INDEX

Sr.
no

Topic

Page.
No

Title page

Certificate

Declaration

Acknowledgement

Index

Training

Importance of Training

Case study

13

Training and development in shreegurukrupaindustries

18

10

Needs identification

19

11

Methodology of training

20

12

Types of training

21

13

On-the job training

22

14

Off-the job training

30

15

Conclusion

37

16

Bibliography

38

TRAINING AND DEVELOPMENT

Training
Training is defined as learning that is provided in order to improve performance on the present
job.

Education is training people to do a different job. It is often given to people who have been
identified as being promotable, being considered for a new job either lateral or upwards, or to
increase their potential.
Development is training people to acquire new horizons, technologies, or viewpoints. It enables
leaders to guide their organizations on to new expectations by being proactive rather than
reactive.

PURPOSE OF TRAINING
1. Focusing energy on issues.
2. Making work and issues visible.
3. Supporting other intervention.
4. Legitimizing issues.
5. Promoting change.
6. Reducing risk.
7. Creating a community based on some shared experience.
8. Building teams.
9. Indoctrinating new staff.
10. Communicating and disseminating knowledge and information.
11. Certifying and licensing.

 12. Rewarding past performance

13. Flagging "Fast Tracker."

Importance of Training
Every company should be fully committed to the continuous development of its staff, in the same
ways as we continuously develop our services. This will be achieved by helping all staff identify
and meet their own job and business related development needs. This policy will ensure that we
have the adaptability and flexibility to thrive and succeed as a business. To do this, all line
managers, through the Performance Review process, will
Ensure that staff have a level of knowledge and skill to fully perform their role
Encourage staff to develop within their current role
Look for potential, and find ways for staff to demonstrate potential
Recognize and reward staff development (utilizing it wherever possible)
Create a learning culture by providing opportunities for learning
Should be trained Thus training requires

Practice

Feedback

Motivation to learn
Training has to be done on the basis of
identified resources in three phases :

1. PRE TRAINING
-Clear understanding of the situation that calls for more effective behavior
2. TRAINING- Implementing the effectiveness in behavior
3

3. POST TRAINING-The management has to handle a person who is more confident, post training A lot of
adjustment is needed on both sides.
Once someone has experienced a training and development activity or learning, we will measure
its impact and effectiveness on individual performance and the organization.

Again, line

managers are expected to be part of this process by defining the performance standards (or
measures) when setting objectives and deciding on the methods that they will use to evaluate the
learning. (Personnel Services will of course be available throughout the process to provide
guidance and support).

There are three key stages that will be used to evaluate training and development:

Reaction: At this level, evaluation provides information on the attitudes of a participant to

learning, but it does not measure how much they have actually learned. That being said, if a
participant has a positive reaction to the learning experience they are more likely to implement
what they have learned.

Evaluation at this level will be measured by a post-learning

questionnaire, which will be completed immediately after the learning activity has taken place.
Normally, Personnel Services will be responsible for issuing this type of questionnaire.

Performance: Evaluation at this level looks at the impact of a learning experience on individual
performance at work. Key to this area of evaluation will be the need to have established smart
learning objectives prior to the learning experience so that when evaluation takes place there are
measures to use. For example, an important learning objective for a junior secretary attending a

Word training course may be to produce typed correspondence with no spelling or

typographical errors. In this example, a manager would be able to evaluate the secretarys
performance using a measure of no spelling or typographical errors. Ideally, evaluation on
performance should take place approximately 3 4 months after the learning activity. Line
managers should undertake this evaluation and send a copy of the results to Personnel Services.

Organizational impact:

At this level evaluation assesses the impact of learning on

organizational effectiveness, and whether or not it is cost-effective in organizational terms.

Personnel Services will undertake this evaluation as part of a wider training and development
evaluation process.

In summary then, Personnel Services will evaluate training and development at the reaction and
organizational levels, and line managers will be responsible for evaluating the effectiveness of
training and development at the performance level. However, there will be some types of
learning activities, for example attending conferences or seminars, where it may not be
appropriate to undertake any evaluation. If any doubt, please contact Personnel Services.
To assist line managers, there are a variety of methods that can be used to measure the
effectiveness of the learning. Some of these include:
Participant self-assessment
Written or practical tests
Structured interviews
Questionnaires

Feedback for example, internally from colleagues, peers, and managers and/or externally from
partners, customers or clients
Qualifications obtained
Line managers should contact Personnel Services, who will be pleased to help set-up an
evaluation method to use to measure the effectiveness of a training activity.

