Bata India Limited - CC

A Project Report
in
The best possible employee education, executive
training and management development programs for
BATA INDIA LTD. that shall improve job
performance and help individuals to progress
towards actualization of their potential capacities.
Developed For
BATA INDIA L T D.
( Batanagar Unit, Kolkata )
Submitted On
28 / 09 / 2007
By
Chandan Chakraborty
Student of MBA ( III rd Semester )
Gyan Ganga Institute of Technology and Sciences ( GGITS )
Under Rani Durgawati University, Jabalpur, Madhya Pradesh
CHALLENGE ……SKILL……COMMITMENT……TEAMWORK 1
Founder
of the
Bata Shoe Organisation
M r. T o m a s B a t a
( 1876 – 1932 )
A Message from Mr. Tomas Bata
We are not afraid of the

future. Millions of human beings know
nothing of footgear of any kind
whatever and very few of the rest is
well shod. This best shows us how
little we have accomplished so far,
and what an immense task lies
before the shoemakers of the whole
world.
Tomas Bata started life as a

poor boy but he did not dream of
making millions, he seems, rather to
be obsessed with the idea of helping
his country and his people. In the
young Bata there quickly ripens the
wish and the determination to
achieve something. He is a
shoemaker - a practical man, but with
a power of imagination amounting to
genius.
Thomas has visions of

colossal factories, with the most
modern machinery, installed in airy
workshops, and a system of the most
modern factory-hygiene. In those
workshops, people freed from slavery
and squalor are working for the
realization of his great social ideal :
the shoeing of millions.
Tomas Bata remained true to

his dreams of " Good and cheap
shoes, even for the very poorest, and
high wages for all who worked for
him ".
He coined the motto
“Our customers are our masters
".
Long Service Medallion
Preface
Bata India Ltd. Is the organisation that has been
ruling the world of shoe manufacturing in India for more than 75
years now and it’s largest plant is situated in Batanagar, 24
Parganas (s) West Bengal, on the banks of the river Ganges. With
manpower of nearly 2400, the unit is producing quality foot
wares hugely in demand all over the world. It has one of the
oldest but excellent systems of day to day operations and record
keeping including production, planning, purchase, costing, salary,
personal audit etc. It also has been instrumental in starting its
own chain of retail stores which has crossed 3000 in number.
Over the year it has become a household home with millions of
customers loyal to it’s brands. It’s motto, “ Challenge …… Skill
…… Commitment …… Teamwork ” is yielding great results even
in this era of fervent socio economic changes that are taking
place globally.
My object here was to study the existing training

and development facilities in Bata India Ltd. And if necessary to
develop a program that shall enhance the potential of its
employees and executives. This program should be in
accordance with the actual situation related to the morals, ethics,
beliefs and practices of the land. It should go a long way in
improving the production, quality, organisational climate,
technological know-how and above all individual personal growth.
Acknowledgement
I hereby acknowledge the overwhelming help and
support of the personnel department of BATA INDIA LIMITED and
specially Assistant Manager ( Personnel ), Mr. Debabrata Sanyal
whose heartiest co-operation was the major source of inspiration
and motivation behind the completion of this project. I shall also
be thankful to other departmental heads, some of whom are
listed below:
All India Senior Vice-President : Mr. A. H. M. Ehsanuzzaman

Senior Manager (Leather) : Mr. Shubham Kanti Mondal
Manager (Rubber) : Mr. Amar Nandi
Manager (Engineering) : Mr. Samarjeet Ghosh
Manager ( R& D) : Mr. Supriya Kanji
General Manager (Purchase) : Mr. Atish Chandra Chatterjee
Manager (Commercial) : Mr. Sudip Dutta
Manager (Payroll & Accounts) : Mr. Prabhat Kumar Sur
Senior Manager (Accounts) : Mr. Animesh Mukherjee
Manager (Accounts) : Mr. Anjan Kumar Chatterjee
Manager (Assembly Rubber) : Mr. Dilip Kumar Nandi
Asst. Manager (Admin. & Welfare) : Mr. Manoj Kumar Sarkar
Asst. Manager (Procurement Leather) : Mr. Kuharan Mukhopadhyay
Officer (SBU Leather) : Mr. Kartick Chandra Routh
Each and every employee whom I met during this

project, greeted me with open arms and tried to help me out with
whatever he can, and I am grateful to all of them.
At last but not the least, I would like to take this
opportunity to thank Dr. Anil Kumar Dhagat, Director, M.B.A.
department, Gyan Ganga Institute of Technology and Sciences
( GGITS ) Jabalpur, for providing us with the opportunity of doing
this project. My sincere gratitude to my family and friends, who
have extended their helping hand from time to time, specially in
adverse situations when I needed it the most and all those who
have directly or indirectly helped the cause of successfully
completing this project.
Dated :
CHANDAN CHAKRABORTY
Declaration
I Chandan Chakraborty, student of M.B.A. ( 3rd
semester ), Gyan Ganga Institute of Technology and Sciences,
Jabalpur (M.P.) , do hereby declare that this project has been done as
a partial fulfillment of the award of post graduate degree in business
administration, under Rani Durgawati University, Jabalpur ( M.P.)
for the year 2007 -08.
I declare that this project is entirely based upon my

personal findings, analysis, judgements and is thus an original piece
of work, which has not been published before in its present form any
where in India or abroad. The data upon which this project is based
is secondary data collected from various record books of the
organisation, whose preciseness is expected, not guaranteed.
Dated :
CHANDAN CHAKRABORTY
Index
1} Introduction 11
2} The Existing System 29
3} The Outlook 36
4} Suggestions 49
5} Why training fails ? 52
6} Organisation’s training objectives 54
7} The Training Program 55
8} Absenteeism in Bata India Ltd. 78
9} Research Methodology 92
10} Data and Graphs 95

Case studies and Experiences in
11} 105
B.I.L.
12} Bibliography 114
INTRODUCTION
The Organisation:
Bata India Limited
Bata India is the largest company for the Bata Shoe
Organisation in terms of sales pairs and the second largest in terms of
revenues. With 1250 stores across the country, it also has the widest
retail network within the BSO. By the time Bata had come to India in
1931, it was already recognized as a
leading shoe brand. It’s manufacturing
and marketing operations heralded the
rise and the development of a modern
footwear industry in India. Before Bata,
footwear was produced primarily in the
handicrafts and small enterprise
segments. Bata, over the decades, used
the ‘current knowledge' from its
international experience to create
adaptive and innovative baseline
standards for the shoe businesses in
India.
Incorporated as Bata Shoe Company Private Limited in

1931, the company was set up initially as a small operation in
Konnagar (near Calcutta) in 1932. In January 1934, the foundation
" I've missed over 9,000 shots in my career. I've lost almost 300 games. 26
times I've been trusted to take the game winning shot...and missed. I've
failed over and over and over again in my life. And that is why I succeed! "
- Michael Jordan
stone for the first building of Bata's operation - now called the Bata. In
the years that followed, the overall site was doubled in area. This
township is popularly known as Batanagar. It was also the first
manufacturing facility in the Indian shoe industry to receive the ISO :
9001 certification.
The Company went public in 1973, when it changed its

name to Bata India Limited. Today, Bata India has established itself as
one of Asia's largest footwear retailer. It
has cornered around 35 % market share
in the organized sector (and approx. 8.5
% of the total footwear market) Almost
98 % of the company's revenue is from
the domestic market while the rest is
from exports. The company currently
sells over 45 million pairs of shoes
every year and has an annual sales
turnover of more than Rs. 8000 million
(USD 178 million).
Over the years, Bata

India has established a leadership position in the footwear industry
and is easily the most trusted name in branded footwear. Its retail
network of 1250 stores gives it a reach/ coverage that no other
footwear company can match. The stores are present in good
locations and can be found in all the metros and towns.
" The ultimate measure of a man is not where he stands in moments of

comfort, but where he stands at times of challenge and controversy "
- Martin Luther King Jr.
In terms of products, the company has now built a
good, market-oriented collection that is in line with fashion trends and
offers a good quality to price ratio. Its product range now
encompasses classic shoes such as Ambassador for Men and comfort
shoes such as Comfit for ladies, as well as a more trendy collection for
ladies in the Marie Claire range and a sporty fashion collection for
young adults in the North Star range. Bata's smart looking new stores
supported by a range of better quality products are aimed at offering
a superior shopping experience to its customers. And the new face of
Bata India is now visible to the industry as well as its customers.
Today, backed by a brand perception of experience, the company is
working towards positioning itself as a vibrant and contemporary
young brand. It has significantly transformed its retail formats to
become more lifestyle-oriented, which has helped change consumer
perceptions to a large extent.
The 6 Principles :
• We provide quality for value.
• We constantly improve in what we do.
• Our strength is people.
• We are partners in progress with the communities in which we
deal.
• We build respect and loyalty through service.
• We practice “ A Step Ahead ” management.
" It is common sense to take a method and try it. If it fails, admit it frankly
and try another. But above all, try something. "
- Franklin D. Roosevelt
Bata is Divided into 6 regions:

1. Europe
2. North America
3. Africa
4. Pacific
5. Latin America
6. India
Bata operates in more than 70 countries worldwide with,
• 3000 retail outlets of it’s own

• Producing 10,00,000 pair of shoes per day
• Over 50,000 employees speaking 100 languages
BATA Headquarters,Toronto, Canada
" You may deceive all the people part of the time and part of the people all the
time, but not all the people all the time. "
- Abraham Lincoln
Purpose:
• To serve the whole BATA family of companies round the world.
• To have the right shoe, at the right place, at the right time, at
the right price
Mission:
With footwear manufacturing and marketing as
it’s core business to achieve success and become the biggest and
most skillful multiple retailing and distributing organisation with a
dynamic, flexible and market responsive approach to present and
future opportunities for profitable growth.
Success will be measured by the Customers,

employees, shareholders, suppliers and community.
Brands :
 Hush Puppies
 Dr. Scholls
 North Star
 Power
 Marie Claire
 Bubble Gummers
Signature Collections :
 Ambassador
 Comfit
 Wind
The New Projects :
While some mega-projects are still awaiting approval,

Calcutta Riverside and a few others have got the nod from the West
Bengal government, the project to develop the 262-acre Batanagar
estate into a modern township, with a nine-hole golf course, high-end
apartments, villas, condominiums, a hotel, mall, IT park, hospital and
school.
To cost Rs.1,200 cr, Calcutta Riverside is perhaps the

most high profile project under Section-14(z) of the West Bengal land
reforms amendment bill passed in August 2005, which envisages that
sick or closed industries, which require investment to become
functional again, may sell of their unused land, if part of their sale
proceeds is used to restructure the units or for the labour's welfare.
Riverbank Holdings Private Limited, the 50-50 joint venture between
Bata India Limited and Calcutta Metropolitan Group Limited (an
alliance between Kolkata Metropolitan Development Authority and
United Credit Bellani group), had a master-plan ready combining
commercial re-use of land with socio-economic development of the
areas in the Batanagar estate.
It’s an equitable deal for the workers. The 1,097
families living on the estate now are to be rehabilitated in new
housing, with a built space of 6,40,000 square feet.
" To live is to choose. But to choose well, you must know who you are and
what you stand for, where you want to go and why you want to get there."
- Kofi Annan
Further, the terms of Riverbank Holdings lay down that

within 30 days after the end of each calendar year, it must contribute
a sum of Rs. 35,00,000 for the benefit of the employees of BIL
employed in the Batanagar factory. The existing Bata girls, boys and
primary school will be upgraded and a separate school on 6.65 acre
and a 300-bed hospital will be built. The 1.2 km riverfront will also be
developed with recreation facilities for residents and visitors. Post
completion, Calcutta Riverside will give employment to 30,570
people. No wonder the project was cleared as part of the state's social
infrastructure development programme.
BATA’s Worldwide Network
"The great successful men of the world have used their imagination…they
think ahead and create their mental picture in all its details, filling in here,
adding a little there, altering this a bit and that a bit, but steadily building -
steadily building."
- Robert
Collier
Various departments operant in Bata India Ltd.

Personnel department :
Personnel department is the heart of the organisation
and is one of the most important portfolios, dealing with matters
directly or indirectly related to its human resource, that is it’s
manpower. It acts as a connecting bridge between the employees,
trade unions and other external entities and the management.
Personal department plays a vital role in interconnecting various
departments to enable smooth operation of the organisation.
In Bata India Ltd., the Personnel department maintains
individual personnel audit records in its “ kartotek ” and uses it for
important decision makings related to the transfer, promotion,
separation, performance- appraisal, welfare schemes, services and
benefits, labour relations, grievance handling etc. It is also responsible
for the recruitment and selection of “ the right people for the right job
”.
Accounts Department :
The accounts and payroll department is one of the
busiest department of the organisation, as it has to maintain each and
every transactional records in the book of accounts on a regular basis,
based on commonly used double entry system. The income
statements, profit & loss a/c and balance sheet are prepared on a
quarterly basis for the management as well as shareholders to
analyze the developments. As Bata India Ltd. Batanagar plant is not a
selling unit the profit earned by it is accrued profit not actual
" One needs to be slow to form convictions, but once formed they must be
defended against the heaviest odds. "
- Mahatma Gandhi
profit. Accrued profit is acquired when production is completed below
the estimated production limits and it is in loss when production
surpasses this limit. The extent of transactions through this
department can be expressed through these facts:
• Bata India Ltd.
( Batanagar plant ) pays property-tax to the Maheshtala
municipality in the volume of nearly Rs. 5,00,000 per month.
• Electricity charges
for 24 hours 3 phase connection comes somewhere in the
vicinity of Rs. 60,00,000 per month.
• Bonus paid to the
employees once in every season (6 months) amounts upto Rs.
1,20,00,000.
The payroll section is in charge of preparing the
fortnightly as well as monthly pay slips for its different types of
employees ( such as fixed, essential, hourly fixed, special hourly fixed,
accord ) payment is made by calculating many factors along with their
basic pay, some of these factors are DA, Night allowance, Bonus,
Production incentive, House rent, Provident fund, insurance, medical
cover etc. the pay structure of Bata India Ltd. is very well structured
in relation to contemporary manufacturing units, in the state of West
Bengal.
Product Development Department :

