to acquire &

apply the knowledge, skills, abilities, needed by a particular job & organization.

34

MEANING & DEFINITION OF DEVELOPMENT

Development is a long term educational process utilizing a systematic & organized procedure by

which managerial personnel get conceptual & theoretical knowledge. In other words, it refers not

to technical knowledge & skills in operation but to philosophical & theoretical educational

concepts.

According to Dales. Beach. “Management development is a systematic process of

training & growth by which individuals gain & apply knowledge, skills & attitudes to

manage orientation effectively.”

In simple terms, training &Development refers to imparting specific skills, abilities, &

knowledge to an employee.

A formal definition of training & development is “It is any attempt to improve current & future

employee performance by increasing an employee’s ability to perform through learning, usually

by changing the employee’s attitude or increasing his or her skills & knowledge.” The need for

training & development is determined by the employee’s performance deficiency, computed as

follows:

35

Training & development need = Standard performance – Actual performance.

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the participants to

gain skills, learn theoretical concepts and help acquire vision to look distant future. In addition to

these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress

upon decision making and problem solving abilities.

Skills : Training as was stated earlier, is imparting skills to employees. A worker needs

skills to operate machines, and use other equipments with least damage or scrap. This is a

basic skill without which the operators will not be able to function.

Education : the purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgment. That any training and development programme must

contain an element of education is well understood by HR specialists.

Development : Another component is development which is less skill oriented but

stressed on knowledge. Knowledge about business environment, management principles

and techniques human relations, specific industry analysis and the like is useful for better

management of the company.

Attitudinal changes: Attitudes represent feelings and beliefs of individual towards

others. Attitude affects motivation, satisfaction and job commitment negative attitude

need to be converted into positive attitudes.

Decision making and problem solving skills: Decision making skills and

problem solving skills focus on method and techniques for learning related to decision

making.

36

SCOPE OF TRAINING

As training enhances the competency of the workforce,it will result in increased morale.

Training can facilitateemployee’s retention & faster customer service. If designed &

delivered well it will facilitate achievement of organizational objectives.

Training of company workforce result in an increase of productivity & reduced wastage

It is a corporate prudence & cost effective practice to retrain worker for a new jobs than

releasing them & hiring new one.

Training is used as a tool to deal with specific problem.

37

OBJECTIVES OF TRAINING

The principal objective of training and development division is to make sure the availability of a

skilled and willing workforce to anorganization. In addition to that, there are four other

objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives – Help employees in achieving their personal goals, which in turn,

enhances the individual contribution to an organization.

Organizational Objectives –Assist the organization with its primary objective by bringing

individual effectiveness.

Functional Objectives– Maintain the department’s contribution at a level suitable to the

organization’s needs.

Societal Objectives – Ensure that an organization is ethically and socially responsible to the

needs and challenges of the society

Besides these objectives, there are other objectives of training. These are follows;

To impart to new entrants the basic knowledge & skills required for efficient

performance of definite tasks.

To ensure the smooth & efficient working of a department or the organization.

To promote individual & collective morale, a sense of responsibility, co-operative

attitude & good relationships.

To ensure economic output of required quality.

To assists employee to function or perform more effectively.

IMPORTANCE OF TRAINING

38

Maximum utilization of materials &machines: Trained workers know the

method of doing their jobs in the required manner. They know - how to use the machines

in the best possible manner. It reduces the possibility of accident to the minimum.

Stability in organization : Training brings stability in organization, because it

reduces the rate of absenteeism & labor turnover.

High morale: As the trained workers are capable of doing their jobs in most suitable

manner & can understood the procedures & method easily, it increases their morale.

Improvement in the quality & quantity of production: Training increases

the efficiency of employees which increases the quantity of production & improves

quality.

Minimum need of supervision: A trained worker can do himself efficiently. Thus,

the training reduces the need of supervision to minimum.

Reduction in cost of production: Efficient workers do their works in the best

possible manner. They make the maximum utilization of machines & materials. Thus,

the cost of production is reduced.

