KARNATAKA STATE

UNIVERSITY

OPEN

Manasagangotri, Mysore-570006,

Department of Commerce and Management

Date: 18-Dec-2012

PROJECT CERTIFICATE
This is to certify that Kum. Nithushree bearing the register
number 10780905 has successfully completed the project work
on
Effectiveness of Training for Growth under the guidance of
Prof Sri Kemapraj(internal) and Sri

(external).

The project

report is submitted to the Karnataka State Open University in

partial fulfillment of the requirements for the award of Masters of
Business Administration (MBA) during 2012
Prof.
Jagadeesha
Chairman

Departments of studies
&Research in
Management

ACKNOWLEDGEMENT

Completion of any project report is the milestone in the life of every management student and
the success of live project then enhances the self confidence of the student. The successful
completion of any task is the outcome of the invaluable aggregate contribution of the
personal efforts in all directions, explicitly or implicitly.

At the onset, I owe my sincere gratitude to HR officers in MANMUL Mandya,I would like
to express my gratitude towards my industry guide, for his continuous support, efforts and
encouragement along with his knowledge and experience about the industry, enriched me
with conceptual understanding and practical approach needed to work efficiently for this
project. The project would not have reached to its destination without his guidance. His
willingness to make me a part of the organization and sharing his knowledge with me has
helped me to understand Human Resource in a better and simple way.
I would like to thank the entire team of Personnel & HRD department for their support and
cooperation throughout the tenure of the project and for giving me an in-depth knowledge on
the various processes related to the Human Resource and Personnel department in the
company.

DECLARATION

I herby declare that the project titled Effectiveness Of Training For Growth in MANMUL
MANDYA is an original piece of research work carried out by me under the guidance and
supervision of Prof. Kemapraju .The information has been collected from genuine &
authentic sources. The work has been submitted in partial fulfillment of the requirement of
___MBA_________(Name of Course) to KSOU.

Place:

Signature:

Date:

Name of the student

CHAPTER 1
INTRODUCTION
Training is very important and essential in every organization due to the following:
Training is required to cover essential work-related skills, techniques and knowledge. It
is the process used to reduce the gap between the desired performance and the actual
performance which eventually results in increased Productivity, quality and healthy
work environment.
Development of Human Resources Effective trainings helps to provide an opportunity
and broad structure for the development of human resources technical and behavioral
skills in an organization. It also helps the employees in attaining personal growth.
Optimum Utilization of Human Resources Training helps in optimizing the utilization
of human resource that further helps the employee to achieve the organizational goals as
well as their individual goals.
Effective Training helps to eliminate obsolesce in work, it gives the employees a clear
view of what is needed and also helps in upgrading their skills and knowledge to keep
in pace with the ever changing technology which is very essential in todays
competitive market.
Safety in work place is another important feature of training which helps to avoid
accidents and injuries in the work place.
Organization Culture Training helps to develop and improve the organizational health
culture and effectiveness. It helps in creating the learning culture within the
organization

 Training aids in organizational development i.e. Organization gets more effective

decision making and problem solving. It helps in understanding and carrying out
organizational policies
Training and Development helps in developing leadership skills, motivation, loyalty,
better attitudes, and other aspects that successful workers and managers usually display.
For every employee to perform well especially Supervisors and Managers, there is
need for constant training and development. The right employee training,
development and education provides big payoffs for the employer in increased
productivity, knowledge, loyalty, and contribution to general growth of the firm. In
most cases external trainings for instance provide participants with the avenue to meet
new set of people in the same field and network. The meeting will give them the
chance to compare issues and find out what is obtainable in each others environment.
This for sure will introduce positive changes where necessary.
So I felt it is important to carefully identify the training needs, carefully plan a
training process and evaluate this process. Hence the study on Effectiveness of
Training and Development in MANMUL MANDYA.
STATEMENT OF THE PROBLEM
STUDY ON EFFECTIVENESS OF TRAINING
Training is a process designed to assist an individual to learn new skills, knowledge or
attitudes
Training programme in an organisation is aimed at employees to acquire skills and
sharpen the capabilities required to perform various tasks and functions associated
with their present or expected future roles.
Every organisation needs well trained and experienced employees to provide quality
work and high production. Both the individual and organisation can grow
simultaneously with the attainment of individual and organisational goals.
Effective training increases the skill and knowledge of individuals to perform tasks
efficiently. Training plays an important role for individual growth as well as
organization growth.

The motive behind this study is to understand various kinds of training programmes
provided MANMUL and also to analyse how these training programmes are helpful
to employees in acquiring capabilities to grow in the organisation.
Hence the problem statement is A study on effectiveness of Training for Growth.
Need for Study
To find out whether the training is adding any value to the organization?
Though all organizations train their people, they dont generally measure the
effectiveness of their training program. Organisation designs their training programs
to either teach the new employees about the job specifics, or to impart skills like
leadership, communication, and performance management etc. Such training
programs not only involve spending in time but also involve huge spending in terms
of money.
To find out whether the training is providing an opportunity for employees to grow as
an individual
Trainings are given by organisations to employees to perform their jobs but it is also
necessary to study whether trainings are efficient enough for an individual to perform
jobs, and also to grow as an individual by acquiring adequate knowledge and skills to
compete in the growing technology.
To analyse the training objectives are clear for an employee
The training objectives must be laid clearly and it should be assured that employees
not only complete their training but also improve their performance in qualitative as
well as quantitative terms. For this, the organisation must continuously review the
links between skills, performance and training; the skills possessed by employees, the
performance established and any gaps in performance due to lack of skills thereby
calling for training of employees. The training programs must aim at imparting
performance oriented skills that can be measured quantitatively. And the effectiveness
of these programs must be continuously reviewed and revised.
Right Training to the right employee and at the right point of time?