The actual job of the product development department
starts with collecting the information from the marketing department
about the
" Do not be desirous of having things done quickly. Do not look at small
advantages. Desire to have things done quickly prevents their being done
thoroughly. Looking at small advantages
- Confucius
design or pattern expected to be in demand in the near future.
Accordingly designs are prepared for all types footwears along with
the material to be used in a particular article. This department is more
concerned with providing comfort to its customers rather than style.
Sizes of the shoe to be manufactured are pre-decided region wise
e.g.:
- For eastern region sizes between 5 to 11 (gents)

- For southern region size is 7 onwards gents) and 4 to 5 general
sizes for ladies products.
This department consists of a separate CAD / CAM
section, where designs are prepared and cut by a computerized
cutting machine. The software used for this purpose “ Crispin Cad
Suite ” prepares two-dimensional view of designs. These designs
along with the material are tested in the Research & Development
laboratories before reaching the production department.
Production Planning & Control

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

volume of the goods that is likely to sell, on the basis of statistical
method, market
" Often the difference between a successful person and a failure is not one
has better abilities or ideas, but the courage that one has to bet on one's
ideas, to take a calculated risk and to act. "
- Maxwel Maltz
research, previous years performance and promotion of selling effort
they actual did. And accordingly volume of goods is projected for the
production department and costing department then the costing and
production department plan for the procurement of all the necessary
materials, machineries, grinderies etc. and their capacities of
production in terms of manpower they are having. Other functions of
this department are:
• This department also prepares the records the volume of product in
the production stream daily. This is called workshop production
balance sheet.
• Prepares the plan sheet for the different articles that has to be sent
to either the whole-seller or retailer article wise or the number of
pairs of specific size so that the box of packing completes their
capacity. This is called production invoice for whole sales and
retails i.e. distribution of order plan wise.
Manufacturing Department :
Batanagar plant is one of the biggest manufacturing units in the state.
It is a well equipped with the best machines and safety equipments,
most of them imported from Korea and other countries. Some of the
newly installed machines are capable of producing high quality
footwear round the clock. This department is further divided into the:
1. The leather factory ( producing leather shoes )
2. The rubber factory ( producing rubber and canvas shoes, rubber
chappals )
" Desire is the key to motivation, but it's the determination and
commitment to an unrelenting pursuit of your goal - a commitment to
excellence - that will enable you to attain the success you seek”
- Mario Andretti
both within the Batanagar plant itself. Skilled employees known as
rink conveyor (leather) and sandal conveyor (rubber) carry out the
production through a chain of operations. Some of the operations
involved in shoe manufacturing are last-preparation, upper-insole,
Jaro-molding, preforming, force-last etc.. A constant quality check
during the production process reduces the number of defective pairs
getting to the shops.
6 Stages in production:
- Manipulation (leather & other material cut and bundled)

- Prefabrication (stamping, punching, skiving, gimping,
embossing)
- Sewing (components stitched together)
- Assembly (upper & lower components brought together)
- Warehousing (shoes checked, inspected, sorted, stored,
shipped)
- Retail stores (receive goods, check for accuracy damage,
promote)
Research and Development Department :

The research and development department is responsible for
validating the products and designs prepared for production. Various
mechanical properties related to the materials to be used for the
upper and sole of the footwears are thoroughly checked using
electronic machines these include Tensile testing,
flexural testing etc. designs are checked for its durability. Suggestions
to improve the overall quality of the finished products are sent back to
the product development department.
An overview of the company history :
1894 – The T. & A. Bata, T. & A. Bata Shoe Company (T. & A. Bata)
registered in Zlin, Austria-Hungary by Tomas, Anna and Antonín
Bata
1895 – First business crises, Tomas takes over company's control, Antonín
leaves for the army, Anna gets married
1897 – The ”Baťovka”, the first fabric shoe, introduced and with it
production mechanization, first machine from Germany
1900 – First factory building constructed
1904 – Tomas first journey to the USA
1905 – 2,200 pairs per day produced by 250 employees, in two shifts, sales
department founded
1906 – Second factory building constructed, first of the "new type"
1908 – Antonín dies, Tomas takes full company's control
1909 – First export sales, first sales agencies in Germany, the Balkans and
the Middle East; 3,400 pairs per day produced
1911 – Tomas second journey to the USA
1914 – World War I breaks out, large orders by the Austro-Hungarian army
for military shoes
1917 – World War I large scale orders contributed to company's
exponential growth; 2 million pairs per year sold, 10,000 produced
daily by 5,000 employees, advanced production equipment
imported from Germany; "Bata community" around factory with
shops, housing, schools and hospitals
1918 – Second crises of the company, massive losses, non-paid deliveries

for the state (Austria-Hungary, the newly founded Czechoslovakia
doesn't recognize the debt); production down to 1,700 pairs daily
1919 – Tomas' third journey to the USA, getting acquainted with Henry
Ford's mass production
1922 – Currencies devalued due to World War I, consumer purchasing

power at an all time low, Bata cuts shoe prices by 50% to attract
customers and to expand into 160 company shops throughout
Czechoslovakia
1923 – Employee profit & loss sharing introduced
1925 – The “Bata system” organizes operations in autonomous workshops;

the "Bata School of Work" founded, education and practical training
to future Bata managers; 563 company shops throughout
Czechoslovakia
1927 – Assembly line production introduced
1929 – Customs tariffs introduced in the world, Bata builds factories in

Switzerland (Mohlin), Germany (Ottmuth), England (Tilbury), France
(Hellocourt), Yugoslavia (Borovo), Poland (Chelmek), Holland
(Best), the USA (Bel Camp) and India (Batanagar); the "House of
Bata's service" opens in Prague, replacing older premises
1930 – 100,000 pairs produced daily; five-day, 40 hours week introduced
1931 – Bata a.s. founded, replacing the former "T. a A. Bata"; by the early
1930s, Bata becomes the world’s leading footwear exporter
1932 – After Tomas Bata’s plane crash his half-brother Jan Antonín Bata
becomes head of the company; at this time the company continues
the diversification into the production of tires, aircraft, bicycles,
machineries; the "House of Bata's service" opens in Brno
1939 – Bata operates 63 companies in various industries with footwear

remaining the core business with 60 million pairs sold per year in
over 30 countries; the Bata family leaves to the USA after Nazi
occupation of the rest of Czechoslovakia; Jan Antonín Bata "
subdues " to the plans of Nazis to save the business, on the other
hand supports the exile government of Edward Benes and the
Czechoslovak armed forces in Britain, he saves a large number of
countrymen, including Jews by using the Bata worldwide network
1942 – Tomas J. Bata (Thomas J. Bata) starts to operate from Batawa, near
Toronto, Canada. Instead of leading the Canadian subsidiary
1945 – All Bata companies in Eastern Europe "nationalized" by communist

or pro-communist governments, the company starts rebuilding
itself from the remaining entities outside Eastern Europe;
1946 - Two decades of litigation ensue – members of the Bata family begin
to sue one another over ownership of the international subsidiaries
of Bata. In spite of conflicting decisions has never been fully
resolved
1947 - Jan Antonín Bata accused by the Czechoslovak communists of
various
"crimes" and sentenced to 15 years of hard labor in absentia and all
of his properties in Czechoslovakia are confiscated.
1960s – Company’s headquarters relocated to Toronto by Thomas J. Bata,

further expansions through new factories in local markets
1970s – Pvt. Labels created: Bubble gummers, Power, Marie Claire, & North
Star
1980s – Bata develops retailing: Bata city stores, large format stores and
sport concept stores
1989 – Thomas J. Bata visits Czechoslovakia to check and negotiate on the

restitution possibilities, sets up his team to do the work, later on
buys some of the leftovers of the former company from the state
and founds Bata a.s., now as Czech retail subsidiary
1990s – Bata enters the high-price segment: Bata Premium collection.
1995 – Partnerships in Eastern Europe, Bata stores in Russia, Poland,

Croatia, and Slovenia
1999 – Bata concentrates on design, marketing and distribution,

manufacturing moves to low-cost countries and subsidiaries
2001 – Thomas G. Bata, Tomas' grandson becomes the Group’s chairman,

restructures the business into regional " 4 meaningful business
units "
2002 – Bata Shoe innovation Centres for shoe development introduced

worldwide
2004 – In China, Bata procurement centre in Guangzhou opens, distribution
partnership for the opening of Bata retail stores established
2006 – A township construction began to modernize the Batanagar factory

complex (near Kolkata, to be completed by 2011, with 2500
housing for employees, a hospital, a school, an IT park, a hotel and
residential flats along the riverside); Branded Business Division
founded to consolidate all the branded business activities
2007 - Communist Verdict Against Jan A. Bata Overturned. The City Court
in Prague, Czech Republic has re-opened a 60-year-old case in
which an international businessman and Czech nationalist was
falsely accused of collaboration with the Nazis. Jan Antonín Bata,
brother of the world famous shoemaker Tomas Bata, was
sentenced in absentia in 1947 for collaboration with the Nazis by
the National Court in Prague. Thomas J. Bata, 91, nephew of Jan
Bata, testified on Monday in court to achieve the cancellation of the
verdict against his uncle. He said that he believed that justice
would win.
For the last decade his descendants, led by the sprightly 92-year-
old Thomas J. Bata, son of the company's founder, have fought to
clear his name. They say far from being a collaborator, Jan Antonin
Bata financed the Czechoslovak government-in-exile to the tune of
a quarter of million dollars in secret donations or roughly four-
million of today's US dollars. A former Jewish employee also
testified that Jan Bata had helped her and up to 80 Jewish families
escape from Nazi-occupied Czechoslovakia. All of these facts, say
his family, were ignored by the court in 1947. They say the post-
war Czechoslovak state, buckling under Communist pressure, was
primarily interested in seizing the Bata Empire and its assets.
ORGANISATIONAL CHART
Managing Director
Deputy Managing Director
Executive Director Exports and Commercial
Vice President Sr. Vice President Sr. Vice President General Manager
Vice President
Faridabad Patna Batanagar Makamahghat Bangalore &
Bata Shatak
Vice President Vice President
Product development Commercial
Senior Manager Senior Manager Senior Manager Senior Manager Senior Manager
Senior Manager
Moulds & Purchase Quality assurance Training & Research & Tannery
Equipment Development Development
Senior Manager Senior Manager Senior Manager Senior Manager General Manager
General Manager
Service Personnel Costing Procurement SBU (R) SBU (L)
Senior Manager
Manipulation
Source : Quality manual 2006, B.I.L. Batanagar
THE EXISTING SYSTEM
The existing training and development program in

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

1. Work-Study appreciation
2. Work measurement
3. Work Simplification
4. Effective Presentation
5. Balham Technique
6. Costing and Cost control
C ) Functional Courses :
1. Purchasing Management
2. Maintenance Management
3. Accounting system
4. Quality control
5. Production planning
D ) Management Courses :
1. MANDEVCO ( Managerial Development Course )
2. COVOSOC ( Connaisses Votre Societe )
3. AMA ( Part - I )
4. AMA ( Part - II )
E ) Industrial Relations Courses :

1. Human relations
2. Industrial safety
3. Interflow management
4. Effective Communication
5. Safety hygiene and First aid
6. Floor administration
F ) Presentation Courses :
1. Post course presentation
2. SEMPROF ( Professional seminar)
Apart from these the operation has a set of 73

operations required in various stages of the shoe manufacturing
process. Every accord employee directly involved in machine
operations or other related jobs has to master a minimum of 6 skills to
be eligible for working in Bata India Ltd. A separate Training and
Allocation department ( TAC ) is responsible for providing these basic
– skills training. It should however be noted that mostly this training is
given when the employee joins the organisation. The list of skill-sets
has been listed below :
Last preparation Strap lacing Thread cut

Upper insole Thong selt Hammering
preparation Derby lacing Trimming
Sole preparation Pre-forming Scouring
Insole preparation Force last Bott skiving
Counter putt Strap last Vert scouring
Counter tight Repairing last Clamping
Toe puff putt Lamp & Transt Brushing
Cement upper Sest press Edge colouring
Cement insole Removing staple Edge sett
Cement lining Wrinkle chasing Fillering
Cement pocket Unit moulding Upper polish
Cement strap Toe marking Sole polish
Cement toe-tip Roughning Spray
Cement bottom Sole putting Filler putt
/ sole Air pressing Foam past
Cement sole Hydraulic press Sacks putting
Rand roll Cement To go press Lacing shoes
Counter nail Apply MEK Repairing F
Thumbing Shank putting Packing
Astra pull Cleaning Supplying
Schon F part Unlasting
Hand last Rand laying
Heel last Rand cut join
Beating
Schon B part
Fimac stitch
Knotting
Sole stitch
Last putt
Training and Allocation department ( TAC ) judges the

potential and capabilities of every employee and assigns a rating to
each of them. It’s indicated by colours against their names in skills
register. This is done during their induction training in the
organisation.
Yellow : 50 % to 65 %
Pink : 65 % to 85 %
Brown : 85 % to 95 %
Orange : 95 % and above
MANDEVCO ( Managerial Development Course )

Duration : 12 weeks
Objectives :
1. To equip selected members of the senior / middle
management team with hand on techniques of professional
managerial behavior.
2. To reinforce the knowledge of the product, the
respective work areas and key function aspects of the company.
3. To promote interface and team building attributes.
Modules : 12 nos.
1) Rubber factory
2) Leather factory
3) Tannery
4) Materials
5) Management of human resources
i) Communication
ii) Leadership skills
iii) Need hierarchy
iv) Motivation
v) Change
vi) Perception
vii) Ethics
6) General awareness
7) Accounts
8) Production planning
9) Sales
10) Designing and Drawing
11) Costing
12) Purchasing
Module Co-ordinator: Each module under a senior manager as

trainer
Methods:
Practical work in departments
Practical shoe making workshops
Chalk-talks
Group discussions
Idea tanking
Case studies
Exercises
Store visits
Criterion for the assessment of trainees :

Written tests – 20 marks
Practical – 20 marks
Concept – 10 marks
Participation – 10 marks
Leadership skills – 10 marks
Attitude – 10 marks
Team spirit – 10 marks
Reliability – 10 marks
A confidential report with remarks is prepared by the
Module -
Co-ordinator on each of the participants.
COVOSOC ( Connaisses Votre Societe )

Duration: 2 hours in a week for 14 consecutive weeks
Objectives: Same as MANDEVCO
Modules: 14 nos.
1. World of BATA ( Know your Organisation )

2. Tannery
3. Leather SBU
4. Rubber SBU
5. Services
6. Product development
7. Costing and efficiency
8. Moulds and equipments
9. Finance and accounts
10. Personnel and welfare
11. Administration
12. Safety and Environment
13. Purchasing
14. Procurement
Methods:
Lectures
Exercises
The Outlook
To motivate employees to learn, one must first realize
the fact that they already know a great deal and some of them have
been successful to date in various organisational positions. There can
be many reasons for them to be hesitant from learning more material,
such as fear of the unknown or not being successful in learning new
material in the past. To deal with such problems the training should
be :
• Relevant
• Of value
• Confident of being successful ( Win – Win situation )
• Long lasting effect
• Trainee involvement
• Interesting
Another concern while developing a training program

should be that it has to cater to individual differences. The diversity in
individual human nature and characteristics is natural and is thus
bound to affect a training group. Here are some suggestions of
minimizing this effect,
1} Identify individual learning strengths and problems.