Increase in understanding: Trained workers can learn the methods & procedures

of production quickly. Training improves the power of understanding among them. They

can follow the technical attitudes & changes themselves easily & quickly.

Benefits of training

39

Benefits to the organization

Improves profitability: It leads to improved profitability or more attitudes towards

profit orientation.

Improves knowledge & skills : It improves the job knowledge & skills at all levels

of the organization.

Improves morale : It improves the morale of the workforce.

Build corporate image : It helps to create better corporate image.

Better utilization of machines & materials : Machines & materials are handled

economically resulting in the elimination of wastage. It leads to reduction in cost of

production.

Reduction in accidents: Since the workers are trained in handling machines & are

taught various safety measures, the rate of accidents falls considerably.

40

Benefits to the organization Benefits to the employees

Better performance : A trained employee usually shows better productivity & higher

quality than an untrained employee. Training increases the skills of the employee in the

performance of a particular job.

Benefits to the employees

Increased skills &knowledge: The employee acquires new skills & knowledge

which will help them to improve their performance & career.

High productivity: The productivity of the workers is increased as a result of training.

Because of this, they earn higher wages & bonus.

High morale: Trained employees now their jobs fully & have greater job satisfaction

Opportunity for promotion: The efficient workers can sharpen their skills during

training. This helps them to try for promotion to higher jobs.

Encouragement for self-development: Training helps in encouraging & achieving

self-development& self-confidence.

Helps in developing skills : Training helps in developing various skills like

communication skills, interactive skills etc.

Less accident : Trained workers are less prone to accidents as they know how to use

risky machines & materials.

Kinds of training

41

Induction or orientation training :Induction is concerned with the problem of

orienting a new employee to the organization &its procedures, rules & regulation. It is

better to give him a friendly welcome when he joins the organization, get him introduced

to the organization & help him to get a general idea about the rules& regulation, working

condition, etc. of the organization.

Job training: Job training is necessary for new employees to acquaint them with the

job they are expected to perform. Job training is given in different ways to make the

worker proficient in handling machines, equipment so that operation are smooth&

faultless & accidents are avoided. Various on the job training & off the job training

techniques are adopted to educate the employees in handling the equipment & raw

materials correctly & perform their job efficiently. Hence purpose of job training is to

enable them to learn new techniques, skills & knowledge &also to create interest of the

employees in their jobs.

Internship training: Internship training has become quite popular these days because

of cooperation between employers & professionals& vocational institutions. Under this

method, the vocational or professional institute enters into arrangement with a big

42

Induction training

Job training Internship training

Re-training

enterprise for providing practical knowledge to its students by gaining actual work

experience. The period of such training varies from six months to two years.

Refreshers training or re-training: Refreshers training is meant for the old

employees of the enterprise. The basic purpose of this training is to acquaint the existing

workforce with the latest methods of performing their jobs & improve their efficiency.

Hence this, training is designed to avoid the personnel obsolescence.

Techniques/Methods of training

43

On–the job training: It includes various methods. These are as follows;

Coaching.

Job rotation.

Understudy.

Multiple Management.

Off-the job training: It includes various methods. These are as follows:

Sensitivity training.

Case study.

Role playing.

Lectures methods.

Discussion approach.

Following methods used in pricol ltd.

.

44

On- the job training Off-the job training

Multiple Management: Multiple management is also known as committee

management. Under this technique a committee consisting of some managers is formed

& given an assignment to study the company problem & to make advice or give

recommendations to the top management. Thesecommittees are usually formed with the

junior executives. They study the problem & find out the alternate solutions, discuss them

& arrive at a final decision. The appointment of managers to the committee facilitates

their exposure to the organization& widens their outlook & provides them with an

excellent opportunity to develop them by acquiring knowledge of different aspects

relating to business & industry &to interact with the group.

Sensitivity training :this is the technique of bringing about a change in the

behavior of the executives through group processes.