Funding
Funding for training and development will be paid from a central training budget, therefore the
Head of Personnel Services must approve any training and development that involves a financial
cost before any financial commitment is made. Details of how to apply for a training and
development are explained under the section headed Selecting a training provider and applying
for training.
In addition to job-related training and development, company also recognises the need to help
individuals to improve within their chosen career path by encouraging individuals to gain
professional/vocational/academic qualifications. With this in mind, company has established a
company sponsorship scheme whereby full or partial sponsorship will provided. Information
about the scheme can be found under the section headed Company sponsorship.
Where an individual needs to attend a training course funded by company, time off during
working hours will be given to attend the course. Individuals are expected to travel to and from
a training venue within the normal course of the day. Where company is providing sponsorship
towards a professional qualification, time off to attend lectures/workshops/summer school will
be agreed on an individual basis, taking account of the business needs. The Head of Personnel
Services will approve any such requests, in full consultation with line managers.
6

Non-training course learning activities

Typically, a training course is designed to transfer new skills or knowledge to an individual.
Invariably new skills and knowledge will be developed over time to improve performance.
However, not all learning has to be addressed through a training course. There is a wide range of
development methods available that can be used without leaving the office. For example, being
coached by a fellow colleague or manager; using a computer aided training package; on-the job
training; reading books; undertaking research or practicing a particular skill.

Finding out about training courses or alternative learning methods

Personnel Services is

building up a range of literature from training suppliers and a selection of books/videos/computer

discs available for individual use. To find out more, please contact Personnel Services
Selecting a training provider and applying for training before booking a training event,
individuals should research the costs and course availability with possible training providers.
Personnel Services will be happy to help as they keep details of various training providers, so
please contact them for information/advice. Company organized training programmers, for
example Customer Service Training, Team Building training, will be co-ordinate through
Personnel Services (so individuals do not have to complete any forms). All other training and
development activities must be authorized by Personnel Services before any training is booked.

Company sponsorship

Company recognizes the need for continuous professional development and is pleased to be able
to offer a sponsorship scheme to all permanent and fixed-term employees (whose contracts are
for at least one year). The scheme covers professional, academic or NVQ (or equivalent)
qualifications. The following guidelines are designed to give individuals an idea of the sort of
funding that may be available and how individuals may apply.

Case study : ShreeGurukrupa Industries

Shreegurukrupa industries Set up in the year 1991, is a well known name in the field of all types
of machinery job works & fabrications. Their unmatched quality of the superlative service has let us
gain the strong grip over the market. All of their services conform to a top-notch standard. Their
owner Mr. Vakil Singh has 22 years of experience in this domain and thus they are prospering under
his mentorship and are capable of handling client queries that come along their way.
Their range of services includes machineries like Horizonta Boring Machine 80, HorizontaBoaring
Machine90, Horizonta Boring Machine100, Lathe Machine 16 center height* 9ft, Lathe Machine
12 center height *7ft, Redial Drill Machine, welding machine Ark, Welding machine Argon,
Aluminum Tig Machine
They have been supplying their range of precision sheets and fabrication components to the major
industries all over the country. They have been always committed towards their customer satisfaction.
They have their satisfied customers all around the country. Their well capable team works round the
clock to get the best quality products. Their industry is customer oriented and they provide services
according to the customer requirements.
Client Satisfaction:
Being a client centric organization, they believe in satisfying their client with their services and
products. They shape and direct their endeavor towards meeting client requirement and thereby
enhancing client satisfaction manifold. Being a client oriented organization they facilitate their clients
with following factors:
Thorough quality inspection of product

Cost effectiveness.