2} Align learning objectives to organisational goals.
3} Clearly define training objectives.
4} Involve active participation of the trainee.
5} Use systematic logically connected sequencing of learning
activities, moving from lower to higher levels.
6} Use a combination of many training methods.
7} Use training material that provides a picture which is closer to

real life.
8} Allow trainees to share experiences within themselves.
9} Provide a constant feedback through self-assessment.
10} Special care to be provided to senior supervisors and managers,
in accordance with their learning capacity.
Story
The best possible situation
There was this manager of a firm, who

during one of his visits to his production unit, was told by his
personal assistant that, his coat was torn from behind. Seeing no
respite from this frustrating situation he coolly answered, “ Don’t
worry, everyone here knows me, who I am ”.
After a few days, the same manager went
to a meeting with foreign delegates and guess what, much to
everyone’s surprise; he was again spotted wearing a torn coat.
When told about it, he nervelessly replied, “ Don’t worry, nobody
knows me here, who I am ”. This is on of the finest example, of
how to make best possible use of the situation on hand. One
should try to make every situation work or make it better.
" Success is liking yourself, liking what you do, and liking how you do it. "
- Maya Angelou
Apart from these, there are some other considerations

for which answers have to be sought while designing an optimum
training program. They are:
♣ How should the training material be developed ?
♣ What training methods to be used ?
♣ How much should the training cost ?
♣ How much time to allot for the training ?
♣ How many trainees to be trained at one time ?
♣ Whether training to be on company time ?
♣ Whether training to be voluntary or mandatory ?
♣ Whether training to be located on or off site ?
♣ How to select the trainee group ?
♣ How to select the trainer and support staff ?
♣ How to evaluate the training program ?
… etc….etc….etc….
Let’s now analyze these, one by one and try to figure

out the best possible answers.
" An expert is a man who has stopped thinking he knows "

- Frank Lloyd Wright
1. TRAINING MATERIALS:
It is easier for the trainee to understand and

remember training material in the form of text ( either in hard or soft
copy ) and can be retained for longer duration for future references.
They can be made more meaningful by,
• Material should provide a bird’s eye-view of the overall picture on
the program’s objectives and expectations.
• The material should accompany a variety of similar examples from
real life and day-to-day operations, possibly related to
organisational functions, which makes them more acceptable.
• The material should be split up into meaningful chunks, i.e.
chapters and articles rather than presenting it all at once.
• The material should carry terms and concepts that are already
familiar to the trainees.
• The material should be organized logically, from simpler to
relatively difficult chapters.
• The material should contain tests and exercises for the trainee’s
self evaluation.
• As many visual, pictorial aids should be used as possible to
argument
“ theoretical ” material.
"An entrepreneur is a person who doesn't understand what an obstacle is"

- Diksha Keswani
2. TRAINING METHODS :
The basic objective of choosing a particular method ahead of others is

it’s ability to meet the training objectives. Initially, methods are
evaluated on the basis of their outcomes. For example, there are
methods that imparts,
Knowledge Declarative which gives factual information
Procedural tells us how and when to apply
facts
Strategic used for planning and monitoring
Skills Ability to carry out specific

technical operations
Interpersonal skills
Attitude Beliefs, opinions, motivation, perception

etc.
Another possible classification of the training methods can be,

⊗ Cognitive methods, which provides verbal or written information,
concepts,
rules etc.
⊗ Behavioral methods, which stimulate learning through behavior
and practice.
" Where you are headed is more important than how fast you are going.
Rather than always focusing on what's urgent, learn to focus on what is
really important "
- Stephen Covey
Although no training method is sufficient in itself to
provide every possible skills and knowledge, a combination of many
methods are multifaceted in scope and each is suitable for a
particular situation. Thus, all the methods has to be tested for their
KSA ( Knowledge, Skills and Attitude ) and those yielding maximum “
Yes ” shall be selected.
3. TRAINING COSTS:
Training costs or costs incurred to the organisation for
conducting the training program is measured to be used in analyzing,
whether the training cost worth it? Two approaches for doing so are:
1. Cost – Benefit evaluation: It compares monetary costs of training
to non-monetary benefits.
2. Cost – Effectiveness evaluation: It compares monetary costs of
training to accrued financial benefits.
To find out how much does the training cost, the upper
- management has to look into,
• Trainer’s preparation cost and time cost i.e. the cost in actual
money spent on preparing the modules and the time spent on
them.
• Training facility rental i.e. if training is scheduled to be carried out
outside the factory premises, the rent to be paid for the venue and
furniture, electricity etc.
" The only way of discovering the limits of the possible is to venture a little
way past them into the impossible "
- Arthur C Clarke
• Training material i.e. the amount of money consumed in

preparation of the training material, modules that shall be
distributed to the trainees and retained by them after the training
ends.
• Refreshments i.e. food and drinks supplied to the trainees during
the training period.
• Participant compensation cost i.e. the cost of total man-hours lost
due to unavailability of trainees at workplace.
• Evaluation material cost and time cost i.e. the cost of material and
time spent on the evaluation of the trainer, trainee and the training
process.
4. TRAINING DURATION AND SCHEDULE:
The duration of a training program varies with the skill

to be acquired, the complexity of the subject, trainee’s aptitude and
ability to understand. The medium and aid used for training also
affects the duration. Generally, what’s followed round the world is that
for larger training durations, schedule must be relaxed and vice-versa.
A training period v/s schedule chart has been shown below:
Total Schedule Breaks Actual Total hours

training period training days
1 day 3 Sessions 2 1 7
( 2 hours - 2 & 3 hours - 1 )
2 days 3 Sessions 2 2 14
( 2 hours - 2 & 3 hours - 1 )
( 3 hours each )
( 3 hours each )
2 weeks 1 Session ~ 12 48
( 4 hours each )
1 month 1 Session ~ 26 52
( 2 hours each )
3 months 1 Session ~ 40 120
( 3 hours each - alternate
days )
6 months 1 Session ~ 80 160
( 2 hours each - alternate
days )
1 year 1 Session ~ 50 200
( 4 hours each - once a
week )
Note: This table has been designed keeping in view the human
physical and psychological stress limits. Longer sessions tend to
reduce the absorption and retention powers of the trainee that
hampers the very basic criterion of fulfillment of training objectives.
However, according to the factors stated above, training schedules
can be tailor-made.
5. TRAINEE POPULATION:
The trainee batch size depends upon the training

method applied. For example, Lectures and Demonstrations can
accommodate more participants at a time than Sensitivity laboratory
training, Group discussion etc. Other factors like availability of space,
organisation’s ability to spare employees for training purpose i.e.
participant’s compensation, trainer’s capability to pay equal attention
to trainees etc..
Generally, it is believed that keeping in view all these

facts at
" Believe you can do it. Believing something can be done puts your mind to
work for you & helps you find ways to do it "
- George Shinn
a time and for the program consisting of more than one module, The
trainee batch shall not ideally exceed 30. It is also preferable that the
trainees do not belong to the same department or to actual
workgroups, in order to avoid any form of cartel or groupism.
6. TRAINING SITE:
This decision of assigning a location and venue for a
particular training program depends upon a number of factors such
as,
1) Training requirements and objectives

2) Training budget
3) Trainer’s availability
4) Availability of resources etc..
Modern trainers believe that the location of training,

either within the factory premises or outside the factory does not
affect the quality of training as does the training environment.
Attractive locations can be used to motivate trainees to attend the
program but has a tendency to dilute the discipline part.
7. TRAINING ENVIRONMENT:
To create a learner friendly environment for most type

of training programs the following factors should be kept in mind,
" Everyone has talent. What is rare is the courage to follow that talent to
the dark place it leads. "
- Erica Jong
1. The hall should be large enough to accommodate the trainees and
training staff along with their accessories including computer, OHP
with screen etc..
2. It’s always better if the hall is square rather than rectangular.
3. It’s nice if the room is windowless, in order to avoid possible
distractions.
4. The walls should be painted in plain light colour without
decorations.
5. The halls should be well illuminated with adjustable lights.
6. The hall should be sound proof and echo proof.
7. The temperature inside the hall should be pleasing.
The ideal furniture setup or sitting arrangements for

most type of training programs has been shown here,
Trainer table
Trainee table
Trainee Chairs
8. TRAINER:
An effective trainer should posses the following set of
knowledge, skills and attitude.
About the Subject matter

About the Organisation
About the training objectives
Knowledge About the adult learning process
About the Training methods
About the use of modern technology
About individual trainee’s Desire for
immediate
application of knowledge
Need for logic, evidence
Resistance to change
Attention span
Expectation level
Motivation level
Absorption level
Retention level
Topical interests
Interpersonal skills
Skills Verbal / Non verbal communication
Organisation skills
" Don't get so busy making a living, that you forget to make a life ".
- Anonymous
Commitment
Helpful
Understanding
Attitude Calm
Confidence
Self efficacy
Commanding
Some other important points to consider are:
1) The trainer should wear what the trainee’s wear ( formal or
informal )
2) The trainer should use the language that everybody present there
can understand properly.
9. TRAINING EVALUATION :
Whenever evaluation of any training program is

conducted it’s either,
i) Process evaluation, which examines how training was designed,
developed and carried out.
ii) Outcome evaluation, which determines how well training
accomplished it’s objectives.
Evaluation must always be based on the following
principles:
1) Evaluation must be done by a specialist.
2) It must be a continuous process.
" To conquer without risk is to triumph without glory "
- El Cid
3) It must be specific on it’s observations.
4) It must be based on objective methods and standards.
5) It must consider realistic time frames for target.
6) It must also appraise the trainer.
Outcomes from a training program are basically a

combination of the following 4 categories:
1) Reaction of the trainees
2) Permanent change incurred in the behavior of trainees
3) Learning of skills by the trainees
4) Fulfillment of training objectives.
“ If you leave the smallest corner of your head vacant for a moment, other
people's opinions will rush in from all quarters. "
- George Bernard
SUGGESTIONS
The already existing training structures and modules
are tested and successful in imparting the technical and conceptual
knowledge and skills in Bata India Limited. It has been found to be an
excellent, detailed design promising solution to employee’s technical
problems. However a few suggestions has been made based on a few
studies and research conducted by me in the Batanagar unit. These
are only applicable to the existing system of training given to the
accord employees. A separate training program for the clerical,
supervisory and managerial staff has been designed hereby to go
along with the in-factory courses.
1) For accord employees, the technological and conceptual

developments in shoe making industries round the world should be
provided from time to time.
2) A separate module on safety and hygiene should be given to them

and short term training provided for the same.
3) Along with technical skills, conceptual knowledge related to the

subject should be incorporated in the training.
4) Organisation should reward any employee if he masters, double the

mandatory skills ( 6 ).
5) As the employees operate in Conveyer system, they need to work

in groups, thus the following modules taken from the training
program designed for the
A certain amount of opposition is a great help to a man. Kites rise against,

not with the wind "
- John Neal
clerical, supervisory and managerial staff can be modified according

to their level of knowledge and understanding. This could be provided
to them in a small 1 – day package.
1. Building blocks game

2. Guess work
3. I want to be _________
6) Exercises such as story completion can be given to them where
every participant sitting in a chain, adds a line to an incomplete story
until it ends. This can make them more aware of working in groups to
achieve a common objective.
7) More importantly, senior managers need to give pep talks to the

employees once in 3 months, just to try and motivate them to
achieve something more, for themselves as well as for the
organisation.
For supervisors and managers, who are above the age

of 45, special care has to be taken while designing a training program
for them, as they tend to learn better when,
1. Working to address a current, real-world problem,
2. They are highly vest in solving the current problem,
3. They actually apply new materials and information,
4. Exchange ongoing feedback around their experiences,
5. From experience, rather than from extensive note taking and

memorization,
6. Pre-reading material must be sent to them ahead of time,
7. Trainer plays the role of a facilitator and counselor, rather

than an instructor or a coach,
8. Trainer has flexibility, spontaneity, empathy and compassion,
9. Use the Ask, Pause, Call (APC) method while questioning,
10. Training has proper technical as well as emotional support.
" Doing the best at this moment puts you in the best place for the next
moment. " - Oprah Winfrey
WHY TRAINING FAILS ?