According to Edwin B. Flippo. The objective of this technique is the “development of

awareness of & sensitivity to behavioral patterns of oneself& others”. This technique is

also referred to as laboratory training. The trainee executives participate & influence each

other through unstructured group interaction. The participants here are provided open

environment where they discuss freely among themselves. The environment is created by

a professional behavior list they openly express their ideas, concepts, attitudes & get

opportunity to know about themselves & the impact of their behavior on their fellow

participants. This technique helps in creating mutual trust & respect. It thus develops

managerial sensitivity. It develops team spirit. This technique is regularly used by some

of the Indian companies.

45

Case study : under this technique the cases based on actual business situation are

prepared & given to the trainee managers for discussion & for arriving at a proper

decision. Managers are given opportunity to find out the talent problems & suggest

alternatives to tackle them. The selection of the best alternative solution trainees have to

suggest. This technique helps in improving the decision making skills by making

analytical judgment.

Objective of the method:

1. In many cases, this method is used as an exercise in decision making &

problem solving.

2. The case study method can help develop knowledge & skills of the

participants that will help them to deal with various situations.

3. This method can be effective in enhancing the involvement of participants in

the process of learning. Thus, a greater responsibility is devolved on them for

their own learning. This can help in their overall motivation of the

programme.

Lecture method : The lecture is a traditional and direct method of instruction. The

instructor organizes the material and gives it to a group of trainees in the form of a talk.

To be effective, the lecture must motivate and create interest among the trainees. An

advantage of lecture method is that it is direct and can be used for a large group of

trainees. Thus, costs and time involved are reduced. The major limitation of the lecture

method is that it does not provide for transfer of training effectively.

46

Conference/discussion approach: In this method, the trainer delivers a

lecture and involves the trainee in a discussion so that his doubts about the job get

clarified. When big organizations use this method, the trainer uses audio-visual aids such

as black boards, mockups and slides; in some cases the lectures are videotaped or audio

taped. Even the trainee's presentation can be taped for self confrontation and self-

assessment. The conference is, thus, a group-centered approach where there is a

clarification of ideas, communication of procedures and standards to the trainees. Those

individuals who have a general educational background and whatever specific skills are

required such as typing, shorthand, office equipment operation, filing, indexing,

recording, etc. - may be provided with specific instructions to handle their respective

jobs.

47

TRAINING PROCEDURE

E

48

Identifying training

Needs

Setting training objectives & policy

Designing training programme

Implementation of the training programme

Follow up & evaluation

Evaluation criteria Feedback

IDENTIFYING TRAINING NEEDS

All training activities must be related to the specific needs of the organization & the individual

employees. A training programme should be launched only after the training needs are assessed

clearly & specifically. The effectiveness of a training programme can be judged only with the

help of training needs identified in advance.

Training can be identified through the following types of analysis:

Organizational analysis:it involves a study of the entire organization in terms of its

objectives, its resource, the utilization of these resources, in order to achieve stated objectives.

The important elements that are closely examined in this connection are as:

Analysis of objectives: this is a study of short-term & long-term objectives & the

strategies followed at various levels to meet these objectives.

Resource utilization analysis: the allocation of human & physical resources & their

efficient utilization in meeting the operational targets are analyzed.

Environmental scanning: here the economic, political, socio-cultural & technological

environment of the organization is examined.

Task or role analysis : It is a systematic & detailed analysis of job to identify job contents,

the knowledge, skills & aptitude required & the work behavior. Questionnaire, interviews,

records, reports & other methods can be used to collect information about jobs in the

organization.

49

Manpower analysis: In this analysis, the persons to be trained & the changes required in the

knowledge, skills, & aptitudes of an employee are determined. There are various issues to be

resolved through manpower analysis.

It is necessary to decide whether performance of an individual is sub-standard & training

is needed.

It is determined whether the employees are being capable of being trained.

The specific areas in which the individual requires training are determined.