Scope of Study
Today Organisations expend large amount of money on imparting training and
development practices. But prior to spending such vast amount, they should analyze the
need for conducting training to the workforce. There are chances in which firms can make
mistakes if they are not assessing the training needs. An employee, for sure, requires
training when he is found to be not capable enough to meet the goals of the organization
and when there is a gap between the current performance and expected performance.
Meagerness in recital occurs due to the lack of sufficient knowledge and expertise,
monotonous management or any other personal and official issues. All these problems
spotted can be tackled by providing an effective training programme to the right
employee and at the right point of time.

To anlalyze training needs and organise trainings at right ime

To analyze how effective are the current trainings provided by the organisation, as

an individual to grow as well as to provide quality work in the organization.

To analyze the expectations of employees from trainings
How important is to evaluate trainings, to measure effectiveness of training

Objectives of Study
The objective of the project are as follows:

To identify, study and analyze the training needs of the employees (sample size of

50) and to improve effectiveness of the training

To study and identify trainings to meet the present as well as the changing

requiremens of the job and the organisation

To identify right trainings for the right employee at right time

To prevent obsolescence

To ensure smooth and efficient working of department

To identify the knowledge and skills required by individuals to perform the job
efficiently and effectively.

To recommend appropriate interventions to bridge the gap in order to hone the

training & development process.

To identify the strengths and areas of improvement of the trainings in the

organisation.

To identify the degree of skills utilised from the trainings by the employees in their

current job

To understand the views and opinions of employees regarding the training

programmes conducted in MANMUL.

Research Methodology
Methods used to identify training needs include:
Analysis of existing strategies and plan to identify what skills are needed for
deliveryAt first, the prevailing strategies of training were studied. Detailed information regarding the
MDPs attended till date, the process of identifying training needs, methods of training,etc
was collected . HR executive provided me with the documents related to training &
development of the employees.

Preparing questionnaires for employees Documents cannot be the wholesome criteria to be dependent upon for identifying training
needs. Hence, questionnaires & one-to-one interviews are used as tools to reflect the
individual & organizational training needs. The questionnaire covered questions related to
training identification and evaluation, preferable method of learning of every individual,
organizational needs apart from individual needs, organizational strengths and also areas of
improvements. Questionnaire should be simple, direct, employee friendly so that employees
could comprehend the questions in a better way.

One-to-one interviews-

Interviews with officer grade employees are conducted to know their response to the
questionnaire and thereby seek deep insight about the organizational needs apart from their
individual training needs, organizational strengths and area of improvements etc.
Limitation
Time constraint - While getting all the questionnaires filled, I faced that most of the

employees didnt want to respond because of the limited time they had. I faced a lot of
problem while convincing them.
Sample size constraint - As the employee base of the organization is above 1000

employees, so it was very difficult to cover all the employees in this survey. Number of
employee covered in this survey is limited to the sample size of 50 employees only. This
limits the scope of the project study and the analysis may not represent the whole
population.
Duration constraint - The time duration for the project is limited to ten weeks so it was

difficult to analyse the trainings needs at micro level.

Perception constraint - Also, Employees have a tendency to underestimate their skills

before training and over estimate their skills post training to validate their participation in
the training program. In this way it is seen that it is difficult to comprehensively evaluate
or capture the effectiveness of a training program.
Interpretation constraint - Due to the use of management words few questions in the

questionnaire are difficult to interpret by employees. These questions needed to be

explained to respondents every time so that they can understand and answer the question
in best possible manner.
As the study is carried out for academic purpose, due to constraints of time and cost, a
comprehensive study was not possible.
Scheme of Research
Design of the Study
The key phases of the project were:
Phase I

Gather Preliminary Data- research

Phase II

Plan

Phase III :

Questionnaire

Phase IV :

Analyze Data

Phase V :

Prepare Report

2.2 B) Details of the Survey Conducted

Sample Size

50

Target Population

MANMUL

Sample Area

MANMUL Dairy, Gejjeligere

Sampling

Convenience sampling

Type of questionnaire

Structured

No. of Questions involved

Around 15 questions

Type of questions

Close as well as open ended

Table 2.1: Details of the survey conducted

2.3 Collection of Data

1. Raw Data:
Documents provided by the company
Net Search
2. Primary Data
Questionnaires
One-on-one Interviews
3. Secondary Data
Articles from Newspaper
Company Website

PRIMARY
DATA

RAW DATA

SECONDARY
DATA

COLLECTION
OF DATA

Qualitative data

Quantitative data

Fig.2.1: Collection Of Data

Research Design
DESCRIPTION OF RESEARCH DESIGN
Research design is the basic plans which guide the researchers for practicing the research
project. In fact the research design is the conceptual structure with witch research is
conducted.
It consists of the blueprint for collection, measurement and analysis of data that is followed
completing the study to ensure that the study is relevant to the problem and will follow the
predetermined and set data.

The main feature of research design is that it specifies population to be studied. The main
theme of the chapter is to know the source of data the researcher has used to collect the
information.
The data are the raw facts of observation usually about physical phenomenon.
Thus the data are usually subjected to a value added process where;
It is aggregated, manipulated and organized.
Its contents are analyzed and organized.
It is placed in a proper context for users.
So the information is processed and the data is placed in a context that gives values for the
reader. It is a basis for analyzing and interpreting which helps in making note of findings,
conclusions and also to give suggestions. So the data should be accurate and in a proper order
or else the whole output gets affected and leads to confusion.

REFERENCE PERIOD
It is the study that was (10/ 10/2012 to16 /12/2012) 2 months.
sources of data:
Primary sources

The data was collected by interviewing with the officials of the organization
where I had an opportunity to discuss with the different products and services,
and the training provided to the employees of the organization.

Survey method was adopted from various departments of employees by

preparing questionnaires and receiving feedback from them. The questionnaires
through which primary data was collected consisted questions which are
objectives in nature and face to face interviews.

Secondary sources

company brochures

company website

study relevant materials

Type of study: it is a descriptive study

sample design:
Sampling method
Random sampling method has been adopted to gather information.
Sampling size
The total sample size is 50 employees were randomly selected and the
questionnaire was administered.

Sample technique:
Sample technique employed for the study is simple Random Sampling.

Statistical technique
Pie charts are used to analyze the data and to arrive at conclusions.

