A Project Report Founder of the

Bata Shoe Organisation

M r. T o m a s B a t a
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( 1876 1932 )

A Message from Mr. Tomas Bata We are not afraid of the future. Millions of human beings know nothing of footgear of any kind whatever and very few of the rest is well shod. This best shows us how little we have accomplished so far, and what an immense task lies before the shoemakers of the whole world. Tomas Bata started life as a poor boy but he did not dream of making millions, he seems, rather to be obsessed with the idea of helping his country and his people. In the young Bata there quickly ripens the wish and the determination to achieve something. He is a shoemaker - a practical man, but with a power of imagination amounting to genius.
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Thomas has visions of colossal factories, with the most modern machinery, installed in airy workshops, and a system of the most modern factoryhygiene. In those workshops, people freed from slavery and squalor are working for the realization of his great social ideal : the shoeing of millions. Tomas Bata remained true to his dreams of " Good and cheap shoes, even for the very poorest, and high wages for all who worked for him ".
He coined the motto

Our customers are our masters ".

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Long Service Medallio

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Preface
Bata India Ltd. Is the organisation that has been ruling the world of shoe manufacturing in India for more than 75 years now and its largest plant is situated in Batanagar, 24 Parganas (s) West Bengal, on the banks of the river Ganges. With manpower of nearly 2400, the unit is producing quality foot wares hugely in demand all over the world. It has one of the oldest but excellent systems of day to day operations and record keeping including production, planning, purchase, costing, salary, personal audit etc. It also has been instrumental in starting its own chain of retail stores which has crossed 3000 in number. Over the year it has become a household home with millions of customers loyal to its brands. Its motto, Challenge Skill Commitment Teamwork is yielding great results even in this era of fervent socio economic changes that are taking place globally. My object here was to study the existing training and development facilities in Bata India Ltd. And if necessary to develop a program that shall enhance the potential of its employees and executives. This program should be in accordance with the actual situation related to the morals, ethics, beliefs and practices of the land. It should go a long way in improving the production, quality, organisational climate, technological know-how and above all individual personal growth.

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Declaration
I Chandan Chakraborty, student of M.B.A. ( 3rd semester ), Gyan Ganga Institute of Technology and Sciences, Jabalpur (M.P.) , do hereby declare that this project has been done as a partial fulfillment of the award of post graduate degree in business administration, under Rani Durgawati University, Jabalpur ( M.P.) for the year 2007 -08.
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I declare that this project is entirely based upon my personal findings, analysis, judgements and is thus an original piece of work, which has not been published before in its present form any where in India or abroad. The data upon which this project is based is secondary data collected from various record books of the organisation, whose preciseness is expected, not guaranteed.

INTRODUCTION The Organisation: Bata India Limited

Bata India is the largest company for the Bata Shoe Organisation in terms of sales pairs and the second largest in terms of revenues. With 1250 stores across the country, it also has the widest retail network within the BSO. By the time Bata had come to India in 1931, it was already recognized as a leading shoe brand. Its
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manufacturing

and

marketing

operations

heralded

the

rise

and

the

development of a modern footwear industry in India. Before Bata, footwear was produced primarily in the handicrafts and small enterprise segments. Bata, over the decades, used the current knowledge' from its international experience to create adaptive and innovative baseline standards for the shoe businesses in India. Incorporated as Bata Shoe Company Private Limited in 1931, the company was set up initially as a small operation in Konnagar (near Calcutta) in 1932. In January 1934, the foundation
" I've missed over 9,000 shots in my career. I've lost almost 300 games. 26 times I've been trusted to take the game winning shot...and missed. I've failed over and over and over again in my life. And that is why I succeed! " - Michael Jordan

stone for the first building of Bata's operation - now called the Bata. In the years that followed, the overall site was doubled in area. This township is popularly known as Batanagar. It was also the first manufacturing facility in the Indian shoe industry to receive the ISO : 9001 certification. The Company went public in 1973, when it changed its name to Bata India Limited. Today, Bata India has established itself as one of Asia's largest footwear retailer. It has cornered around 35 % market share in the organized sector (and approx. 8.5 % of
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the total footwear market) Almost 98 % of the company's revenue is from the domestic market while the rest is from exports. The company currently sells over 45 million pairs of shoes every year and has an annual sales turnover of more than Rs. 8000 million (USD 178 million). Over the years, Bata India has established a leadership position in the footwear industry and is easily the most trusted name in branded footwear. Its retail network of 1250 stores gives it a reach/ coverage that no other footwear company can match. The stores are present in good locations and can be found in all the metros and towns.
" The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy " - Martin Luther King Jr.