Whether training will improve the employee’s performance or not is determined.

SETTING TRAINING OBJECTIVES

Once the training needs are identified, the next step is to set training objectives in

concrete terms & to decide the strategies to be adopted to achieve these objectives.

Objective of training expresses the gap between the present & the desired performance

levels. Definition of training objectives in both quantitative & qualitative terms will help

to evaluate & monitor the effectiveness of training.

To impart to new entrants the basic knowledge & skills required for efficient

performance of definite tasks.

To ensure the smooth & efficient working of a department or the organization.

To promote individual & collective morale, a sense of responsibility, co-operative

attitude & good relationships.

To ensure economic output of required quality.

To build up a second line of competent officers & prepare them to occupy more

responsibilities.

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To assists employee to function or perform more effectively

DESIGNING A TRAINING PROGRAMME:

In order to achieve the training objectives, an appropriate training policy is necessary. A training

policy represents the commitment of top management to employee training. It consists to rules &

procedures concerning training. A training policy or programme is required:

a) Who participates in the programme?

b) Who are the trainers?

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

d) What should be the level of training?

e) What learning principles are needed?

f) Where is the programme conducted?

To be effective, a training programme should be properly organized. But good organization

alone is not adequate, proper planning & training is equally important.

IMPLEMENTATION OF THE TRAINING PROGRAMME:

Once the training programme has been designed, it needs to be implemented. Implementation is

beset with the problems. I the first place, most managers are action-oriented & frequently say

they are too busy to engage in training efforts. Secondly, availability of trainers in a problem.in

addition to possessing communication skills, the trainers must know the company’s philosophy,

its objectives, its formal& informal organization & the goals of the training programme. Training

& development requires a higher degree of creativity than, perhaps any other personnel specialty.

51

Programme implementation involves action on the following lines:

a) Deciding the location & organizing training & other facilities.

b) Scheduling the training programme.

c) Type of training required.

d) Conducting the programme.

e) Monitoring the progress of trainees

FOLLOW UP & EVALUATION:

It is necessary to evaluate the extent to which training programmes have achieved the aims for

which they were designed. Evaluation enables an organization to monitor the training

programmes& also update or modify in future programmestraining& its integration with other

functions of human resource management can be judged.

There are several obvious benefits for evaluating a training program. First, evaluations will

provide feedback on the trainer’s performance, allowing them to improve themselves for future

programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an

efficient way to determine the overall effectiveness of the training program for the employees as

well as the organization.

The importance of the evaluation process after the training is critical. Without it, the trainer does

not have a true indication of the effectiveness of the training

Meaning & Definition of Management / Executive Development

52

Management & executive development is a systematic process of learning & growth by which

managerial personnel gain & apply knowledge, skills, and attitudes to manage work in their

organization effectively & efficiently.

Executive development consists of all the means by which executives learn to improve their

behavior & performance. It is designed to improve the effectiveness of managers in their present

jobs & to prepare them for higher jobs in future.

According to Flippo“Management development includes the process by which managers &

executives acquires not only skills & competency in their present jobs but also capabilities for

future managerial tasks of increasing difficulty & scope.

Thus, executive development is any planned efforts to improve current & future managerial

performance. It is an attempt at improving an individual’s managerial effectiveness through a

planned & deliberate process of learning

Characteristics of management / executive development

53

Continuous process: Executive development is a continuous process. It continues

throughout an executive’s entire professional career because there is no end to learning.

Long term process: Executive development is a long term process as managerial skills

cannot be developed overnight.

Self-development process : Executive development facilitates self-development of

managers, as they learn many things through action learning methods, sharing the

experiences of each other, in a simulated classroom atmosphere.

Planned process: Management development is a planned & organized process of

learning rather than a trial or error approach.

Better performance: Executive development aims at preparing managers for better

performance and helping them to realize their full potential.

Objective of management development

54

The major objective of management development programmes are as under:

To improve the performance of managers at all levels in their present jobs.