Chapter-II: At Macro Level

TRAINING SYSTEM
The union emphasizes on training the employees. Most of the training given to the
employees here are on-the-job training and few off-the-job training.

Procurement and technical input training (NDDB)

PG Diploma in Rural Management.
Basic Computer Applications.
Data Base Administrator
Finance Training for non- Finance officer
Co-operative management training programs
Clean milk production training
Maintenance of record and auditing

TRAINING SYSTEM
The union emphasizes on training the employees. Most of the training given to the
employees here are on-the-job training and few off-the-job training.

Procurement and technical input training (NDDB)

PG Diploma in Rural Management.
Basic Computer Applications.
Data Base Administrator
Finance Training for non- Finance officer
Co-operative management training programs
Clean milk production training
Maintenance of record and auditin

National Diary Development Board(NDDB)

The Government of India constituted the National Dairy Development Board(NDDB) in
1965.Sri Lal Bahadur Shastri intiated the setting up of NDDB.
The board is registered under the Socities Registration Act and the Public Trust Act, Its
head office is at Anand in Gujarat.
Services redndered by NDDB
NDDB provides the following services:

Planning dairy and rural development projects

Organiztion of farmer co-opertive socities

Setting up dairy and cattle feed plants

Manpower planning and training

Applied research and development

Implementation of milk production enchantment program

STYLE
MANMUL has followed top to bottom or top down style system. The styles of the
organization is said to follow the participative type that is the management cadre follow the
participative type of administration. The fact is that for a manufacturing for firm like the
MANMUL, Mandya this type of administration is necessary.
The indicators of the style are:
1. Follows orders, rules and procedures
2. Is always reliable, dependable
3. Watches details/ prefers to write out communications
4. 'Is rational, logical self-control, fair and firm.
Decision making parameter for day-to-day operations. The marketing department provides
information to production department regarding daily requirements of the scale of the milk
and milk products based on the marketing demand, later the production department will take
the decision about production activities.

SKILLS
The skills here refers to the various skills the workers have here the workers are
further divided into three categories. This first category contains the people who are in the
top-management level the second category consists of the supervisor's office assistants etc.
The third category consists of the supervisor's office assistants etc. the third category consists
of the workers at the operational. The first category consist of the people who are in the
decision making process in KMF these people are highly qualified few Deputy Managers are
to industries like IRMA, Anand dairy for Training.
The second category is related to office work and fieldwork. These people are also
trained in computer applications, secretarial skills, accounting skills etc.

The third level people consist of the workers who are actually into the operation these
people are also trained into fields like checking the quality of milk processing packing etc.

Training Structure in MANMUL

Effective Trainings increases the skills and knowledge of an employee for doing particular
job and helps to build capabilities for expected future roles
Industrial growth cannot take place without trained and experienced man power , Hence
trainings should be carried out effectively
How Training happens in MANMUL
Every new joiner of the organization will undergo technical training in Anand, Mysore
Centre, Banagalore Centre Mandatorily.
On the job Training is given more preference in MANMUL
Yearly once all the available trainings will be provided to MANMUL from NDDB
MANMUL HR Department will prepare a training plan for a particular year
The training plan will consist of the list of available tarinings and slots of each training and
the training center
Section heads of each department will recognize the employees for each of the available
trianings,
Identification of employees for training is based on the Confidential Reports driven during
performance appraisal
Employees are nominated for trainings in slots from the section head such that the work is
not hampered in the organization.
Employees has to go and attend trainings in training centre at different locations.
Manager Level trainings will happen in Bangalore Centres and Staff Level Training happens
in Mysore Training centre.

Training does not happen on need basis of individual employees

Effectiveness of training are measured only through feedback form post training.

Chapter-III: Company Profile

Mandya Milk Union was registered in the year 1987. The Product Diary, Gejjalagere
was then managed by Mysore Dairy. In the year 1988, The Product Diary, Gejjalagere was
handed over to Mandya Milk Union.
MANMUL with its headquarters at Gejjalagere has got liquid milk plant of 2.5 Lakh
liters capacity and a powder plant of 1 lakh litters capacities per day through the assistance of
NDDB. It has two chilling centers at Nagamangala and KR Pet. The diary has a spread of 47
acres of land at Gejjalagere and 3 acres each at KR Pet and Nagamangala.
MANMUL was a part of Mysore & Tumkur Milk Union till 1987. In 1988 Union
started marketing about 5,000 liters per day which gradually extended to about 15,000 liters.
There came a boom through the advent of milk marketing in Bangalore city from 1993. As on
today the Milk sales is about 2.05 lakhs liters per day (1.24 lakhs liters in sachet and 0.95
lakhs liters in bulk) with annual turnover of Rs.65 crores alone on this account out of the total
Rs.100 crores turnover through the sales including milk products like Skim milk powder
(SMP), Butter, Ghee, Burfi,, Curds etc. Once MANMUL got hold of the Bangalore
marketing, it has a steady and continuous profits from 1994-95.
The philosophy of Union is to eliminate middlemen and organize institution to be
owned and managed by the Milk producers themselves, employing professionals and to
achieve economies of scale to ensure maximum returns to the Milk Producers.

Vision of MANMUL- (Mandya Milk Union Ltd.):

To grow in to Model Co-Operative Milk Union in the country by accomplishing the
mission of assuring rural prosperity in the lives of Member milk producers in Mandya Dist.

As a part of long term growth oriented development strategy, the Union is expanding
rapidly by implementing several infrastructure projects and schemes. Union can play an
important role in assuring rural prosperity in the lives of the Milk Producers.

OBJECTIVES
1. To encourage rural farmers to engage in dairy farming and producing more milk and
good quality of milk at least cost.
2.

To provide assured and remunerative market for the milk produced by the farmer
members.

3. To provide good quality of milk and milk products to the people of urban area by
scientifically processing the milk obtained from rural area.
4. To create harmonious environment for the human resource of the union can perform
at its best, being a communication bridge between producers and consumers.
5. To build village level institutions co-operative sector to manage the dairy activities.
In order to fulfill these objectives, the union is constantly engaged in working towards
improvements of the business as well as the welfare of the producer members. This has
resulted in greater performance on commercial as well as institutional fronts.