The following factors have been regarded as the main
reasons for failure of training programs. These shall be considered
before planning the implementation of programs to ensure a better
success rate.
1) The benefits of training are not clear to the top management.
2) The management hardly rewards trainees for participating in
training programs.
3) Without proper scheduling of training programs, production
gets derailed during that period.
4) Psychological skills or soft skills training are often neglected.
5) Training objectives are often imprecise.
6) Training is given on techniques and machines not used in
trainee’s organisation.
7) Implementation of training in actual job situation is faulty.
8) Training methods employed does not affect every trainee to the
desired level.
9) Opportunities to practice after training are not provided.
10) Training environment conclusive to learning are often
unavailable.
11) Training is not planned according to trainee’s past experiences
and background.
12) Active participation of trainees in any training program is often
found wanting.
13) Constructive feedback from trainer as well as trainees is not
taken.
14) The learning caused by the training is often short lived.
15) Expectation of progress of trainees is often set to unrealistic
levels.
16) Behavioral change in a trainee, caused by a training program
does not always convert to organisational progress.
17) Short term refresher courses in the organization are often
neglected which results in the trainee’s loss of learning.
“ Opportunity is missed by most because it is dressed in overalls and looks

like work "
- Thomas Alva
ORGANISATION’S TRAINING OBJECTIVES
1. Maintain dominant market share through producing high quality
products in large volume within stringent cost parameters.
2. To change “ Survival of the fittest ” mentality to “ Collective
survival ”. where together we shall make a difference.
3. To help them identify that personal development should
contribute effectively to organisational development.
4. To develop the urge of taking responsibilities without being
assigned for.
5. To develop creativeness and innovativeness in their thought
process.
6. To identify the psychological needs and aspirations of
colleagues and subordinates.
7. To be motivated to thrive for more and ability to motivate
others.
8. To provide active leadership to the work groups.
9. To communicate properly i.e. listen, read, write and speak
effectively.
10. To have better observation, retention and persuasion power.
11. To have better knowledge of decision making alternatives &
skills to use.
12. To be able to set priorities through time management.
13. To be able to control stress related problems.
14. To be confident at grievance handling / conflict resolution.
15. To be able to move ahead from “ failures ” and “ Successes ”.
THE TRAINING PROGRAM
Introduction
A] To start with :
1) Need to change
2) Ice breaker
3) Break your habit
4) Communication effectiveness test
5) Have you seen it ?
B] Phase – I :
1) Attention – Retention
2) Building blocks game
3) What can he say ?
4) On the other side of the table
C] Phase – II :
1) The solitary judge
2) Parliament
3) Give me the options
4) Guess work
D] Phase – III :
1) I want to be _______
2) It’s an emergency
3) It’s the only time you have got
4) Never say “ No ”
E] In the end :
1) Let’s discuss
2) Grid management
3) Know your boss
Conclusion
Introduction:
To begin this training program, the training objectives

should be communicated to the participants along with the schedule.
It should also be made clear, that there shall be no exams on these
modules. The trainer shall introduce himself to the trainee’s in brief
and ask them what they feel about the program and what are their
expectations from him, as well as from the program.
The support staff shall distribute the acknowledgement
form to the participants and get them duly filled and signed. The
acknowledgement form would contain terms like,
1) I will not talk during lectures until asked to.
2) I will refrain myself from influencing other
participants.
3) I will not ask for frequent breaks.
4) I will ask questions whenever required, only to the
trainer.
5) I will not eat, drink or smoke during training.
6) I vow to maintain discipline in the class.
7) I will take success and failure in the true spirit.
8) I will seriously participate in all the exercises given
to me.
This would help participants to feel the

seriousness and importance of this program. Trainer needs to brief
everyone on the fact that he is not a teacher. Knowledge is a free gift
available for everyone and he is just a
“ Man is so made that when anything fires his soul, impossibilities vanish ".
- Jean De La Fontaine
medium to transfer this to all the trainees. A little bit of humour to
start with, would be wonderful to settle the nerves. Although he needs
them to believe that he is not a strict disciplinarian, but won’t tolerate
any nuisance either. The trainer should spend a few initial minutes
discussing general topics like news headlines, weather of the day etc.
before starting the actual program.
A1] The need to change:

We live in a world that is changing every moment. The
only permanent thing in this world is change. We might not see or feel
this change in a shorter span of time but it becomes evident in the
longer run. All the interdependent factors are changing with respect
to one another. It’s either developing or is degrading. Even if
something ( say A ) is constant and everything else is developing,
then also relatively A is degrading. Thus, in this world of ours, there is
no alternative but to develop or perish.
Permanent change in one’s behavior is known as
learning. Learning has no limit, as can be seen in the following story:
One fine morning, a gentleman sitting on a crowded
table of a restaurant ordered a raw egg. He challenged that if anyone
could make the egg balance on the table with its tip downwards; he
shall give that person Rs. 500 cash. Everyone present there tried their
luck, but in vain. The tip was so pointed that it would fall down and
break each time. Finally, when nobody was left to try, the gentleman
who floated this bet hit the tip of an egg gently against the table, so
that a small crater appeared, in place of the pointed tip. The egg
stood straight over the table.
Everyone watching him shouted, “ Oh, we also could
have
done it this way. It was so easy ”. The gentleman replied,“ Everyone

can do it, but once they are told, how to ”.
A simple act such as this also needs to be taught by
experts. Thus we see that there is always a scope for all of us to learn,
to change for the betterment of ourselves as well as the society as a
whole.
Exercise: Each participant needs to specify 3 such
events in their lives, where they feel that they learned something.
This small segment has been designed to prepare the participant’s
mentally to possible learning opportunities during the program.
A2] Ice-breaker:
This is the perfect way to start any training program.

Although, time consuming it is designed to have fun and at the same
time generate energy that will transfer to the rest of the training. In
this segment, participants are allowed to move freely from one table
to another and during the allotted time ( say 10 min. ) every
participants needs to interview 3 others on questions like,
Q1) Their name?
Q2) Their family?
Q3) What type of work they do?
Q4) How long they are in the present job profile?
Q5) Their hobbies? etc..
" The first and worst of all frauds is to cheat one's self "
- Phillip James Bailey

Once the interviews are complete, each trainee
introduces one of their interviewed person to the group. Apart from
releasing the tension, this also tests the listening and communication
skills of the participants. The whole process needs to be speedy and
the trainer shouldn’t allow the exercise to slowdown at any point of
time.
A3] Break your habit:
Continuing with lighter modules, this segment

specifies on the fact that habits, no matter good or bad, hampers the
adaptability of an individual and proves a hindrance in learning newer
behaviors. Thus, in order to keep your doors open for newer
experiences in the organisation, one needs to be ready and prepared
for breaking their habits of doing things. One example of how many
habits affect the ability of individuals would be demonstrated here.
The support staff should be ready with the following
accessories a paper, a pen, a stopwatch, an apron, a wristwatch and a
belt. 3 volunteers from amongst the trainees should be asked to come
forward. One by one, each of them would be required to complete the
following tasks,
a) Wear the apron,
b) Wear the wristwatch,
c) Write his name on the piece of paper.
" In the long run, we shape our lives, and we shape ourselves. The process
never ends, until we die. And the choices we make, are ultimately our own
responsibility "
- Eleanor Roosevelt
Their timings are noted. After all 3 have
completed these tasks their timings are disclosed. Again they are told
to perform the same tasks but in different ways,
a) Wear the apron from his wrong side,
b) Wear the wristwatch on his wrong hand,
c) Write his name on the piece of paper backwards.
( Example : Abhishek -------- Kehsihba )
After all 3 have completed, their timings are disclosed.
They are requested to share their experience with the group on how
they felt the effect of this change of doing things and how they
suggest, to minimize this effect.
A4] Communication effectiveness test:
This consists of an exercise to demonstrate the lack of

communication skills in individuals and the volume of distortion it
causes to any information. It stresses the need for effective listening,
reading, writing and speaking in an organisational environment.
A participant is asked to come forward to the dais and
handed a piece of paper with some complex information in it. He has
to read it, go to another table and write the same on another piece of
paper. The second participant then comes forward. He will again read
that information written by the first participant, go to another table
and write it again on another piece of
" You will never change your life until you change something you do daily. "
- Mike Murdock
paper. Similarly one by one every trainee comes forward and repeats
the same process. When the final participant has done his part, the
trainer, in front of the gathering, reads the initial and final papers
loudly. The trainer, specifying which types of information were
communicated properly and which were faltered with, analyzes the
distortions caused.
Communication is usually described along a few major dimensions:

1. Content (what type of things are communicated)
2. Source (by whom)
3. Form (in which form)
4. Channel (through which medium)
5. Destination/Receiver (to whom)
6. Purpose/Pragmatic aspect (with what kind of results)
The same exercise is repeated with another group, this

time the difference being that instead of writing the information; it
should be passed on orally to the next participant. Obviously,
arrangements have to be made so that others cannot overhear the
conversation. For these exercises to be more effective the minimum
number of participants should not be less than 15. An example of the
information to be written on the sheet of paper and given to the
participants has been given here,
“ GENOMAC, An Austrian pvt. Ltd. Company producing
and exporting coolants used in nuclear reactors round the world has
cut down it’s workforce by 40%. 42% of the employees would retire
within the next 18 months. 18 weeks after that, the company
proposes to shut down it’s 8 branches out of 12 and shift it’s head
office to London ” .
This exercise should be followed by a lecture on “
Effective Communication ”, it’s types, Specifying the use and needs of
each of them, Barriers to communication and how to avoid them, etc..
A5] Have you seen it ?
This is basically a module to test individual’s

observation power and to point out the importance of having a sound
power of observation. There are many things in our day-to-day life
that we actually see, but do not register in our memory. These are
things that we believe are not important in the present context but
can indirectly relate itself with our existence. This segment has to be
conducted through a questionnaire which every participant should
answer on there own. The questions are related to things we see on a
daily basis, like some examples given here.
1) How many buttons are there in your shirt?
2) Did the watchman standing at the gate has a
moustache?
3) How many stairs are there reaching your cabin or office
room?
4) How many entry gates are there in the front side of your
factory?
5) How many flower vessels are there outside the General
manager’s chamber?
6) How many pictures are there on the walls of the seminar
hall?
7) What is the colour of the walls in the director’s chamber?
etc..
A short debate can be organized on, “ Arjuna, in

Mahabharata saw only the bird’s eye while shooting his target, others
saw more. Arjuna’s concentration was more but others got more
information on the circumstances”. Which one is more important and
why?
" If you want things to be different, perhaps the answer is to become

different yourself "
- Norman Vincent Peale

B1] Attention – Retention:
Attention means the ability to concentrate on a
particular subject for longer time periods. As to figures, human mind
processes information at the rate equivalent to 400 – 500 words a
minute while reading or speaking capability ranges between 125 –
200 words per minute.
Generally, attention begins to dip after 15 – 20
minutes and can fluctuate dramatically. To address this concern, the
following steps should be taken:
a) Trainee’s need to practice by talking throughout
about the work, while doing a task.
b) Use the method of symbolic coding which shall raise
the involvement level.
c) Meditate at least 15 minutes per day, just before
going to sleep, by recollecting the events of the
whole day step by step and with details.
Retention means the ability to recall information after
longer durations. The various ways to do this are:
1) Activation of memory from time to time.
2) Symbolic coding of information.
3) Behavioral reproduction.
4) Hypothetical situation rehearsal.
In order to retain a specific skill, the steps involved are:
" To live a creative life, we must lose our fear of being wrong. "
- Joseph Chilton Pearce
1) Create effective support network
2) Reduce emotional reactions
3) Diagnose support skills
4) Choose a skill to retain
5) Identify likely circumstances for relapse
6) Peer support
7) Plan to apply skills back on the job
Another effective way of checking one’s ability to
retain information is by giving them parts of the same story every day
before training starts and at the last day of training when the whole
story is complete, participants will have to reproduce the whole story
once again in writing. This module should be put forward in the form
of lecture and demonstrations.
B2] Building blocks game:
This game has been designed specifically

involving role-plays, in order to develop a better
understanding between employees in various diversified,
conflicting roles within the organisation. This enables to
judge each others perspective and thought process
involved. This also signifies the importance of collective
decision-making. Each group of 4 participants forms a
department. They need to select a role they want to play,
out of
i. The manager,
ii. The supervisor,
iii. The employee,
iv. The analyst.
With 30 solid wooden cubes ( 4 cms. X 4 cms. ), the
trio of manager, supervisor and employee need to put forward their
achievement targets individually ( first manager, then supervisor and
lastly employee ) of the task, which is to balance the maximum
number of cubes, one over the other with closed eyes. The 3 then
discuss and fix a common target, which everyone thinks and believes
they can achieve at the maximum. The employee is blindfolded and
made to sit in the center with the manager and supervisor on either
side. They can assist the employees on the task, without touching
either the employee’s hands or the cubes. The analyst gives them the
prefixed allotted time along with noting down his observations on
targets ( individually as well as collective ) and actual achievements.
Performance details of every department is compared with their
respective targets & reasons discussed for their “ success ” or “
failures ”, by the analysts in front of the trainees.
B3] What can he say?

This is another role-play exercise, which is again based
on understanding the perspective of the person you are dealing with.
This has been basically designed to enhance one’s capabilities to
facilitate group dynamics by understanding individual differences. It
helps tremendously in conflict resolution and increasing persuasion
power of trainees.
In this module, participants are divided into groups of
4 or 6. Each group is again divided into 2 subgroups having 2 or 3
participants. The group have to choose from the following list, which
role they would like to perform,
(1) Manager – Union representative
(2) Manager – Supervisor
(3) Manager – Employee
(4) Supervisor – Employee
(5) Senior employee - Fresher employee
A topic of discussion is decided ( from organisational
context ) and communicated to the group. Persons representing a
particular role are briefed upon the other’s role and vice-versa. Both
the subgroups are expected to prepare a character description list of
their role as well as the opposite role. The subgroups are then allowed
to meet and put forward their cases and viewpoints on the given topic
for discussion. Finally the trainer judges how much were the groups
able, to guess each other’s views. One participant from each group
will discuss their experience with the gathering.
B4] On the other side of the table:
This is another segment dealing with role reversal

where the stress has been laid upon the agreeableness factor in an
individual, which affects his position in a team. Some are of the view
that this is a trait that comes naturally into the behavior of any
person, from birth. Others believe in the theory that this is a skill and
can be developed through systematic counseling and practice.
In organisational context, agreeableness plays a vital
role in decision-making process. In group meetings, generally a large
number of ideas and suggestions are floated and debated over.
Consensus can only be achieved when everybody is prepared to
accept better ideas, others than their’s. The other factor that goes
with this is persuasion power of individuals that forms the core of any
decision making process. In this exercise participants are made
to carry forward various contradicting ideas ( most of which are not
true ) in a team meet. Participants are expected to open chit with
ideas written on them, which they have to accept without further
questions and elaborate them. They have now have to present this
idea as effectively as they can in strong, influencing manner, to the
rest of the participants. Even cross-questioning is allowed, so that the
extent, to which the trainees can adapt to different points of views, is
tested. The Trainer will judge, which group succeeded the most in
influencing their colleagues sitting on the other side of the table.
C1] The solitary judge:
Here, the in-basket training technique has been

applied in order to develop decision-making skills based on procedural
and strategic knowledge. These skills are primarily cognitive rather
than behavioral. This exercise provides trainees with 2 files each, one
containing the cases that are to be solved within a limited time
period, while the other containing written information and requests
such as memos, messages, records, reports etc..
Each participant receives a different but interrelated
set of information. Trainees have to interact with one another to
gather all the necessary data and information from other
counterpart’s file, to solve his cases. But, one thing has to be kept in
mind that prescribed organisational procedure for transfer of data
from one table to another has to be strictly followed. Generally Case
studies are given to the participants to respond to. They are
" Its better to be defeated on principle than to win on lies. "
- Arthur
Calwell
also entitled to ask for additional information for effectively
completing the exercise.
After completion, a discussion with the trainer follows
in which trainees describe the rationale for his decisions. Alternative
ideas are also welcomed from participants on each other’s decisions.
The process of work done is also evaluated.
C2] Parliament :
This is just like a debate or elocution competition but