In terms of products, the company has now built a good, market-oriented collection that is in line with fashion trends and offers a good quality to price ratio. Its product range now encompasses classic shoes such as Ambassador for Men and comfort shoes such as Comfit for ladies, as well as a more trendy collection for ladies in the Marie Claire range and a sporty fashion collection for young adults in the North Star range. Bata's smart looking new stores supported by a range of better quality products are aimed at offering a superior shopping experience to its customers. And the new face of Bata India is now visible to the industry as well as its customers. Today, backed by a brand perception of experience, the company is working towards positioning itself as a vibrant and contemporary young brand. It has significantly transformed its retail formats to become more lifestyle-oriented, which has helped change consumer perceptions to a large extent.
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The 6 Principles :
We provide quality for value. We constantly improve in what we do. Our strength is people. We are partners in progress with the communities in which we deal. We build respect and loyalty through service. We practice A Step Ahead management.

" It is common sense to take a method and try it. If it fails, admit it frankly and try another. But above all, try something. " - Franklin D. Roosevelt

Bata is Divided into 6 regions: 1. 2. 3. 4. 5. 6. Europe North America Africa Pacific Latin America India

Bata operates in more than 70 countries worldwide with, 3000 retail outlets of its own Producing 10,00,000 pair of shoes per day Over 50,000 employees speaking 100 languages

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Various departments operant in Bata India Ltd. Personnel department :

Personnel department is the heart of the organisation and is one of the most important portfolios, dealing with matters directly or indirectly related to its human resource, that is its manpower. It acts as a connecting bridge between the employees, trade unions and other external entities and the management. Personal department plays a vital role in interconnecting various departments to enable smooth operation of the organisation. In Bata India Ltd., the Personnel department maintains individual personnel audit records in its kartotek and uses it for important decision makings related to the transfer, promotion, separation, performanceappraisal, welfare schemes, services and benefits, labour relations, grievance handling etc. It is also responsible for the recruitment and selection of the right people for the right job .

Accounts Department :
The accounts and payroll department is one of the busiest department of the organisation, as it has to maintain each and every transactional records in the book of accounts on a regular basis, based on commonly used double entry system. The income statements, profit & loss a/c
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and balance sheet are prepared on a quarterly basis for the management as well as shareholders to analyze the developments. As Bata India Ltd. Batanagar plant is not a selling unit the profit earned by it is accrued profit not actual
" One needs to be slow to form convictions, but once formed they must be defended against the heaviest odds. " - Mahatma Gandhi

profit. Accrued profit is acquired when production is completed below the estimated production limits and it is in loss when production surpasses this limit. The extent of transactions through this department can be expressed through these facts: Bata India Ltd. ( Batanagar plant ) pays property-tax to the Maheshtala municipality in the volume of nearly Rs. 5,00,000 per month. Electricity charges for 24 hours 3 phase connection comes somewhere in the vicinity of Rs. 60,00,000 per month. Bonus paid to the employees once in every season (6 months) amounts upto Rs. 1,20,00,000. The payroll section is in charge of preparing the fortnightly as well as monthly pay slips for its different types of employees ( such as fixed, essential, hourly fixed, special hourly fixed, accord ) payment is made by calculating many factors along with their basic pay, some of these factors are DA, Night allowance, Bonus, Production incentive, House rent, Provident fund, insurance, medical cover etc. the pay structure of Bata India Ltd. is very well structured in relation to contemporary manufacturing units, in the state of West Bengal.