Competitors of MANMUL
After liberalization, entry barriers in the dairy industry eased for new entrants. Many
private players enter and exit the market very often. The main competitors for MANMUL
products are Arogya, Heritage, Jercy, Dodla, Thirumala, Real Fresh, Milkway, Neelgiri,
Ujwal. Plans of major companies like Reliance, ITC to enter into milk market in future.

FUTURE PLANNING:
1. To active more co-operative societies.
2. To procure more than 5.0 lakhs kilograms of milk.
3. Introduce new products.
4. Complete computerization of the activities of the union.

5. Establishment of more Bulk Milk Coolers.

6. Modernization of main dairy.
7. Extend the plant with the help of NDDB.
8. Increasing the plant capacity from 2, 50,000 LPD to 5,00,000 LPD.

MANDYA Dairy, complex facts at a Glance

1. General
Area of the Dairy

47 acres

Handling capacity

5, 00,000 LPD

Estimated cost of Building

3.60 crores

Number of employees

374

2. Milk Procurement
Dairy co-operative societies functioning

950

Dairy societies registered

970

Procurement routes

44

Chilling centers

Districts covered

Taluks covered

Villages covered

1627

Distribution routes

56

Districts covered

3. Milk Distribution

Selling agents

782

Selling agents in urban

470

Selling agents in rural

312

Milk parlors

20

THE FOLLOWING ARE THE PRODUCTS AND THEIR QUANTITY OFFERED BY

MANMUL:

PASTURISED TONED

SHUBAM MILK

DOUBBLED

TONED MILK
MILK

HOMOGENISED MILK
LIFE SLIM MILK

GOOD LIFE MILK

GOOD

SAMPOORNA STANDARD

SMART DOUBBLED TONED

GOOD LIFE UHT LONG LIFE MILK

MILK

MILK

YOG HURT

REAL THICK CURD

CURD

BUTTER MILK
SET CURD

PREMIUM CURD LARGE

SWEET LASSI

DAIRY WHITNER

SKIMMED MILK POWDER

BADAM POWDER

GHEE IN SANDY POUCH

BUTTER SALTED AND

UNSALTED

GHEE IN BAG
GHEE IN SACHET

GHEE IN PET JAR

CRAZY CONE ICE-CREAM

NANDINI MAGIC

PISTA KULFI
STRAWBERRY

CHOCOBAR

ICE-CREAM TASTY ANZIR

ICE-CREAM TASTY
CHOCOLATE

ICE-CREAM VANILLA AND

CREAM TASTY MANGO
STRAWBERRY

ICE-CREAM KAJU

ICE-

NANDINI SUGAR FREE PRO

MATKA KULFI

ICE-CREAM BUTTER SCOTCH BIOTIC FROZEN FOOD

ICE-CREAM PINE APPLE

ICE CANDY MANGO AND ORANGE

ICE-CREAM RASPBERRY

SUNDAE ICE-CREAM

SUNDE ICE-CREAM BUTTER

BALL ICE-CREAM VANILLA,

STRAWBERRY

SCOTCH

STRAWBERRY

MYSORE PAK

KHOVA JAMOON

DRY FRUIT BURFEE

ASSORTED SWEET GIFT

COCONUT BURFI
BOX

RASSAGULLA

VERMICELLI PAYASA

CHOCOLATE BURFI

NANDINI BITE
MIX

PREMIUM BADAM BUURFI

BESAN LADOO

CASHEW BURFI

MILK, ELAICHI& KESAR

PURE MILK PEDA

NADINI CREAM
PEDA

PROCESS CHEES SPREAD

NANDINI SUGAR FREE

CHEDDAR CHEES

PEDA

DICED PANEER

DHARWAD PEDA

FLAVOURED MILK

PISTA&STRWBERRY

CHOCOLATE MILK SHAKE

FLAVOURED MILK

GULAB JAMOON

KHOVA
PANEER

KUNDA

CREAMY BITE

ECLAIRS

GOOD LIFE

CHIT CHAT

ECLAIRS

THE AREA OF OPERATION OF MANMUL

As a district milk union under KMF individually the union has no opportunities to
expand their operation. This because the MANMUL is structures under KMF as a district
milk union of Mandya district.
MANMUL not only operates in Mandya districts but also operates in some parts of
Bangalore rural and Bangalore urban districts, it operates 502 distribution centres, concerning
all the agents besides, there are 2 milk parlor maintained by the dairy.

THE AREA OF OPERATION IS AS UNDER

Mandya District

Mandya Tq.
Maddur tq.
Malavally tq.
Pandavapura tq.
Srirangapatna tq.
K.R. Pet tq.
Nagamangala q.

Ramanagara district

Channapatna tq.
Ramanagaram tq.

HUMAN RESOURCE DEVELOPMENT

There are at present 20.35 Lakh dairy farmers as primary members including 3.5
Lakhs of SC/ST and 6.6 Lakh woman members.

Dairy Co-operatives employ more than 32000 people and 5200 are permanent KMF
Units and Unions employees.

Indirect employment thro' veterinary services, milk transportation, milk sales etc.
activities is to the tune of 52000 people.

This sector has also created demand and employment in manufacturers of equipments
required by DCS, Dairies & printing.

QUALITY AND FOOD SAFETY

During the last ten years, the Federation is giving greater emphasis on procuring
quality milk from DCSs under the concept of Quality Excellence from Cow to Consumer.
Many Clean Milk Production (CMP) initiatives have been implemented at all the stages of
procurement, processing and marketing. Among these CMP initiatives, noteworthy initiative
is the setting up of Community Milking Parlours in villages.
The MANMUL is forerunner to introduce this innovative technological initiative for
bringing about revolutionary improvement in quality of milk collected in DCSs. This system
has several advantages such as elimination of mastitis in milch animals and improvement of
productivity. The milk from milking machines, collected through Automatic Computerized
Milk Collection Units is chilled directly in Bulk Milk Coolers. This chilled raw milk,
untouched and unadulterated by human hands, has very high microbiological quality,
comparable to international standards. This high quality milk is being utilized for
manufacturing high quality value added milk products, for both domestic as well as
international markets.
Other Clean Milk Production (CMP) Initiatives include:

Training of milk producers on modern dairy husbandry practices and CMP.

