PART 1 COMPANYPROFILE

HISTORY OF PRICOL LTD

Pricol Limited (formerly known as Premier Instruments & Controls Ltd) was established in 1974 at Coimbatore in Tamil Nadu, and commenced manufacturing operations in 1975 in the precision engineering field of automotive instruments. Today, Pricol is the market leader enjoying about 53% of the automotive instruments market share. Denso Corporation, Japan is the Joint Venture Partner with Pricol since 1997.

The company is engaged in the manufacture and export of a complete range of automotive components starting from instrument clusters, dashboard meters, fuel sensors, oil pressure switches, speedometer drive cables, fuel cut off valve, filter suction, etc. Innovation and the vision to look beyond.At Pricol, it is this combined power called Innovision that has set the pace of growth. InnovisionhelpedPricol set new standards redefine its corporate objectives and grow into a new horizon of opportunity.

InnovisionhelpedPricol travel beyond products and markets. It paved the way for the emergence of a new kind of social consciousness. It created a new pathway toachievements: not in terms of success, but in terms of value added contributions.

Innovision helpedPricol envision a greener future. A future that's synonymous with the green of prosperity. A future that signals greener pastures of opportunity. And a future that is greener for the world.

The other group companies -- English Tools ,Pricol Travels, Pricol Technologies, Pricol Packing Limited, Pricol Cargo, Xenos Technologies, Pricol Properties Limited,PricolCorporate
2

Services Ltd, Synoro Technologies, PricolAcademy of Excellence, Pricol Software, CarceranoPricoltech, Ananya Innovations and PricolHoldingsLimited

Product range of the company includes parts for:

Motorcycles, Scooters, Three Wheelers & ATVs Cars, SUVs and MUVs Trucks and Buses Tractors and Construction Equipments Sintered Components

Achievements/ recognition:
Certification by ISO/TS 16949, ISO 14001 & OHSAS 18001

2009 Best Supplier Award for significant contribution towards TAFE's International Business Initiatives by Tractors & Farm Equipment Ltd.

2008 Award for Excellence in Delivery by Tata Motors 2007 Vendor Performance Award for Quality 2005-06 by MarutiUdyog 2007 Certificate of appreciation for outstanding performance in the category of Cost by Denso Haryana

2007 Supplier of the year 2006 - Silver Award by Toyota Kirloskar Motor 2007 Certificate for Achieving Targets in the Category of Quality - 2006 by Toyota Kirloskar Motor

2007 Certificate for Achieving Targets in the Category of Cost 2006 by Toyota Kirloskar Motor
3

2007 Certificate for Achieving Targets in the Category of Delivery 2006 by Toyota Kirloskar Motor

2007 Award for Achieving Quality & Delivery Targets for 2006-07 by Honda Motorcycle & Scooter

2005 Award and Certificate in Recognition of Remarkable Contribution to DENSO Worldwide by Denso Corporation

2005 Certificate for Achieving Targets in the Category of Cost by Toyota Kirloskar Motor

2005 Awards for Achieving Zero Defect Supplies by Toyota Kirloskar Motor 2004 Certificate for Superior Performance in the field of Quality by MarutiUdyog 2004 Certificate for Achieving Targets in the Category of Cost Toyota Kirloskar Motor 2004 Certificate for Achieving Targets in the Category of Quality by Toyota Kirloskar Motor

COMPANY OVERVIEW

VISION
Strive for excellence in all we do through socially and environmentally acceptable means

MISSION
We will have market leadership through customer delight. We will be a responsible corporate citizen And share the benefits with society. We will make our customers,employees,suppliers and share holders feel proud of our association and want a long term relationship with us.

Respect and concern for individuals Customers, Employees and Suppliers - Partners in the Value Chain Encourage innovation and improvement; accept noble failures Continuous learning

PRICOL PLANTS

Factory I Perianaickenpalayam, Coimbatore Factory II- Manesar, Gurgaon Factory III- Chinnamathampalayam, Coimbatore Factory V- Pirangut, Pune Factory VI- Pantnagar, Uttarakhand Factory VII- Pantnagar, Uttarakhand

Pricol Limited

Established in 1974 Head Quarters in Coimbatore, India 25 Patents; 3 Design Registration

