A REPORT ON INPLANT TRAINING WITH REFERENCE TO

MALAYALA MANORAMA
Submitted to
ANNA UNIVERSITY OF TECHNOLOGY
COIMBATORE

For the award of the degree of

MASTER OF BUSINESS ADMINISTRATION
Submitted by
BENILAL . O
Reg No :098001185006
Under the Supervision and Guidance of
Ms.UmaMaheswari K, B.Com, MBA
Assistant Professor
RVS - FACULTY OF MANAGEMENT
KUMARAN KOTTAM CAMPUS
KANNAMPALAYAM

COIMBATORE – 641 402

AUGUST - 2010

[1]
 BONAFIDE CERTIFICATE

This is to certify that the In plant training report submitted to Anna University of
Technology, Coimbatore in partial fulfillment of the requirements for the award of the degree
of MASTER OF BUSINESS ADMINISTRATION is a record of original research work
done by BENILAL.O during the period June 2010 to July 2010 of his study in RVS
FACULTY OF MANAGEMENT, Kannampalayam, under the supervision and guidance of
Ms. UmaMaheswari K and the training report has not formed the basis for the award of any
Degree/ Diploma/ Associate ship/ Fellowship or other similar title to any candidate of any
university.

FACULTY GUIDE DEAN

Viva-Voice examination held on__________________________

INTERNAL EXAMINER EXTERNAL EXAMINER

Date:

Place:

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 DECLARATION

I, ‗ BENILAL . O’ hereby declared that the in-plant training report entitled ‗AN
OVER ALL STUDY OF MALAYALA MANORAMA PVT LTD’, submitted to the Anna
University of technology, Coimbatore in partial fulfillment of the requirements for award of
the degree of MASTER OF BUSINESS ADMINISTRATION is a record of original and
independent research work done by me during 14 T H JUNE 2010 to 31 ST JULY 2010 under
the supervision and guidance of ‗Ms. UmaMaheswari. K , MBA‘, Assistant Professor, ‘RVS
FACULTY OF MANAGEMENT STUDIES’, ‘KANNAMPALAYAM’ and it has not
formed the basis for the award of any degree/ diploma/ associate ship/ Fellowship or other
similar title to any candidate of any university.

Date :- Signature of the student

Place :-

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 AKNOWLEDGEMENT

I wish to express my hearty thanks to Mr. JACOB MATHEW, MBA, M.S.,

EXECUTIVE EDITOR, MALAYALA MANORAMA for granting me permission to do
the project work in his esteemed organisation.

I humbly express my profound thanks to Mr. K.ANTONY, DEPUTY GENERAL

MANAGER, PERSONNEL AND ADMINISTRATION for his constant encouragement
and support during the tenure of my work.

I express my wholehearted gratitude to our Honerable chairman of RVS Trust Dr. K.

V. KUPPUSAM Y and Managing Trustee of RVS Trust Thiru. K. SENTHIL GANESH,
MBA, M.S., for allowing to develop the project in their institution

I am extremely thankful to Dr. Y. ROBINSON, M.E, Ph.D, Director, RVS

Educational Trust’s Group of Institution, Kannampalyam and to Dr. B. ADALARUSU,
M.B.A., M.Phil, P.G.D.P.M.I.R, H.D.S.E, M.I.S.T.E.,Ph.D, Dean RVS Faculty of
Management, Kannampalayam for giving me the wonderful opportunity to feel the corporate
experience through this project.

I am deeply indebted to my faculty guide Mr. Ms.UMAMAHESWARI. K, B.Com,

MBA for his/her scholarly guidance, valuable suggestions and encouragement throughout the
duration of this project.

I also express my gratitude to the respondents, Parents, and dear friends without
whom the project would not have been successful. Above all, I wish to thank the almighty for
giving courage and wisdom to take up this project and complete it successfully.

BENILAL.O

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 CONTENTS

CHAPTERS PARTICULARS PAGE NO

I INTRODUCTION 1

II INDUSTRY PROFILE 4

III COMPANY PROFILE 7

IV DEPARTMENT PROFILE 12

1. PRODUCTION DEPARTMENT 12

2. FINANCE DEPARTMENT 25

3. HUMAN RESOURCE DEPARTMENT 36

4. MARKETING DEPARTMENT 58

5. SYSTEMS DEPARTMENT 67

V CONCLUSION 72

VI BIBLIOGRAPHY 73

VII APPENDIX 74

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 INTRODUCTION

ABOUT IN-PLANT TRAINING:

 The in – plant training is a job training that occurs in the workplace. The training
learns the job while doing the job and while earning his or her payment.
 The in-plant training is also called as Hands on Training.
 In-plant Training involves the acquisition of specific skills and employment
competencies through exposure in an actual work setting to the processes work tasks,
Tools and methods of a specific job or a group of job.
 It is the responsibilities of the supervisions and managers to utilize available resources
to train, Quality and develop the employees.
 In-plant Training is a compulsory part in the academic duration of MBA Course
which is not be completed for just like a certification course.
 This training period plays the unique role in every student‘s life. Training in the sense
it provides the various ideas and also leads the students to think out of the boundary
limit in order to encourage their creativity and innovative skills.

OBJECTIVE OF IN-PLANT TRAINING:

 The use of implant training is to gain knowledge in that field before actually getting
placed and get the exact atmosphere of a work place. Implant Training is the most
necessary thing rather than learning in educational institute. You will get the
knowledge of how to get work done in practical life. All these things are not taught in
institutions.

ADVANTAGES OF IN-PLANT TRAINING:

 In-plant training is one of the best training methods because it is planned, organised
and conducted are the employees work site. It will generally be the primary methods
used for broadening the skills and increase in productivity.
 It is particularly appropriate for developing proficiency skills unique to an employee‘s
job that is relatively easy to learn and require locally owned equipment and facilities.
 In designation if the in-plant training programme is it give the full fledged emerge to
the students to face the world with basic knowledge about the companies and process
involved over there in various modules, so that he or she will be make themselves in
which process they are going to show their interest.

 After the successful completion of studies, students have to face the completion world
with this knowledge to face many problems and to find the right solution which is to
be solved in the minimum duration of time.
 Some problems to be solved by our knowledge but some problems are to be solved
only by our experience. Experience gained by knowledge the errors possibilities and

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 also not top trouble shoot the error possibilities and also to think and design the
elimination techniques logically and technically.

DISADVANTAGES OF IN-PLANT TRAINING:

 One major disadvantage of in-plant training can be finding the right time for it. The
person responsible for giving and evaluating the training has to be sure their or her
other job responsibilities are being met.
 Another Disadvantage is that it can be difficult to find the r ight person to conduct it.
The person doing the training must have the knowledge and skills in the same field
that the learner will be working with care must also be given not to pass on sloppy
work habit or unintentional teach irrelevant or inefficient wo rk methods to the learner.

If these disadvantages are eliminated, however in-plant training can be beneficial for trainees.

SCO PE O F STUD Y

The In-plant training is carried out at Central products dairy limited, Alappuzha. The study
helped to get a practical knowledge about the functioning of the company and its departments
which is quite different from theoretical study. The details collected about different
departments has given a clear picture about the obstacles, they have been facing for the
smooth running of the organization. This has given an opportunity to know the successful
practices implemented in the company. The project deals with the study of the organizational
structure, production procedure and the management of the organization. The company may
formulate future plans for further improvements.
LIMITATIONS OF THE STUDY
 Main limitation of this study is the time given, is not enough for the study.
 The organization is not ready to give whole data because they need to maintain
security, this has affected the study.

 Due to busy routine of the officers and employees proper interviewing of them could
not done.
 The study was conducted only during the day shift and hence the working conditions
of those employees working during the evening and night shifts could not be
examined

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. The study is done
through by colleting primary data and secondary data.

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  PRIMARY DATA

Primary data are those data which are directly collected or which are the first hand
data. Primary data‘s are the reliable and accurate than any other ones. Primary data can be
collected by the interaction to the staffs, employees and unstructured interview to the
managers.

 SECONDARY DATA

Secondary data are the data, which are early, collected by some ones. It is obtained from
various sources other than primary. Secondary data consists of catalogue, manuals,
magazines, annual reports and Internets. It is sufficient for an effective study.

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 INDUSTRY PROFILE
There is no better informer and educator, better guide, better watchdog of the interests of the
people than the local newspaper. The objectives of the news paper are to channelize the
observation and thinking of human being in the language printed, there by creating an impact
on readers and then on the society; to serve it readers and discuss their problems; to help the
development of science, technology and skills; to help in the social change; and to keep the
readers well informed and mould the public opinion. Because of the increase in international
organizations, the growth of political consciousness, the economic development a nd social
changes, news paper functions as an important means of mass communication

The history of news papers starts from early 17th century. By 17th century, a great number of
commercial news papers started from various parts of Europe. In India, the his tory of news
paper is very must connected to the freedom movement of India. News paper in India is a bye
product of British rule

The first news paper in India was ―Bengal Gazette‖ published in English by an English men,
J.A. Hichey in 1780. It was both a political and commercial weekly. In 1819, Gangadhara
Bhattacharya and Hari Chandra Roy started publishing a news paper in Bengali by ―Bengal
Gazette‖. it was the first news paper in the Indian language. Even though there were stringent
rules many news papers were started during the British region .Malayala Manorama was such
news paper

HISTORY OF NEWSPAPERS AND MAGAZINES

Before the invention of newspapers in the early 17th century, official government bulletins
were circulated at times in some centralized empires. The earliest newspaper date to 17th
century Europe when printed periodicals began rapidly to replace the practice of hand-writing
newssheets. The emergence of the new media branch has to be seen in close connect ion with
the simultaneous spread of the printing press from which the publishing press derives it
name.

ENGLISH NEWSPAPERS IN INDIAN SUBCONTINENT

A British man William Bolts in 1766 offered the first ever paper to his fellow countrymen in
Calcutta and helped them establish a printing press. Since he was against the East India
Company Government, so after two years of establishing his press he was sent back to
England by the Company. He published a book of 500 pages which carried details of
corruption in East India Company and hardships faced by Indian people.

In 1780 another man named James Augustus Hickey published a newspaper with the name of
Bengal Gazette/General Calcutta Adviser. The size of that paper was 12"x8" with only 4
pages. Hickey too was against the Company Government and published internal news of the
employees of the Company. Soon the Government withdrew the postage fac ility for his paper
as a fallout of a news against them. Hickey still managed to deliver his paper by appointing

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20 men for delivering it. Once he published a news against the Chief Missionary of the Main
Church, Jan Zakariya. Jan complained to the Government for that fake news and filed a
defamation petition against Hickey. Hickey was fined Rs 500 and awarded 4 months
imprisonment. After that he was fined again which resulted in the death of the paper.

In November 1781 another newspaper with name of ―India Gazette‖ was also introduced
which was pro Government and against Hickey.

INDUSTRIAL REVOLUTION

Newspapers of that time were in English and the news only related to British activity in India.
As the readers were also British, the local population was not the target. But the Company
feared that these Indian papers could get to England and may defame the Company in
England. English papers used to take 9 months to reach India.

By the early 19th century, many cities in Europe, as well as North and South America,
published newspaper-type publications though not all of them developed in the same way;
content was vastly shaped by regional and cultural preferences. Advances in printing
technology related to the Industrial Revolution enabled newspapers to become an even more
widely circulated means of communication. In 1814, The Times (London) acquired a printing
press capable of making 1,100 impressions per minute.

Soon, it was adapted to print on both sides of a page at once. This innovation made
newspapers cheaper and thus available to a larger part of the population. In 1830, the first
penny press newspaper came to the market: Lynde M. Walter's Boston Transcript. Penny
press papers cost about one sixth the price of other newspapers and appealed to a wider
audience.

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 PRINT MEDIA IN INDIA

Today, the Indian presses experiencing a fundamental transformation because of changes

occurring in large economy. Liberalization, Globalization and competition from the
electronic media are forcing the print media to adopt new technology to become more
professional and the more sensitive to the market structure.

―As per data available, circulation of small medium and regional language news paper is 11
times more than English newspapers, with growth of literacy, the demand is increasing.‖-
Justice P.B. Sawant former chairman press council of India.-

The majority of big news papers and particularly the English news papers published in the
metropolitan towns and which are called national or main stream news papers handle elite
subjects and cater to the needs and tasks of the elite section. This country needs more and
more genuine local level regional language news papers to build the democratic institutions
from the grass root level upwards. The masses are the makers or over nation, the builders of
its democracy and of its prosperity.

The print media is poised to grow and in a country like ours, where majorities of population
is literate and educate, the scope for the growth of print media is huge

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 COMPANY PROFILE

Sri Kandathil Varghese Mappilai launched Malayala Manorama, the first joint stock
publishing company in India at Kottayam, a small princely state of Travancore in 1888. No
institution can be built with out a vision, a clear goal and a sustained effort. The rise of
Malayala Manorama is the outcome of the vision and the perseverance of one man, Sri K.C.
Mammen Mappilai the spirit continues in the safe hands of Sri.K.M.Mathew, the present
chief editor.

Malayala Manorama established on March 14 1888, is a public owned family enterprise it

serves as an example of professionalism, dedication and innovation

Today, Malayala Manorama is the largest selling daily news paper in India. Besides this,
Manorama has many other publications catering to a broad spectrum of the people in five
languages including Hindi and English. Now Malayala Manorama has become one of the top
media group in India, with product to its credit and a presence in television, musical, radio
and web

Malayala Manorama has nearly 3000 members on its role, with officers in all the major cities
in India to manage its editorial, marketing and circulation. The news paper is published from
ten locations in Kerala

 Kottayam

 Kozhikode

 Mallapuram

 Thrissur

 Kochi

 Palakkad

 Kollam

 Thiruvananthapuram

 Kannur

 Pathanamthitta

Each of these production centers is called the units. Resident editor/ coordinating editor heads
each of these units

In 2005 Malayala Manorama started printing from following five centers out side Kerala,
each centre is look after by the coordinating editors.