Providing SS utensils, antiseptic solutions for udder cleaning on pre and post milking,
etc. to producers.

Training to DCS staff and officers of the Unions on CMP.

Replacing Aluminium milk cans and collection vessels with SS 304.

Posters, documentary films and booklets on Clean Milk Production.

The various departments in the organizations are:

1. Production
2. Administrative Section
3. Quality Control Section
4. Material Section
5. Finance Section
6. Marketing Section
7. Purchasing Section
ORGANIZATION STRUCTURE

Organization structure is the skeleton of the organization. It prescribes the formal

relationship among various position and the activities. Arrangements about reporting,
relationship, how an organization member is to communicate with other members,
what roles and procedures exist to guide the various activities performed by the

members of all the parts of the organization structure.

Organization structure plays a vital role in achieving the organizational goals. So,
organization structure should be properly designed to facilitate the smooth functioning
of the organization.

Organization structure of MANMUL consists of BODs at the top. Then President,

under the President, Managing Director who is the superior authority in the Dairy and
he is the person who is responsible for smooth functioning of the organization. After
Managing Director there are managers and Deputy Managers of various department
who are responsible and accountable for the activities of their respective departments.
Under that there 'are subordinates, supervisors and employees who are directly linked
with department managers.

B. FUNCTION
This department is concerned with the function of the procurement of milk, providing
of feed and fodder to the member, establishment of women DCS, providing of

veterinary facilities to the members.

C. MILK PROCUREMENT
Raw material is the basic requirement of every organization. The sequence of bringing
milk into MANMUL starts from the collection of milk from the individual milk
producer. The total number of villages covered 2005 and the numbers of DCS

functioning are 895.

This collects milk from the producers, each societies located in applicable
commanding villages and its area of operation may extend to one of more villages and
within 2 to 4 kms. MANMUL has got 44 milk procurement routes and each route
covers around 15 to 20 societies. DCS collects milk from producer and milk is stored
in cans and transported to MANMUL through trucks. If the main dairy is far away
from DCS i.e., more than 100 kms then milk is transferred to nearest chilling center.,
to chill the milk in order to avoid the growth of micro organisms and then it is
transported to main dairy. MANMUL has got three chilling centers located in
KR Pet, Nagmangal,

and Malavalli. After collecting milk from various DCS it will

be processed in MANMUL and supplied to the customers. Apart from the milk, the
other materials like packaging materials, engineering materials are procured through

calling tenders. The payment is made to supplier of milk on weekly basis and the
payment for the transport contractors is made once in the fortnight. In case of shortage

of milk the union purchases milk from the other dairy, at inter-dairy price.
The payment is made to farmers on the basis of percentage of Fat and SNF percentage
at min of 3.5% and 8.5%.

D. QUALITY CONTROL SECTION

Structure

Function
This section takes care of the quality of the milk bought from the societies and the
chilling centers and the also the quality of various by-products of milk. Initially tests
are conducted to see if the milk is good for using, if suspected of being bad, it is kept
for further tests. The fat test and SNF test are conducted to obtain the percentage of
SNP and fat, based on which the payment is made to DCF. If the fat and SNF
percentage is more, incentive is added to total amount due. Here, in this department
tests are also conducted to see if the producers adulterate the procured milk with salt,
sugar and soda. The criteria for quality control are as per prevention of food
adulteration act 9pfa). The quality of the milk is maintained before processing milk
and also the quality of the various product of milk, i.e., all the procured milk is tested
for its durability and to be checked if it can be consumed.

Chapter-IV: Conceptual Frame Work

-Theoretical Aspects

Training focuses on learning the skills, knowledge, and attitudes required to initially perform
a job or task or to improve upon the performance of a current job or task, while development
activities are not job related, but concentrate on broadening the employee's horizons.

Organizational Objectives
and Strategies

Departmental Objectives
and Strategies

Individual Goals (KRAs)

Training Need
Identification

Devising and
Implementation Training
Program

Evaluation of Results

Fig. 4.1: Training Process

4.2 TRAINING NEED IDENTIFICATION
INTRODUCTION OF TRAINING NEED IDENTIFICATION
Training need identification is a tool utilized to identify what educational courses or activities
should be provided to employees to improve their work productivity. Here the focus should
be placed on needs as opposed to desires of the employees for a constructive outcome. In
order to emphasize the importance of training need identification we can focus on the
following areas: -

To pinpoint if training will make a difference in productivity and the bottom line.

To decide what specific training each employee needs and what will improve his or
her job performance.

To differentiate between the need for training and organizational issues and bring
about a match between individual aspirations and organizational goals.

Identification of training needs (TNI), if done properly, provides the basis on which all other
training activities can be considered. Also requiring careful thought and analysis, it is a
process that needs to be carried out with sensitivity as people's learning is important to them,
and the reputation of the organization is also at stake.
Identification of training needs is important from both the organizational point of view as
well as from an individual's point of view. From an organizations point of view it is
important because an organization has objectives that it wants to achieve for the benefit of all
stakeholders or members, including owners, employees, customers, suppliers, and
neighbours. These objectives can be achieved only through harnessing the abilities of its
people, releasing potential and maximizing opportunities for development. Therefore people
must know what they need to learn in order to achieve organizational goals. Similarly if seen
from an individual's point of view, people have aspirations, they want to develop and in order
to learn and use new abilities, and people need appropriate opportunities, resources, and
conditions. Therefore, to meet people's aspirations, the organization must provide effective
and attractive learning resources and conditions. And it is also important to see that there is a
suitable match between achieving organizational goals and providing attractive learning
opportunities

DIFFERENT LEVELS AT WHICH TRAINING NEEDS ARE

IDENTIFIED
Identification of training needs can be done at three levels to ascertain three kinds of needs: -

Organizational Needs
These concern the performance of the organization as a whole. Here identification of training
needs is done to find out whether the organization is meeting its current performance
standards and objectives and if not, exploring ways in which training or learning might help it
to do so. Sometimes organizational training needs are also identified when the organization

decides that it has to adopt a major new strategy, create a new product or service, undergo a
large-scale change program, or develop significant new relationships, such as joining with
others to form new partnerships.