To sustain better performance of managers throughout their career i.e. to prepare

managers for higher jobs in future.

To encourage & prepare managers to increase their capacity to assume & handle greater

responsibility.

To provide opportunity to executives to fulfill their career aspirations.

To ensure that the managerial resources of the organization are utilized fully or optimally.

To make available managers & executives with requisite knowledge & skills, to meet the

present & anticipated future of the organization.

To understand economic, technical and institutional forces in order to solve business

problems.

To stimulate creative thinking in order to improve methods &procedures

Methods and Technique of Development:

55

Different types of techniques are used to acquire and develop various types of managerial skills

and knowledge. They are:

1) For decision-making skills:

A) In-Basket exercise

B) Business game

C) Case study

2) Inter-personal skill:

A) Role playing

B) Sensitivity Training

C) BehavioralModeling

3) Job Knowledge:

A) Coaching

B) Under study

4) Organizational knowledge:

A) Job Rotation

B) Multiple Management

5) General knowledge:

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A) Special courses

B) Special Meeting

C) Special Reading

6) Special Individual needs:

A) Special projects

B) Committee assignment.

57

FOLLOWING ARE THE METHODS USED IN PRICOL LTD.

1) For decision making skills:

a) Case Study:Case studies are most often used to simulate strategic decision-making

situations, rather than the day-to-day decisions that occur in the in-basket. The trainee is first

presented with a history of the situation in which a real or imaginary organization finds itself.

The key elements and problems, as perceived by the organization's key decision makers, may

also be provided. Case studies range from a few pages in length to more than a hundred. Trainees

are asked to respond to a set of questions or objectives. Responses are typically, though not

always, in written form. Longer cases require extensive analysis and assessment of the

information for its relevance to the decisions being made. Some require the trainee to gather

information beyond what was in the case. Once individuals have arrived at their solutions, they

discuss the diagnoses and solutions that have been generated in small groups, large groups, or

both. In large groups a trainer should facilitate and direct the discussion. The trainer must guide

the trainees in examining the possible alternatives and consequences without actually stating

what they are.

      Written and oral responses to the case are evaluated by the trainer. The trainer should convey

that there is no single right or wrong solution to the case, but many possible solutions depending

on the assumptions and interpretations made by the trainees. The value of the case approach is

the trainees' application of known concepts and principles and the discovery of new ones. The

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solutions are not as important as the appropriateness with which principles are applied and the

logic with which solutions are developed.

2) Inter-Personal skills:

a)Sensitivity Training: It is also known as ‘T’ group training. This a group of 10 to 12

people a) unstructured group of people b) agenda free group c) Leader less group. It helps

individual towards better relation with others and eliminating interpersonal friction. The aim

to achieve behavior effectiveness in transaction with one’ environment, individual are

allowed to focus on behavior rather than duties.

b)Behavioral Modeling : Behavior modeling is used primarily for skill building and almost

always in combination with some other technique. Interpersonal skills, sales techniques,

interviewee and interviewer behavior, and safety procedures are among the many types of skills

that have been successfully learned using this method. While live models can be used, it is more

typical to video tape the desired behavior for use in training. The steps in behavior modeling can

be summarized as follows:

1. Define the key skill deficiencies

2. Provide a brief overview of relevant theory

3. Specify key learning points and critical behaviors to watch for

4. Have an expert model the appropriate behaviors

5. Have trainees practice the appropriate behaviors in a structured role play

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6. Have the trainer and other trainees provide reinforcement for appropriate imitation of the

model's behavior

  Behavior modeling differs from role plays and games by providing the trainee with an example

of what the desired behavior looks like prior to attempting the behavior. While this method is

primarily behavioral, steps 2 and 3 reflect the cognitively oriented learning features of the

technique. Feedback to the trainee is especially powerful when video is used to record both the

model's and the trainee's performance. Through split screen devices, the performance of the

model and the trainee can be shown side by side. This allows the trainee to clearly see where

improvements are needed.