Product Development Department :

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The actual job of the product development department starts with collecting the information from the marketing department about the
" Do not be desirous of having things done quickly. Do not look at small advantages. Desire to have things done quickly prevents their being done thoroughly. Looking at small advantages - Confucius

design or pattern expected to be in demand in the near future. Accordingly designs are prepared for all types footwears along with the material to be used in a particular article. This department is more concerned with providing comfort to its customers rather than style. Sizes of the shoe to be manufactured are pre-decided region wise e.g.: For eastern region sizes between 5 to 11 (gents) For southern region size is 7 onwards gents) and 4 to 5 general sizes for ladies products. This department consists of a separate CAD / CAM section, where designs are prepared and cut by a computerized cutting machine. The software used for this purpose Crispin Cad Suite prepares two-dimensional view of designs. These designs along with the material are tested in the Research & Development laboratories before reaching the production department.

Production Planning & Control Department :

Production planning and control section of management which delivers the estimate for the production of particular style during a specific period, so that they may serve the best possible service to the customer without unwanted late in delivery or unwanted dumping of the produced goods.

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The sales department sends the estimate for the volume of the goods that is likely to sell, on the basis of statistical method, market
" Often the difference between a successful person and a failure is not one has better abilities or ideas, but the courage that one has to bet on one's ideas, to take a calculated risk and to act. " - Maxwel Maltz

research, previous years performance and promotion of selling effort they actual did. And accordingly volume of goods is projected for the production department and costing department then the costing and production department plan for the procurement of all the necessary materials, machineries, grinderies etc. and their capacities of production in terms of manpower they are having. Other functions of this department are: This department also prepares the records the volume of product in the production stream daily. This is called workshop production balance sheet. Prepares the plan sheet for the different articles that has to be sent to either the whole-seller or retailer article wise or the number of pairs of specific size so that the box of packing completes their capacity. This is called production invoice for whole sales and retails i.e. distribution of order plan wise.

Manufacturing Department :
Batanagar plant is one of the biggest manufacturing units in the state. It is a well equipped with the best machines and safety equipments, most of them imported from Korea and other countries. Some of the newly installed machines are capable of producing high quality footwear round the clock. This department is further divided into the: 1. The leather factory ( producing leather shoes )

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2.

The rubber factory ( producing rubber and canvas shoes, rubber chappals )
" Desire is the key to motivation, but it's the determination and commitment to an unrelenting pursuit of your goal - a commitment to excellence - that will enable you to attain the success you seek - Mario Andretti

both within the Batanagar plant itself. Skilled employees known as rink conveyor (leather) and sandal conveyor (rubber) carry out the production through a chain of operations. Some of the operations involved in shoe manufacturing are last-preparation, upper-insole, Jaro-molding, preforming, force-last etc.. A constant quality check during the production process reduces the number of defective pairs getting to the shops. 6 Stages in production: Manipulation Prefabrication Sewing Assembly Warehousing Retail stores (leather & other material cut and bundled) (stamping, punching, skiving, gimping, embossing) (components stitched together) (upper & lower components brought together) (shoes checked, inspected, sorted, stored, shipped) (receive goods, check for accuracy damage, promote)

Research and Development Department :

The research and development department is responsible for validating the products and designs prepared for production. Various mechanical properties related to the materials to be used for the upper and sole of the footwears are thoroughly checked using electronic machines these include Tensile testing,
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flexural testing etc. designs are checked for its durability. Suggestions to improve the overall quality of the finished products are sent back to the product development department.

An overview of the company history :