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  Mumbai

 Chennai

 Bangalore

 New Delhi

 Mangalore

In 2009 Malayala Manorama started printing from following two centers out side India,
coordinating heads these two units

 Dubai

 Bahrain

Malayala Manorama has news bureaus, marketing and sales offices in all major cities in
india:-

1. Srinagar

2. Chandigarh

3. Delhi

4. Jaipur

5. Lucknow

6. Bhopal

7. Patna

8. Culcutta

9. Raipur

10. Ahmadhabad

11. Mumbai

12. Pune

13. Hyderabad

14. Coimbatore

15. Chennai

16. Bangalore

17. Shimla

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 18. Ooty

19. Secendrabad

20. Elanga

21. Agra

22. Madurai

23. Bouriveli

24. Goa

25. Pondicherry

Malayala Manorama is an ISO 9001 company. Malayala Manorama has always using
‗APPROPRIATE TECHNOLOGY‘. From hand composing of cold type and treadle presses
to hot metal and rotary letterpresses to photo type setting and web offset presses there has
been a continual adaptation of change. Today all the 10 unit of Malayala Manorama in Kerala
and 5 centers outside Kerala as well as its offices in international level are connected on a
high speed wide area network using the fiber optic cable network of DOT- the first
organization in India to be so linked, a modern flexible editorial new scenario. The ubiquitous
computer is visible at almost every desk in the organization

HISTORY OF MALAYALA MANORAMA

A joint stock publishing company, destined to acquire the status of the first joint stock
publishing company of Republic of India, was incorporated by in 1888 by Kandathil
Varghese Mappillai at Kottayam, then a small town in the Kingdom of Travancore, currently,
a part of Kerala state, India. The first issue of Malayala Manorama was published on 22
March 1890 from the press owned by Malankara Metropolitan H.G. Joseph Mar Dionysius of
the Orthodox Church. The name Malayala Manorama was chosen by the poet, Raghavan
Nambiar, Villuvarvattathu from Tiruvalla. Kerala Varma granted the symbol which is a part
of the Travancore kingdom symbol. In a period of two years, from the date of incorporation
until the publication commenced, the company witnessed several challenges. It also publishes
an information oriented monthly called 'Tell Me Why', a children's magazine on various
topics of general interest.

One bright morning, more than a century ago, the first joint stock publishing company
ofIndia came into being. It was founded by Kandathil Varghese Mappillai at Kottayam, a
small town in the princely state of Travancore, on March 14, 1888. The great poet Kerala
Varma named it Malayala Manorama. It turned out to be an enchanting, enduring name. The
company started with one hundred shares of Rs.100 each. The investors paid in four equal
instalments. The first instalment was good enough to buy a press. It was a small hand press, a
Hopkinson & Cope, made inLondon. The press was installed in a vacant building, which
would later become a school chapel. A local craftsman, Konthi Achari, made the types for the

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imported press. It was a Herculean task. Being phonetic, the Malayalam script had a few
hundred letters for the 53 vowels and consonants and their different combinations.

The first issue of Malayala Manorama appeared on March 22, 1890, while Kottayam was
hosting a highly popular cattle fair. It was a four-page weekly newspaper, published every
Saturday. There were a few other newspapers around, mostly organs of Christian churches.
But most people in Travancore did not have basic human rights. As Varghese Mappillai was
a man of letters, there was a profusion of poetic outpourings and literary debates in
Manorama. But its heart was with the underdogs. Its very first editorial was a fervent plea for
education of Pulayas, untouchables who could not even walk on public roads. It was the
voice of human dignity. Thus began Manorama's unflagging fight against injustice and
iniquity, and people grew close to it. Manorama grew with them, too. From a weekly it grew
into a bi- weekly in 1901, a tri-weekly in 1918 and a daily in 1928. Today, the daily is
published from eight centres in Kerala: Kottayam,Kozhikode, Kochi,Thiruvananthapuram,
Palakkad, Kannur, Kollam, Thrissur, Malappuram and Pathanamthitta. The new unit at
Malappuram was inaugurated in February, 2001. Manorama Online, the Internet portal was
inaugurated in20 June, 2003.

The fifty years from 1904 were eventful for MalayalaManorama. Those were years of
evolution, struggle, oblivion and glorious rebirth. After the death of Kandathil Varghese
Mappillai in 1904, his nephew K. C. Mammen Mappillai was the natural choice as Editor.
The uncle had groomed the nephew, who too was a teacher. And he proved a worthy
successor.

Mammen Mappillai built into Manorama the kind of grit and determination Indian journalism
had never witnessed before. He maintained the secular and literary tradition set by his uncle.
And he infused it with a newvigour, setting a lively style, starting columns for women and
children, and initiating debates on politics and industry. He made Manorama a powerful
catalyst of social change. He straddled diverse fields. He was a teacher, writer, legislator,
social reformer, banker, farmer, planter, industrialist, insurance baron..... He lived a full life
many times over in 80 years. The National & Quilon Bank under his chairmanship was one
of the most successful banks in India in the 1920s. The new Guardian of India Insurance
Company, which he founded, had an enviable reputation. Popularising rubber cultivation, he
gave Kerala's economy a new bounce. Rubber became the economic backbone of Kerala's
midlands. The champion of rubber was a man of steel in the Sree Moolam Legislative
Assembly and in the stormy conflicts in the Syrian Church. He played a pivotal role in the
abstention movement and struggle for civil rights and responsible government.

To break him, Travancore Diwan (prime minister) Sri C.P Ramaswamy Iyer broke his bank
by engineering a run on it in 1938. Everywhere his voice throbbed with the spirit of freedom.
Malayala Manorama was sealed and Mammen Mappillai jailed. All his property was
confiscated. The immediate provocation: Manorama had published a news item of deaths in
Neyyattinkara following a cruel Police firing by Sir.C.P's goons. He walked out of jail two
years later. His brother K.C. Eapen, who was arrested with him, was carried home dead.

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Mammen Mappillai built Manorama all over again. It eventually became the best-read
newspaper in India. Inaugurating Manorama's belated Diamond Jubilee celebrations in 1951,
Indian President Rajendra Parasad said: "I was much pleased to have an opportunity to
participate in the Diamond Jubilee celebrations of the MalayalaManorama. It was because I
thought it was not a celebration of the paper only, but a Diamond Jubilee celebration of the
services of its soul and life, Sri Mammen Mappillai." Mammen Mappillai breathed his last on
the last day of 1953. The Chief Minister of the united Travancore-Cochin State, A.J. John,
and his cabinet ministers led the funeral procession. And the people raised in his memory the
K.C. Mammen Mappillai Hall in Kottayam. It was poetic justice that the Memorial hall came
up where a park in the name of the Diwan had stood. Built in 1957, and rebuilt in 1997, this
beautiful edifice stands in perpetual tribute to a man who built an empire in human hearts.

SOCIAL RESPONSIBILITIES

MASCOM

Manorama School Of Communication,which is a leading school situated in kottayam district.

It is ranked 8th in India. This school offers diploma and graduation in journalism. Manorama
is moulding the youth for the country and for their requirements.

PALATHULLI

The Palathulli (English: Many a Drop) program is a water conservation campaign run by the
Malayala Manorama newspaper in Kerala, India, for raising awareness on the importance of
water conservation and rainwater harvesting.

The campaign included exhibitions and video shows which were organized throughout the
region.

The newspaper was awarded the 2005 IPDC-UNESCO Prize for Rural Communication.

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 PRODUCTION DEPARTMENT
DEPARTMENT CHART

LAYOUT DESIGN

Layout design followed by Malayala Manorama is line layout. Kozhikode unit consist of 2
printing units and of each consists of 6 machine s which are fixed in a straight line basis.
These six machines constitutes for one printing unit. The roll of paper is loaded from one side
of the layout and its get printed and folded, after that it‘s went to package and despatch
section.

Malayala Manorama group has using different types of printing machines such as Uniset,
Smartline, Choroset, Manugraph etc. for meeting their production requirements. Choroset
machine is using in the Kozhikode unit which can produce 20,000 newspapers with an hour.

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PRODUCTION PROCESS

Production process consist of 2 phases

 PRE-PRESS PHASE

 PRINTING PHASE

PRE-PRESS PHASE

Pre-press phase consists of 4 stages

1. Dummy preparation

2. Composing

3. Proof Reading

4. Scanning and Plate preparation

Pre-press phase is mainly controlled by the Editorial section as it includes mainly editorial
works. Scanning and plate preparation is done by the works staffs

Dummy Preparation

Dummy preparation means creating a dummy of the pages of the News paper pages. In this
stage the space of the pages is correctly allocated for news and advertisement. Each portion
of the page is allocated to specific reporters and they have to fill those areas with news in
stipulated time, advertisement area is filled by the space marketing section. Each of these
areas is termed as slug and each slug has its own different coded.

Composing

Composing is the next stage in the pre-press; alignment and intending of the pages and
articles are done in this stage, each of these activities had to be done based on the early
planned time.

Proof Reading

Proof reading is done by the Proof Readers which belongs to the Editorial section, Proof
reader critically reads the articles which are collected by the Reporters and needed
corrections will made to the article and will report to the Reporter

Scanning and Plate preparation

The photo which is relevant to an article was taken by the Reporter with the help of
Photographers in the Malayala Manorama these photos were scanned in this stage and loaded
to the photo slug area.

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Plate preparation is done after all the editorial work and scanning was over, the image which
created for a page using computer was imposed on an aluminum plate which this plate is
going to the press for printing the page

PRINTING PHASE

In the printing phase the normal printing of papers was done. Each paper printed will be as
per print order arranged by Circulation division, and in the press itself folded and packed then
conveyor belt, went to the Despatch section for despatching bundles.

LOADING

Malayala Manorama is a publishing house so their products are newspapers, periodicals and
books; so loading has to be done with at most care. Loading is take care by the loading
/unloading workers, these workers are on the contract basis with the company. The books or
news papers which are to be get loaded was packed neatly and coded by the despatch section
staffs. The workers make use of fork lift for loading. Loading was done under the super
vision of despatch supervisor

UNLOADING

Main item which need to be unloaded to the company was paper rolls and inks, these items
are unloaded on the supervision of the security and the storekeeper staff. Workers make use
of the fork lift for unloading. These paper rolls are imported from the Canada and Russia and
ink from Japan; so unloading has to be done with at most care

SCHEDULING

Production department functions around a clock by day and night shifts. Shifts constitutes of
8 hours including 1 hour lunch break. Morning shifts take care of the maintenance duty of the
press and night shift do the printing works. The workers are scheduled in such a way that the
day shift workers have to do the night shift next week and this goes on a cyclic basis with one
day off in a week.

Scheduling is an important tool for manufacturing and engineering, where it can have a major
impact on the productivity of a process. In manufacturing, the purpose of scheduling is to
minimize the production time and costs, by telling a production facility what to make, when,
with which staff, and on which equipment. Production scheduling aims to maximize the
efficiency of the operation and reduce costs.

Production scheduling tools greatly outperform older manual scheduling methods. These
provide the production scheduler with powerful graphical interfaces which can be used to
visually optimize real-time work loads in various stages of production, and pattern
recognition allows the software to automatically create scheduling opportunities which might
not be apparent without this view into the data. For example, an airline might wish to
minimize the number of airport gates required for its aircraft, in order to reduce costs, and

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scheduling software can allow the planners to see how this can be done, by analyzing time
tables, aircraft usage, or the flow of passengers.

Companies use backward and forward scheduling to allocate plant and machinery resources,
plan human resources, plan production processes and purchase materials.

Forward scheduling is planning the tasks from the date resources become available to
determine the shipping date or the due date.

Backward scheduling is planning the tasks from the due date or required-by date to determine
the start date and/or any changes in capacity required.

The benefits of production scheduling include:

Process change-over reduction

Inventory reduction, leveling
Reduced scheduling effort
Increased production efficiency
Labor load leveling
Accurate delivery date quotes
Real time information

INVENTORY MANAGEMENT

The main inventories in the company were paper rolls, inks, spares and loose tools. FIFO
method was used for the inventories. There is a chance of damages when the paper rolls when
stored for a long period so they are following FIFO strategy. There will be no work in
progress in the printing process.

Inventory is a list for goods and materials, or those goods and materials themselves, held
available in stock by a business. It is also used for a list of the contents of a household and for
a list for testamentary purposes of the possessions of someone who has died. In accounting
inventory is considered an asset.

Inventory management is primarily about specifying the size and placement of stocked
goods. Inventory management is required at different locations within a facility or within
multiple locations of a supply network to protect the regular and planned course of
production against the random disturbance of running out of materials or goods. The scop e of
inventory management also concerns the fine lines between replenishment lead time, carrying
costs of inventory, asset management, inventory forecasting, inventory valuation, inventory
visibility, future inventory price forecasting, physical inventory, available physical space for
inventory, quality management, replenishment, returns and defective goods and demand
forecasting. Balancing these competing requirements leads to optimal inventory levels, which
is an on-going process as the business needs shift and react to the wider environment.

[20]
Inventory management involves a retailer seeking to acquire and maintain a proper
merchandise assortment while ordering, shipping, handling, and related costs are kept in
check.

Systems and processes that identify inventory requirements, set targets, provide
replenishment techniques and report actual and projected inventory status.

Handles all functions related to the tracking and management of material. This would include
the monitoring of material moved into and out of stockroom locations and the reconciling of
the inventory balances. Also may include ABC analysis, lot tracking, cycle counting support
etc.

Management of the inventories, with the primary objective of determining/controlling stock

levels within the physical distribution function to balance the need for product availability
against the need for minimizing stock holding and handling costs.

BUSINESS INVENTORY

THE REASONS FOR KEEPING STOCK

There are three basic reasons for keeping an inventory:

1. Time - The time lags presetainties in demand, supply and movements of goods.
2. Economies of scale - Ideal condition of "one unit at a time at a place where a user
needs it, when he needs it" principle tends to incur lots of costs in terms of logistics.
So bulk buying, movement and storing brings in economies of scale, thus inventory.