Customization.
9

They also offer value added services which includes customized solutions to their clients.
Their Experts :
Supported by a highly competitive team of professionals, they are able to make an unrivaled position
in the industry amidst stiff competition. Their diligent professionals work in close collaboration with
each other to maintain and deliver quality machinery job works & fabrication components to
theirclients.Their team comprises of the following member:

Engineers

Researchers

Quality analysts
With their in-depth knowledge in this domain, their engineers are able to offer their input for the
formulation of the components. Backed by their inputs and sophisticated machinery, their skilled
workforce formulate each and every product as demanded by various industries. The quality analysts
check the whole process for quality parameters involved and thereby assure us to win client trust and
thereby fetching new clients. Duly benefited by the meticulous efforts of their workforce, they are
able to expand their business throughout the years while retaining the economies of scale.

10

Services

They are offering Industrial fabrication job work for different industrial equipment to meet all
the specifications of the clients. Also, all their equipment is fabricated in accordance with the
specifications

and

drawings

of

the

clients.

A back up of skilled professionals and high tech machinery enable us to render services to their
clients as per their requirements. They use superior quality raw material and ensure to tailor
equipment that exhibit higher durability and prcised performance. Ample industrial experience of
their workforce helps us delivering satisfactory fabrication Job Works that is long lasting and are
abrasion resistant in powder coating contracts. With the help of their professionals, they complete job
work as per the set international standards of quality

11

12

Address
SHREEGURUKRUPA INDUSTRIES
Mr. Vakil Singh.
Add : Plot No. A-208,
Road No.30, Wagle Industrail Estate.
Thane (w) - 400604.
Maharashtra.
Mob : 9869280351
Tel. : 25831777 ,
Email : Shreegurukrupaind@yahoo.in

TRANING AND DEVELOPMENT IN SHREEGURUKRUPAINDUSTRIES

The newly joined employee is introduced the organization through various training program
he joins to the organization has an helper and he goes to following training programs .
The training is basically on the job training
As an helper he is given various knowledge relating to tool such as micrometer, vernier
caliper, measuring tool etc.. has and were to be used in various machine in the company. After
providing the knowledge of various tools he is being given a job in which he assist / help the
machine operator in this process he develops skill knowledge of operating the machine in
various situations that comes in front while operating the machine after some days of assisting
the operator he is being given training how to use the various tools while operating the
machine in this process he learns the overall process of using the machinery after sufficient
days of training he is being given the machine that he has to solely operate.in the this various
stages results are checked whether he is an capable employee to use the machinery and sustain
in the organization .

13

PHASE ONE: Needs Identification

The first phase is the identification and analysis of an organization's training needs. As a
minimum, the organization should be able to accomplish the following four things:
1. Systematic review of each trade, occupation or process by a team of knowledgeable
individuals
2. Conduct verbal and/or written surveys of managers, supervisors, leaders, technicians and
workers
3. Conduct a complete review of legislated training requirements
4. Review the results of Hazard Analyses, Occupational Health surveys and other survey or
process analyses.

14

METHODOLOGY OF TRAINING
There is various methodology of training. No single technique is always best.
The best method depends on
Cost effectiveness
Desired program content
Learning principles
Appropriateness of the facilities
Trainee preferences and capabilities
Trainer preferences and capabilities
There is a range of teaching methods available to trainer. The choice of a method is a matter
of experience and competence of the instructor and his judgment of how much and what a
particular group of trainees would learn from using one method or another.
Factors which affect the choice of training method:

15

 The choice of methods depends on the knowledge and experience of the teacher or trainer.
The choice of the methods should take into consideration the intellectual level and
educational background of the participants and the participants age practical experience.
Some methods are more effective than others in achieving certain objective.
Choice methods depend on the social and cultural factors in the environment. Now many
participative methods are accepted and used in management training.
It also depends on the time and the availability of resources and infrastructural facilities.

Types of training

Induction or Orientation training:

Induction or orientation may be defined as a process of guiding and counseling the
employee to familiarize him with job situations. The induction process accomplishes several
objectives including formation of a favorable impression and attitude, development of the feeling
of belongingness and facilitation of learning and teamwork on the part of the employees. The
content of the induction program should be predetermined in the form of a checklist specifying
the topics to be covered.

Rank-and-File job training:

This is based on similarities in training on several specific jobs. This type of training can be
imparted in a classroom or on the job. It is performed by a foreman or a group leader. Its
advantages arise in so far as it is realistic and economical.
16

Limitations of rank-and-file job training:

The trainer may be an incompetent teacher
The shop floor may be busy

There may arise heavy production losses.