1894 The T. & A. Bata, T. & A. Bata Shoe Company (T. & A. Bata) registered in Zlin, Austria-Hungary by Tomas, Anna and Antonn Bata 1895 First business crises, Tomas takes over company's control, Antonn leaves for the army, Anna gets married 1897 The Baovka, the first fabric shoe, introduced and with it production mechanization, first machine from Germany 1900 First factory building constructed 1904 Tomas first journey to the USA 1905 2,200 pairs per day produced by 250 employees, in two shifts, sales department founded 1906 Second factory building constructed, first of the "new type" 1908 Antonn dies, Tomas takes full company's control 1909 First export sales, first sales agencies in Germany, the Balkans and the Middle East; 3,400 pairs per day produced
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1911 Tomas second journey to the USA 1914 World War I breaks out, large orders by the Austro-Hungarian army for military shoes 1917 World War I large scale orders contributed to company's exponential growth; 2 million pairs per year sold, 10,000 produced daily by 5,000 employees, advanced production equipment imported from Germany; "Bata community" around factory with shops, housing, schools and hospitals 1918 Second crises of the company, massive losses, non-paid deliveries for the state (Austria-Hungary, the newly founded Czechoslovakia doesn't recognize the debt); production down to 1,700 pairs daily 1919 Tomas' third journey to the USA, getting acquainted with Henry Ford's mass production 1922 Currencies devalued due to World War I, consumer purchasing power at an all time low, Bata cuts shoe prices by 50% to attract customers and to expand into 160 company shops throughout Czechoslovakia 1923 Employee profit & loss sharing introduced 1925 The Bata system organizes operations in autonomous workshops; the "Bata School of Work" founded, education and practical training to future Bata managers; 563 company shops throughout Czechoslovakia 1927 Assembly line production introduced 1929 Customs tariffs introduced in the world, Bata builds factories in Switzerland (Mohlin), Germany (Ottmuth), England (Tilbury), France (Hellocourt), Yugoslavia (Borovo), Poland (Chelmek), Holland (Best), the USA (Bel Camp)
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and India (Batanagar); the "House of Bata's service" opens in Prague, replacing older premises 1930 100,000 pairs produced daily; five-day, 40 hours week introduced 1931 Bata a.s. founded, replacing the former "T. a A. Bata"; by the early 1930s, Bata becomes the worlds leading footwear exporter 1932 After Tomas Batas plane crash his half-brother Jan Antonn Bata becomes head of the company; at this time the company continues the diversification into the production of tires, aircraft, bicycles, machineries; the "House of Bata's service" opens in Brno 1939 Bata operates 63 companies in various industries with footwear remaining the core business with 60 million pairs sold per year in over 30 countries; the Bata family leaves to the USA after Nazi occupation of the rest of Czechoslovakia; Jan Antonn Bata " subdues " to the plans of Nazis to save the business, on the other hand supports the exile government of Edward Benes and the Czechoslovak armed forces in Britain, he saves a large number of countrymen, including Jews by using the Bata worldwide network 1942 Tomas J. Bata (Thomas J. Bata) starts to operate from Batawa, near Toronto, Canada. Instead of leading the Canadian subsidiary

1945 All Bata companies in Eastern Europe "nationalized" by communist or procommunist governments, the company starts rebuilding itself from the remaining entities outside Eastern Europe;

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1946 - Two decades of litigation ensue members of the Bata family begin to sue one another over ownership of the international subsidiaries of Bata. In spite of conflicting decisions has never been fully resolved 1947 - Jan Antonn Bata accused by the Czechoslovak communists of various "crimes" and sentenced to 15 years of hard labor in absentia and all of his properties in Czechoslovakia are confiscated.

1960s Companys headquarters relocated to Toronto by Thomas J. Bata, further expansions through new factories in local markets 1970s Pvt. Labels created: Bubble gummers, Power, Marie Claire, & North Star 1980s Bata develops retailing: Bata city stores, large format stores and sport concept stores 1989 Thomas J. Bata visits Czechoslovakia to check and negotiate on the restitution possibilities, sets up his team to do the work, later on buys some of the leftovers of the former company from the state and founds Bata a.s., now as Czech retail subsidiary 1990s Bata enters the high-price segment: Bata Premium collection. 1995 Partnerships in Eastern Europe, Bata stores in Russia, Poland, Croatia, and Slovenia 1999 Bata concentrates on design, marketing and distribution, manufacturing moves to low-cost countries and subsidiaries 2001 Thomas G. Bata, Tomas' grandson becomes the Groups chairman, restructures the business into regional " 4 meaningful business units "
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2002 Bata Shoe innovation Centres for shoe development introduced worldwide 2004 In China, Bata procurement centre in Guangzhou opens, distribution partnership for the opening of Bata retail stores established 2006 A township construction began to modernize the Batanagar factory complex (near Kolkata, to be completed by 2011, with 2500 housing for employees, a hospital, a school, an IT park, a hotel and residential flats along the riverside); Branded Business Division founded to consolidate all the branded business activities 2007 - Communist Verdict Against Jan A. Bata Overturned. The City Court in Prague, Czech Republic has re-opened a 60-year-old case in which an international businessman and Czech nationalist was falsely accused of collaboration with the Nazis. Jan Antonn Bata, brother of the world famous shoemaker Tomas Bata, was sentenced in absentia in 1947 for collaboration with the Nazis by the National Court in Prague. Thomas J. Bata, 91, nephew of Jan Bata, testified on Monday in court to achieve the cancellation of the verdict against his uncle. He said that he believed that justice would win. For the last decade his descendants, led by the sprightly 92-year-old Thomas J. Bata, son of the company's founder, have fought to clear his name. They say far from being a collaborator, Jan Antonin Bata financed the Czechoslovak government-in-exile to the tune of a quarter of million dollars in secret donations or roughly four-million of today's US dollars. A former Jewish employee also testified that Jan Bata had helped her and up to 80 Jewish families escape from Nazi-occupied Czechoslovakia. All of these facts, say his family, were ignored by the court in 1947. They say the post-war