Group Needs
Since working in groups and teams have become very much prevalent in today's corporate
world that is why nowadays there is increased emphasis given on team effectiveness and
team performance. Therefore training needs are nowadays even identified at the group level.
Training needs here are concerned basically with the performance of a particular group,
which may be a team, department, function, sub-unit, or so on. Information about the
performance of the group may identify areas of training need - which, again, may be further
utilized for training or other interventions. It is used to find out how efficiently a particular
team or group goes about its business and meets its current objectives.

Individual Needs
These concern the performance of one or more individuals (as individuals, rather than as
members of a group). Here identification of training needs is about finding out to what extent
individuals need to learn or be trained in order to bring their current performance up to the
required level as a result of changes in methods and processes that call for new competencies
and skills.
It also sees to it that there is continuous improvement initiative taken by them. Moreover it
also helps to find out whether individuals are comfortable in working across boundaries, with
people from different backgrounds and different perspectives. This is especially important
because there is so much work force diversity observed today in organizations that it has
become impossible to retain workforce, which is not flexible enough to accommodate such
changes into their daily work schedule.

SOURCES FOR IDENTIFYING TRAINING NEEDS

There are three sources for identifying training needs. Although they are independent sources
for gathering the necessary data but it is usually beneficial if they are considered
complementary to one another as the objective of the exercise is to prepare as consolidated
data of training needs as possible. The three sources are as follows: -

Job Profile
It is a comprehensive description of all the functions and the responsibilities that a person has
to carry out in due course of his job. It is very common for us sometimes to find that people
of a particular department more or less perform the same kind of job and therefore a
comparative study can be done on their performance to pinpoint on the training needs of
those people who have not performed up to the mark. In here we can also include Job
analysis in order to have a realistic and systematic appraisal of training needs. In order to do
this first we need to break up the functions and responsibilities into categories. Next we have
to classify these tasks/activities on the basis of their relative importance to the nature of the
job. And lastly we can compute a priority listing of these tasks in order to have a catalogue of
knowledge, skills and attitudes required for effective performance of the job.

Fig. 4.3: Job Analysis Matrix

Experiences of the training agency

It is very common for organizations nowadays to hire professional training agencies in order
to look into the training matters. The training agency and the trainers thus should also draw

from their own experiences of organizing programs for comparable groups or in similar areas.
However, earlier experiences can only serve to facilitate the process. It cannot be the sole
basis, as training needs of majority of organizations are very specific.
At ThyssenKrupp this method is used in a modified way, the training agency named SIBM
along with the top management of the organization identify the training needs and decide the
training modules for the employees of all levels.

Pre-training survey of the participant's needs

This is suggested as the best way to conduct a training need identification .A pre-training
survey is nothing but a survey of the needs and expectations of the participants well in
advance of the program. And in this exercise it is better to include the superiors also as they
are in a good position to provide necessary data on the training needs of their subordinates,
especially in context of their performance. This is generally done in a systematic manner with
the help of a structured questionnaire in order to reflect the genuine desire to involve the
participants and the organization in the planning process. However it might happen in certain
cases that it is not possible to actively involve the superiors due to various reasons like lack
of time etc but in that case at least they must be kept fully informed of the proceedings.
In this project, Pre-training survey method is used to identifying the training needs of the
employees.

4.3 EVALUATION OF TRAINING PROGRAM

INTRODUCTION AND PURPOSE OF EVALUATION OF
PROGRAM:

TRAINING

The process of examining a training program is called training evaluation. Training

evaluation checks whether training program has had the desired effect. Training evaluation
ensures that whether candidates are able to implement their learning in their respective
workplace, or to the regular work routines.

Purpose of Evaluation
Feedback: It helps in giving feedback to the candidates by defining the objectives and
linking it to learning outcomes.
Research: It helps in ascertaining the relationship between acquired knowledge, transfer of
knowledge at the work place, and training.
Control: It helps in controlling the training program because if the training is not effective,
then it can be dealt with accordingly.
Power games: At times, the top management (higher authoritative employee) uses the
evaluative data to manipulate it for their own benefits.
Intervention: It helps in determining that whether the actual outcomes are aligned with the
expected outcomes.

4.4 BENEFITS OF TRAINING NEEDS IDENTIFICATION &

TRAINING EVALUATION
Benefits of Training Need Identification and Training Evaluation are:

The organization is informed about the broader needs of the participants. Through this
process it may be possible that certain new training programs, which were, previously

not in their list may come to the forefront.

The organization is able to reduce the perception gap between the participant and

his/her boss about their needs and expectations from the training program.
The organization is also able to pitch its course input closer to the specific needs of

the participants.
Find out if the learning is being applied at the workplace.

Ensure training improves continuously.

Track the development of staff knowledge and skills.
It also saves a lot of money for the organization as otherwise money is just
unnecessarily wasted on those training programs, which are either not needed by the

employees or they have no interest in undertaking them.

Lastly, time, which is the most important resource today, is also saved, as the training
programs conducted are the ones, which are actually needed by the participants.

Chapter-V: Survey

Objective of Trainings Conducted

Objective
Knowledge up
gradation

No. of
Participants
15

Percentage
30%

Skill up gradation

20

40%

Promotion &
Transfer
Any other specify

10

20%

10%

Total

50

100%

Analysis and Interpretation: From the response of the participants, majority (40%) , the
sessions were conducted for skill up-gradation,30% the sessions were conducted for
knowledge up-gradation, 20 % training for promotion & transfers, remaining 10% of the
trainings were with other objective attend for other objectives
It can be concluded from the response of the participants, it is evident that most of the
trainings happen for skill up-gradation and trainings should also be conducted for knowledge
up-gradation and for the future expected Role.