the systematic procedure involved in it makes it more interesting and
develops a lot of soft skills. The most important part of this game is
the presentation skills. This is the unification process of a variety of
views, some of which might be even contradicting. Generally, very
new and exiting ideas emerge from within the participants, which add
a new dimension to the whole training process.
Say, for a group of 30 participants, 10 topics, generally
related to organisational problems or general business related
problems are given to them on a black board. Voting, by raising of
hands is done for each topic, one by one where the participants are
expected to support the one they can relate to in a better way. The 8
most voted topics are listed again for the second round voting. The
most voted 6 topics are listed for the final voting and then 4 are
selected. The final group is based on who supported these 4 topics.
" Happiness depends more on the inward disposition of mind than on
outward circumstances.
- Benjamin
Each one is named after some famous political parties,
celebrities, etc.. The game begins where each group has to nominate
3 candidates, who shall represent the party and present their point of
view, on why they support their topic. In the first round of
presentation, one representative from each group gets a chance to
impress others and voting is done after that to see whether someone
wants to shift to another party. Round 2 and 3 also has the same
format.
Finally, an attempt is made to have 51 % of the
trainees, supporting a single topic. If a consensus is achieved upon,
the winner is obvious; else a “ Hung Assembly ” is declared.
C3] Give me the options:
This section is for option hunting in real life situational

problems. The foremost thing in such situations is to decide whether
we can do anything in the given circumstances or it’s out of our
hands. Next step involves looking for possible options and then to
evaluate each of them in a virtual environment resembling the actual
one. Finally, the best option is selected and implemented upon.
Feedback is taken on the result and the decision is evaluated. But,
many individuals have the problem of unavailability of options, while
taking decisions and thus they become one-dimensional. They cannot
create or innovate newer ideas, as their thought process is limited
only to usual ways.
" Character cannot be developed in ease and quiet. Only through
experience of trial and suffering can the soul be strengthened, ambition
inspired, and success achieved "
- Helen
Keller
To look into this problem the existence of this problem,
the following exercise has been designed. Each participant is provided
with a list of problems for which he has to suggest 5 options
(minimum) for solving each of them. He also has to select the best
option out of them and write the logic of doing so. Question papers
are interchanged amongst participants and a list of suggested options
is prepared and debated upon.
C4] Guess work :

This module is a visual illusion test, which provides an
in-depth measure of an individual’s perception of things and events.
Here, every participant is made to sit in a dark room with visual
images on a screen in front of him. These images create sort of
illusions that provide multiple descriptions. The participants are
expected to see the multifaceted images and note down their
characteristics. The outlook of the trainees to analyze these images is
evaluated by the trainer. Individual’s knowledge, prejudices, bias,
likes and dislikes are reflected in his answers. A sample of such an
illusion has been given below. Please refer to the cd supplied along
with this project report, to get more samples.
A
BIRD
IN THE
THE BUSH
Most participants when asked to read this would say, “
A bird in the bush ” whereas actually it says, “ A bird in the the bush
”.
D1] I want to be _______ :
This is a self-evaluation technique where participants

analyze themselves with respect to their ideal and feel the urge to
acquire the missing knowledge, skills and attitudes. In organisational
context, self-development is a vital component in any training
program and is supposed to be the best method of incurring
permanent behavioral changes.
Participants in groups of 4 need to suggest names of

individuals from within the factory or department whom they consider
as their ideal and select the best out of them by discussion. The
positive characteristics of that person are listed. Each participant then
individually figures out the difference, while relating those
characteristics with his own. They are directed to write down the ways
by which they can also acquire those KSAs.
D2] It’s an emergency:
This is an adaptation from the virtual reality technique,

where trainees are put in artificial, 3-dimensional environment that
stimulates situation. The trainee interacts with these situations to
accomplish goals. This
" The ultimate measure of a man is not where he stands in moments of

comfort, but where he stands at times of challenge and controversy "
- Martin Luther King Jr
teaching method is much more realistic to actual work environment
and trainees can actually feel the real pressure of the given situation.
Scope of learning increases tremendously, in such methods.
Here, trainees are taken to the factory unit where
machines and other production logistics are kept. Every group of 4
trainees is sent to such different units, where they encounter major
problems, close to real life and an emergency is declared. In such a
situation, the trainees have to take appropriate measures with the
available resources in very less time. This exercise is usually carried
under the supervision of a senior manager of that unit, as they can
create a virtual reality within the unit with their experience. Some
problems to be considered for such programs are,
(1) Machine breakdown,
(2) Accidents,
(3) Lockouts,
(4) Power-grid failure,
(5) Huge order in less time,
(6) Overflow of stocks, etc..
D3] It’s the only time you have got :
This is a course on time management where

participants are taught how to effectively manage the only time they
have got in their hands. It stresses over the need to try to prioritize
their jobs, so as to effectively
" The man who removes a mountain begins by carrying away small stones "
- William Faulkner
complete their assignments in time. Here, the participants are
required to list down their assignments to be completed within the
next week. It shall include their organisational, social as well as
personal works. Then, those assignments are to be classified
according to the following features,
a) Urgent and Important
b) Urgent but Not Important
c) Not Urgent but Important
d) Not Urgent and Not Important
Important Not
Important
I II Urgent
III IV Not Urgent
D4] Never say “ No ” :
This is a behavioral approach that is used on a daily

basis in every organisation. Requests are made to managers whom
they accept or reject based on their merit. We should try to make
every situation better for the organisational point of concern. Thus
while accepting any request we
" Every noble work is at first impossible "
- Thomas Carlyle
should make it clear that under what situation it has been accepted
and the organisation’s expectations from him in return. While
rejecting an offer, He should again state the detailed circumstances
for the decision and say, “ Sorry for now, let’s try to give it another
chance, sometime later. ” This is to avoid saying “ No ” or any
negative sentences, which can at times, prove fatal and damage the
morale of employees, beyond repair.
E1] Let’s discuss :

This uses the brain storming method to find out the
needs of employees in the organisation and to find methods to take
them towards a sense of fulfillment and self-actualization as far as
their work goes. To start this segment, a lecture is given on the
Maslow’s need hierarchy, with detailed examples of every level
specifically. Every participant is made to sit in a single table where
through seminars and creative discussions, they have to decide which
need level do they belong to and the same for their subordinates also
in general.
Everyone is expected to suggest on how they can take
their subordinates to the next need level in the Maslow’s hierarchy.
The trainer here needs to coordinate the discussions, in order to give
it a proper direction. He needs to be aware that the participants
understand human behavior which is directed towards the fulfillment
of aspirations, needs, drives, wants, etc.. So they have to find answers
for, why the employee’s behave in a particular way? and what
motivates them ?
" Knowledge of what is possible is the beginning of happiness "

- George Santayana
Lastly trainees need to specify the factors, which
according to them would satisfy the employees in general and what
are the factors that are not motivators as such, but absence of which,
leaves the employees dissatisfied. They should then rank these in
order of preference.
E2] Grid management:
Developed by R. Blake and J. Mounton, the grid shows

the two - dimensions of management ie. Concern for production and
Concern for people.
9
( 1,9 ) ( 9,9 )
Concern for people
5 ( 5,5 )
( 1,1 ) ( 9,1 )
1
1 5 9
Concern for production
Infact the above chart is divided into 9 X 9 ie. 81

squares. The participants are needed to assess in which block their
organisation currently belongs to and where they would ideally like it
to be. This affects the leadership style of managers and helps them to
acquire a balanced approach that shall in
" Honest differences are often a healthy sign of progress "

- Mahatma Gandhi
the long run help the organisation to achieve cent percent
achievement oriented and participative leaders.
E3] Know your boss :
The last segment of this program is an assignment to

be given to the trainees, which they are required to complete within
the next week, after completion of the training. This deals with the
manager’s or employee’s psychological barrier restricting them to
interact with seniors and know them better as individuals. If you know
the person you are dealing with, it becomes easier to cooperate and
move ahead together towards realization of the organisational
objectives.
Here, all the participants have to prepare some
questionnaires
regarding social and organisational issues of concern and interview
his immediate boss to get his views on them. He should also report on
the training program and it’s benefits to him and seek his advice on
implementing them in the job situation. This talk should be one on
one and preferably in an informal environment.
" There are two kinds of people, those who do the work & those who take
the credit. Try to be in the first group, there is less competition there. "
- Indira Gandhi
Conclusion :
After completion of this training process, the trainees
should fill feedback forms on the trainer and training program.
Certificates should be distributed thereafter and volunteers from
amongst the trainees to be requested to say a few words on the
training program.
This training program is basically concerned with those

methods that develop the soft skills of the trainees in a more
participative manner. These behavioral techniques are expected to
stimulate learning through practice. It minimizes the individual
differences in adapting to changes in their behavior and is thus sure
to affect the morale and working standards of the participants. Along
with the existing training programs of Bata India Ltd., this program
shall go a long way in preparing managers and staffs to face the ever-
evolving challenges of the 21st century. I strongly believe in the
contents of this training program and the process of imparting
training and hope it succeeds in the Batanagar plant. I wish this
organisation all the best.
" If you are going to achieve excellence in big things, you develop the habit
in little matters. Excellence is not an exception, it is a prevailing attitude "
- Colin Powell
Problem of Absenteeism in Bata India Ltd.

Apart from our regular project work in Bata India Ltd,
Batanagar plant, we were fortunate enough to get an opportunity to
work on the problem of absenteeism which hampering the rat of
growth of the organisation to a great deal. It has been observed that
the phenomenon of absenteeism does not exist only in Indian
industries but it is a universal fact, the only difference is in terms of
magnitude. Reports show that some engineering base industries in
West Bengal suffer from absenteeism in the vicinity of 10.1 % - 17.3
%, which is slightly on the higher side, in the all India perspective.
Random absenteeism data collected by me from a few
departments of the rubber factory ( 321 – 327 ) show a trend of
employees in access of 9 % being absent from work place. The actual
figures in the whole Batanagar unit might be more alarming.
If we add 1 % of the employees coming late ( more