Supervisory training:
Supervisory training needs reveal utmost divergence in view of divergent duties of supervisors.
Employee attitude surveys help in identifying area of supervisory training. Likewise, supervisors
themselves may be requested to indicate the areas where they need training. Frequently, these
surveys indicate that supervisors need training in human relations, production control, company
policies and how to instruct. Supervisory courses consist of job methods training (JMT) and job
relations training (JRT).

ON THE JOB TRAINING:

On the fob techniques are conducted in the real job settings. On the job methods usually involve
training in the total job. These methods are typically conducted by individuals, workers,
supervisors. The main advantage is that the trainees learn while actually performing their work,
which may minimize the training cost. They also learn in the same physical and social
environment in which they will be working once the formal training period is completed.
17

Types of on the job techniques:

Job instruction training
Job rotation
Apprenticeship
Coaching
Vestibule training

Job instruction training:

Job instruction training (JIT) is received directly on the job and so it is called on the job
training it is used primarily to teach workers how to do their current jobs. The worker learns to
master the operation involved on the actual job situation under the supervision of his immediate
boss who has to carry the primary burden of conducting the training. Usually no special
equipment or space is needed, since now employees are trained at the actual job location.

Steps of job instruction training:

1.The trainee receives an overview of the job, its purpose and its desired outcomes with an
emphasis on the relevance of the training. Since the employee is shown the action that the job
requires, the training is transferable to the job.
2. The employee is allowed to mimic the trainers example. Demonstration by the trainer and
practice by the trainee are repeated until the job is mastered. Repeated demonstrations and

18

practice provide repetition and feedback. Finally the employee performs the job without
supervision, although the trainer may visit the employee to see if there are any lingering
questions.

Advantages:

Easy organized

Realistic

Stimulates high motivation

Speeds up workers adjustment

Less costly

Disadvantages:
The disadvantage of this method is that the assigned instructor may be a poor teacher. The
worker may haste for immediate production, so the actual cost may increase.

JOB ROTATION:
Some trainers move a trainee from job to job. Each worker move normally is preceded by job
instruction training. This is a method of training wherein workers rotate through a variety of
jobs. Thereby providing them a wide exposure. Trainees are placed in different jobs in different
parts of the organization for a specified period of time. They may spend several days or even
years in different company locations. In this way they get an overall perspective of the
organization. It is used with both blue-collar production workers and white collar managers and
it has many organizational benefits. Job rotation creates flexibility, during manpower shortages,
workers have the skills to step in and fill open slots. The method also provides new and different
19

work on a systematic basis, giving employees a variety of experiences and challenges.

Employees also increase their flexibility and marketability because they can perform a wide
array of tasks.

Limitation of job rotation:

The major drawback of this, it is time consuming and expensive too.

Apprenticeship:
An apprentice is a worker who is learning a trade but who has not reached the state where he is
competent to work without supervision. It is particularly common in the skilled trades. In
organization a new worker is tutored by an established worker for a long period of time. An
apprenticeship lasts from two to five years. Each apprentice is usually given a workbook
consisting of reading materials, tests to be taken and practice problem to be solved. This training
is used in such trades, crafts and technical fields in which proficiency can be acquired after a
relatively long period of time in direct association with the work and under the direct supervision
of experts. Training is intense, lengthy and usually on a one to one basis.

Increasing national attention is being paid to workforce preparation in the United States. This
stems from the growing realization that America's ability to occupy a leading competitive
position in the emerging global economy hinges, to a large degree, on assuring that the nation's
workforce is second to none. Today, unfortunately, this is not the case. Employers frequently
report that significant numbers of young people and adults alike exhibit serious educational
deficiencies and are ill-equipped to perform effectively in the workplace. As a consequence,

20

leaders from industry, labor, education, and government are all grappling with how to design
educational reforms and education/training strategies that will improve the skills of America's
current and future workforce.
In the spirit of this reform, one particular training strategy -- apprenticeship -- has captured the
interest of many policy makers, educators, and others who are involved in the national reform
movement. Its growing appeal comes as no surprise and, perhaps, is long overdue. Experience
both in the U.S. and growing abroad has repeatedly demonstrated that apprenticeship is a highly
effective strategy for preparing people for work. The bulk of apprenticeship programs offered in
the U.S. and its territories are in the building trades and manufacturing industries, but there is
significant potential to develop apprenticeship programs in a variety of other industries.