   Simulations are not good at developing declarative knowledge. Some initial level of declarative

and procedural knowledge is necessary before a simulation can be used effectively. Although

some knowledge development can occur in simulations, usually other methods are required for

this type of learning. Simulations provide a context in which this knowledge is applied.

Improving the trainees' ability to apply k strategies) is the focus of simulations. Simulations do a

good job of developing skills because they:

Simulate the important conditions and situations that occur on the

job.                                                    

allow the trainee to practice the skill

provide feedback about the appropriateness of their actions

3. JOB KNOWLEDGE

60

a).Under study : In this the trainee is prepared to perform the work of his superiors. He is a

trainee who at future time will assume the duties and responsibilities of the positions

presently held by his superiors when he is separated from the job because of transfer,

promotion, retirement etc. The department manager can pick up one individual from his unit

to become his understudy. He will guide him to learn his job, he also involve him in

decision-making process.

b)Coaching: In this method superior guides and instruct the trainee as a coach. The coach or

counselor sets mutually agreed goals suggest how to achieve these goals periodically reviews

trainee progress and suggest changes in required in behavior and performance.

In coaching, the supervisor explain things and answers questions, he throws light on why things

are done the way they are, he offers a model for trainee to copy; conducts lot of decision making 

meetings with trainees; procedures are agreed upon and  the trainee is given enough authority to

make divisions and even commit mistakes. 

4. Organizational Knowledge:

a)Job Rotation : It involve movement or transfer of an employee from job to job,

department to department at the same level. . It provides a great deal of job experience for

those who are potential executives, this give them a broader outlook and the required

diversified skills, which are very important at the upper level. It reduces boredom by

providing variety of work. These types of the employees are very important for the

61

organization because they have knowledge of various fields and management can use them in

case of contingencies.

b) Multiple management: It is a technique where junior are assigned committee by the

chief executives called junior board of executives .which discusses the actual problem and

different alternatives solution after which final decision are made. Future vacant positions in

the board of director may be filled from junior executive’s board member who have gained

sufficient exposure to problem and developed decision-making skills. This method help

identify executives talent.

5)General Knowledge:

a)Special courses : Like the workshops, executives development program (EDP) organized

by institutes, universities helps the trainee to acquire G.K.

b)Special Meeting : Special meeting organized in voluntary organization, consumers forum

help the trainee to develop their knowledge.

c)Special Reading: special article published in newspaper, journals, magazines are provided

to the trainee to improve their G.K.

6) Special individual need:

a) Special projects:In this a number of trainee executives are put together to work on a

project closely related to their functional area. This group is called project team to examine the

problems and find solution.

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b)Committee Assignment: To discuss the problem and to evaluate the problem and given

suggestion to the problem.

TRAININGAND DEVELOPMENT METHODOLOGY ADOPTED IN PRICOL LTD

63

TRAINING FOR OPERATORSOR

CHAPTER-3

DATA ANALYSIS AND

FINDINGS

64

CLASS ROOM TRAINING

ON THE JOB TRAINING

SKILLS UPGRADATION

TRAINING FOR OPERATORS

MONTHLY OR QUARTERLY

3.1. DATA ANALYSIS

Q.1.Training is helpful as well as necessary step in the organization.

yes no0%

10%20%30%40%50%60%70%80%90%

100%

87%

13%

%age of responses

Analysis: From the above tableit is concluded that 87% of respondent says that

training is helpful as well as necessary step in the organization where as 13% of

65

 OPTIONS %AGE OF RESPONSES

Yes 87%

No 13%

respondents says that training is not helpful as well as necessary step in the

organization.

Q.2 Training helps in increasing the performance of employees. 

OPTIONS %AGE OF RESPONSES

Yes 89%

No 11%

 

89%

11%

%age of responses

yesno

Analysis: From the above table it is analysed that 89% of respondents say that training helps in

increasing the performance of employees where as 11% of respondents says that it is not helpful

66

in increasing the performance of employees. So it is concluded that training is beneficial for

employees.