than 10 minutes ) from scheduled start and 2 % of employees taking
one - hour emergency leave, to the absenteeism figure of 9 % the
total man - hours lost, per day stands approximately at 1,900 hrs,
out of 20,400 hrs that is 9.3 %. It should be noted that the figures
given here are not accurate but only approximate indications.
" If you are going to achieve excellence in big things, you develop the habit in
little matters. Excellence is not an exception, it is a prevailing attitude "
- Colin
Powell
Week - 1 Week - 2
Working days 5 Working days 5
Dept Absentee Total staff Total Man-days % Absenteeism Dept Absentee Total staff Total Man-days % Absenteeism
321 19 51 255 7.45 321 21 66 330 6.36
322 6 47 235 2.55 322 25 47 235 10.64
323 12 52 260 4.62 323 22 52 260 8.46
324 14 47 235 5.96 324 22 47 235 9.36
325 0 46 230 0.00 325 0 46 230 0.00
326 22 47 235 9.36 326 29 47 235 12.34
327 16 72 360 4.44 327 43 72 360 11.94
Week - 3 Week - 4
321 26 51 255 10.20 321 35 51 204 17.16
322 9 47 235 3.83 322 14 47 188 7.45
323 5 52 260 1.92 323 29 52 208 13.94
324 18 47 235 7.66 324 16 47 188 8.51
325 0 46 230 0.00 325 0 46 184 0.00
326 15 47 235 6.38 326 24 47 188 12.77
327 30 72 360 8.33 327 33 46 184 17.93
Week - 5 Week - 6
321 18 51 204 8.82 321 37 51 255 14.51
322 20 47 188 10.64 322 34 47 235 14.47
323 9 52 208 4.33 323 36 52 260 13.85
324 15 47 188 7.98 324 34 47 235 14.47
325 0 46 184 0.00 325 0 46 230 0.00
326 23 47 188 12.23 326 40 47 235 17.02
327 18 46 184 9.78 327 38 46 230 16.52
Week - 7 Week - 8
321 31 51 255 12.16 321 16 51 255 6.27
322 24 47 235 10.21 322 17 47 235 7.23
323 24 52 260 9.23 323 16 52 260 6.15
324 16 47 235 6.81 324 18 47 235 7.66
325 0 46 230 0.00 325 37 46 230 16.09
326 29 47 235 12.34 326 28 47 235 11.91
327 39 49 245 15.92 327 21 49 245 8.57
" From what we get, we can make a living; what we give, however, makes a life "
- Arthur Ashe
Week - 9 Week - 10
321 20 51 255 7.84 321 17 51 255 6.67
322 19 47 235 8.09 322 5 47 235 2.13
323 21 52 260 8.08 323 11 52 260 4.23
324 23 47 235 9.79 324 31 47 235 13.19
325 38 46 230 16.52 325 39 46 230 16.96
326 25 47 235 10.64 326 20 47 235 8.51
327 27 49 245 11.02 327 16 49 245 6.53
Week - 11 Week - 12
321 62 71 355 17.46 321 17 71 355 4.79
322 62 47 235 26.38 322 13 47 235 5.53
323 58 52 260 22.31 323 27 52 260 10.38
324 47 47 235 20.00 324 17 47 235 7.23
325 56 46 230 24.35 325 30 46 230 13.04
326 45 47 235 19.15 326 23 47 235 9.79
327 75 49 245 30.61 327 18 49 245 7.35
Week - 13 Week - 14
321 18 71 355 5.07 321 18 71 355 5.07
322 18 47 235 7.66 322 14 47 235 5.96
323 21 52 260 8.08 323 19 52 260 7.31
324 18 47 235 7.66 324 19 47 235 8.09
325 27 46 230 11.74 325 29 46 230 12.61
326 24 47 235 10.21 326 28 47 235 11.91
327 25 64 320 7.81 327 39 66 330 11.82
Week - 15 Week - 16
321 21 71 355 5.92 321 19 71 355 5.35
322 19 47 235 8.09 322 12 47 235 5.11
323 17 52 260 6.54 323 22 52 260 8.46
324 14 47 235 5.96 324 20 47 235 8.51
325 34 46 230 14.78 325 28 46 230 12.17
326 16 47 235 6.81 326 15 47 235 6.38
327 38 66 330 11.52 327 45 70 350 12.86
“ There's no such thing as Perfection. But, in striving for it, we can achieve
excellence "
Week - 17 Week - 18
321 16 71 284 5.63 321 26 71 355 7.32
322 15 47 188 7.98 322 31 47 235 13.19
323 11 52 208 5.29 323 32 52 260 12.31
324 18 47 188 9.57 324 24 47 235 10.21
325 32 46 184 17.39 325 43 46 230 18.70
326 18 47 188 9.57 326 30 47 235 12.77
327 16 70 280 5.71 327 28 70 350 8.00
Week - 19 Week - 20
321 35 71 355 9.86 321 14 49 245 5.71
322 18 47 235 7.66 322 7 47 235 2.98
323 23 52 260 8.85 323 16 52 260 6.15
324 13 47 235 5.53 324 15 47 235 6.38
325 28 46 230 12.17 325 13 46 230 5.65
326 18 47 235 7.66 326 39 47 235 16.60
327 33 49 245 13.47 327 35 70 350 10.00
Week - 21 Week - 22
321 10 49 245 4.08 321
322 5 47 235 2.13 322
323 8 52 260 3.08 323
324 9 47 235 3.83 324 A C P L
325 22 46 230 9.57 325
326 21 47 235 8.94 326
327 24 49 245 9.80 327
Week - 23 Week - 24
321 41 62 310 13.23 321 27 62 310 8.71
322 56 47 235 23.83 322 35 47 235 14.89
323 49 52 260 18.85 323 27 52 260 10.38
324 65 47 235 27.66 324 32 47 235 13.62
325 38 46 230 16.52 325 35 46 230 15.22
326 53 47 235 22.55 326 58 47 235 24.68
327 80 49 245 32.65 327 48 49 245 19.59
" The man who removes a mountain begins by carrying away small stones. "
- William
Faulkner
Week - 25 Week - 26
321 22 49 245 8.98 321 26 49 245 10.61
322 31 47 235 13.19 322 21 47 235 8.94
323 13 52 260 5.00 323 15 52 260 5.77
324 26 47 235 11.06 324 14 47 235 5.96
325 23 46 230 10.00 325 27 46 230 11.74
326 38 47 235 16.17 326 32 47 235 13.62
327 31 66 330 9.39 327 26 66 330 7.88
Week - 27 Week - 28
321 31 46 230 13.48 321 28 49 245 11.43
322 19 47 235 8.09 322 21 47 235 8.94
323 22 52 260 8.46 323 18 52 260 6.92
324 20 47 235 8.51 324 22 47 235 9.36
325 32 46 230 13.91 325 27 46 230 11.74
326 17 47 235 7.23 326 14 47 235 5.96
327 24 46 230 10.43 327 31 46 230 13.48
Week - 29 Week - 30
321 9 71 355 2.54 321 17 49 245 6.94
322 17 43 215 7.91 322 13 47 235 5.53
323 16 52 260 6.15 323 6 52 260 2.31
324 11 47 235 4.68 324 5 47 235 2.13
325 25 46 230 10.87 325 23 46 230 10.00
326 16 47 235 6.81 326 22 47 235 9.36
327 26 46 230 11.30 327 22 49 245 8.98
Week - 31 Week - 32
321 20 49 245 8.16 321 16 49 245 6.53
322 14 47 235 5.96 322 35 47 235 14.89
323 28 52 260 10.77 323 30 52 260 11.54
324 12 47 235 5.11 324 16 47 235 6.81
325 27 46 230 11.74 325 36 46 230 15.65
326 21 47 235 8.94 326 36 47 235 15.32
327 23 49 245 9.39 327 26 45 225 11.56
" Obstacles are those frightful things you see when you take your eyes off your
goal "
Week - 33 Week - 34
321 29 51 204 14.22 321 15 46 230 6.52
322 36 47 188 19.15 322 40 47 235 17.02
323 24 52 208 11.54 323 19 52 260 7.31
324 21 47 188 11.17 324 12 47 235 5.11
325 33 43 172 19.19 325 37 46 230 16.09
326 27 47 188 14.36 326 30 47 235 12.77
327 35 51 204 17.16 327 40 40 200 20.00
Week - 35 Week - 36
321 13 46 230 5.65 321 15 51 255 5.88
322 16 47 235 6.81 322 0 47 235 0.00
323 10 52 260 3.85 323 7 52 260 2.69
324 8 47 235 3.40 324 4 47 235 1.70
325 16 46 230 6.96 325 0 46 230 0.00
326 5 47 235 2.13 326 8 47 235 3.40
327 5 49 245 2.04 327 7 49 245 2.86
Week - 37 Week - 38
321 18 46 230 7.83 321 35 71 355 9.86
322 0 47 235 0.00 322 0 47 235 0.00
323 4 52 260 1.54 323 16 52 260 6.15
324 6 47 235 2.55 324 17 47 235 7.23
325 0 46 230 0.00 325 0 46 230 0.00
326 7 47 235 2.98 326 23 44 220 10.45
327 14 55 275 5.09 327 11 44 220 5.00
Week - 39 Week - 40
321 16 71 284 5.63 321
322 0 47 188 0.00 322
323 7 52 208 3.37 323
324 6 47 188 3.19 324 A C P L
325 0 46 184 0.00 325
326 16 47 188 8.51 326
327 6 44 176 3.41 327
" When you are not practicing, remember, someone somewhere is practicing, and
when you meet him he will win "
- Ed Macauley Week - 41 Week - 42
321 321 27 71 355 7.61
322 322 0 47 235 0.00
323 323 18 52 260 6.92
324 A C P L 324 42 47 235 17.87
325 325 0 46 230 0.00
326 326 25 47 235 10.64
327 327 25 47 235 10.64
Week - 43 Week - 44
321 68 71 355 19.15 321 21 66 330 6.36
322 0 47 235 0.00 322 0 47 235 0.00
323 34 52 260 13.08 323 15 52 260 5.77
324 73 47 235 31.06 324 28 47 235 11.91
325 0 46 230 0.00 325 0 46 230 0.00
326 61 47 235 25.96 326 18 47 235 7.66
327 63 47 235 26.81 327 32 47 235 13.62
Week - 45 Week - 46
321 21 71 355 5.92 321 15 71 355 4.23
322 0 47 235 0.00 322 0 47 235 0.00
323 11 52 260 4.23 323 5 52 260 1.92
324 22 47 235 9.36 324 13 47 235 5.53
325 0 46 230 0.00 325 0 46 230 0.00
326 20 47 235 8.51 326 23 47 235 9.79
327 20 47 235 8.51 327 11 48 240 4.58
Week - 47 Week - 48
321 17 46 230 7.39 321 23 71 355 6.48
322 0 47 235 0.00 322 0 47 235 0.00
323 13 52 260 5.00 323 11 52 260 4.23
324 12 47 235 5.11 324 22 43 215 10.23
325 0 46 230 0.00 325 0 46 230 0.00
326 31 47 235 13.19 326 27 43 215 12.56
327 24 48 240 10.00 327 24 47 235 10.21
" A cynic is a man who knows the price of everything but the value of
nothing. "
- Oscar Wilde
Week - 49 Week - 50
321 17 66 330 5.15 321 85 71 284 29.93
322 0 47 235 0.00 322 0 47 188 0.00
323 23 52 260 8.85 323 71 52 208 34.13
324 16 47 235 6.81 324 58 47 188 30.85
325 0 46 230 0.00 325 0 46 184 0.00
326 26 47 235 11.06 326 71 47 188 37.77
327 16 46 230 6.96 327 66 46 184 35.87
Week - 51 Week - 52
321 11 66 330 3.33 321 12 66 330 3.64
322 0 47 235 0.00 322 0 47 235 0.00
323 18 52 260 6.92 323 21 52 260 8.08
324 12 47 235 5.11 324 19 47 235 8.09
325 0 46 230 0.00 325 0 46 230 0.00
326 16 47 235 6.81 326 17 43 215 7.91
327 10 46 230 4.35 327 11 46 230 4.78
Absenteeism data Summary 2006 ( Dept 321 to 327 )
Departments
Weeks
321 322 323 324 325 326 327
1 7.45 2.55 4.62 5.96 0.00 9.36 4.44

2 6.36 10.64 8.46 9.36 0.00 12.34 11.94
3 10.20 3.83 1.92 7.66 0.00 6.38 8.33
4 17.16 7.45 13.94 8.51 0.00 12.77 17.93
5 8.82 10.64 4.33 7.98 0.00 12.23 9.78
6 14.51 14.47 13.85 14.47 0.00 17.02 16.52
7 12.16 10.21 9.23 6.81 0.00 12.34 15.92
8 6.27 7.23 6.15 7.66 16.09 11.91 8.57
9 7.84 8.09 8.08 9.79 16.52 10.64 11.02
10 6.67 2.13 4.23 13.19 16.96 8.51 6.53
11 17.46 26.38 22.31 20.00 24.35 19.15 30.61
12 4.79 5.53 10.38 7.23 13.04 9.79 7.35
13 5.07 7.66 8.08 7.66 11.74 10.21 7.81
14 5.07 5.96 7.31 8.09 12.61 11.91 11.82
15 5.92 8.09 6.54 5.96 14.78 6.81 11.52
16 5.35 5.11 8.46 8.51 12.17 6.38 12.86
17 5.63 7.98 5.29 9.57 17.39 9.57 5.71
18 7.32 13.19 12.31 10.21 18.70 12.77 8.00
19 9.86 7.66 8.85 5.53 12.17 7.66 13.47
20 5.71 2.98 6.15 6.38 5.65 16.60 10.00
21 4.08 2.13 3.08 3.83 9.57 8.94 9.80
22 A C P L
23 13.23 23.83 18.85 27.66 16.52 22.55 32.65
24 8.71 14.89 10.38 13.62 15.22 24.68 19.59
25 8.98 13.19 5.00 11.06 10.00 16.17 9.39
26 10.61 8.94 5.77 5.96 11.74 13.62 7.88
27 13.48 8.09 8.46 8.51 13.91 7.23 10.43
28 11.43 8.94 6.92 9.36 11.74 5.96 13.48
29 2.54 7.91 6.15 4.68 10.87 6.81 11.30
30 6.94 5.53 2.31 2.13 10.00 9.36 8.98
31 8.16 5.96 10.77 5.11 11.74 8.94 9.39
32 6.53 14.89 11.54 6.81 15.65 15.32 11.56
33 14.22 19.15 11.54 11.17 19.19 14.36 17.16
34 6.52 17.02 7.31 5.11 16.09 12.77 20.00
35 5.65 6.81 3.85 3.40 6.96 2.13 2.04
36 5.88 0.00 2.69 1.70 0.00 3.40 2.86
37 7.83 0.00 1.54 2.55 0.00 2.98 5.09
38 9.86 0.00 6.15 7.23 0.00 10.45 5.00
39 5.63 0.00 3.37 3.19 0.00 8.51 3.41
40 A C P L
41 A C P L
42 7.61 0.00 6.92 17.87 0.00 10.64 10.64
43 19.15 0.00 13.08 31.06 0.00 25.96 26.81
44 6.36 0.00 5.77 11.91 0.00 7.66 13.62
45 5.92 0.00 4.23 9.36 0.00 8.51 8.51
46 4.23 0.00 1.92 5.53 0.00 9.79 4.58
47 7.39 0.00 5.00 5.11 0.00 13.19 10.00
48 6.48 0.00 4.23 10.23 0.00 12.56 10.21
49 5.15 0.00 8.85 6.81 0.00 11.06 6.96
50 29.93 0.00 34.13 30.85 0.00 37.77 35.87
51 3.33 0.00 6.92 5.11 0.00 6.81 4.35
52 3.64 0.00 8.08 8.09 0.00 7.91 4.78
Absenteeism Dept. - 321
40.00
% Absenteeism
30.00
20.00
10.00
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
30.00
% Absenteeism
25.00
20.00
15.00
10.00
5.00
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
40.00
% Absenteeism
30.00
20.00
10.00
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
40.00
% Absenteeism
30.00
20.00
10.00
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
" We may have to fight a battle more than once to win it. "
- Margaret Thatcher
30.00
% Absenteeism
25.00
20.00
15.00
10.00
5.00
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
40.00
% Absenteeism
30.00
20.00
10.00
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
40.00
% Absenteeism
30.00
20.00
10.00
0.00
1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
Weeks
" Fantasy is a necessary ingredient in living, it's a way of looking at life
through the wrong end of a telescope, which enables you to laugh at life's
realities. "
- Pinkey Dangi
In-depth analysis of department wise absenteeism
data and graphs suggests hidden information and their reasons, which
can be of utmost importance in organisational planning and decision-
making. Clearly evident suggestions include:
1. All departments show an increase or decrease in absenteeism in

the same time periods. It can be thus be said that the factors
leading to absenteeism affect most people and most departments
equally. Thus, individual problems go out of the picture.
2. Absenteeism tends to be higher up to alarming levels (above 20%)
3 to 4 times in a year. In 2006, all departments showed a steep rise
in absenteeism during 11th week, 23rd week, 43rd week, and 50th
week.
3. It should be specially noted that weeks following holidays (ACPL)
showed high rate of absenteeism. This suggests that the role of
religious ceremonies and employees going to their hometowns is
significant in determining the causes of absenteeism.
4. It should be specifically noted that in 2006, weeks no. 21st, 29th,
35th, 44th, and 51st showed tremendous decline in absenteeism (less
than 5%) in all the departments. The interesting fact here is that
the difference between these lowest tips is more or less equal (in
the vicinity of 6 to 7 weeks).
Here we have tried to find out a few possible reasons
for the employee’s practice or habit of staying away from his
scheduled work:
" The only way of discovering the limits of the possible is to venture a little
way past them into the impossible "
- Arthur C Clarke
1. Maladjustment with colleagues coming from different religions
and tastes speaking different languages belonging to different
socio economic status.
2. Social and religious ceremonies.
3. Sickness, accidents and maternity.
4. For those staying far from their homes, frequent visits to their
village are a major cause of absenteeism.
5. Industrial fatigue.
6. Working conditions, heat, moisture, noise, vibrations, dust,
fumes, overcrowding etc.
7. Inadequacy to meet the performance standards.
8. Indebtedness.
9. Alcoholism.
10. Lack of commitment towards industrial growth.
11. Over identification with family affairs.
12. Dissatisfied with the status, importance or authority and
responsibility involved in his job.
Specifically the problem of absenteeism in Bata India

Ltd, Batanagar plant is a mere combination of all these factors. Out of
these points 2, 3, 6, 8, 10 seem to be more effective and deeper
causes for high rate of absenteeism than the others. A few remedies
or measures for control of absenteeism have also been listed below:
" The past is like a river flowing out of sight; the future is an ocean filled
with opportunity and delight "
- Anna Hoxie
1. A well defined recruitment procedure that stresses on the

employee’s adaptability or the ability to change.
2. Study the level of motivation of workers and push them to thrive
for more.
3. Improved communication within various levels of organisation
and prompt redressal of grievances.
4. Education programs for personal developments of individual
employees.
5. Spread awareness of employee’s rights and obligations.
6. Trained the employees in group dynamics along with
interpersonal skills.
7. Take measures to improve employee’s loyalty and devotion
towards his work and work place.
8. Regularity in attendance can be transformed in to monetary
rewards and other pecuniary inducements.
9. Provision for ever-developing working conditions.
Above all, the employees should be communicated

that it is the religion of insects and animals to procure, eat and
reproduce. If we are born as human being, it is our moral
responsibility to do more.
" Being happy doesn't mean everything's perfect. It means that you have
decided to see beyond the imperfections "
- Frank Kaiser
RESEARCH METHODOLOGY
Research refers to, the systematized approach to gain
new knowledge, concerning generalization and formulation of a
theory. Research work carried out for this project is basically what is
known as library research, which includes analysis of historical
records and documents, statistical compilations and manipulations.
This is a scientific method of solving the research problem as it,
 Is committed only to objective considerations.