The rush to embrace apprenticeship, however, is leading to efforts that could undermine the very
pillars of its value. For example, in some instances, apprenticeship is being viewed as a generic
concept -- one that can be loosely applied to a variety of learning situations. Likewise, others
have coined such terms as "youth apprenticeship" to characterize various school-to-work
transition programs. Such thinking, while understandable in an environment that begs for
creativity and innovation, may be more harmful than helpful to the cause.

What Apprenticeship Is: The Essential Components

1. Apprenticeship is a training strategy that a) combines supervised, structured on-the-job
training with related theoretical instruction and b) is sponsored by employers or labor.
Management groups that have the ability to hire and train in a work environment.
21

2. Apprenticeship is a training strategy that prepares people for skilled employment by

conducting training in a bona fide and documented employment setting. The content of training,
both on-the-job and related instruction, is defined and dictated by the needs of the industry,
which refers to all types of business/workplace settings. The length of training is determined by
the needs of the specific occupation within an industry. In the building trades, for example, some
apprenticeship programs are as long as five years with up to 240 hours of related instruction per
year.
3. Apprenticeship is a training strategy with requirements that are clearly delineated in Federal
and State laws and regulations. The National Apprenticeship Act of 1937 (also known as the
Fitzgerald Act) and numerous State laws provide the basis for the operation of formal
apprenticeship training programs in the U.S.; regulations that implement these laws are in force
today. These laws and regulations establish minimum requirements for protecting the welfare of
the apprentice such as the length of training, the type and amount of related instruction,
supervision of the apprentice, appropriate ratios of apprentices to journeypersons, apprentice
selection and recruitment procedures, wage progression, safety, etc.
a. Apprenticeship is a training strategy that by virtue of a legal contract (indenture) leads to a
Certificate of Completion and official journeyperson status. These credentials have explicit
meaning, recognition and respect in the eyes of Federal and State governments and relevant
industries.
b. Apprenticeship is a training strategy that involves tangible and generally sizable investment
on the part of the employer or labor/management program sponsor.

22

c. Apprenticeship is a training strategy that pays wages to its participants at least during the onthe-job training phase of their apprenticeship and that increases these wages throughout the
training program in accordance with a predefined wage progression scale.
d. Apprenticeship is a training strategy that involves a written agreement and an implicit social
obligation between the program sponsor and the apprentice. The written agreement, which is
signed by both the apprentice and the program sponsor and is ratified by government, details
the roles and responsibilities of each party. The implicit social obligation gives employers or
program sponsors the right to expect to employ the apprentice upon completion of training
given the investment in training and gives the apprentice a reasonable right to expect such
employment. Labor market conditions should guide the size of training programs to enable
each party to maintain his or her side of the obligation.

What Apprenticeship Is Not

Unless they conform to the essential components described previously, apprenticeship is no
cooperative education, vocational education, tech prep, two plus two (three or four), summer or
part-time work experiences or any other myriad training strategies that many are promoting as
ways to assure adequate workforce preparation. Such strategies undoubtedly have value in their
own right, but they are not apprenticeship. What distinguishes apprenticeship from most of these
other approaches are such fundamental qualities as training program sponsorship and location,
the skills required, the value attached to the credential earned, curricula content that is defined
exclusively by the workplace, wage requirements, the written agreement, and the implicit social
contract that exists between program sponsors and their participants. No other training strategy
provides for this unique combination of characteristics. When a person completes a registered
23

apprenticeship program, he or she is prepared to go to work as a fully trained, competent

journeyperson whose skills enable him or her to perform effectively in the workplace. Few, if
any, other types of educational programs can make this claim.

COACHING
At management levels Coaching of immediate subordinates by their managers is common. A
coach attempts to provide a model for the trainee to copy it tends to be less formal than an
apprenticeship program. Coaching is almost always handled by the supervisor or manager. It is
likely not to be as directive approaches such as nondirective counseling or sensitivity training. If
the trainees shortcomings are emotional or personal. Coaching will be ineffective if relations
between trainee and coach are ambiguous in that the trainee cannot trust the coach.
Coaching thrives in a climate of confidence, a climate in which subordinates respect the
integrity and capability of their superiors.