Q.3 Training increases the level of satisfaction among employees.

OPTIONS %AGE OF RESPONSES

Yes 84%

No 16%

84%

16%

%age of responses

yes

often

67

Analysis:Above mentioned pie chart states that training increases the level of satisfaction

among employees 84% said yes,16% said no . So it is concluded that training helps in increasing

the satisfaction among employees.

Q.4 The employees are helped to acquire technical knowledge andskillthrough

training?

  Parameter %AGE OF RESPONSES

Very Little 10%

Moderately 15%

A Lot 75%

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10%

15%

75%

%age of responses

very little

moderately

a lot

Analysis :Above representation indicates the responses regarding training helps in acquiring

technical knowledge and skills of the employees10% said very little 15% said moderately and

75% said a lot so it is concluded that training helps in acquiring knowledge and skills of the

employees.

Q.5 There is adequate emphasis on developing managerial capabilities of the

managerial staff through training. 

PARAMETERS %AGE OF RESPONSES

Very Little 15%

Moderately 20%

A Lot 65%

69

15%

20%

65%

%age of responses

very little

moderately

a lot

Analysis: From the above mentioned pie chart indicates that 15% of respondents says very

little that training helps in developing the managerial capabilities of the staff,20% says

moderately and 65% says a lot. So this indicates that training helps in developing the managerial

capabilities of the staff.

Q.6 Human relation competencies are adequately developed in your

organization. 

 PARAMETER %AGE OF RESPONSES

Very Little 15%

Moderately 27%

A lot 58%

70

15%

27%58%

%age of responses

very littlemoderatelya lot

Analysis: From the above table indicates the responses regarding the development of human

competencies in the origination 15% said very little,27% says moderately and 58% says a lot so

this indicates the human competencies are developed in the organization.

Q.7 After getting training do you feel there is change in your working nature

or not?

  Parameter Percentage

Yes 54%

No 18%

Often 28%

71

yes no often0%

10%

20%

30%

40%

50%

60%

%age of responses

%age of re-sponses

Analysis : From the above graph indicates the responses regarding the changes in the working

nature18% said no ,28% said often and 54% said yes .so it is concluded that after getting training

employees feel that there is change in the working nature.

Q.8 Training helps employees to achieve a greater appreciation of how to

become better organized & carry out work more effectively.  

Parameter Percentage

Very Little 13%

Moderately 27%

A Lot 60%

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13%

27%60%

%age of responses

very littlemoderatelya lot

Analysis:From the above mentioned data we can see the responses of thestaff members

regarding the help gained by training programmes. 13%said verylittle, 27% said moderately and

60% said a lot, so this shows that most of thepersons are able to apply the results of training in

better and organized way.

73

Q.9 Do you feel that training are provided to the employees was effective ?

OPTIONS %AGE OF RESPONSES

YES 75%

NO 25%

75%

25%

%age of responses

yesno

Analysis: From the above mentioned data we can see the responses regarding the effectiveness

of the training 75% said yes and 25% said no. so this shows that training was provided

effectively.

74

Q.10.Do you feel that the training programme help you to understand the better work of the company?

Options %age of responses

Yes 67%

Often 20%

Never 13%

67%

20%

13%

%age of responses

yes

often

never

Analysis:From the above representation indicates the responses regarding the training

programmes are helpful in understanding the work of the organization in better way. 13% said

never, 20% said often and 67% said yes. So this shows that training helps in understanding the

work in better and n organized way.

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3.2FINDINGS

After analysis of the collected data following findings were observed.

All employees are aware about the Training and development programme

used in the organization.

Majority of the employees who were interviewed said that existing Training

and development programme is better or best.

70 to 80% of management staff, supervisors and workers feel that personal

skills are taken in to consideration.

I found that most of the employees were satisfied with the training

programmes.

Management and supervisors are comfortable while giving theirfeedback.