Means

for

evaluating

the

effectiveness of
training
Rating
Feedback Form
Post Training
Evaluation
Interactive Sessions
Total

Analysis & Interpretation

No. o

From the above table, 56% of the respondents said that effectiveness was measured
through feedback forms, while 28 % effectiveness is measured by post training
evaluation, 16 % of measurement happens thorugh interactive sessions.
It is clear from the above table that effectiveness of training is measured though feedback
forms, whereas less importance is given to post training evaluation and interactive
sessions.

Are the trainings useful to perform tasks

Objective
Strongly Agree
Agree
Partially Agree
Disagree
Total

No. of
Participants

Percentage

7
13
20
10
50

14%
26%
40%
20%
100%

From the above table it is clear that trainings provided by the organization are 40%
completely effectively applicable to perform current job, 40 % partially effective to
perform current jobs, where as 20 % of employees say trainings are not effective to
perform their jobs.
Interpretation is40 % of the employees agree trainings are useful to perform their current
jobs, where as another 40 % partially agree, another 20 % dont agree.
Trainings provided are not so effective foe the employees to perform their jobs.

The Companys training programs are evaluated and improved upon, every year.
Category

No. of Participants

Percentage

Strongly Agree

14%

Agree

33

66%

Disagree

18%

Strongly Disagree

2%

Total

50

100%

Interpretation: Training program should be continuously improved so as to get maximum

benefits out of it. Almost all the participants agreed that MDPs are continuously improving.

Carefully identification of needs is required at the organization as many employees believe

that their training needs are not carefully identified. This can be shown by the result of the

Degree to which you have used the skills you have learnt.
Here four point rating scale was used. The categories are All, Some, Very few and No.
Category

No. of Participants

Percentage

All Skills

12%

Some Skills

33

66%

Very Few Skills

10

20%

No Skills

2%

Table 5.19: Degree of Usage of Skills

Fig. 5.19: Degree of Usage of Skills
Interpretation: Training would be successful when there is efficient transfer of learning to
the job.
12 % participants perceive that they can apply all skills learnt used on the job
66% participants perceive that they can apply some skills learnt used on the job
Participants are unable to use new skills on the job because of certain factors:
Application of
skills learnt from

No. of Participants

Percentage

trainings in tasks
All Skills

12%

Some Skills

33

66%

Very Few Skills

10

20%

No Skills

2%

Interpretation: Training would be successful when there is efficient transfer of learning to

the job.
12 % participants perceive that they can apply all skills learnt used on the job
66% participants perceive that they can apply some skills learnt used on the job

Participants are unable to use new skills on the job because of certain factors:
In your opinion, what factor creates difficulty in applying new skills on the job?
Category

No. Of Participants

Percentage

Lack of opportunity

16

32%

Lack of time

17

34%

Skills were not relevant

14%

No supervision

2%

Lack of coaching or feedback

18%

Table 5.20: Factors creating difficulty in applying New Skills

Fig. 5.20: Factors creating difficulty in applying New Skills

Interpretation:
Most of the participants feel that lack of opportunity and lack of time are the main factors
creating difficulty in applying New Skills.

How do you learn more effectively during the training programs?

The options for this question are Studying underlying concept, Step-by-step
instructions, Observing others and Active participation.
Methods of Effective Learning

Percentage

Studying underlying concept

8%

Step-by-step instructions

10%

Observing others

8%

Active participation

74%

Table 5.22: Method of Effective Learning

Effective Learning
Interpretation:
From the result it is evident that participants can learn more effectively by Active
Participation.
74% are in favor of Active participation
8% are in favor of Observing others
10% are in favor of Step-by-step instruction
8% are in favor of Studying underlying concepts

The basis for undergoing training?

Category

No. Of Participants

Percentage

Management guidelines

04

8%

Supervisory advice

07

14%

Performance Report

09

18%

Technological Change

22

44%

Business Trend

08

16%

Total

50

100%

Analysis & Interpretation

The above table clearly indicates that 44 % of the respondents feel that the basis fr the
training program should be technological change, and follow the performance report,
business trend, supervisory advice, management guidelines i.e. 18%, 16%, 14% and 8 %
respectively.
Today technology is changing very fast, so while organizing trainings this point should be
taken into consideration in order to structure technological trainings.

What way MANMUL was benefited out of training programs

Response

No. Of Participants

Percentage

Improvement in production

25

50%

Quality Work

22

44%

Low Production

00%

No improvement

6%

Analysis and Interprtation

From the above table it is clear that , MANMUL was benefited by organizing training
programmes by achieving 44 % of Quality work with 50 % of increase in production.
It is clear that effective trainings provides efficient performance.

Chapter-VI: Findings and Suggestions

The questionnaire was drawn up in a format consisting of both closed & open questions.
Training methods and content may not be the same for different levels of employees. The
participants were from junior to senior level at MANMUL Mandya. The main purpose of the
data collection and statistical calculation was to identify effectiveness of trainings to
employee for growth and to identify training needs of employees as well as organizational
needs. Some of the findings from the survey (questionnaire) are listed below:
Training and development programs at MANMUL, MANDYA are aimed at systematic
development of knowledge and skills
Satisfaction of the learner is the most important factor in training program. It plays a
major role in employees growth and development, commitment towards the job. All the
participants have undergone a no. of MDPs and it is evident from the analysis that 88%
participants have ranked MDPs as good and above.
For training, an organization has to follow some criteria for selection depending on the
need and to get each employee trained to achieve the desired results. The employees are
not aware about the criteria of selection for training. 54% participants are not agreeing to
the fact that a formal process for identification of training needs is being followed in the
organization.