Vestibule training:
Vestibule training is a type of instruction often found in production work. A vestibule consists of
training equipment that is set up a short distance from the actual production line. Trainees can
practice in the vestibule without getting in the way or slowing down the production line. These
special training areas are usually used for skilled and semiskilled jobs, particularly those
involving technical equipment.
Vestibule is small, so relatively few people can be trained at the same time. The method is good
for promoting practice a learning principle involving the repetition of behavior

24

OFF-THE JOB TRAINING:

Off the job method are those training and development programs that take place away from the
daily pressures of the job and conducted by highly competent outside resource people who often
serve as trainers, which is one of the main advantages of this method. The major drawback of
this is the transfer problem.

Types of off the job training:

Lectures consist of meeting in which one small number of those present actually plays an active
part. The lecture method is a popular form of instruction in educational institution. The lecturer
may be a member of the company or a guest speaker.
Before preparing the lecture some points should be considered.

25

Who is your audience?

What is your audience?

What is the time available?

What is the subject matter?

The lecture should be brief and to the point, presenting the theme of the subject in a manner that
arouses the interest of the audience from the start. The speaker should be poised, courteous and
sincere. The action should be spontaneous. The role of a lecturer is make difficult things simple,
not the reverse.

Limitation of the lecture method:

It gives very little opportunity for active practice, development, over learning, knowledge or
results or transfer of learning. In this method trainee himself or herself have to understand and
personalize the content of the lecture. It is not suitable for courses where people with work
experience are participating. This method involves one-way communication, which is not
interaction of the audience. This method cant readily adopt itself to individual differences,
which may arise farthest from reality.

Audio-visual techniques:

26

Audio-visual techniques cover an array of tainting techniques, such as films, slides and
videotapes. It allows seeing while listening and is usually quite good at capturing their interests.
These methods allow a trainers message to be uniformly given to numerous organizational
locations at one time and to be reused as often a required.
Available devices used in lecture techniques:
Blackboard
Flip chart
Magnetic board
Flannel board
Overhead projector

Conference or discussion method:

This method encourages the participation of all members of the group in an exchange of
opinions, ideas and criticisms. It is a small group discussion in which the leader plays a neutral
role providing guidance and feedback. Inspire of the intention to encourage general participation
the conferences are frequently dominated by a few, with the majority no more active than they
would be at a lecture. It is more effective than the lecture in changing adult behavior and also
modifying attitudes. The conference method can draw on the learning principles of motivation
and feedback. It is used to enhance knowledge or attitudinal development.
Main objectives of conference method:
Developing the decision making and problem solving skills of personnel
27

 Changing or modifying attitudes

Presenting new and sometimes complicated material

Role playing
Active participation rather than passive reception facilitate learning. Role-playing believes in
active participation. This is a training method often aimed at enhancing either human relations
skills or sales techniques. Role-playing can be defined as an educational or therapeutic technique
in which some problems involving human interaction, real or imaginary is presented and then
spontaneously acted out. Participants suggest how the problem should be handled more
effectively in the future. This acting out is followed by discussion and analysis to determine
what happened and why and, if necessary, how the problem could be better handled in future.
Role-playing is less tightly structured than acting; where performers have to say set lines on sue.
Participants are assigned roles in the scenario to be enacted, so, in this way, it is a device that
forces trainees to assume different identities.

Case Study Method

By studying a case situation, trainees learn about real of hypothetical circumstances and the
actions others take under those circumstances. Besides learning from the content of the case, a
person can develop decision making skills. Case method is an excellent medium for developing
analytical skills.
Cases are usually organized around one or more problems or issues that are confronted by an
organization. Cases can range from one page to over fifty pages Feedback and repetition, are

28

usually lacking. One inherent difficulty is personal bias. This method calls for skills with
language. But many people are sent to case study courses primarily because they lack
communication skill When cases are meaningful an similar to work related situations, there is
some transference. There also is the advantage of participation through discussion of the case