All these stock reasons can apply to any owner or product stage.

Buffer stock is held in individual workstations against the possibility that the
upstream workstation may be a little delayed in long setup or change over time. This
stock is then used while that changeover is happening. This stock can be eliminated
by tools like SMED.

These classifications apply along the whole Supply chain, not just within a facility or plant.

Where these stocks contain the same or similar items, it is often the work practice to hold all
these stocks mixed together before or after the sub-process to which they relate. This 'reduces'
costs. Because they are mixed up together there is no visual reminder to operators of the
adjacent sub-processes or line management of the stock, which is due to a particular cause
and should be a particular individual's responsibility with inevitable consequences. Some
plants have centralized stock holding across sub-processes, which makes the situation even
more acute.

[21]
 RAW MATERIALS - materials and components scheduled for use in making a
product.
FINISHED GOODS - goods ready for sale to customers.

MATERIAL REQUIREMENTS PLANNING (MRP)

Malayala Manorama was not following MRP techniques till date. As per their strategy they
had a steady demand for materials so they stored the materials. At the time when I was been
there they had a collection of paper rolls which will meet the requirement for next two
months. The rate of the paper rolls are increasing day by day so it is good to store the rolls
with cheap price of today than the increased price of tomorrow.

Material requirements planning (MRP) is a production planning and inventory control system
used to manage manufacturing processes. Most MRP systems are software-based, while it is
possible to conduct MRP by hand as well.

An MRP system is intended to simultaneously meet three objectives:

Ensure materials and products are available for production and delivery to customers.
Maintain the lowest possible level of inventory
Plan manufacturing activities, delivery schedules and purchasing activities.

RESEARCH AND DEVELOPMENT

Research and Development wing of Malayala Manorama is a centralized department. This

department is functioning in the Kottayam unit only; where is the head office of Malayala
Manorama. Innovating ideas are generated by the R&D department and dissimilate to all the
units under the Malayala Manorama group. In times the R&D Department looks after a
specific unit and develops new idea to attain advantage in the area of that unit. R&D
department is under the control of top management itself. This R&D department has 2 wings;

TECHNICAL DEVELOPMENT

PRODUCT AND MARKET DEVELOPMENT

Technical development wing of R&D studies about the new technologies and update the
current technology with most sophisticated technology with take into consideration of the
requirements

Product and Market development wing of R&D studies about the market and what are all the
ways to improve the products under the Malayala Manorama group. The work of this
department being praised in time by the management which help to achieve a competitive
advantages over the competitors and to becomes the first regional news paper in India with a
circulation of more than 19,00,000 copies.

[22]
New product design and development is more often than not a crucial factor in the survival of
a company. In an industry that is fast changing, firms must continually revise their design and
range of products. This is necessary due to continuous technology change and development
as well as other competitors and the changing preference of customers.

A system driven by marketing is one that puts the customer needs first, and only produces
goods that are known to sell. Market research is carried out, which establishes what is
needed. If the development is technology driven then it is a matter of selling what it is
possible to make. The product range is developed so that production processes are as efficient
as possible and the products are technically superior, hence possessing a natural advantage in
the market place.

R&D has a special economic significance apart from its conventional association with
scientific and technological development. R&D investment generally reflects a government's
or organization's willingness to forgo current operations or profit to improve future
performance or returns, and its abilities to conduct research and development.

TOTAL QUALITY MANAGEMENT

Malayala Manorama will not ever compromise with their quality. To assure quality in the
news paper they introduced ‗GREY BAR‘. The persons who had knowledge about this
technique can identify the quality of the printing by looking into this Grey Bar. For the
purpose of improving the quality alone they are using the imported papers and inks.

Total Quality Management (or TQM) is a management concept coined by W. Edwards

Deming. The basis of TQM is to reduce the errors produced during the manufacturing or
service process, increase customer satisfaction, streamline supply chain management, aim for
modernization of equipment and ensure workers have the highest level of training. One of the
principal aims of TQM is to limit errors to 1 per 1 million units produced. Tota l Quality
Management is often associated with the development, deployment, and maintenance of
organizational systems that are required for various business processes.

AUDITING AND INSPECTION

Malayala Manorama had an internal auditing system with the staffs of the Malayala
Manorama itself. Auditing staffs of the Malayala Manorama was belongs to the head office
which situated in the Kottayam. The internal auditor audits the accounts, resources and
human resource also.

ABC (Audit Bureau of Circulation) is a national organization and audits the copies of every
publishing house and disclose the circulation details to the public. The word of the ABC is
final in India in the matter of the circulation. In past so many decades ABC successfully
audited the copies of Malayala Manorama and ranked the number one regional news paper in
India.

[23]
Malayala Manorama brand has also had the ‗SUPER BRAND‘ award in their kitty for past
10 years. Super brand requirements and inspections are also faced successfully by Malayala
Manorama for years.

AVOIDENCE OF ACCIDENTS

In addition to the quality Malayala Manorama give importance to the safety of the workers
also. Workers in the production department has prone to moving machines has a great risk of
accidents. The workers had given training to handle the machines with safety and to reduce
the accidents. Accident is the son of carelessness, so care should be taken from the workers
level to avoid the accidents.

SAFETY MEASURES

While we look at the safety side we can see that there is centra lized fires extinguish system,
which will function automatically when any fire was happened in the building. Also there is
an automatic switching system for machines to protect the workers from the electronic shock
hazard. This will automatically switched to off state when will any short circuit occurs.

Company had a first aid kit which is available to the employees and it includes the following
medicines

Crocin/paracetamol

Gelusil

Vicks vapourub

Amurthanjan

Iodex (pain balm)

Cotton

Plaster

Dettol

Benzoin

Burnol

Bandage cotton

Scissors

Neosprin powder

Pain relief spray

[24]
MACHINERY MAINTAINANCE

Machinery maintenance was done by the workers in the production department itself. Usually
the printing of news paper will starts by 7.30 pm. (Pull outs) hence main issue printing by
should be started around 10.30 and so.

Maintenance of machinery was completed by day shift workers of the production department.
Workers are trained to do the ground level maintenance and four mechanical engineers; two
for day time and two for nights are readily available around the clock.

QUALITY POLICIES

As Malayala Manorama is an ISO certified company they have to follow the quality policies
of the International Organizations of Standards. Apart from this the company has its own
quality policies, reduce the mistakes to 1% to a page is an hurdle for many national
publishing companies but it was followed quite easily done by the company for past many
decades. As I mentioned earlier ‗GREY BAR‘ was introduced by the Malayala Manorama to
assure the quality of printing for the subscribers.

PRODUCT STANDARDS

Malayala Manorama is the only regional news paper in India of vast circulation than any
other papers. They serve the customers with international standard product.

Normally paper printed in the press is of three categories

Good

Acceptable

Bad

Other papers circulate the good as well as the acceptable category of papers to the public, so
they can reduce the wastage and increase the profit. In this case Malayala Manorama
circulate only the good category papers to the readers and maintain the belief of the
customers in the Malayala Manorama brand.

BENCHMARKING

Benchmarking involves management identifying the best firms in their industry, or any other
industry where similar processes exist, and comparing the results and processes of those
studied (the "targets") to one's own results and processes to learn how well the targets
perform and, more importantly, how they do it.

Malayala Manorama has done benchmarking with international brands of publishing houses
on the basis of the product quality only, they constantly work to improve their standards

[25]
Benchmarking is the process of comparing one's business processes and performance metrics
to industry bests and/or best practices from other industries. Dime nsions typically measured
are quality, time, and cost. Improvements from learning mean doing things better, faster, and
cheaper.

Benchmarking involves management identifying the best firms in their industry, or any other
industry where similar processes exist, and comparing the results and processes of those
studied (the "targets") to one's own results and processes to learn how well the targets
perform and, more importantly, how they do it.

The term benchmarking was first used by cobblers to measure people's feet for shoes. They
would place someone's foot on a "bench" and mark it out to make the pattern for the shoes.
Benchmarking is most used to measure performance using a specific indicator (cost per unit
of measure, productivity per unit of measure, cycle time of x per unit of measure or defects
per unit of measure) resulting in a metric of performance that is then compared to others.

Also referred to as "best practice benchmarking" or "process benchmarking", it is a process

used in management and particularly strategic management, in which organizations evaluate
various aspects of their processes in relation to best practice companies' processes, usually
within a peer group defined for the purposes of comparison. This then allows organizations to
develop plans on how to make improvements or adapt specific best practices, usually with the
aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is
often treated as a continuous process in which organizations continually seek to improve their
practices.

JAPANESE TECHNOLOGIES

5s, abbreviated from the Japanese words SEIRI, SEITON, SEISON, SEIKETSU, and
SHITSUKE are simple but effective methods to organize the workplace.

The 5s, translated into English are housekeeping, workplace organization, cleanup, keep
cleanliness, and discipline.

HOUSEKEEPING [SEIRI]: Separate needed items from unneeded items. Keep only what is
immediately necessary item or the shop floor.

WORKPLACE ORGANIZATION [SEITON] : Organize the workplace so that needed items

can be easily and quickly accessed. A place for everything in its place.

CLEANUP [SEISON]: Sweeping, washing, and cleaning everything around working area
immediately.

CLEANLINESS [SEIKETSU]: keep everything clean for a constant state of readiness.

DESICIPLINE [SHITSUKE]: Everyone understands, obeys, and practice the rules when in
the plant.

[26]
POTENTIAL BENEFITS OF 5S

Sales – increase sales [market share].

Savings – Save costs.

Safety – Provide a safety working environment.

Standardization – Standardization the operating procedure.

Satisfaction – Employees and customers satisfaction.

NEW PRODUCT DEVELOPMENT PROCESS

Innovations and new product development s under the supervision of the R&D department
which is in the Kottayam.

THE PROCESS

1. IDEA GENERATION is often called the "fuzzy front end" of the NPD process
o Ideas for new products can be obtained from basic research using a SWOT
analysis (Strengths, Weaknesses, Opportunities & Threats), Market and
consumer trends, company's R&D department, competitors, focus groups,
employees, salespeople, corporate spies, trade shows, or Ethnographic
discovery methods (searching for user patterns and habits) may also be used to
get an insight into new product lines or product features.
o Idea Generation or Brainstorming of new product, service, or store concepts -
idea generation techniques can begin when you have done your
OPPORTUNITY ANALYSIS to support your ideas in the Idea Screening
Phase (shown in the next development step).
2. IDEA SCREENING
o The object is to eliminate unsound concepts prior to devoting resources to
them.
o The screeners should ask several questions:
 Will the customer in the target market benefit from the product?
 What is the size and growth forecasts of the market segment/target
market?
 What is the current or expected competitive pressure for the product
idea?
 What are the industry sales and market trends the product idea is based
on?
 Is it technically feasible to manufacture the product?
 Will the product be profitable when manufactured and delivered to the
customer at the target price?

[27]
3. CONCEPT DEVELOPMENT AND TESTING
o Develop the marketing and engineering details
 Investigate intellectual property issues and search patent data bases
 Who is the target market and who is the decision maker in the
purchasing process?
 What product features must the product incorporate?
 What benefits will the product provide?
 How will consumers react to the product?
 How will the product be produced most cost effectively?
 Prove feasibility through virtual computer aided rendering, and rapid
prototyping
 What will it cost to produce it?
o Testing the Concept by asking a sample of prospective customers what they
think of the idea. Usually via Choice Modelling.
4. BUSINESS ANALYSIS
o Estimate likely selling price based upon competition and customer feedback
o Estimate sales volume based upon size of market and such tools as the Fourt-
Woodlock equation
o Estimate profitability and breakeven point
5. BETA TESTING AND MARKET TESTING
o Produce a physical prototype or mock- up
o Test the product (and its packaging) in typical usage situations
o Conduct focus group customer interviews or introduce at trade show
o Make adjustments where necessary
o Produce an initial run of the product and sell it in a test market area to
determine customer acceptance
6. TECHNICAL IMPLEMENTATION
o New program initiation
o Finalize Quality management system
o Resource estimation
o Requirement publication
o Publish technical communications such as data sheets
o Engineering operations planning
o Department scheduling
o Supplier collaboration
o Logistics plan
o Resource plan publication
o Program review and monitoring
o Contingencies - what- if planning
7. COMMERCIALIZATION (often considered post-NPD)
o Launch the product
o Produce and place advertisements and other promotions
o Fill the distribution pipeline with product
o Critical path analysis is most useful at this stage

[28]
 8. NEW PRODUCT PRICING
o Impact of new product on the entire product portfolio
o Value Analysis (internal & external)
o Competition and alternative competitive technologies
o Differing value segments (price, value, and need)
o Product Costs (fixed & variable)
o Forecast of unit volumes, revenue, and profit

These steps may be iterated as needed. Some steps may be eliminated. To reduce the time
that the NPD process takes, many companies are completing several steps at the same time
(referred to as concurrent engineering or time to market). Most industry leaders see new
product development as a proactive process where resources are allocated to identify market
changes and seize upon new product opportunities before they occur (in contrast to a reactive
strategy in which nothing is done until problems occur or the competitor introduces an
innovation). Many industry leaders see new product development as an ongoing process
(referred to as continuous development) in which the entire organization is always looking
for opportunities.

[29]
 FINANCE DEPARTMENT
DEPARTMENT CHART

TYPES OF ASSETS AND LIABILITIES

ASSETS

Current assets

Fixed assets

Fictitious assets

Contigeneous assets

LIABILITIES

Current liabilities

Fixed liabilities

Loans and mortgages

[30]
INVESTMENTS

Investments are mainly in machinery and in buildings. In spite of these Malayala Manor ama
cares their employees as a partner and also made investment for their development.

SOURCES OF FUNDS / RESOURCES

Sources of funds are mainly from space marketing and from the sale of the dailies and the
periodicals. Funds from those sources are effectively utilized and make profit from that.