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Czechoslovak state, buckling under Communist pressure, was primarily interested in seizing the Bata Empire and its assets.

ORGANISATIONAL CHART

Managing Director

Deputy Managing Director

Executive Director

Exports and Commercial

Vice President Faridabad

Sr. Vice President Patna

Sr. Vice President Batanagar

General Manager Makamahghat

Vice President Bangalore &

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Bata Shatak

Vice President Product development

Vice President Commercial

Senior Manager Moulds & Equipment

Senior Manager Purchase

Senior Manager Quality assurance

Senior Manager Training & Development

Senior Manager Research & Development

Senior Manager Tannery

Senior Manager Service

Senior Manager Personnel

Senior Manager Costing

Senior Manager Procurement

General Manager SBU (R)

General Manager SBU (L)

Senior Manager Manipulation

Source : Quality manual 2006, B.I.L. Batanagar

THE EXISTING SYSTEM

The existing training and development program in Bata India Ltd. Comprises of specifically designed courses segregated as under: 1) Technical Courses 2) Concept Oriented Courses 3) Functional Courses
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4) Management Courses 5) Industrial Relations Courses 6) Presentation Courses A more detailed structure has been given below. It should however be noted that these were developed individually at various times and places. A ) Technical Courses : 1. Materials for shoe making 2. Plastics for shoe making 3. Leather selection and grading 4. Manipulants Course 5. Tanners Course 6. Basic drawing and technical steps 7. Product development B ) Concept Oriented Courses : 1. Work-Study appreciation 2. Work measurement

3. Work Simplification 4. Effective Presentation 5. Balham Technique 6. Costing and Cost control C ) Functional Courses : 1. Purchasing Management
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2. Maintenance Management 3. Accounting system 4. Quality control 5. Production planning D ) Management Courses : 1. MANDEVCO ( Managerial Development Course ) 2. COVOSOC ( Connaisses Votre Societe ) 3. AMA ( Part - I ) 4. AMA ( Part - II ) E ) Industrial Relations Courses : 1. Human relations 2. Industrial safety 3. Interflow management 4. Effective Communication 5. Safety hygiene and First aid 6. Floor administration

F ) Presentation Courses : 1. Post course presentation 2. SEMPROF ( Professional seminar) Apart from these the operation has a set of 73 operations required in various stages of the shoe manufacturing process. Every accord employee directly involved in machine operations or other related jobs has to master a minimum of 6 skills to be eligible for working in Bata India Ltd. A
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separate Training and Allocation department ( TAC ) is responsible for providing these basic skills training. It should however be noted that mostly this training is given when the employee joins the organisation. The list of skill-sets has been listed below : 1. 2. 3. 4. 5. 6. 7. 8. 9. Last preparation Upper insole preparation Sole preparation Insole preparation Counter putt Counter tight Toe puff putt Cement upper Cement insole 26. Strap lacing 27. Thong selt 28. Derby lacing 29. Pre-forming 30. Force last 31. Strap last 32. Repairing last 33. Lamp & Transt 34. Sest press 35. Removing staple 36. Wrinkle chasing 37. Unit moulding 38. Toe marking 39. Roughning 40. Sole putting 41. Air pressing 42. Hydraulic press 43. To go press 44. Apply MEK 45. Shank putting 46. Cleaning 53. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66. 67. 68. 69. 70. 71. 72. 73. Thread cut Hammering Trimming Scouring Bott skiving Vert scouring Clamping Brushing Edge colouring Edge sett Fillering Upper polish Sole polish Spray Filler putt Foam past Sacks putting Lacing shoes Repairing F Packing Supplying