Simulation
Simulation is an approach that replicates certain essential characteristics of the real world
organization so that the trainees can react to it as if it were the real thing and then consequently
transfer what has been learned to their job. Simulation training is based on a reproduction of some
aspect of job reality. Simulation usually enhances cognitive skills, particularly decision making. A
very popular training technique for higher level hobs in which the employee must process large
amounts of information.
Simulations have many forms- some use expensive, technical equipment, while others are far less
costly. Some simulations need only one participant, others may involve as many as 15-20 people
working together as a team. Simulations are broad based training techniques that can be adapted to
suit a companys need. By using the equipment simulators, workers can practice new behaviors and
operate certain complex equipments free of danger to them. Equipment simulators can range from
simple mock-ups to computer based simulations of complete environments. Some of them are
utilized to train a single individual and the others are used for team training.
Programmed instruction is a training approach which makes the advantages of private tutoring
available to large groups of students beings trained in new skills. Programmed instruction is one of
the innovations in teaching technology developed in recent years. The methods involves an actual
piece of equipment, usually called

29

The major advantage of programmed instruction is that is reduces the training time. The learning
takes place at the students own pace. Participants get immediate feedback. The participants are active
learners; there is constant exchange of information between themselves and the program. Fast
learners do not have to wait for slow ones to catch up. Administrative simplicity and increased
productivity in training result in lower training cost per student.
The biggest disadvantage of this method is the absence of a teacher. The book becomes the teacher.
Hence it is absolutely essential that the trainee is highly motivated to continue learning. The material
has to be broken down into a logical sequence, since there may be several correct ways to perform
the task. This method does not appear to improve training performance in terms of immediate
learning of retention over a time compares with conventional methods.

Syndicate Method
Working in small group to achieve a particular purpose is described as a syndicate method. The
essence of this method is that participants learn from each other and contribute their own
experience to the fullest. The syndicate method is designed to provide the participant an
environment that would help him to reflect critically on his own work and experience; to update
his knowledge of new concepts and techniques with the help of other co-participants; to develop
sound judgment through greater insight into human behavior. This method is suitable for training
and development students, without any experience.
The participants are divided into groups consisting of about eight to ten participants. These
groups are called syndicates. Each syndicate functions as a team that can represent various
functional as well as interest areas. The syndicates are given assignments which have to be
30

finished and a report submitted by a specified date and time. By rotation each member of the
syndicate becomes the leader for completing a specific task. Each assignment to a syndicate is
given in the form of a Brief. This is a carefully prepared document by the faculty. Generally,
each syndicate is required to submit a report which is circulated to other syndicates for critical
evaluation
The advantages of these methods are that it secures a very high level of involvement from the
participants. Their own experience is the starting point in this method. It is a process of self
business and development for participants. This method also gives the participant a practice in
communicating with his colleagues and understanding them.
If the syndicate is not structured properly, it should lead to a lot of wastage of time and cause
frustration. In the absence of proper pressure on the participants by trainers or participants
themselves, some participants might start dragging their feet. Differences of opinion or
viewpoint may be ignored to avoid action.

Counseling:
It helps the trainees to observe their weaknesses and involves measures to overcome them. It is
related to periodic appraisals of ratings. Specifically counseling purports to help the subordinates
to do a better job, provides a clear picture of how they are doing, build strong personal
relationships and eliminate, of at least minimize anxiety.
Understudies In this the trainees work directly with individuals whom they are likely to replace.
However, it is disappointing as training because of a likelihood of an imitation of weak as well as
strong points of the seniors

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CONCLUSION
During the study of training and development in Shreegurukrupa industries. conclude that
1.The performance of employee of positively enhanced by the learning program.
2. Employees were satisfied.
3. The employees wanted that training should be implied to them regularly.
4. Feedback should be taken in order to improve the T&D program.

To conclude, it is very clear that training should be provided but not at the loss of the company. It
is very costly and time taking affair. But it is most important for the development of the
company. So management cant avoid it at any company .This presents the summary of the study
and survey done in relation to the TRAINING AND DEVELOPMENT in Shreegurukrupa

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industries. The conclusion is drawn from the study and survey of the company regarding the
process carried out there. The TRAINING process at Shreegurukrupa industries. to some extent
is not done objectively. Most of the employees were satisfied but changes are required according
to the changing scenario as TRAINING process

has a great impact on the working of the

company as a fresh blood, new idea enters in the company.

BIBLIOGRAPHY

Book reference

Human Resource Management

Meeta seta

Webliography:

www.wikianswer .com

www.shreegurukrupaindustries.com
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