Resources are well spread over all the units.

TAX PAYMENT

Mainly they are paying Income tax, Value Added tax and Sales tax. These are paid after the
ending of a financial year.

FRINGE BENEFITS GIVEN TO THE EMPLOYEES

Medical reimbursement.

Funeral assistance.

Educational loan.

Housing loan.

Marriage gifts.

Assistance in the form of cash when an employee met with an accident.

Free subscription of selected periodicals to the employees.

Discounted subscription of selected journals to the employees.

Company vehicle and flat for J-Staffs

Payment of electricity bill and phone bills for J-Staffs

1. Personal Health Care (Regular medical check- ups): Some of the companies provide the
facility for extensive health check-up

2. Flexi-time: The main objective of the flextime policy is to provide opportunity to

employees to work with flexible working schedules. Flexible work schedules are initiated by
employees and approved by management to meet business commitments while supporting
employee personal life needs

3. Employee Assistance Programs: Various assistant programs are arranged like external
counseling service so that employees or members of their immediate family can get
counseling on various matters.

[31]
 4. Harassment Policy: To protect an employee from harassments of any kind, guidelines are
provided for proper action and also for protecting the aggrieved employee.

5. Maternity & Adoption Leave – Employees can avail maternity or adoption leaves.
Paternity leave policies have also been introduced by various companies.

6. Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance

coverage of employees for expenses related to hospitalization due to illness, disease or injury
or pregnancy.

7. Employee Referral Scheme: In several companies employee referral scheme is

implemented to encourage employees to refer friends and relatives for employment in the
organization.

BALANCE SHEET

LIABILITIES AMOUNT AMOUNT ASSETS AMOUNT AMOUNT

FIXED ASSETS:

Capital A/C Xxx Vehicle Purchase xxx

Reserves & Liabilities Xxx Building A/C xxx
LOANS
(LIABILITIES): Cell Phone Purchase xxx

Bank O/D A/C Xxx Computer A/C xxx

Secured Loan Xxx Xxx Electrical & Fitting A/C xxx
CURRENT
LIABILITIES: Furniture & Fittings A/C xxx

Duties & Taxes Xxx Plant & Machinery Purchase A/C xxx xxx
Provisions Xxx
Sundry Creditors Xxx Investments xxx
Marketing Tour
Advance Xxx Xxx CURRENT ASSETS:
I.F.S.T. DEFERAL
SCHEME: Closing Stock xxx
SHARE ADVANCE: Deposit (Asset) xxx

MD Share Advance Xxx Loans & Advance (Asset) xxx

Sundry Debtors xxx

[32]
PROFIT & LOSS
A/C

Opening Balance Cash- in-hand xxx

Current periods Xxx Bank A/c xxx xxx
(-) Transferred Xxx Xxx

MISC.EXPENSES (ASSETS):

Insurance prepaid A/C xxx

ISO & ISI Expenses Paid A/C xxx
Non Operating Expenses A/C xxx xxx

Total Xxx Total xxx

Malayala Manorama Private LTD.

Consolidated Balance Sheet

Current Assets Dec. 31, 2001 Dec. 31, 1999

Cash & Equivalents $1,819,000,000 $1,611,000,000

Short Term Investments $73,000,000 $201,000,000

Receivables $1,757,000,000 $1,798,000,000

Inventories $1,066,000,000 $1,076,000,000

Pre-Paid Expenses $1,905,000,000 $1,794,000,000

Total Current Assets $6,620,000,000 $6,480,000,000

Long Term Assets $8,129,000,000 $8,916,000,000

Property, Plant, & Equipment $4,168,000,000 $4,267,000,000

[33]
Goodwill $1,917,000,000 $1,960,000,000

Total Assets $20,834,000,000 21,623,000,000

Current Liabilities

Accounts Payable $9,300,000,000 $4,483,000,000

Short Term Debt $21,000,000 $5,373,000,000

Total Current Liabilities $9,321,000,000 $9,856,000,000

Long-Term Liabilities

Long-Term Debt $835,000,000 $854,000,000

Other Liabilities $1,004,000,000 $902,000,000

Deferred Long Term Liability Charges $358,000,000 $498,000,000

Total Liabilities $11,518,000,000 $12,110,000,000

Shareholders' Equity

Common Stock $870,000,000 $867,000,000

Retained Earnings $21,265,000,000 $20,773,000,000

Treasury Stock ($13,293,000,000) ($13,160,000,000)

Capital Surplus $3,196,000,000 $2,584,000,000

Other Stockholder Equity ($2,722,000,000) ($1,551,000,000)

Total Stockholder Equity $9,316,000,000 $9,513,000,000

WORKING CAPITAL MANAGEMENT

Capital required to meet the daily operations which we called as the working capital is
allocated by the finance department through the production department.

[34]
ANNUAL REPORT

An annual re port is a comprehensive report on a company's activities throughout the

preceding year. Annual reports are intended to give shareholders and other interested people
information about the company's activities and financial performance. Most jurisdictions
require companies to prepare and disclose annual reports, and many require the annual report
to be filed at the company's registry. Companies listed on a stock exchange are also required
to report at more frequent intervals (depending upon the rules of the stock exchange
involved).

ANNUAL REPORT OF MALAYALA MANORAMA

NOTICE OF ANNUAL GENERAL MEETING (AGM): - All special resolutions that are
sought to be passed at AGM require explanatory statement. These are drafted in non-legal
language giving the rationale or background to special resolutions sought to be passed.
Investors should go through the explanatory statement carefully.

Director's Report: - Director's report is a report submitted by the directors of a company to

its shareholders, appraising them of the performance of the company under its direction. It is
an exercise of self-evaluation. Director's report expresses the opinion of directors on the state
of the company, explains performance and the financial results, discusses company's plans
for expansion, diversification or modernization, tells about appropriation of profits,
elaborates company's future prospects and plans for investments. It is a synopsis of the
company's activities during the year and during the interim period between the date of the
balance sheet and date of the annual report. Director's report should take the investors into
confidence by providing useful insights into the activities of the business, more than what the
financial statements provide.

Director's report is valuable and if read intelligently, give s the investor good sense of
company's working, its problems and future prospects.

Chairman's statement: - It is an important medium through which company's management

communicates with its shareholders, prospective investors and others interested in the
performance and prospects of the company. Highlights of the company's performance, future
plans, industrial relations, company's position in the industry, research and development
efforts, etc. Investors should make a thorough study of such statements.

Auditors Report: - Every company is subject to audit and an auditor makes a report to the
members of the company on its state of affairs. It is a comment on accounts and on balance
sheet and profit and loss account and other documents attached to the financial statements,
which are laid in the AGM. Auditors report to shareholders contains an opinion as to whether
the financial statements present a true and fair view of the state of affairs of the company, in
case of a balance sheet and of profit or loss in case of profit and loss account. They also
report whether the books of accounts are in agreement and whether there is any deviation
from generally accepted accounting principles. It indicates the areas to which shareholders

[35]
and investors must give due attention while assessing the financial strength of the company
whose securities are being considered for investment.

Annual Accounts:- According to section 210 of the Companies Act, 1956, the Board of
Directors of the Company shall at every annual general meeting, lay before the company-

Balance Sheet as at the end of each accounting year which is generally the financial year.
Profit and loss account for that period.

These financial statements are prepared to know the financial results of the company and
provide information on financial position, performance and changes therein that are useful to
various segments of the society such as present and potential investors, employees, suppliers,
creditors, lenders, customers, Governments, banks and others.

Balance Sheet: - Balance sheet reflects the financial condition of a business at a given point
of time and it contains the aggregate figures of assets and liabilities under various heads. It
shows the sources of funds which a business has and the uses to which these funds have been
applied.

An investor should look for the following in a balance sheet:

Net worth This indicates the size of the company in terms of the wealth that it owns.

Reserves to equity ratio Indicates the inherent Reserves and strength of the company.
However, "revaluation resources" and "share premium" which are not in the nature of
"earnings ploughed back" need to be excluded.

Debt/Equity ratio A very high or a very low debt/equity ratio are both not very positive
indicators. A high debt/equity ratio, (say beyond 1:5 for most industries) would signify heavy
borrowings which would then need to be analyzed in respect of the uses of the borrowed
funds-Has the money gone to a fund losses, to the fund working capital or to build or to build
assets?

A very low gearing (Debt/Equity ratio) could indicate either a very passive management
which is not making the shareholders funds work hard enough or could indicate a situation
where costly equity funds have been used, in lieu of cheaper debt funds to fund the
company's business which once again would not be very healthy for the company in long run.

Quick ratio Current Assets (except loans and advances)/current liabilities (except tax
provision). This ratio does remain one of the important indicators of the short-term solvency
and liquidity of the company.

Fixed assets Look out for hidden resources say, in the form of land/building not currently in
use by the company (say residential premises) where the book value is substantially below
the current market value. Likewise watch out for intangible assets such as goodwill and assets
taken on hire-purchase which are, strictly speaking not owned by the company, as yet.

[36]
Investments In case of investments in quoted instruments, the difference between the market
value and the book value would represent hidden profit/losses which need to be considered.

Loans and advances Large loans given to group companies or subsidiaries, etc. could
indicate diversion of company's funds into uses which may not be generating suitable returns.

Miscellaneous expenditure (to the extent not written off or adjusted) this head is
increasingly becoming the favorite playground for the creative accountant where expenses
with debatable future value (such as launch advertising or research expenses) are parked.
Hence this head would also merit closer scrutiny by astute balance sheet readers.

Schedules Schedule to accounts contain details and information which cannot be

conveniently included in balance sheet. Schedules are annexed to main accounts and they act
as the storehouse of information so essential for a critical examination of the financial
strength of the company.

Profit and loss account: - It contains the statement of profitability for a certain period taking
into account the revenue, the aggregate of income generated through sales as also other
sources, earned by business during that period and the expenses incurred in earning the
revenue. The excess of income over expenses is profit and excess of expenses over income
constitutes loss. Profit and loss account also gives gross profit, net profit, profit before
taxation and after taxation and appropriations for provisions for dividends and other.

The particulars are to be as per Schedule VI of the Companies Act clearly disclosing the
expenditure under four broad heads:

Operating or manufacturing expenses, administrative expenses, selling and distribution

overheads and financial expenses.

Operating profit is arrived at by deducting all expenditure except interest, deprecation and tax
from net sales and value of stock. Profit less depreciation is Profit before tax. Cash profits
can be arrived at by adding depreciation to net profit. The dividend distribution is done out of
net profits and the balance is carried over to reserves. It should be checked whether the
dividend has been paid out of current profits earned out of business or other income or
reserves.

Gross profit and operating profit margin should also be studied in Profit and loss account.
The operating profit divided by net sales would give us operating margin. Gross margin is the
gross profit as a percentage of net sales. If operating margins are high, we can say that
company's operations have become more efficient. A fall in margin would reflect increased
costs or reduction in selling prices of products.

Cash flow statement: - Balance sheet and profit and loss account prepared on the basis of
accounting norms and principles contain certain non-cash items. It is sometimes difficult to
evaluate the liquidity strength of a company. An analysis of cash flow statement tells us what
is the company's cash earnings, how the company is being financed and how the company is
utilizing its funds. It reflects the cash sources and their application and shows how the deficit

[37]
has been financed or where the excess cash has been parked. Investors should examine the
flow statement as it tells where the funds have come from and how it has been utilized the
statement begins with cash in hand at the beginning of the year. To this are added sources and
amounts of funds received and closing balance of cash sources is arrived at by deducting the
application of funds.

Thus, it can be said that the annual report is a document containing the blue print of
company's business activities, performance and financial indicators along with management's
and auditor's attestation - perhaps which can not be overlooked by a sincere investor.

PRICE LIST

SL:NO: ITEMS RATE

1 Malayala Manorama daily ( Malayalam ) Rs 4

2 Manorama weekly ( Malayalam ) Rs 5

3 Bhashaposhini ( Malayalam ) Rs 50

4 Year book Rs 150

5 Onam annual ( Malayalam ) Rs 30

6 Vijayaveedi ( Malayalam ) Rs 10

7 Thozhilveedi ( Malayalam ) Rs 10

8 Vanitha ( Malayalam ) Rs 20

9 Balarama ( Malayalam ) Rs 10

10 Karshakashree ( Malayalam ) Rs 15

11 Kalikudukka ( Malayalam ) Rs 20

12 Balarama amar chithrakatha ( Malayalam ) Rs 5

13 Balarama digest ( Malayalam ) Rs 15

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14 Magic pot ( English ) Rs 25

15 Knowledge adventure CD-ROM Rs 400

16 Kids adventure CD-ROM Rs 350

17 English year book ( English ) Rs 450

18 The week ( English ) Rs 40

19 Hindi year book Rs 300

20 Hindi vanitha Rs 40

21 Tamil year book Rs 400

22 Bengali year book Rs 400

23 Malayala Manorama calendar Rs 20

24 Malayala Manorama diary Rs 80

25 The week diary Rs 100

26 Swayamvaram ( Malayalam ) Rs 40

27 Paarpidam ( Malayalam ) Rs 20

28 Sreeman ( Malayalam ) Rs 50

29 The man ( English ) Rs 100

30 Ente Malayalam ( Malayalam ) Rs 50

31 Hasta VCD: Rs 400

32 Manorama music: ______

33 Vanitha aarogyam ( Malayalam ) Rs 30

34 Vishu kani ( Malayalam ) Rs 40

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35 Higher education directory Rs 120

36 Vanitha fashion ( Malayalam ) Rs 50

37 Vanitha panchakom ( Malayalam ) Rs 20

38 Vanitha annual ( Malayalam ) Rs 60

39 Thiruvabharanam ( Malayalam ) Rs 40

40 Onam ponnonam ( Malayalam ) Rs 30

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 HUMAN RESOURCE DEPARTMENT
DEPARTMENT CHART

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SOURCES OF RECRUITMENT

THEIR REQUIREMENTS

Malayala Manorama has required employees mainly to the following categories

Managerial staffs

Journalists

Non journalists

o Clerical staffs

o Workers

Every organization has the option of choosing the candidates for its recruitment processes
from two kinds of sources: internal and external sources. The sources within the organization
itself (like transfer of employees from one department to other, promotions) to fill a position
are known as the internal sources of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the external sources of the recruitment.