10. Cement lining 11. Cement pocket 12. Cement strap 13. Cement toe-tip 14. Cement bottom / sole 15. Cement sole 16. Rand roll Cement 17. Counter nail 18. Thumbing 19. Astra pull

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20. Schon F part 21. Hand last 22. Heel last 23. Schon B part 24. Knotting 25. Last putt

47. Unlasting 48. Rand laying 49. Rand cut join 50. Beating 51. Fimac stitch 52. Sole stitch

Training and Allocation department ( TAC ) judges the potential and capabilities of every employee and assigns a rating to each of them. Its indicated by colours against their names in skills register. This is done during their induction training in the organisation. Yellow Pink Brown : : : 50 % to 65 % 65 % to 85 % 85 % to 95 %

Orange : 95 % and above

MANDEVCO ( Managerial Development Course )

Duration : 12 weeks Objectives : 1. To equip selected members of the senior / middle management team with hand on techniques of professional managerial behavior.
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2. To reinforce the knowledge of the product, the respective work areas and key function aspects of the company. 3. To promote interface and team building attributes.

Modules : 12 nos. 1) 2) 3) 4) 5) Rubber factory Leather factory Tannery Materials Management of human resources i) ii) Communication Leadership skills

iii) Need hierarchy iv) Motivation v) Change vi) Perception vii) Ethics 6) 7) 8) 9) 10) 11) 12) General awareness Accounts Production planning Sales Designing and Drawing Costing Purchasing

Module Co-ordinator: Each module under a senior manager as trainer

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Methods: Practical work in departments Practical shoe making workshops Chalk-talks Group discussions Idea tanking Case studies Exercises Store visits Criterion for the assessment of trainees : Written tests 20 marks Practical 20 marks Concept 10 marks Participation 10 marks Leadership skills 10 marks Attitude 10 marks Team spirit 10 marks Reliability 10 marks A confidential report with remarks is prepared by the Module Co-ordinator on each of the participants.

COVOSOC ( Connaisses Votre Societe )

Duration: 2 hours in a week for 14 consecutive weeks Objectives: Same as MANDEVCO
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Modules: 14 nos. 1. World of BATA ( Know your Organisation ) 2. Tannery 3. Leather SBU 4. Rubber SBU 5. Services 6. Product development 7. Costing and efficiency 8. Moulds and equipments 9. Finance and accounts 10. 11. 12. 13. 14. Personnel and welfare Administration Safety and Environment Purchasing Procurement

ORGANISATIONS TRAINING OBJECTIVES

1. Maintain dominant market share through producing high quality products in large volume within stringent cost parameters.

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2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

To change Survival of the fittest mentality to Collective survival . where together we shall make a difference. To help them identify that personal development should contribute effectively to organisational development. To develop the urge of taking responsibilities without being assigned for. To develop creativeness and innovativeness in their thought process. To identify the psychological needs and aspirations of colleagues and subordinates. To be motivated to thrive for more and ability to motivate others. To provide active leadership to the work groups. To communicate properly i.e. listen, read, write and speak effectively. To have better observation, retention and persuasion power. To have better knowledge of decision making alternatives & skills to use. To be able to set priorities through time management. To be able to control stress related problems. To be confident at grievance handling / conflict resolution. To be able to move ahead from failures and Successes .