 Presumes neutrality and aims at nothing but making only
adequate and correct statements about population objects.
 Results into probabilistic predictions.
 Realize on factual empirical evidence.
RESEARCH PROBLEM
The objective of this particular research work, by
collecting data (secondary in nature) related to performance
achievements, by various departments is to relate them with another
variable, i.e. time. It can then be utilized to draw the learning curve,
which shall again be analyzed with respect to the effect of appraisals
or training programs on them.
RESEARCH DESIGN
The research design appropriate for this particular research problem
involves the following considerations: -
" Motivation determines what you do, attitude determines how well you do it. ”
- Anon
 Means of obtaining the information:- Bata India Ltd,
(Batanagar plant), where this research work was based, has a
unique system of maintaining production details in their record
book “ Saldo ” and re-entered to the salary controlling
statements in order to calculate the production incentives. All
data were to be collected from these documents.
 Time available for obtaining the information:- The
sampling design as described below made it possible to extract
adequate data in the stipulated time period of 2 weeks.
SAMPLING DESIGN
The items under consideration in this field of enquiry
or the universe (also known as population) stretched over the
production details of 7 departments, 274 employees and 33
months ( 143 weeks ). The volume of data required the use of a
sampling design, which must result in a truly representative
sample, must result in a small sampling error and systematic bias
can be controlled in a better way. The most practical way of
sampling in this specific case is the systematic cluster sampling,
where groups of 6 consecutive months were considered as the
sample. The sample size happened to be 50.35 % of the total
population.
DATA COLLECTION
The relevant data were collected from the Salary
Controlling Statement ( Volume - 3B ) of the respective weeks
listed below, all data
There are two kinds of failures: Those who thought and never did, and those
who did and never thought. "
- Laurence
Peter
belonged to the general shift. The payroll department’s record
room provided the said documents. Data were also collected from
the Saldo, provided by the rubber factory. Data were collected for
the durations of:
I. October 2004 to March 2005 ( 6 months )
II. January 2006 to June 2006 ( 6 months )
III. January 2007 to June 2007 ( 6 months )
( Total - 18 months )
MANIPULATION AND ANALYSIS OF DATA

Weekly data obtained for the research purpose, was
converted into a monthly average, so as to reduce the amount of
data for analysis purpose. The weeks containing less than 5

working days were extrapolated to a 5 working days per week
standard. The monthly average basically constituted of the first 4
weeks of that particular month. The external factors effecting
production, were considered to be stable during the period in
question or diversity (if any) being negligible.
Individual department’s ability to cope up with
changing production targets, periodical appraisals and training /
development programs is to be determined by comparing these
data with other events, informations and factual evidences.
Please refer to the segment “ Data and Graphs ” for further

information.
" A great attitude does much more than turn on the lights in our worlds; it
seems to magically connect us to all sorts of serendipitous opportunities
that were somehow absent before we changed. "
- Earl Nightingale
Data and Graphs :

2004 Dept : 321 Dept : 322 Dept : 323 Dept : 324 Dept : 325 Dept : 326 Dept : 327
% % % % % % %
Weeks Achievement Achievement Achievement Achievement Achievement Achievement Achievement
41 128 136 148 145 122
42 110 112 133 120
43
44
45 122 110 130 132 140 122

46 100
100 110 101 110 105
47 134 125 120 136 125 125
48 121 125 138 146 127 127
49 112 117 120 144 131 125
50 121 115 116 125 121 113
51 117 124 143 136 118
52 130 112 125 130 127
% % % % % % %
1 115 105 117 135 120 128
2 129 127 135 145 133
5 125 120 126 145 145 100
6 130 115 134 134 140 123
7 150 134 140 140 135
8 125 108 124 133 140 121
9 126 115 134 141 147 135

10 124
127 140 150 147 147
11 136 125 143 150 140 147
12 160 122 129 150 143 142
19 132 134 134 150 150 150
20 160 134 134 150 147 142
21 150 113 106 134 120 119
22
23 150 128 128 150 140
24 150 127 123 150 140
%
% % % % Achievemen % %
Weeks Achievement Achievement Achievement Achievement t Achievement Achievement
1 160 130 140 137 140 144
2 172 123 125 130 140 170
3 172 144 134 139 147 160
4 111 115 107 110 116 101
5 120 107 117 118 118 104
6 172 137 145 148 147 134

7 171
139 123 150 141 140
8 180 134 134 148 134 150 150
9 175 123 120 147 128 150 150
10 185 140 134 142 134 150 150
11 180 121 96 136 123 145
12 190 126 110 140 136 150 140
13 195 117 121 112 140 120
14 190 120 112 123 116 134 129
15 170 116 125 130 109 147 188
16 180 132 143 150 122 144 200
17 135 119 100 120 91 101 160
18 150 114 120 140 120 134 200
19 180 134 134 147 137 150 200
20 150 134 134 140 140 134 190
21 118 115 115 134 120 134 160
22
23 135 128 134 134 125 190
24 170 124 128 142 134 205
% % % % % % %

1 170
155 150 150 154
2 200 150 147 150 155
3 190 110 150 140 147 150
4 148 100 118 108 101 120
5 101 90 93 141 90
6 180 147 150 150 204
7 195 150 150 155 215
8 193 152 154 147 215
9 182 152 150 150 215
10 127 147 150 154 177
11 172 143 150 122 170
12 155 150 147 150 155
13 195 130 195 150 158
14 161 166 177 150 166
15 130 139 147 147 143
16 152 166 163 179 169
17 136 130 149 141 140
18 143 120 108 140 140
19 155 117 134 134 140
20 180 134 142 147 113

21 160
120 118 134 106
22
23 165 126 127 115
24 175 136 134 147 134
There are two prisoners shackled to the wall of a

deep dark dungeon. Spread-eagled, they are securely lashed by
manacles and chains and actually hanging suspended, side by
side, a few feet above the damp floor of the dungeon. There is
only one small window high above their heads, maybe thirty or
forty feet up. They are immobile and
alone, pinned inexorably to the wall.
One prisoner turns to the other and whispers, “
Here’s my plan ! ”
Monthly Performance Summary ( Oct 2004 to Jun 2007 )
Departments
Month 321 322 323 324 325 326 327
Oct-04 119.00 124.00 - 140.50 - 132.50 121.66
Nov-04 119.25 115.00 124.50 128.75 126.00 125.00 119.75
Dec-04 121.00 115.25 121.25 137.33 - 129.56 120.75
Jan-05 122.00 116.00 126.00 135.00 - 132.50 130.50
Feb-05 132.50 114.33 129.50 138.00 - 141.25 119.75

Mar-05
136.50 122.30 136.50 147.75 - 144.25 142.75
May-05 146.00 134.00 134.00 150.00 - 148.50 146.00
Jun-05 150.00 122.00 119.00 144.66 - 133.33 119.00
Jan-06 153.75 128.00 126.50 129.00 - 135.75 143.75
Feb-06 160.75 129.25 129.75 141.00 134.00 139.00 132.00
Mar-06 182.50 127.50 115.00 141.25 130.25 148.75 146.66
Apr-06 183.75 121.25 125.25 128.75 115.66 141.25 159.00
May-06 153.75 125.18 122.00 136.75 122.00 129.75 187.50
Jun-06 141.00 122.33 125.66 136.66 120.00 131.00 185.00
Jan-07 177.00 100.50 143.25 136.00 - 137.16 144.75
Feb-07 167.25 - 134.75 136.83 - 148.25 181.00
Mar-07 159.00 - 148.00 149.25 - 144.00 179.00
Apr-07 159.50 - 150.25 170.50 - 156.50 159.00
May-07 153.50 - 125.25 133.00 - 140.50 133.25
Jun-07 166.66 - 127.33 126.00 - 136.00 118.33

% Performance
% Performance % Performance
O
ct
0.00
100.00
150.00
200.00
50.00
O -0
O 4
ct D
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
ct
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
-0 -0 ec
D 4 -0
De 4 ec 4
c- -0 Fe
0 4 b-
Fe 4 Fe 05
b- b- Ap
0 05 r-0
Ap 5 Ap 5
r- 0 r-0 Ju
5 5 n-
05
Ju Ju
n- n- Au
0 05 g-
Au 5 Au 05
g- g- O
0 05 ct
-0
O 5 O
ct ct D 5
-0 -0 ec
D 5 -0
De 5 ec 5
c- -0 Fe
0 5 b-
Fe 5 Fe 06
b- b- Ap
0 06 r-0
Months
Ap 6 Ap 6
Ju
CHALLENGE ……SKILL……COMMITMENT……TEAMWORK
r- 0 r-0
Months
6 n-
Months
Ju 6 Ju 06
n- n- Au
0 06 g-
06
Monthly Performance Dept. - 321
Au 6 Au
g- g- O
0
M onthly Performance Dept. - 322

06 ct
O 6 O -0
ct
-0 ct D 6
-0 ec
D 6 -0
De 6
ec 6
c- -0 Fe
0 6 b-
Fe 6 Fe 07
b- b- Ap
0 07 r-0
Ap 7 Ap 7
r- 0 r-0 Ju
7 7 n-
07
Ju Ju
n- n-
07 07
108
% Performance
% Performance % Performance
O
ct
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
180.00
O O -0
ct D 4
0.00
20.00
40.00
60.00
80.00
100.00
120.00
140.00
160.00
ct
0.00
50.00
100.00
150.00
200.00
-0 -0 ec
D 4 -0
De 4 ec 4
c- -0 Fe
0 4 b-
Fe 4 Fe 05
b- b- Ap
0 05 r-0
Ap 5 Ap 5
r- 0 r-0 Ju
5 5 n-
0
Ju Ju
n- n- Au 5
0 05 g-
Au 5 Au 05
g- g- O
0 05 ct
-0
O 5 O
ct ct D 5
-0 -0 ec
D 5 -0
De 5 ec 5
c- -0 Fe
0 5 b-
Fe 5 Fe 06
b- b- Ap
0 06 r-0
6
Months
Ap 6 Ap
Ju
CHALLENGE ……SKILL……COMMITMENT……TEAMWORK
r- 0 r-0
Months
6 n-
Months
Ju 6 Ju 06
n- n- Au
0 06 g-
06
Au 6 Au
g- g- O
0 ct
M onthly Performance Dept. - 325

06
O 6 -0
ct O D 6
-0 ct
-0 ec
D 6 -0
De 6
ec 6
c- -0 Fe
0 6 b-
Fe 6 Fe 07
b- b- Ap
0 07 r-0
Ap 7 Ap 7
r- 0 r-0 Ju
7 7 n-
07
Ju Ju
n- n-
07 07
109
200.00
% Performance
150.00
100.00
50.00
0.00
05
D 5
06
D 6
7
4
5
05
07
06
05
06
07
4
6
-0
r-0
-0
r-0
-0
r-0
-0
-0
-0
b-
g-
b-
g-
b-
n-
n-
n-
ct
ct
ct
ec
ec
ec
Ap
Ap
Ap
Au
Au
Ju
Ju
Ju
Fe
Fe
Fe
O
O
D
Months
These graphs shown here with percentage

performance on one axes and time duration ( in months ) on another
is also known as the “ Learning Curve ” as it represents the effect of
learning through training programs or by sheer experience on the
performance (productivity) of individuals, groups, departments and
even organizations. Analysis of the following graphs suggests that:
1. Departments fail to stick to their performance standards due to

many external factors such as absenteeism, frequent change in
articles to be produced etc.
2. Frequent ups and downs in the curve are visible which indicates
variable levels of efforts from the employees.
3. Pointed peaks and V’s means that increase in level of
performance or decreased are short-lived. This indicates the

involvement of a sense of self-satisfaction at times and
motivation from failure.
4. Unstable productivity levels tend to indicate the absence of
training and motivation programs, which constantly tries to
improve performance of its employees.
5. Curves of all the departments show a more or less similar trend,

more efficient production scheduling is possible when
approximate improvement or decrease in department’s
performance is predictable.
STORY OF A BUTTERFLY WHO NEVER WAS
A man found a cocoon of a butterfly. One day a

small opening appeared. He sat and watched the butterfly for
several hours as it struggled to force its body through that little
hole. Then it seemed to stop making any progress. It appeared
as if it had gotten as far as it could, and it could go no further. So
the man decided to help the butterfly. He took a pair of scissors
and snipped off the remaining bit of the cocoon.
The butterfly then emerged easily. But it had a
swollen body and small, shriveled wings.
The man continued to watch the butterfly
because he expected that, at any moment, the wings would
enlarge and expand to be able to support the body, which would
contract in time. Neither happened! In fact, the butterfly spent
the rest of its life crawling around with a swollen body and
shriveled wings. It never was able to fly.
What the man, in his kindness and haste,
did not understand was that the restricting cocoon and the
struggle required for the butterfly to get through the tiny
opening were God's way of forcing fluid from the body of the
butterfly into its wings so that it would be ready for flight once it
achieved its freedom from the cocoon.
CASE STUDIES AND EXPERIENCES IN B.I.L.
1. Case of Absenteeism :
Mr. NRS ( actual name not disclosed ) is an “accord”

employee of BATA INDIA LTD. Batanagar. He is directly involved in the
shoe manufacturing conveyor. He was known to be a regular
absentee, but at the same time a multi-skilled worker with lots of
experience. The organisation’s personnel department looked at the
possible options to solve this problem. During the first half of 2007,
NRS surpassed his casual and medical leaves available by more than
125 (days), as per organisation’s SOR (Standing Orders and Rules, as
in agreement with Bata Mazdoor Union). Show-Cause notices were
issued under section 15(h), requiring him to explain in writing, the
reasons for his continuous absence from work.
NRS replied within the stipulated time along with a
Medical Certificate proving his illness. An in depth scrutiny of the
Medical Certificate proved that the documents were fake under the
provision of 19(A) of the SOR. The guilty can be terminated from his
present job. However the management decided to give him one last

chance to mend his ways (and not to lose a skilled employee) and
handed him three days suspension without pay. The personnel
manager planned the process to regularize his unauthorized absence
and fraudulent means by creating an atmosphere where NRS should
fully recognize
" Success does not consist in never making blunders, but in never making
the same one a second time. "
- Josh Billings
what is expected of him in the future.
He was scolded by one manager and was
comforted by another as was planned before to make him aware of
this last golden opportunity, provided to him. As of date NRS is still an
employee in BATA INDIA LTD. And his problem has relatively
minimized to a great deal. This incidence proves that human resource
planning is not only to follow the rulebook but also to invent
complimentary ways to solve such type of problems in long run
interest of the organisation.
2. Case of Misconduct :
A permanent line cutter of a production department in BATA INDIA