[42]
SOURCES OF RECRUITMENT (EXTERNAL)

1. PRESS ADVERTISEMENTS

Advertisements of the vacancy in newspapers and journals are a widely used source of
recruitment. The main advantage of this method is that it has a wide reach.

2. EDUCATIONAL INSTITUTES

Various management institutes, engineering colleges, medical Colleges etc. are a good source
of recruiting well qualified executives, engineers, medical staff etc. They provide facilities
for campus interviews and placements. This source is known as Campus Recruitment.

3. PLACEMENT AGENCIES

Several private consultancy firms perform recruitment functions on behalf of client

companies by charging a fee. These

Agencies are particularly suitable for recruitment of executives and specia lists. It is also
known as RPO (Recruitment Process Outsourcing)

4. EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the country. These

exchanges provide job information to job seekers and help employers in identifying suitable
candidates.

5. LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close contacts with the
sources of such workers. This source is used to recruit labour for construction jobs.

6. UNSOLICITED APPLICANTS

Many job seekers visit the office of well-known companies on their own. Such callers are
considered nuisance to the daily work routine of the enterprise. But can help in creating the
talent pool or the database of the probable candidates for the organization.

7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of the organization
can refer their friends and relatives for some position in their organization. Also, the office
bearers of trade unions are often aware of the suitability of candidates. Recruitment
Management can inquire these leaders for suitable jobs. In some organizations these are
formal agreements to give priority in recruitment to the candidates recommended by the trade
union.

[43]
8. RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed whenever a
permanent worker is absent. More efficient among these may be recruited to fill permanent
vacancies.

METHODS OF SELECTION

Excellent employee selection starts with the main elements of the job description and the
success factors. With the job parameters, responsibilities and skills/knowledge and abilities
lay out, the interview assessment becomes much straight forward. The next step is to define
which elements are most important and rank or weight them accordingly. 3-4 from each
section is sensible and do this before interviewing the candidates.

If your interview includes using a panel method, have each person grade/rank the candidates
separately. This is done with an interview evaluation form. Be sure that each panelist keeps
notes from every interview in the employee selection process so as not to confuse the
strengths and weaknesses of candidates.

OTHER CONSIDERATIONS

If you chose to use a pre-employment assessment such as a personality test you can fold that
into the overall judging of employees. There are a number of other pre-employment screening
tests that are available. Choose the ones that make sense for your company.

The final results can be a tabulated score of each candidate's grade or ranking. Of course
there are intangibles that can enter the equation in any method chosen. A final meeting of the
minds to discuss the numbers and the intangibles is often the final step in the employee
selection process. With the graded/ranked criteria, often minor differences in 2 top candidates
can be distinguished.

Managerial staffs : Purely on merit through group discussion and personal interview. For
marketing and circulation MBA has preference.

Journalists: Through tests and literary interview. Only post graduates are admitted to that
post. Lateral entry from other organization also will be done.

Non journalists: Children of present employees are give preference, they are taken and
trained and placed in the organization.

TRAINING AND DEVELOPMENT FOR EMPLOYEES

Malayala Manorama conduct regular training & development programs for all levels of their
employees, i.e. Senior Management to lowest level workers regularly. Freshly appointed
persons are first vigorously trained and then only they will be placed in the job. Workers in
the printing section are trained in such a way that they can handle the failures of the printing
machines their self.

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TRAINING

This activity is both focused upon, and evaluated against, the job that an individual currently
holds.

EDUCATION

This activity focuses upon the jobs that an individual may potentially hold in the future, and
is evaluated against those jobs.

DEVELOPMENT

This activity focuses upon the activities that the organization employing the individual, or
that the individual is part of, may partake in the future, and is almost impossible to evaluate.

The "stakeholders" in training and development are categorized into several classes. The
sponsors of training and development are senior managers. The clients of training and
development are business planners. Line managers are responsible for coaching, resources,
and performance. The participants are those who actually undergo the processes. The
facilitators are Human Resource Management staff. And the providers are specialists in the
field. Each of these groups has its own agenda and motivations, which sometimes conflict
with the agendas and motivations of the others.

The conflicts are the best part of career consequences are those that take place between
employees and their bosses. The number one reason people leave their jobs is conflict with
their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr.
John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by
making the boss look stupid." Training an employee to get along well with authority and with
people who entertain diverse points of view is one of the best guarantees of long-term
success. Talent, knowledge, and skill alone won't compensate for a sour relationship with a
superior, peer, or customer.

TRAINING NEED ANALYSIS

Training need analysis is done once in every 3 years along with the annual performance
appraisal during January - February. For technical staffs if there is any advancement in the
technology then they will trained on war basis.

Training Analysis (sometimes called Training Needs Analysis (TNA)) is the formal process
of identifying the training gap and its related training need.

1 INTRODUCTION

2 DESIGN INTEGRATED TRAINING ANALYSIS

3 TRAINING ANALYSIS PROCESS

[45]
INTRODUCTION

Training can be described as ―the acquisition of skills, concepts or attitudes that result in
improved performance within the job environment‖. Training analysis looks at each aspect of
an operational domain so that the initial skills, concepts and attitudes of the human elements
of a system can be effectively identified and appropriate training can be specified.

DESIGN INTEGRATED TRAINING ANALYSIS

K Tara Smith proposed and developed tools and methods for an integrated approach Design
Integrated Training Analysis, where the trade-offs between design and training are both
assessed in the light of the understanding of the operational tasks. This is being followed in
Malayala Manorama

This approach also used information regarding recorded critical incidents to review proposed
training and to provide traceability between hazards and training.

TRAINING ANALYSIS PROCESS

Over the last 20 years the critical nature of the man- in-the-loop has changed from simply
manual dexterity and procedural operation to a state in which their decision making,
cognitive abilities, data assimilation, communication skills, and attitude are all crucial. In
addition the job structure of the personnel operationally involved with modern systems has
diversified in direct proportion to the complexity of the technology. This has fuelled the need
for a formal approach.

The task of training can be broken down into a number of discrete components, each
addressing a different part of the overall learning process. This breakdown is as follows:-

Psycho- motor Skills

Procedural Skills

Knowledge Transfer

Communication Skills

Colossal Thinking

Attitude Learning

Performance training.

The role of training analysis is to build a formal bridge between the available design data and
the training media and training objectives, in order to facilitate the transfer of training
elements into the operational environment.

For complex multi- user system a user-to-task map is often constructed to present the
relationship between the tasks and the identified team structure and also to identify new
groups of users that would need to have an understanding of the system. The training gap is

[46]
assessed by a comparison between the goals and tasks undertaken by the individuals and the
existing training.

There is a wide variety of training media that can be used, ranging from traditional lecture-
based teaching to sophisticated simulators. Different media will be more or less appropriate
for different activities. It is necessary to determine the most suitable and cost-effective
training media for the different areas.

There have been many different approaches defined however the system approach to training
has been the most successful.

Training Needs Analysis (TNA) is defined as the ―Identification of training requirements and
the most cost effective means of meeting those requirements‖.

Carrying out all TNA activates in accordance with SAT principles ensures rigorous visibility
in each design stage with clear audit trails from the initial Scoping Study through to the
recommended solution.

HOW TO CONDUCT A TRAINING NEEDS ANALYSIS

Training needs analysis process is a series of activities conducted to identify problems or

other issues in the workplace, and to determine whether training is an appropriate response.

The needs analysis is usually the first step taken to cause a change. This is mainly because a
needs analysis specifically defines the gap between the current and the desired individual and
organizational performances.

TECHNIQUES FOR DETERMINING SPECIFIC TRAINING NEEDS

There are a number of practical methods you can use to gather data about employees‘
performance. Each works well in given circumstances; therefore, you must determine which
be the best for you. None of these methods can stand alone. Always use at least two, if for no
other reason to validate your findings. One of those you choose should always be
observation.

1. OBSERVATION

In this approach, an employee‘s performance itself is you source of information. You

evaluate a worker‘s performance through first- hand observation and analysis. This is best
accomplished by watching the worker and playing the role of non-participating observer.
This means that you watch and listen and evaluate what you see and hear, but do not get
involved in his work process in any way.

To make this activity more productive, use a checklist to remind you of what to look for and
take notes.

The objective during observations is to identify both the strengths to build on and the
deficiencies to overcome. A key advantage of using direct observation in the needs analysis is

[47]
that you gain first- hand knowledge and understanding of the job being performed and the
strengths and weaknesses of the relevant worker.

2. INTERVIEWS

The use of interviews in conducting the needs analysis is strongly urged. The prime value of
interview guides is that they ensure the same types of data from all sources. This a llows you
to determine whether a piece of information is one person‘s opinion, or part of a widespread
perception. Since the interview guide forces you to ask each worker a number of
predetermined questions, you must select those questions that are essential to what you are
trying to learn.

Interviews allow you to meet employees face to face to discuss their impressions of
performance. Because you are in conversation with workers, you can explore their responses
in depth. You can ask or clarification of comments and for examples of what they mean. In
this way, you obtain a full understanding of their performance deficiencies.

3. QUESTIONNAIRES

A questionnaire is a sort of interview on paper. You create your own questionnaire by writing
down all the questions you want employees to answer for you. Then you mail it to them and
await their responses.

The key advantage of a questionnaire is that you can include every person from whom

You want input. Employees can complete the questionnaire when and where they choose.
You need not travel and spend time with all respondents. Every employee is asked the
identical questions, and consequently data is very easy to compile and analyze.

Questionnaires can be useful in obtaining a ‗ big picture ‘ of what a large number of

employees think while allowing everyone to feel that they have had an opportunity to
participate in the needs analysis process.

4. JOB DESCRIPTIONS

Before establishing a job description, a job analysis must be made. This job analysis involves
a thorough study of all responsibilities of the relevant job. It is company wide in scope and
should be detailed to such a degree that those conducting the training can use the job analysis
as a yardstick for their course content. After the job analysis phase has been completed, the
writing of job description and needs analysis is a relatively simple task. When an employee‘s
job description has been defined, the trainer can easily tailor his training curriculum to a very
close proximity of what will be expected of the employees.

5. THE DIFFICULTY ANALYSIS

The Job Analysis will focus attention on enumerating the numerous duties that a worker must
perform. On the other hand, the Difficulty Analysis establishes which of the duties cause the

[48]
employee the greatest amount of troubles and how this trouble can be reduced through better
training.

6. PROBLEM SOLVING CONFERENCE

Another time-tested technique for gathering needs analysis material from employees is to
conduct periodic problem solving conferences which may take the for m of or be part of a
plan for a new product, task or technology, or tied in with a training program It is always
helpful to utilize an outside consultant to moderate such sessions. This outside sponsorship
has a tendency of letting the workers express their feelings about his organization, and the
session can then be geared to training needs. The current problems will evolve that represent
potential areas for training.

7. APPRAISAL REVIEWS

During the periodic counseling performance interview, an employee s hould be ques- tioned
regarding the duties and training of a worker. Comments rendered during the appraisal
interviews normally are genuine, and can frequently assist in establishing the needs,
variations and penetrations that a training program should inc lude. Feed- back at appraisal
interview time is valuable since it is timely information. Training needs differ from worker to
worker, and appraisal sessions allow the employee and supervisor / manager to uncover the
cause of weaknesses in performance. These deficiencies represent areas for training.

8. DRIVE PATTERN IDENTITY

The extent of an employee‘s development depends on his motivations. Identifying the forces
that cause an employee to behave in a certain way may be useful in determining his
individual training needs and how to stimulate his desire to fulfill that need. An analysis of
this kind, for example, may determine that the employee has an urgent need for self-
confidence. His individual program should be made to stress the importance of attitude, skills
etc., and any other assets that would give him this self- confidence.

9. ANALYSIS OF ORGANIZATIONAL POLICY

Organization policy will affect the amount of training offered. An explanation of various
policies should be covered in the training program. Of particular concern are those policies
that involve change, alteration and major revamping of training programs. In organizations
undergoing merger activity, product diversification and new penetration, a great deal of
sensitivity must be placed on policies today and expected changes in the future.

Whatever the method used to identify training needs, at least the following three points must
be kept in view :

1. These methods should be used in combination; that is, there should never be reliance on
only one method

2. They may be used to identify training needs of each of the various groups

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of employees

3. They should be applied to individual employees since training needs will vary with the
individual employee.

DESIGNING TRAINING PROGRAMS

Malayala Manorama conduct both on the job & off the job training. Off the job training is
imparted based on the need and category of staff. Generally training is given to a group
(functional group/same category of staff). Individual training needs are met by nominating
the concerned employee to external training institutes.

Designing a training program with careful consideration of the program's framework, content,
evaluation and promotional strategy ensures learning objectives are met.

The next phase after performing initial training program design research is to design the
program framework, content modules, evaluation and program promotion/registration
strategy.

LEARNING OBJECTIVES

Learning objectives or outcomes are what you want the training to do. In other words, if you
are designing training to improve staff performance, the measurement of improved
performance over a phase of time post training would be a learning objective. For example, to
decrease order processing time by 10% by the end of Q3 by training staff on the new order
processing software.

TRAINING PROGRAM FRAMEWORK

The program framework is the logistical shell of the training program. Often, inexperienced
training managers‘ jump to deciding on content before the framework has been decided. A
training program framework includes details of the delivery mode(s), instructional style,
delivery style, audience definitions and content structure. Leadership Development Intensive
executive education for leaders and senior managers

TRAINING BUDGET

Training budgets can vary greatly depending on whether you developing a large program to a
large audience and are using outsourced training vendors or are using mostly internal
resources and training a small group of participants in-house. Budgets can vary greatly but
here are some line items to consider in a training budget:

COMPETENCY PROFILING

Needs Assessment Survey

Training Audit

Framework Development

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Module Development

Training Program Promotion

Registration

Training Department Overhead – supplies, photocopying, salaries of program assistants,

office equipment/furniture etc.