 The participants have to know the objectives, benefits & learning that they will gain from
training before selection. Only 53% participants were aware about the objective, benefits
& learning of training through briefing sessions when being selected. Also, some of the
departments in the organization are practicing briefing and debriefing sessions before and
after the training program respectively in an informal manner but there is no formal
process of briefing and debriefing in the organization.
Evaluation of training is a tool to measure the effectiveness of trainings,
Feedback is the more used tool to evaluate the effectiveness of training
programs. Post training evaluation or interactive sessions also contribute to
evaluate effectiveness of training.

Personnel & HRD department should be disintegrated into separate Personnel department
& HRD department having separate Personnel Heads & HRD Heads reporting to a
common Functional Head.
The survey for identification of training needs should be conducted more frequently in
order to gauge the perception of the employees regarding training & development process
practiced by the organization.
The Management should implement Kirkpatricks model for evaluating the effectiveness
of training & development process across the organization.
The Management should initiate the process of mentoring by the senior management for
new employees to induce hand holding culture in the organization.
The HODs of different departments should compulsorily practice formal process of
briefing and debriefing before and after every training program respectively with an
objective to inculcate learning culture into the organization.
The management should strengthen sports & cultural activities (e.g. celebration of
festivals, football & cricket matches, photography & drawing competition etc) to foster
interpersonal relations within the organization.

 The Management should enhance horizontal & vertical communication by organizing

monthly open feedback sessions, quarterly / monthly performance review meetings etc.
with an objective to reduce the gap between the Management & the employees.
The Management should change training vendors & faculties for conducting MDPs on
yearly basis.
The Management should drive system-oriented and paperless culture in the organization.
Job rotation policy should be formulated & practiced across the organization depending
upon the knowledge, skills and career aspirations of the employees in order to hone cross
functional competencies of the employees.
Batch size for MDPs should be reduced so that the faculty can pay better attention to each
& every participant.
The Management should conduct employee satisfaction surveys after every 2 years for
gauging perception of the employees in relation to the parameters like overall employee
satisfaction, advocacy & stability and finally to assess the employee engagement ratio of
the organization.
The Management should initiate other Organizational Development interventions like 360
degree feedback, competency mapping, assessment & development centers, balanced
score card, job evaluation etc only after streamlining the performance management
system in the organization.

7.1 CONCLUSION
I would like to conclude by saying that it was great experience to be associated with
ThyssenKrupp Industries India Pvt. Ltd. (TKII). I had learnt a lot as to how the Personnel &
HRD department actually works at TKII. TKII gave us a full exposure to the manufacturing
industry. I had a wonderful experience taking interviews of the Shop floor workers,

engineers, design engineers,managers. This helped me in sharpen my skills in dealing with

people in a professional manner.
This project gave me an opportunity to have an insight of the working of the Personnel &
HRD department. I have learnt how to identify the training needs of an employee, how to
evaluate a training program and how to discover the strengths and areas of improvements of
the organization, ways to keep employees motivated and the working environment happy,
healthy and peaceful.
Apart from the project, I got an opportunity to learn about maintenance of files & documents,
as we had to give a helping hand in the process of HR audit and contributed in coordinating
welfare activities like Medical checkup for the family members of the employees and
summer camp for the children of the employees. I also got an opportunity to attend, manage
and coordinate Management Development Program (MDP) on various topics which is very
helpful for overall growth of a Management Student.
At last I would conclude, TKII gave me opportunity to get involved in various HR activities
apart from my project which gave me a taste of living an actual corporate life. The training
had been really helpful throughout and everyday was a new challenge with new tasks to be
performed. I enhanced my listening skills, learning skills, negotiation skills, convincing skills
and various other behavioral skills which are really important for me to become real HRD
professional.

7.2 REFERENCE
Books

Gower handbook of training and development : Anthony Landale

How to identify your organization s training needs: John H McConnell

Hiring and Keeping the Best People : Harvard Business School Press, 2002

Evaluating Training Programs: The Four Levels :

Donald L. Kirkpatrick, James D. Kirkpatrick

Newspapers:
Economic Times
The Times of India
Hindustan Times

Websites

http://www.hr-guide.com/

http://www.hreonline.com/

http://www.managementparadise.com

http://www.thyssenkruppindia.com

http://images.google.com/

ANNEXURE
Questionnaire
Project Schedule

ANNEXURE

QUESTIONNAIRE
General instructions for filling the questionnaire:
1) Please answer all questions.
2) Please tick mark ( ) the most appropriate option that most closely represents your
views.
3) Please give your candid and unbiased feedback.
4) We assure you full confidentiality of your responses.

Personal Profile:
NAME

TOKEN NO.

DESIGNATION

DEPARTMENT
EDUCATIONAL
QUALIFICATIONS
AGE (YEARS)

TOTAL EXPERIENCE (YEARS)

TKII EXPERIENCE (YEARS)

1. Briefing sessions are conducted for employees sponsored for training.

Strongly agree
Agree
Strongly disagree
Disagree
2. I have training opportunities to upgrade my skills & knowledge.
Strongly agree
Strongly disagree

Agree
Disagree

3. The organizations training programs are evaluated, and improved upon, every year.
Strongly agree
Agree
Strongly disagree
Disagree
4. Employees are sponsored for training programs on the basis of carefully identified needs.
Strongly agree
Agree
Strongly disagree
Disagree
5.In your opinion, what factor creates difficulty in applying new skills on the job?

Lack of opportunity to use skills

Lack of time for use of skills
Skills learnt were not relevant
No supervision for skills practiced
Lack of coaching or feedback
If others, please specify _______________________________________________
__________________________________________________________________
6. Degree to which you have used the skills you have learnt.
All skills learnt used on the job
Some skills learnt used on the job
Very few skills learnt used on the job
No skills learnt used on the job
7.

How do you learn more effectively during the training programs?

Studying underlying concept
Step-by-step instructions
Observing others
Active participation

References :

Books

Gower handbook of training and development : Anthony Landale

How to identify your organization s training needs: John H McConnell

Hiring and Keeping the Best People : Harvard Business School Press, 2002

Evaluating Training Programs: The Four Levels :

Donald L. Kirkpatrick, James D. Kirkpatrick
Wesbites:
www.nandhiniproducts.coop
www.nandhinimilk.com