LTD, Batanagar plant, Mr. SKR (actual identity not disclosed) was
involved in a particular job for sometime. He was trailing behind his
colleagues working in the same conveyor, hampering the rate of
production, and thus was allotted a new job by his immediate boss
(Asst. officer) Mr. DKB (actual identity not disclosed for obvious
reasons). Unable to mentally adapt to this decision to shift him to
another job, Mr. SKR started abusing his superior Mr. DKB and also
attempted to physically assault him. He also threatened to cause him
harm outside the factory.
The case was reported to the personnel department
the very same day and a show cause notice issued to the defaulter
Mr. SKR, to be answered within 48 hours as per clauses D and K under
section 21 (a) of the
" It is the mark of an educated mind to be able to entertain a thought

without accepting it "
- Aristotle
standing orders and rules (SOR) of Bata India Ltd. and clause 14 of the
model standing orders applicable to all industrial establishments of
India. The said employee pleaded guilty and was ashamed of his act
and promised not to repeat the same. The serious nature of the
offence demanded disciplinary action but considering it as his first
minor offence was let of with a warning and written undertaking.
This case is another fine example that the
organisation provides ample opportunity to rectify their improper acts
and every opportunity provided to him to put forward his version of
the unwanted event. Thus the disciplinary policy is preventive,
corrective, reformative rather than punitive. Although, one important
information missing here is that whether the Asst. officer Mr. DKB was
advised to “ forgive and forget ”, which would have been the perfect
way to conclude this natural justice?

3. Case of Termination :
(Rise of Absenteeism to an abnormal
level)
Mr. PKM (actual identity not revealed) was an employee of Bata India
Ltd. Batanagar plant for more than 19 years. He was terminated for
prolonged unauthorized absence in 1993, but reinstated in 1995
through a special request by the Bata Mazdoor Union ( B.M.U. ). This
opportunity provided to him by the organisation was not fully utilized
as his unauthorized, unexplained, avoidable
" Some succeed as they are destined to, but most succeed because they
are determined to. "
- Anonymous
& willful absence from work continued there after. According to his
leave and absence card 2004 and 2005 :
LEAVE AND ABSENCE CARD – 2004

S No.
From To C/L Ordinary leave Sick Leave
1 1/1/2004 20/01/2004 -- 5 15
2 9/2/2004 7/4/2004 -- 62 --
3 23/04/2004 30/04/2004 -- 8 --
4 12/5/2004 25/06/2004 -- 40 --
5 28/07/2004 3/8/2004 -- 6 --
6 31/08/2004 29/09/2004 -- 30 --
7 1/11/2004 31/12/2004 -- 61 --
LEAVE AND ABSENCE CARD – 2005

S No.
From To C/L Ordinary leave Sick Leave

1
1/1/2005 18/05/2005 -- 123 15
2 30/05/2005 23/09/2005 -- 116 --
3 25/10/2005 26/10/2005 2 -- --
4 7/11/2005 31/12/2005 -- 41 --
Mr. PKM once again remained absent without notice

from 7/11/2005 to 17/3/2006 and was issued registered show cause
notices under clause 15(h) of the Standing Order and Rules (SOR). He
was asked to report within 2 weeks, his case was forwarded to the
chief medical officer (C.M.O.),
" We are what we repeatedly do. Excellence, therefore, is not an act but a
habit "
- Aristotle
who declared him fit to join his duties, but he did not. Further, show
causes were not replied. Finally the management decided to
terminate him with effect from 14/04/2006.
This highlights the peculiar and abnormal magnitude
of absenteeism prevailing in Indian industries. Thus, the importance of
taking such decisions in the longer interest of the organisation
becomes absolutely necessary at times. In order to send a clear
message to the employees that organisation’s tolerance has a limit.
As such serious problems regarding absenteeism involves heavy
expenses, including overhead costs of reserves as well as of the idle
equipments.

My Experiences :
Bata India Ltd, Batanagar plant was the first instance

our career where the practical applications of managerial functions in
an organisation were displayed before us. We got ample exposure to
the versatility of the manager’s role as a figurehead meeting the
routine, obligatory, social & legal duties, as a leader, maintaining,
developing and motivating the human resources, as a disseminator
distributing selected information to others outside the unit, as an
entrepreneur developing the unit, to take advantage of existing
opportunities and anticipated threats, as a resource-allocator
integrating the activities and resources utilization, as a negotiator,
bridging the gap between
" Our lives begin to end the day we become silent about things that matter
"
- Martin Luther King Jr.

the management and employee unions and as a spokes person to us,
distributing selected information and conveying the appropriate
image of the unit.
Asst. Manager (Personnel) who guided me throughout
this project was instrumental in providing opportunities to directly get
involved in the day to day functioning of the department. He said “
books make a manager, but practical experiences make them
successful ”. I worked on absenteeism, late-coming, early-going,
union demands on major organisational issues etc. where the
manager acts as disturbance handler and has to take many
aggressive, unwanted decisions at times along with initiating some
creating ideas, keeping in view the long term interest of the
organisation.
I was invited at one of Bata India Ltd. retirement /
farewell party, to get me acquainted with the organisational culture
and management’s perspective towards its human resources. In a
simply organized program in the seminar hall of the personnel
department, the organisation bid adieu to three of its employees after
a long and dedicated service period in the vicinity of 30-35 years. A
soul touching speech was given by one of their long-time colleague,
which touched the soul of everyone present on the occasion. He said,”
This is not only to recognize their contribution over the years, but also
to learn from their experiences ”. Mementos and gifts were given to
the departing employees and refreshments served to the gathering.
The event was significant in specifying the importance of a formal and
planned separation of employees from the organisation.
" If people never did silly things, nothing intelligent would ever get done. "
- Ludwig Wittgenstein
I cherish the time spend in the leather factory, actually
seeing for the very first time, the step by step evolution of the various
discrete parts transformed into the final product, a shoe. Every shoe
has to pass through many hands, machines setup as a chain known as
Rink conveyors. Experienced hands along with creative brains have
elevated shoe manufacturing up to the level of art. It’s for sure now,
that I shall value, each and every shoe that I am going to buy in the
future. The finished goods after passing the quality checks are tagged

with quality – symbols which Bata people call the ornament of the
shoes. They are then packed and travel hundreds and thousands of
miles to reach your feet.
Another experience worth sharing is visiting the
Batanagar estate. Stretching over 303 acres on the banks of the river
Ganges, the area is 18 kilometers from Kolkata. Developed during the
1930’s under the British colonial powers it has it’s own ferry-ghat,
cinema-hall, sports-stadium, market, hospital, residential colonies,
community halls, auditorium, schools, children-parks etc..
This self-sufficient estate is well connected with public
conveyance facilities to nearby towns. Maintenance of such a huge
fixed asset infrastructure for providing every possible facility to its
employees is worth appreciating & admittingly rarer these days. Just
as a fact, Batanagar once owned a Territorial Army for security
purposes, which adds a sense of nostalgia to the name of “ Batanagar
”.
" All that we are is the result of what we have thought. The mind is
everything. What we think we become. "
- Buddha
STORY : The Window

Two men, both seriously ill, occupied the same
hospital room. One man was allowed to sit up in his bed for an hour
a day to drain the fluids from his lungs. His bed was next to the
room's only window. The other man had to spend all his time flat on
his back.

The men talked for hours on end. They spoke of their families, their
homes, their jobs, their involvement in the military service, where
they had been on vacation. And every afternoon when the man in
the bed next to the window could sit up, he would pass the time by
describing to his roommate all the
things he could see outside the window.
The man in the other bed would live for those one-
hour periods where his world would be broadened and enlivened by
all the activity and color of the outside world. The window
overlooked a park with a lovely lake, the man had said. Ducks and
swans played on the water while children sailed their model boats.
Lovers walked arm in arm amid flowers of every color of the
rainbow. Grand old trees graced the landscape, and a fine view of
the city skyline could be seen in the distance. As the man by the
window described all this in exquisite detail, the man on the other
side of the room would close his eyes and imagine the picturesque
scene.
One warm afternoon the man by the window
described a parade passing by. Although the other man could not
hear the band, he could see it in his mind's eye as the gentleman
by the window portrayed it with descriptive words. Unexpectedly,
an alien thought entered his head: Why should he have all the
pleasure of seeing everything while I never get to see anything? It
didn't seem fair. As the thought fermented, the man felt

ashamed at first. But as the days passed and he missed seeing
more sights, his envy eroded into resentment and soon turned him
sour. He began to brood and found himself unable to sleep. He
should be by that window and
that thought now controlled his life.
Late one night, as he lay staring at the ceiling, the
man by the window began to cough. He was choking on the fluid in
his lungs. The other man watched in the dimly lit room as the
struggling man by the window groped for the button to call for help.
Listening from across the room, he never moved, never pushed his
own button, which would have brought the nurse running. In less
than five minutes, the coughing and choking stopped, along with
the sound of breathing. Now, there was only silence deathly
silence.
The following morning, the day nurse arrived to
bring water for their baths. When she found the lifeless body of the
man by the window, she was saddened and called the hospital
attendant to take it away--no words, no fuss. As soon as it seemed
appropriate, the man asked if he could be moved next to the
window. The nurse was happy to make the switch and after he was
comfortable, she left him alone.
Slowly, painfully, he propped himself up on one
elbow to take his first look. Finally, he would have the joy of seeing
it all himself. He strained to slowly turn to look out the window
beside the bed. It faced a blank wall.

" No one can read your mind, so what they see, hear & feel from you is
what they will know you for. "
-
Anonymous
Bibliography
Books :
1. Kothari C.R., Research methodology
methods and techniques, New age

international publishers, New Delhi,
2007.
2. Mamoria C.B., Gankar S.V., Personnel
management text and cases, Himalaya publishing house,

Mumbai, 2001.
3. Blanchard P.N.,Thacker J.W., Effective training systems
strategies and practices, Pearson education, Delhi. 2007.

4. Sikula A.F., Personnel administration and human resource
management, John Wiley and sons, New York, 1976.
Websites :
1. www.en.wikipedia.org/wiki/Ba
ta_Shoes
2. www.ggits.org
3. www.google.org

4. www.rdunijbpin.org
5. www.bata.com
6. www.bata.org
7. www.bata.in

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A Project Report

Bata Shoe Organisation

We are not afraid of the

Tomas Bata started life as a

Thomas has visions of

Tomas Bata remained true to

Long Service Medallion

My object here was to study the existing training

All India Senior Vice-President : Mr. A. H. M. Ehsanuzzaman

Each and every employee whom I met during this

I declare that this project is entirely based upon my

5} Why training fails ? 52

6} Organisation’s training objectives 54

7} The Training Program 55

8} Absenteeism in Bata India Ltd. 78

10} Data and Graphs 95

Incorporated as Bata Shoe Company Private Limited in

The Company went public in 1973, when it changed its

Over the years, Bata

" The ultimate measure of a man is not where he stands in moments of

- Martin Luther King Jr.

Bata is Divided into 6 regions:

Bata operates in more than 70 countries worldwide with,

• 3000 retail outlets of it’s own

BATA Headquarters,Toronto, Canada

Success will be measured by the Customers,

The New Projects :

While some mega-projects are still awaiting approval,

To cost Rs.1,200 cr, Calcutta Riverside is perhaps the

Further, the terms of Riverbank Holdings lay down that

Various departments operant in Bata India Ltd.

Product Development Department :

- For eastern region sizes between 5 to 11 (gents)

Production Planning & Control

The sales department sends the estimate for the

- Manipulation (leather & other material cut and bundled)

Research and Development Department :

1900 – First factory building constructed

1904 – Tomas first journey to the USA

1906 – Second factory building constructed, first of the "new type"

1908 – Antonín dies, Tomas takes full company's control

1911 – Tomas second journey to the USA

1918 – Second crises of the company, massive losses, non-paid deliveries

1922 – Currencies devalued due to World War I, consumer purchasing

1923 – Employee profit & loss sharing introduced

1925 – The “Bata system” organizes operations in autonomous workshops;

1927 – Assembly line production introduced

1929 – Customs tariffs introduced in the world, Bata builds factories in

1930s, Bata becomes the world’s leading footwear exporter

1939 – Bata operates 63 companies in various industries with footwear

1945 – All Bata companies in Eastern Europe "nationalized" by communist

1960s – Company’s headquarters relocated to Toronto by Thomas J. Bata,

1989 – Thomas J. Bata visits Czechoslovakia to check and negotiate on the

1990s – Bata enters the high-price segment: Bata Premium collection.

1995 – Partnerships in Eastern Europe, Bata stores in Russia, Poland,

1999 – Bata concentrates on design, marketing and distribution,

2001 – Thomas G. Bata, Tomas' grandson becomes the Group’s chairman,

2002 – Bata Shoe innovation Centres for shoe development introduced

partnership for the opening of Bata retail stores established

2006 – A township construction began to modernize the Batanagar factory

Deputy Managing Director

Executive Director Exports and Commercial