DEVELOPING MODULES

The next step in training program design is to create the modules for the training program.
Typically an instructor and/or content expert determine the outline for the module and present
it to the training manager for approval. Once the outline is approved, a more detailed content
outline is created and presented to the training manager to ensure that there is not overlap
with other modules. The bullet points in the brief module outline can be misleading. Once the
more detailed outline is reviewed areas of overlap or duplication with other modules can be
revealed.

DESIGNING A MENTORING PROGRAM

Designing a mentoring program for the transference of knowledge from senior executives to
junior staff takes careful planning and execution.

MODULE OUTLINES SHOULD INCLUDE:

Title of the module

Name of instructor and contact info

Brief (75-150 word) description of the modules content

Duration (number of hours to complete the module)

Schedule (if the module is to be delivered face2face or online to a cohort with a timeline)

Instructor bio (if relevant)

Resources required – supplies, equipment, audio visual requirements, room set-up

requirements, photocopying needed.

Once the modules are developed, it is time to finalize handouts, online content (and upload it
to the web), order text books, print manuals, order supplies, book rooms, book instructors etc.

PROMOTION & REGISTRATION

Another aspect that applies to most training programs is develop ing a promotional plan and a
registration and participant record keeping system. Malayala Manorama has a learning
management system that records training participation, then this process may be simple. A
company intranet site with a separate section for training and professional development is an

[51]
ideal place to promote the training program. An email blast to employees and other potential
participants is also a good idea.

EVALUATION & TRAINING METRICS

How the program is evaluated and which training metrics will be measured is the next step in
the development process.

A carefully planned training program will meet learning objectives and provide evidence
through training metrics that the program is meeting the needs of the organization and the
participants.

ASSESSMENT OF TRAINING EFFECTIVENESS

Training program is evaluated at the end of each training program by means of oral feed back
and written feed back. Malayala Manorama also conduct written test after the training
program, may be after 3 or 6 months of the program.

MEASURING THE EFFECTIVENESS OF TRAINING

Training managers are always hard-pressed to prove the effectiveness of the training
programmers they conduct. THE DONALD KIRKPATRICK MODEL was followed in the
Malayala Manorama.

Organizations are under pressure to justify various expenses. The training budget is, often,
not exempted from this purview. There are a number of questions raised on the value derived
from training programmers—both directly and indirectly. Business heads and training
managers are under pressure to prove the effectiveness of training.

One of the most popular methodologies for measuring training effectiveness was developed
by Donald Kirkpatrick. This model articulates a four-step process.

LEVEL 1: REACTIONS.

At this level, we measure the participants‘ reaction to the programme. This is measured
through the use of feedback forms (also termed as ―happy-sheets‖). It throws light on the
level of learner satisfaction. The analysis at this level serves as inputs to the facilitator and
training administrator. It enables them to make decisions on continuing the programme,
making changes to the content, methodology, etc.

LEVEL 2: PARTICIPANT LEARNING.

We measure changes pertaining to knowledge, skill and attitude. These are changes that can
be attributed to the training. Facilitators utilize pre-test and post-test measures to check on the
learning that has occurred. However, it is important to note that learning at this level does not
necessarily translate into application on the job.

Measuring the effectiveness of training at this level is important as it gives an indication

about the quantum of change vis-à-vis the learning objectives that were set. It provides

[52]
critical inputs to fine-tuning the design of the programme. It also serves the important aspect
of being a lead indicator for transfer of learning on to the job context.

LEVEL 3: TRANSFER OF LEARNING.

At this level, we measure the application of the learning in the work context, which is not an
easy task. It is not easy to define standards that can be utilized to measure application of
learning and there is always this question that preys on the minds of various people: ‗Can all
changes be attributed to the training?‘

Inputs at this level can come from participants and their supervisors. It makes sense to obtain
feedback from the participants on the application of learning on the job. This can be done a
few weeks after the programme so that it gives the participants sufficient time to implement
what they have learnt. Their inputs can indicate the cause of success or failure; sometimes it
is possible that learning was good at level-2, but implementation did not happen due to
system-related reasons. It can help the organization deal with the constraints posed by
systems and processes so that they do not come in the way of applying learning.

LEVEL 4: RESULTS.

This measures effectiveness of the programme in terms of business objectives. At this level
we look at aspects such as increase in productivity, decrease in defects, cycle time red uction,
etc.

I have found that it is easy to measure training programmes related to technical and
functional areas at level-3 and level-4. It is not easy to do this with behavioral skills
programmes. Organizations that choose to measure training effective ness can start with the
former category before moving to measuring behavioral skills at level-3 and level-4.

My suggestion to organizations that embark on measuring effectiveness of training is to

measure all programmers at level-1 and level-2. The measures at level-3 and level-4 can start
with the functional skills, before moving on to the behavioral skills programmers.

ANNUAL TRAINING PROGRAM REVIEW

An annual review of the training program is another important part of the program design as
it will ensure that the content remains fresh and relevant.

INDUCTION AND ORIENTATION

Induction & orientation is given to the newly joined employees. A group induction is
organized for the newly joined group of employees once in 6 or 12 months. Orientation is
given by the concerned Division.

NEW EMPLOYEE ORIENTATION

New employee orientation is the process Malayala Manorama use for welcoming a new
employee into their organization. New employee orientation, often spearheaded by a meeting

[53]
with the Human Resources department, generally contains information about safety, the work
environment, the new job description, benefits and eligibility, company culture, company
history, the organization chart and anything else relevant to working in the new company.

New employee orientation often includes an introduction to each department in the company
and training on-the-job. New employee orientation frequently includes spending time doing
the jobs in each department to understand the flow of the product or service through the
organization.

Head of the Human Resource Management Program at Kottayam, concludes that several
elements contribute to a World Class orientation program.

PERFORMANCE APPRAISAL SYSTEM

Performance appraisal in or company is know as contribution appraisal, which is done once

in a year. We use different appraisal forms for different category of staff. Usually a self
appraisal followed by an appraisal by Superior and reviewed by the divisional head is done.

People differ in their abilities and their aptitudes. There is always some difference between
the quality and quantity of the same work on the same job being done by two different
people. Performance appraisals of Employees are necessary to understand each employee‘s
abilities, competencies and relative merit and worth for the organization. Performance
appraisal rates the employees in terms of their performance.

Performance appraisal is necessary to measure the performance of the employees and the
organization to check the progress towards the desired goals and a ims.

The latest mantra being followed by organizations across the world being – "get paid
according to what you contribute" – the focus of the organizations is turning to performance
management and specifically to individual performance. Performance appra isal helps to rate
the performance of the employees and evaluate their contribution towards the organizational
goals. If the process of performance appraisals is formal and properly structured, it helps the
employees to clearly understand their roles and responsibilities and give direction to the
individual‘s performance. It helps to align the individual performances with the
organizational goals and also review their performance.

Performance appraisal takes into account the past performance of the employee s and focuses
on the improvement of the future performance of the employees. Here at Malayala Manorama
, we attempt to provide an insight into the concept of performance appraisal, the methods and
approaches of performance appraisal, sample performance appraisal forms and the appraisal
software available etc. An attempt has been made to study the current global trends in
performance appraisal.

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MOTIVATION METHODS

ATTENDANCE AWARD

Attendance award is given to all employees who are present in the office for a certain number
of days. Attendance award is given in the form of cash who have 276 days or more
attendance in a calendar year

The eligibility limit and amount is as follows;

1st prize: Attendance of 286 and above per annum Rs 2000

2nd prize: Attendance of 280 and above per annum Rs 1500

3rd prize: Attendance of 276 and above per annum Rs 1000

An employee who receives first prize for four consecutive years is entitled for a special
attendance award of Rs 10000

PERFORMANCE AWARD

Performance award is given to those employees who have made an excellent performance in
their concerned department. Performance award is also awarded in the form of cash.

The amount level is as follows;

1st prize: Rs 12500

2nd prize: Rs 9500

3rd prize: Rs 7000

LABOUR WELFARE FACILITIES

For the welfare of the employees working in the company they are providing subsidized
canteens, which the employee can have nutritious and delicious food at any time. The lunch
cost is only 2 Rs and a tea costs only 50 Ps.

Co-operative society is also functioning effectively in the organization, these Co-operative

society provide gifts in the form of house hold appliances to every employee in every year.

Welfare includes anything that is done for the comfort and improvement of employees and is
provided over and above the wages. Welfare helps in keeping the morale and motivation of
the employees high so as to retain the employees for longer duration. The welfare measures
need not be in monetary terms only but in any kind/forms. Employee welfare inc ludes
monitoring of working conditions, creation of industrial harmony through infrastructure for
health, industrial relations and insurance against disease, accident and unemployment for the
workers and their families. Labor welfare entails all those activities of employer, which are
directed towards providing the employees with certain facilities and services in addition to
wages or salaries.

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 LABOR WELFARE HAS THE FOLLOWING OBJECTIVES:

1. To provide better life and health to the workers

2. To make the workers happy and satisfied

3. To relieve workers from industrial fatigue and to improve intellectual, cultural and material
conditions of living of the workers.

THE BASIC FEATURES OF LABOR WELFARE MEASURES ARE AS

FOLLOWS:

1. Labor welfare includes various facilities, services and amenities provided to workers for
improving their health, efficiency, economic betterment and social status.

2. Welfare measures are in addition to regular wages and other economic benefits available to
workers due to legal provisions and collective bargaining

3. Labor welfare schemes are flexible and ever-changing. New welfare measures are added to
the existing ones from time to time.

4. Welfare measures may be introduced by the employers, government, employees or by any

social or charitable agency.

5. The purpose of labor welfare is to bring about the development of the whole personality of
the workers to make a better workforce. The very logic behind providing welfare schemes is
to create efficient, healthy, loyal and satisfied labor force for the organization. The purpose of
providing such facilities is to make their work life better and also to raise their standard of
living.

The important benefits of welfare measures can be summarized as follows: They provide
better physical and mental health to workers and thus promote a healthy work environment·
Facilities like housing schemes, medical benefits, and education and recreation facilities for
workers‘ families help in raising their standards of living. This makes workers to pay more
attention towards work and thus increases their productivity.·

Employers get stable labor force by providing welfare facilities. Workers take active interest
in their jobs and work with a feeling of involvement and participation.·

Employee welfare measures increase the productivity of organization and promote healthy
industrial relations thereby maintaining industrial peace.·The social evils prevalent among the
labors such as substance abuse, etc are reduced to a greater extent by the welfare policies.

Organizations provide welfare facilities to their employees to keep their motivation levels
high. The employee welfare schemes can be classified into two categories viz. statutory and
non-statutory welfare schemes. The statutory schemes are those scheme s that are compulsory
to provide by an organization as compliance to the laws governing employee health and
safety. These include provisions provided in industrial acts like Factories Act 1948, Dock

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Workers Act (safety, health and welfare) 1986, Mines Act 1962. The non statutory schemes
differ from organization to organization and from industry to industry.

STATUTORY WELFARE SCHEMES

The statutory welfare schemes include the following provisions:

1. Drinking Water: At all the working places safe hygienic drinking water should be
provided.

2. Facilities for sitting: In every organization, especially factories, suitable seating

arrangements are to be provided.

3. First aid appliances: First aid appliances are to be provided and should be readily
assessable so that in case of any minor accident initial medication can be provided to the
needed employee.

4. Latrines and Urinals: A sufficient number of latrines and urinals are to be provided in the
office and factory premises and are also to be maintained in a neat and clean condition.

5. Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to

provide hygienic and nutritious food to the employees.

6. Spittoons: In every work place, such as ware houses, store places, in the dock area and
office premises spittoons are to be provided in convenient places and same are to be
maintained in a hygienic condition.

7. Lighting: Proper and sufficient lights are to be provided for employees so that they can
work safely during the night shifts.

8. Washing places: Adequate washing places such as bathrooms, wash basins with tap and tap
on the stand pipe are provided in the port area in the vicinity of the work places.

9. Changing rooms: Adequate changing rooms are to be provided for workers to change their
cloth in the factory area and office premises. Adequate lockers are also provided to the
workers to keep their clothes and belongings.

10. Rest rooms: Adequate numbers of restrooms are provided to the workers with provisions
of water supply, wash basins, toilets, bathrooms, etc.

NON STATUTORY SCHEMES

Many non statutory welfare schemes may include the following schemes:

1. Personal Health Care (Regular medical check- ups): Some of the companies provide the
facility for extensive health check-up

2. Flexi-time: The main objective of the flextime policy is to provide opportunity to

employees to work with flexible working schedules. Flexible work schedules are initiated by

[57]
employees and approved by management to meet business commitments while supporting
employee personal life needs

3. Employee Assistance Programs: Various assistant programs are arranged like external
counseling service so that employees or members of their immediate family can get
counseling on various matters.

4. Harassment Policy: To protect an employee from harassments of any kind, guidelines are
provided for proper action and also for protecting the aggrieved employee.

5. Maternity & Adoption Leave – Employees can avail maternity or adoption leaves.
Paternity leave policies have also been introduced by various companies.

6. Medi-claim Insurance Scheme: This insurance scheme provides adequate insurance

coverage of employees for expenses related to hospitalization due to illness, disease or injury
or pregnancy.

7. Employee Referral Scheme: In several companies employee referral scheme is

implemented to encourage employees to refer friends and relatives for employment in the
organization

PAY ROLL PROCESSING

Pay roll processing system in the Malayala Manorama was fully computerized and the data
will be automatically send to the Kozhikode unit server and to the kottayam main server.
PAMS software is used to assist the attendance system. Personal Attendance Monitoring
System (PAMS) is the most modern technology to record the attendance of the employees
with in the organizations. Biometric finger initialization technology is adopted by the
Malayala Manorama. At the end of each day the data in the form of text file is being
processed and stored in the servers.