THE TRAINING PROGRAM

Introduction
A] To start with : 1) Need to change
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2) 3) 4)

Ice breaker Break your habit Communication effectiveness test Have you seen it ? Attention Retention Building blocks game What can he say ? On the other side of the table The solitary judge Parliament Give me the options Guess work

5)
B] Phase I : 1) 2) 3)

4)
C] Phase II : 1) 2) 3) 4)

D] Phase III : 1) I want to be _______ 2) 3) 4) E] In the end : 1) 2) 3) Its an emergency Its the only time you have got Never say No Lets discuss Grid management Know your boss

.
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1. Case of Absenteeism :
Mr. NRS ( actual name not disclosed ) is an accord employee of BATA INDIA LTD. Batanagar. He is directly involved in the shoe manufacturing conveyor. He was known to be a regular absentee, but at the same time a multi-skilled worker with lots of experience. The organisations personnel department looked at the possible options to solve this problem. During the first half of 2007, NRS surpassed his casual and medical leaves available by more than 125 (days), as per organisations SOR (Standing Orders and Rules, as in agreement with Bata Mazdoor Union). Show-Cause notices were issued under section 15(h), requiring him to explain in writing, the reasons for his continuous absence from work. NRS replied within the stipulated time along with a Medical Certificate proving his illness. An in depth scrutiny of the Medical Certificate proved that the documents were fake under the provision of 19(A) of the SOR. The guilty can be terminated from his present job. However the management decided to give him one last chance to mend his ways (and not to lose a skilled employee) and handed him three days suspension without pay. The personnel manager planned the process to regularize his unauthorized absence and fraudulent means by creating an atmosphere where NRS should fully recognize

" Success does not consist in never making blunders, but in never making the same one a second time. " - Josh Billings

what is expected of him in the future.

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He

was

scolded

by

one

manager

and

was

comforted by another as was planned before to make him aware of this last golden opportunity, provided to him. As of date NRS is still an employee in BATA INDIA LTD. And his problem has relatively minimized to a great deal. This incidence proves that human resource planning is not only to follow the rulebook but also to invent complimentary ways to solve such type of problems in long run interest of the organisation.

2. Case of Misconduct :
A permanent line cutter of a production department in BATA INDIA LTD, Batanagar plant, Mr. SKR (actual identity not disclosed) was involved in a particular job for sometime. He was trailing behind his colleagues working in the same conveyor, hampering the rate of production, and thus was allotted a new job by his immediate boss (Asst. officer) Mr. DKB (actual identity not disclosed for obvious reasons). Unable to mentally adapt to this decision to shift him to another job, Mr. SKR started abusing his superior Mr. DKB and also attempted to physically assault him. He also threatened to cause him harm outside the factory. The case was reported to the personnel department the very same day and a show cause notice issued to the defaulter Mr. SKR, to be answered within 48 hours as per clauses D and K under section 21 (a) of the
" It is the mark of an educated mind to be able to entertain a thought without accepting it " - Aristotle

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standing orders and rules (SOR) of Bata India Ltd. and clause 14 of the model standing orders applicable to all industrial establishments of India. The said employee pleaded guilty and was ashamed of his act and promised not to repeat the same. The serious nature of the offence demanded disciplinary action but considering it as his first minor offence was let of with a warning and written undertaking. This case is another fine example that the organisation provides ample opportunity to rectify their improper acts and every opportunity provided to him to put forward his version of the unwanted event. Thus the disciplinary policy is preventive, corrective, reformative rather than punitive. Although, one important information missing here is that whether the Asst. officer Mr. DKB was advised to forgive and forget , which would have been the perfect way to conclude this natural justice?

Bibliography
Books :
1. Kothari C.R., Research methodology

methods and techniques, New age international

publishers, New Delhi, 2007. 2. Mamoria C.B., Gankar S.V., Personnel

management text and cases, Himalaya publishing house, Mumbai, 2001.

3. Blanchard P.N.,Thacker J.W., Effective training systems strategies and

practices, Pearson education, Delhi. 2007.

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4. Sikula A.F., Personnel administration and human resource management, John Wiley and sons, New York, 1976.

Websites :
1. www.en.wikipedia.org/wiki/Bata_ Shoes 2. www.ggits.org 3. www.google.org 4. www.rdunijbpin.org 5. www.bata.com 6. www.bata.org 7. www.bata.in

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