Management staff,supervisors and employees is in favor of making a change

in the existing Training and development programme.

Ialso found that most of the employees were in favor of on the job training.

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CHAPTER-4

CONCLUSION AND

SUGGESTIONS

77

4.1 . CONCLUSION

Pricol Ltd has been a great source of learning of not only managerial but also humanitarian

aspects which could be applied in various levels of management. The Management style in

Pricol Ltd plays a dynamic role in achievements of its objectives, which enables it to reach

higher goals. PricolLtd, has not only been working towards making a better Organization but to

ensure excellence of both practice and product.

And thus, help you to renovate your life Pricol Ltd has paid great attention to Education and

providing different training schemes to its Employees and workmen both which help them to

understand the optimum ways of working efficiently. This would have not been possible without

the Efforts of Pricol Ltd.

So at the end of our project report we can say that the Training and development programme

which Pricol Ltd implemented in their organization is implemented in a well-organized way and

the employees who are working there are totally satisfied from their Training and development

programme.

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4.2. SUGGESTIONS AND RECOMMENDATIONS

“MANPOWER IS THE ASSETS OF THE COMPANY, O GROW THOSE, MEANS TO GROW THE ORGANISATON”

Feedback of the employees should be addressed properly.

Duration of training programme should not be lengthy.

Proper training should be given to fresher’s.

While training programme refreshment should be provided to the trainees.

Proper training should be given to weak performers.

There should be high involvement of employees in all stages of Training and

Development program.

Organization should provide more information to the employees about the

Training and Development so that the level of knowledge can increase about

Training and Development.

79

4 . 3LIMITATIONS OF THE STUDY

The following difficulties were faced during the course of the research study.

1) The employees were flexible to express their views regarding the

training and development system of their organization.

2) There was also shortage of time and other sources for the data collection.

3) Employees also showed lack of interest while filling the Questionnaire

&answering to the questionnaire.

4) Employees were afraid at the time of filling questionnaire.

\

5) The study would be limited to the employees of PRICOL LTD,

Pantnagar ( SIDCUL )

80

BIBLIOGRAPHY

BOOKS:-

1. Gupta, C.B., Human Resource Management, 2000, New Delhi, Sultan

Chand & Sons.

2. “Research Methodology” Kothari C.R 1999 “New Delhi, Wiley Eastern

Limited”

3. Aswathappa- human resource management.

4. Flippo& L.N. Prasad- Human Resource Management.

WEBSITES:-

www.pricol,.com

www.pricolproducts.com

www.pricoltechnologies.com

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ANNEXURE

I am PayalMiglani pursuing Masters of Business Administration from

S.L.S.E.T. group of institution. Kichha .My Topic for summer training is

“Training and Development at Pricol Ltd”. The information given by you is

only for the purpose of research and further it will be used for awareness and

training to you all.

Q.1. Training is helpful as well as necessary step in the organization?

a) Yes

b) No

Q.2. Training helps in increasing the performance of employees ?

a) Yes

b) No

82

Q.3. Training increases the level of satisfaction amongemployees?

a) Yes

b) No

Q.4.The employees are helped to acquire the technical knowledge and skills through training?

a) Very little

b) Moderately

c) A lot

Q.5. There is adequate emphasis on developing managerial capabilities of managerial staff

through training?

a) Very little

b) Moderately

c) A lot

83

Q.6. Human relations competencies are adequately developed in your organization?

a) Very little

b) Moderately

c) A lot

Q.7. Employees are sponsored for training programme on the basis of carefully identified

developmental needs?

a) Very little

b) Moderately

c) A lot

Q.8. Training helps to achieve greater appreciation of how to become better organized and carry

out work more efficiently?

a) Very little

b) Moderately

c) A lot

84

Q.9.Do you feel that training is provided to employee was effective?

1. Yes

2. No

Q.11 After getting training do you feel there is change in your working nature or not?

1.Yes

2.No

3.Often

85