H R POLICIES AND FRAME WORKING

Senior General Manager, H R and his team in consultation with Management develops HR
policies.

VISION AND MISSION STATEMENT

Slogan of the Malayala Manorama is ―CHARITY IS OUR HOUSEHOLD DIVINITY‖. The

vision of the Malayala Manorama is that to serve the society with the best without any delay.
The management very well knows that if they are capable of meeting the requirements of the
society then they can achieve the profit easily.

The mission was different for each unit and for each department; the mission of the
department was took by the unit head normally Resident editor. Department mission was took
by the deputy general manager of each department. Some times the power formulating the
missions will decentralized to the lower levels.

[58]
OUTSOURCING OF HRM PROCESS

Certain activities such as recruitment, like sourcing candidates for certain positions and some
training outsourcing is done.

Human resource management, is the one process that makes sure that the passion and zeal of
the employees stays put throughout their tenure in the organization. It may seem very easy to
keep the motivation and performance up at all times as well as make sure that the cost per
employee is maintained at the lowest. Well, it so is not! Not one bit. As per current trends,
outsource certain HR processes just to make sure that a certain degree of decentralization of
work is maintained.

GRIEVANCE REDRESSAL AND HANDLING METHOD

At most care is given for handling the grievance in the company, each department head is
concerned for the handling of the grievance from that department. First the situation is
thoroughly studied and then redressal steps will take. Usually in Malayala Manorama no
punishment to an employee is there. If any employee is caught as an convict the company
gave chance to correct the mistake.

UNION POLICY FRAMEWORK

Unfortunately no workers union is reported in the history of Malayala Manorama till date.
The workers can directly demand for their needs; but till date Manorama never gave chance
to an employee for this.

ARBITRATION PROCESS

Arbitration Process was done by each department heads and it will reported to the top
management at the Kottayam if the matter is severe.

Arbitration, a form of alternative dispute resolution (ADR), is a legal technique for the
resolution of disputes , wherein the parties to a dispute refer it to one or more persons (the
"arbitrators", "arbiters" or "arbitral tribunal"), by whose decision (the "award") they agree to
be bound. It is a settlement technique in which a third party reviews the case and imposes a
decision that is legally binding for both sides. Other forms of ADR include mediation (a form
of settlement negotiation facilitated by a neutral third party) and non-binding resolution by
experts. Arbitration is most commonly used for the resolutio n of commercial disputes,
particularly in the context of international commercial transactions. The use of arbitration is
far more controversial in consumer and employment matters, where arbitration is not
voluntary but is instead imposed on consumers or employees through fine-print contracts,
denying individuals their right to access the courts.

Arbitration can be either voluntary or mandatory and can be either binding or non-binding.
Non-binding arbitration is, on the surface, similar to mediation. However, the principal
distinction is that whereas a mediator will try to help the parties find a middle ground on
which to compromise, the (non-binding) arbitrator remains totally removed from the

[59]
settlement process and will only give a determination of liability and, if appropriate, an
indication of the quantum of damages payable.

STEPS IN THE ARBITRATION PROCESS

1. DISPUTE ARISES (START)

Request for and submission of dispute to arbitration (This may be to a specific arbitrator or to
an arbitral institution. Choices may be predicated by a pre-contractual term in an agreement
which has given rise to the dispute.Parties agree on an arbitrator or an arbitrator is appointed.

2. ARBITRATOR ACCEPTS APPOINTMENT.

Preliminary meeting at arbitrator's request. This may be a joint session with everyone present
or may be conducted by telephone conference.

Arrangements for the arbitration including hire of venue and travel arrangements, usually
done by the parties with or without the assistance of an arbitral institution.

3. ARBITRATOR ISSUES DIRECTIONS.

Preliminary hearings and interim awards possible in respect of security of costs, scope of
arbitration agreement etc.

Submission of pleadings: claims / counterclaims and response to counterclaim.

Discovery and preparation of agreed documents.

Preparation of expert reports.

Hearing (all parties, representatives, witnesses and experts and arbitrator).

Award : decision and costs (The End).

If non compliance - action for enforcement or challenge of or to award.

PROCESS

The arbitration process is a kind of dispute resolution procedure where an arbitrator listens to
a dispute in a private setting and makes a final decision for the parties involved. The
arbitrator will typically specialize in the specific dispute area, such as topics re lated to
commercial businesses, topics related to employment matters, or even sports-related issues.
The arbitration process does not occur in a courtroom and there is not an emphasis on the
technicalities of the law like there would be in a courtroom proceeding. In addition,
arbitration is usually binding, but if the parties decide beforehand to have a non-binding
arbitration then that is allowed. Ads by Google

If the parties decide to follow traditional guidelines, the arbitration process will almost feel
like a courtroom trial. There will typically be an opening statement from each party first.
Then, the party that is making the claim will present her case to the arbitrator. Through the

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arbitration process each party will tell the arbitrator what she believes the results of the
arbitration will be and why she should be victorious. There can be witnesses and evidence
and the closing statements will finish up the process.

As part of the arbitration process, the parties involved in the dispute can set guidelines or
parameters before the arbitration hearing occurs. By pre-setting the guidelines, the parties
have a little control over how the hearing will proceed; however, once the hearing begins, it is
the arbitrator who is control over the arbitration process and the final outcome. For people
who do not want the outcome determined by a third party, negotiation is a better option.
Through negotiations, the parties are entirely in control over the process and the outcome.

One of the benefits to using arbitration over litigation is that the parties can develop an
arbitration process that fits their individual needs when they draft the arbitration clause in the
contract between the parties. For example, they can agree to participate in a non-binding
arbitration or they can decide that evidentiary rules that are followed in court apply or do not
apply. In addition, they can set perimeters on how involved the lawyers will be or even
decide that there will not be any lawyers involved at all. Also, they can set time lim its on the
arbitration hearing, itself.

One of the main differences between arbitration and litigation is that the arbitrator has more
leniency than a courtroom judge. Specifically, the arbitrator can actively participate in the
case by requesting additional evidence or asking about other witnesses. In addition, the
arbitrator usually has about a month to decide the outcome of the dispute. The arbitration may
give the reasons behind her award or she may just state the outcome without mentioning how
she came to that conclusion.

WORKERS PARTICIPATION MANAGEMENT

Three groups of managerial decisions affect the workers of any industrial establishment and
hence the workers must have a say in it.

Economic decisions – methods of manufacturing, automation, shutdown, lay-offs,

and mergers.

Personnel decisions – recruitment and selection, promotions, demotions, transfers,

grievance settlement, work distribution.

Social decisions – hours of work, welfare measures, questions affecting work rules
and conduct of individual worker‘s safety, health, and sanitation and noise control.

Participation basically means sharing the decision- making power with the lower ranks of the
organization in an appropriate manner.

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ESSENTIAL CONDITION FOR WPM:

The success of workers portion in management depends upon the following conditions.

The attitude and outlook of the parties should be enlightened and impartial so that a
free and frank exchange of thoughts and opinions could be possible. Where a right
kind of attitude exists and proper atmosphere prevails the process of participation is
greatly stimulated.

Both parties should have a genuine faith in the system and in each other and be
willing to work together. The management must give the participating institution its
right place in the managerial organization of the undertaking and implementing the
policies of the undertaking. The labor, on the other hand, must also whole heartedly
co-operate with the management through its trade unions. The foremen and
supervisory cadre must also lend their full support so that the accepted policies could
be implemented without any resentment on either side.

Participation should be real. The issues related to increase in production and

productivity, evaluation of costs, development of personnel, and expa nsion of markets
should also be brought under the jurisdiction of the participating bodies. These bodies
should meet frequently and their decisions should be timely implemented and strictly
adhered to. Further,

o Participation must work as complementary body to help collective bargaining,

which creates conditions of work and also creates legal relations.

o There should be a strong trade union, which has learnt the virtues of unit and
self-reliance so that they may effectively take part in collective bargaining or
participation.

o A peaceful atmosphere should be there wherein there are no strikes and lock-
outs, for their presence ruins the employees, harms the interest of the society,
and puts the employees to financial losses.

o Authority should be centralized through democratic management process. The

participation should be at the two or at the most three levels.

o Programs for training and education should be developed comprehensively.

For this purpose, Labor is to be given education not to the head alone, not to
the heart alone, not to the hands alone, but it is dedicated to the three; to make
the workers think, feel and act. Labor is to be educated to enable him to think
clearly, rationally and logically; to enable him to feel deeply and emotionally;
and to enable him to act in a responsible way.

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 MARKETING DEPARTMENT
Marketing department of any news paper or publishing house has two extremes one is
circulation and the other is space marketing

DEPARTMENT CHART

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PRODUCT PROFILE

Malayala Manorama has the following products; some of them are the market leaders in their
respective segments. The following is the list of the products and their profile.

1. Malayala Manorama daily ( Malayalam ) : the largest selling regional newspaper in

India.

2. Manorama weekly ( Malayalam ) : the largest selling general interest weekly in India.

3. Bhashaposhini ( Malayalam ) : the most respected literary monthly journal.

4. Year book : the largest selling annual general knowledge digest

5. Onam annual ( Malayalam ) : a special publication during the festival season

6. Vijayaveedi ( Malayalam ) : the magazine for high school students

7. Thozhilveedi ( Malayalam ) : the weekly employment newspaper

8. Vanitha ( Malayalam ) : the largest selling women‘s fortnightly in india

9. Balarama ( Malayalam ) : a weekly magazine for children

10. Karshakashree ( Malayalam ) : a monthly magazine for farmers

11. Kalikudukka ( Malayalam ) : a weekly for children below eight years

12. Balarama amar chithrakatha ( Malayalam ) : illustrated weekly comic for children

13. Balarama digest ( Malayalam ) : a fortnightly magazine for children

14. Magic pot ( English ) : a fortnightly magazine for children below eight years

15. Knowledge adventure CD-ROM

16. Kids adventure CD-ROM

17. English year book ( English ) : the largest selling annual general knowledge digest

18. The week ( English ) : the fastest growing general interest weekly

19. Hindi year book

20. Hindi vanitha

21. Tamil year book

22. Bengali year book

23. Malayala Manorama calendar

24. Malayala Manorama diary

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 25. The week diary

26. Swayamvaram ( Malayalam )

27. Paarpidam ( Malayalam )

28. Sreeman ( Malayalam )

29. The man ( English )

30. Ente Malayalam ( Malayalam )

31. Hasta VCD

32. Manorama music

33. Vanitha aarogyam ( Malayalam )

34. Vishu kani ( Malayalam )

35. Higher education directory

36. Vanitha fashion ( Malayalam )

37. Vanitha panchakom ( Malayalam )

38. Vanitha annual ( Malayalam )

39. Thiruvabharanam ( Malayalam )

40. Onam ponnonam ( Malayalam )

MARKETING FUNCTIONS

The main function of the circulation department of the Malayala Manorama is to reach the
products of the Malayala Manorama to the hands of the customers without any delay.
Circulation department took the marketing decisions regarding the products of the Malayala
Manorama. The other function of this department is to identify the new customers and to
increase the mileage of the news paper.

Space marketing department help the public and the society to advertise their products to the
world through the spaces in the dailies and other publications. Space marketing is the main
sources of revenue for a publishing house. Normally a full page advertisement in the back of
Malayala Manorama in all the editions cost lakhs and lakhs of money due to the wider
circulation of the paper than other dailies in India.

[65]
PRODUCT DISTRIBUTION CHANNELS

The products of the Malayala Manorama are distributed to the readers through the agents. We
can call it as direct distribution because these agents are appointed by Manorama as the
demands. Some time as per the demand products are delivered through postal service also. If
a customer or the reader of the Manorama news paper is residing at Srinagar or any other
remote place; company will arrange the paper to those also as per their demand.

MARKETING STRATEGY

Marketing strategy of the company is taken by the top management and it will come it action
through the circulation department. Malayala Manorama enjoys a monopoly in Kerala
regarding the circulation and the reach. Their nearest competitor is 8, 00,000 copies behind of
Malayala Manorama. At times when others try to provoke the Manorama they didn‘t go for
any unethical way of marketing their products.

TARGET ACHIEVEMENT METHODS

As I mentioned earlier there is agents who distribute papers to the readers above him there is
field staffs and promoters; if in a particular area if the news paper circulation is low then the
field staffs study about the case after that they will take corrective measurement and this will
say to the peoples of that region also, so when hearing this they were willing to buy the
product. If this is not working the promoters will personally canvas each of the people and
told them about the paper and their qualities. This will all help to achieve the target so easily.

MARKETING PRODUCT LINES

The product lines of the Malayala Manorama was marketed using the same channels and by
the same strategy. Daily news paper will make available to all class of the people and some
books such as the men was aiming the high profile peoples in India.

CUSTOMER BENEFICIAL AND SATISFACTION IDENTIFICATION METHODS

This was done by the field staffs of the Malayala Manorama. They personally go to the each
customer and collect the information.

IDENTIFICATION OF CUSTOMER EXPECTATION

Expectation of the customer is identified using the agents, field staff and promoters. These
people had a continuous link with the readers. If any difficulty is faced by the customer or the
readers they can seek the help of these people or they can directly complaint to the office.
Based on the field staffs and agents Reports Company tries make changes in the news paper.
A lot changes had been made as per the expectation.

[66]
MARKET SEGMENTATION

The segmentation of Malayala Manorama was entirely different from others it is basically as

Pre primary

Primary

Upper primary

Higher level

Men

Women

Farmers

Malayala Manorama has delivering the needs of these category of society and segmented
market according to this. Malayala Manorama has various product lines to satisfies the
readers of each these segments.

CUSTOMER RELATIONSHIP MANAGEMENT

Custome r relationship manage ment (CRM) is a broadly recognized, widely- implemented

strategy for managing and nurturing a company‘s interactions with customers, clients and
sales prospects. It involves using technology to organize, automate, and synchronize business
processes principally sales activities, but also those for marketing, customer service, and
technical support. The overall goals are to find, attract, and win new clients, nurture and
retain those the company already has, entice former clients back into the fold, and reduce the
costs of marketing and client service. Customer relationship management denotes a company-
wide business strategy embracing all client- facing departments and even beyond. When an
implementation is effective, people, processes, and technology work in synergy to increase
profitability, and reduce operational costs.

BENEFITS

These tools have been shown to help companies attain these objectives:

Streamlined sales and marketing processes

Higher sales productivity
Added cross-selling and up-selling
Improved service, loyalty, and retention
Increased call center efficiency
Higher close rates
Better profiling and targeting
Reduced expenses

[67]
 Increased market share
Higher overall profitability
Marginal costing

PHASES OF CRM

The three phases in which CRM can help to support the relationship between a business and
its customers are, to:

Acquire: a CRM can help a business in acquiring new customers through excellent
contact management, direct marketing, selling and fulfillment.
Enhance: a web-enabled CRM combined with customer service tools offers customers
excellent service from a team of trained and skilled sales and service specialists,
which offers customers the convenience of one-stop shopping.
Retain: CRM software and databases enable a business to identify and reward its loyal
customers and further develop its targeted marketing and relationship marketing
initiatives.

CHALLENGES

Despite the benefits, many companies are still not fully leveraging these tools and services to
align marketing, sales, and service to best serve the enterprise.

Tools and workflows can be complex to implement, especially for large enterprises.
Previously these tools were generally limited to contact management: monitoring and
recording interactions and communications. Software solutions then expanded to embrace
deal tracking, territories, opportunities, and at the sales pipeline itself. Next came the advent
of tools for other client- facing business functions, as described below. These technologies
have been, and still are, offered as on-premises software that companies purchase and run on
their own IT infrastructure.

Often, implementations are fragmented; isolated initiatives by individual departments to

address their own needs. Systems that start disunited usually stay that way: siloed thinking
and decision processes frequently lead to separate and incompatible systems, and
dysfunctional processes.

STRATEGY

Choosing and implementing a system is a major undertaking. For enterprises of any

appreciable size, a complete and detailed plan is required to obtain the funding, resources,
and company-wide support that can make the initiative successful. Benefits must be defined,
risks assessed, and cost quantified in three general areas:

Processes: Though these systems have many technological components, business

processes lie at its core. It can be seen as a more client-centric way of doing business,

[68]
 enabled by technology that consolidates and intelligently distributes pertinent
information about clients, sales, marketing effectiveness, responsiveness, and market
trends. Therefore, before choosing a technology platform, a company needs to analyze
its business workflows and processes; some will likely need re-engineering to better
serve the overall goal of winning and satisfying clients. Moreover, planners need to
determine the types of client information that are most relevant, and how best to
employ them.

People: For an initiative to be effective, an organization must convince its staff that
change is good and that the new technology and workflows will benefit employees as
well as clients. Senior executives need to be strong and visible advocates who can
clearly state and support the case for change. Collaboration, teamwork, and two-way
communication should be encouraged across hierarchical boundaries, especially with
respect to process improvement.

Technology: In evaluating technology, key facto rs include alignment with the

company‘s business process strategy and goals; the ability to deliver the right data to
the right employees; and sufficient ease of use that users won‘t balk. Platform
selection is best undertaken by a carefully chosen group o f executives who understand
the business processes to be automated as well as the various software issues.
Depending upon the size of the company and the breadth of data, choosing an
application can take anywhere from a few weeks to a year or more.

IMPLEMENTATION

IMPLEMENTATION ISSUES

Dramatic increases in revenue, higher rates of client satisfaction, and significant savings in
operating costs are some of the benefits to an enterprise. Proponents emphasize that
technology should be implemented only in the context of careful strategic and operational
planning. Implementations almost invariably fall short when one or more facets of this
prescription are ignored:

Poor planning: Initiatives can easily fail when efforts are limited to choosing and
deploying software, without an accompanying rationale, context, and support for the
workforce. In other instances, enterprises simply automate flawed client-facing
processes rather than redesign them according to best practices.

Poor integration: For many companies, integrations are piecemeal initiatives that
address a glaring need: improving a particular client- facing process or two or
automating a favored sales or client support channel. Such ―point solutions‖ offer
little or no integration or alignment with a company‘s overall strategy. They offer a
less than complete client view and often lead to unsatisfactory user experiences.

[69]
 Toward a solution: overcoming siloed thinking. Experts advise organizations to
recognize the immense value of integrating their client- facing operations. In this view,
internally- focused, department-centric views should be discarded in favor of
reorienting processes toward information-sharing across marketing, sales, and service.
For example, sales representatives need to know about current issues and relevant
marketing promotions before attempting to cross-sell to a specific client. Marketing
staff should be able to leverage client information from sales and service to better
target campaigns and offers. And support agents require quick and complete access to
a client‘s sales and service history.

SALES PROCESS

A sales process is a systematic approach to selling a product or service. A growing body of

published literature approaches the sales process from the point of view of an engineering
discipline.

Reasons for having a well thought-out sales process include seller and buyer risk
management, standardized customer interaction in sales, and scalable revenue generation. A
major advantage of approaching the subject of sales from a "process point of view" is that it
offers a host of well-tested design and improvement tools from other successful disciplines
and process oriented industries. In turn, this offers potential for quicker progress. Quality
expert Joseph Juran observed, "There should be no reason our familiar principles of quality
and process engineering would not work in the sales process". A sales team's fundamental job
is to move a greater number of larger deals through the sales process in less time.

Specific steps or stages in a sales process vary from company to company but generally
include the following elements:

1. Initial Contact
2. Application of Initial Fit Criteria
3. Sales lead
4. Need identification
5. Qualified prospect
6. Proposal
7. Negotiation
8. Closing
9. Deal Transaction

Mapping a process provides a starting point for further careful analysis and continuous
improvement. Diagramming a process flow is considered to be one of the seven basic quality
improvement tools. Elements in the list above (among many others) have been described
and/or flowcharted in the published literature. Some examples have primarily focused on
functions performed by a sales "department". At least one cross-functional approach depicts

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and integrates a variety of interdependent areas, such as sales, marketing, customer service,
and information systems.

From a seller's point of view, a sales process mediates risk by stage-gating deals based on
collection of information or execution of procedures that gate movement to the next step.
This controls seller resource expenditure on non-performing deals. Ideally this also prevents
buyers from purchasing products they don't need though such a benefit requires ethical
intentions by the seller. Because of the uncertainty of this assurance, buyers often have a
buying or purchasing process. The interface between the selling and buying process has also
been diagrammed.

A formalized sales process is generally more common for companies that either have
complex sales cycles, large revenue risks that require systematic assurance of revenue
generation, and/or those that choose to use a more consultative sales approach (e.g. Saturn,
IBM, Hewlett-Packard).

An effective sales process can be described through steps that walk a salesperson from
meeting the prospect all the way through closing the sale. Often a bad sales experience can be
analyzed and shown to have skipped key steps. This is where a good sales process mediates
risk for both buyer and seller. A solid sales process also has the dramatic impact of
forecasting accuracy and predictability in revenue results.

Many companies develop their own sales process; however, off the shelf versions are
available from companies such as The Brooks Group, the Improved Performance Group,
Huthwaite International, and Miller Heiman. A large number of these methods have been
described by their promoters in books available to the public, primarily addressing tactics
employed by an individual sales representative. These provide a customizable process and a
set of electronic tools that can be freestanding or can be integrated if required with the
company's SFA, CRM, or other opportunity management system.

[71]
 SYSTEMS DEPARTMENT
DEPARTMENT CHART

SOFTWARE CONFIGURATION

Adobe In-Design

Adobe Photoshop CS2

PPI

Sun – open office software

SAP

Lotus IBM

PAMS

Microsoft office

Above listed software‘s are mainly using in the Malayala Manorama. Among them Adobe In-
Design, Adobe Photoshop CS2 is the products of Adobe company, Adobe in-design is used
mainly for the designing of the articles in the columns of news papers. Adobe Photoshop CS2
is used for scanning purpose and for helping the imaging and photo editing.

[72]
PAMS is used to assist the attendance system. Personal Attendance Monitoring System
(PAMS) is the most modern technology to record the attendance of the employees with in the
organizations. Biometric finger initialization technology is adopted by the Malayala
Manorama.

Lotus IBM is using for the intra mailing system within the company to enhance the
performance of the employees by reducing the movement of employee in the organizations. It
is also used for the e- mailing service also.

SAP is used for enterprise resource planning and it is also used in the space marketing.

Microsoft office and SUN-open office is used for other office related activities.

DETAILS OF SAP

SAP ERP

SAP Business One

SAP Business ByDesign

SAP Business All- in-One

SAP Business Objects Suite

SAP AG (ISIN: DE0007164600, FWB: SAP, NYSE: SAP) is a German software

development and consulting corporation, which provides enterprise software applicat ions and
support to businesses of all sizes globally. Headquartered in Walldorf, Germany, with
regional offices around the world, SAP is the largest software enterprise in Europe and the
fourth largest software enterprise in the world as of 2009.[2] The co mpany's best known
product is its SAP Enterprise Resource Planning (SAP ERP) software. Contents [hide]

SAP AND ENTERPRISE SERVICE-ORIENTED ARCHITECTURE

Service-oriented architecture moves the ERP (Enterprise Resource Planning) landscape

toward software-based and web services-based business activities. This move increases
adaptability, flexibility, openness and efficiency. The move towards E-SOA helps companies
reuse software components and not have to rely as much on in- house ERP hardware
technologies which helps make ERP adoption more attractive for small- or mid-sized
companies.

According to a press fact sheet from SAP, "SAP is the only enterprise applications software
vendor that is both building service-orientation directly into its solutions and providing a
technology platform SAP NetWeaver and guidance to support companies in the development
of their own service-oriented architectures spanning both SAP and non-SAP solutions."

[73]
HARDWARE

Processor: Intel Pentium 4 and above

RAM memory: 1GB and above

Hard Disk: 160GB

Processor speed: 3.2 Ghz

Monitors: Wipro 17‖

All accessories are of by Wipro

Scanners: UMAX, Cannon, HP

SYSTEM ANALYSIS AND DESIGN

System analysis and designing was done by DGM of each units according to the requirements
of each user. Each user was given a user name and password to protect the computer and all
system from usage of unauthorized persons.

SYSTEM MAINTENANCE

System maintenance was done by Annual Maintenance Contract (AMC). Private parties are
appointed on contract basis for the maintenance of the system, routers, and all related
accessories.

Usually the contract was given to zenith, HCL etc. Maintenance is of two ways; without
system replacement and with system replacement. With out system replacement is done by
internally and with system replacement is done by externally.

FEATURES OF SYSTEM

Malayala Manorama is a publishing house so they have to keep the time bound, so to help
this every system in the company is maintained in such a manner that it will performs faster
and with out any errors. The systems is also protected from the attack of viruses using
advanced anti virus program.

PROS AND CONS OF THE SYSTEM

Systems has more advantages compared with the disadvantages, the system help to complete
the work in stipulated time with precision. In addition to that it offers a great degree of
accuracy in the designing section of the papers. It is also help in the automation process also.
The only disadvantages is that it is s machine and there is a chance of problems which result
in the loss of data.

[74]
DATABASE ADMINISTRATION

Oracle and Microsoft Access is the two databases which is used in the company. The
administrator has the privilege to edit and handle the data in the database.

CLIENT-SERVER TECHNOLOGY

Malayala Manorama has leased lines of BSNL and Reliance to facilitate their
communications across internationally. Microsoft windows 2003 operating system is using in
the servers. There is main server at Kottayam and each units has their own local servers. Only
administrator can access the servers. IBM servers and processors are using at Kozhikode.

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 FINDINGS AND SUGGESTIONS

FINDINGS:

 Malayala Manorama is the largest regional news paper in the India.

 Unions are always there for fighting there for some reasons and this will create delay
in the production process.
 There are power failures or power cuts, there is no other option for power generation
or there is no generator so because of this production process will be interrupted then
and there.
 Most of the people working in the mill are too old.
 The company mostly concerned about the people and it‘s not concentrating upon the
production.

SUGGESTIONS:

 Company should have a good generator or other power receiving options.

 Company should include some more young people.
 Each employee working in the company should know more about how to operate the
machineries and all in the company.

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 CONCLUSION:-

From the Study of this company I understood the functions and features of the
company. This company is improving their quality, goodwill, market value and they are
giving job opportunity so many people. They are the strength of the company‘s growth. In
fact we can see that the company is up to date its machineries and all and it‘s the biggest
news paper in Kerala with all most modern facilities.

The institutional training at Malayala Manorama Calicut helped to have a good

knowledge about how a company operates and the consequent focuses relating to the
business activities. In the short span of training the company management provides me a
good exposure to the working and management work out in the detail run. It enhanced about
plants production process in details ,which paved way for rich experience in plant supervision
it also provide with information regards the expo rts financial and human resources activities
and documentation in the organization ,which was new area entrance for me.

The training has helped to know the various delegations that is found in the
organization and responds ability each delegates have the training has given a deep sense of
understanding how an organization takes efforts in bringing in product as an effective one
and how it can be good in competing with its competitors.

The organizations growth decides their tireless effort in bringing it up .The expansion
and establishment of the organizations in various places and in various forms denotes their
financial efficiency and capabilities.

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 BIBLIOGRAPHY

TEXT BOOKS

Research Methodology by C.R Kothari

Human Resource Management by Shashi K. Gupta

Finance Management by Neethi Gupta

WEBSITES

www.wikipedia.com
www.manoramaonline.com

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 APPENDIX

ERP:Enterprise Resource Planning

ESSL: Enterprise Software Solutions Lab

HCL: Hindustan Computers Ltd

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