PRICOL PRODUCTS Motorcycles, Scooters, Three Wheelers

INSTRUMENT CLUSTER

FUEL LEVEL SENSORS

AUTO FUEL COCKS

CHAIN TENSIONERS

OIL PUMPS

VEHICLE SECURITY SYSTEMS

SPEED SENSORS

AUTO DECOMPRESSION UNITS

FUEL FEED PUMPS

OIL LEVEL SWITCHES

PRICOL PRODUCTS

TRUCKS AND BUSES

ENGINE SPEED SENSORS WINDSHIELD WASHER SYSTEMS

NT S

GAUGES

HOUR METERS

SPEED SENSORS

FUEL LEVEL TEMPERATURE PRESSURE SENSORS SENSORS SENSORS

BRAKE LIGHT SWITCHES

ANALOG CLOCKS

LOW OIL PRESSURE SWITCHES

ROAD VEHICLE CENTRALISED SPEED MONITORIN LUBRICATIO ROAD WARNIN G SYSTEM N SYSTEM SPEED G SYSTEM LIMITER

VEHICLE POWER CIGARETT TRACKING SOCKETS E SYSTEM LIGHTERS

OIL PUMPS

PRICOL PRODUCTS RELATED TO FOUR WHEELERS

INSTRUMENT CLUSTERS

SPEED SENSORS

FUEL LEVEL SENSORS

TEMPERATURE SENSORS

WINDSHIELD WASHER SYSTEMS

BRAKE VACUUM LIGHT SWITCHING SWITCHES VALVES

CLOCKS

IDLE SPEED CONTROL VALVES

TOP DASH VEHICLE TACHOMET CONVENIENCE ERS & SECURITY SYSTEMS

POWER SOCKETS

CIGARETTE LIGHTERS

EGR VALVES

OIL PUMPS

MAP SENSORS

TRACTORS AND CONSTRCTION EQUIPMENTS

HOUR METERS

SPEED SENSORS

FUELLEVEL TEMPERATURE PRESSURE SENSORS SENSORS SENSORS

CHARGE PUMPS

OIL PUMPS

PRESSURE RELIEF VALVES

NEUTRAL SAFETY SWITCHES

LOW OIL PRESSURE SWITCHES

10

SINTERED COMPONENTS

11

VALUABLE CUSTOMERS

BAJAJ AUTO LTD

MAHINDRA & MAHINDRA

XENOS TECHNOLOGIES

TATA MOTORS

12

1.6 HISTORY OF PRICOL LTD. RUDRAPUR PLANT

PRICOLHeadQuarter - Coimbatore (1974) Total 8 plants PRICOL PANTNAGAR

Plant 6 Date of establishment 01 April 2007

Total Area 22440 SQM Covered Area 6548 SQM Area for Future Expansion 3550 SQM

Plant 7 Date of establishment 01 April 2008

Total Area 11703 SQM Covered Area 7023 SQM Area for Future Expansion 1563 SQM

13

CertificationsISO / TS 16949:2004 OSHAS 18001: 2007 TPM Excellence Award March 2011

14

1.7PRODUCT PROFILE IN PANTNAGAR ( SIDCUL)

VEHICLE SECURITY SYSTEM

INSTRUMENTAL CLUSTERS

15

OIL PUMPS

ANALOG CLOCKS

FUEL LEVEL SENSORS

16

ORGANISATION STRUCTURE OF HR DEPARTMENT OF PRICOL LTD.

MANAGING DIRECTOR ( VIJAY MOHAN )

PLANT HEAD (DINESH TANEJA )

HR OFFICER ( U S RAWAT )

ASSTT. HR OFFICER (ANITA DESPANDE ) PLANT 6

ASSTT. HR OFFICER (FAISAL KHAN ) PLANT 7

WORKERS

17

1.9SWOT Analysis Framework

ENVIRONMENTAL SCAN

Internal Analysis

External Analysis

Strength

Weakness

Opportunity

Threats

18

1.9 SWOT Analysis

SWOT Means

Strengths: A firms strengths are its resources and capabilities that can be used as a basis for
developing a competitive advantage. For example- operational efficiency, market strength.

Weakness: The absence of certain strengths may be viewed as weakness. For example
financial resources.

Opportunities: The external environmental analysis may reveal certain new opportunities for
profit and growth. For example- arrival of new technologies

Threat:Changes in the external environment may also present threats to the firm. For example
Competitors.

19

CHAPTER 2 LITERATURE REVIEW

20

LITERATURE REVIEW

According to Casse and Banahan (2007), the different approaches to training and development need to be explored. It has come to their attention by their own preferred model and through experience with large Organizations. The current traditional training continuously facing the challenges in the selection of the employees, in maintaining the uncertainty related to the purpose and in introducing new tactics for the environment of work and by recognizing this, they advising on all the problems, which reiterates the requirement for flexible approach. Usually the managers have the choice to select the best training and development programme for their staff but they always have to bear in mind that to increase their chances of achieve the target they must follow the five points highlighted by Miller and Desmarais (2007). According to Davenport (2006), mentioned in his recent studies that its easy to implement strategy with the internet supported software. Some of the Training theories can be effective immediately on the future of the skill and developments. The content and the access are the actual factors for the process. It is a representation itself by the Access on main aspect what is effective to the adopted practice in training development. As per the recent theories to access the knowledge is changing from substantial in the traditional to deliver the knowledge for the virtual forms to use the new meaning of information with electronic learning use. There is a survey confirmation for using classroom to deliver the training would
21

drop

dramatically,

(Meister,

2001).

A manager is that what the other a member of the organization wants them to be because it is a very popular trend of development training for the managers in the training for the management (Andersson, 2008, Luo, 2002). Most of the managers seem to reject a managerial personality in support of the other truth for themselves (Costas and Fleming, 2009). It has been...

Age Discrimination and Training Learning, Not Litigating: Managing Employee Development and Avoiding Claims of Age Discrimination.
Maurer, T. &Rafuse N. (2001). Academy of Management Executive, Vol. 15 No. 4, pp. 110-121. This article offers suggestions to avoid age discrimination in training and development. Two perspectives are examined. First, a lack of training can be detrimental to older workers. Second, the legal perspective, that a lack of training opportunities may be discriminatory. Some suggestions for avoiding discrimination in training and development are offered including: Culture and policies; decisions about training and development opportunities; supervisors and developmental relationships; and training managers on stereotypes.

Training An Age-Diverse Workforce.

Newton, B. (2006). Industrial and Commercial Training, Vol. 38 No. 2, pp. 93-97. The focus of this article is on age discrimination in training and development. However, the practical advice offered can be applied generally to all areas of training and development in the workplace. There are practical steps on how to implement a training policy to facilitate access to all employees in the organization. All the important areas of best practice in delivering training and development programs are identified.

22

Training for Diversity Workforce Diversity Training: From Anti-discrimination Compliance to Organizational Development.
Bendick, M., Egan, M. &Lofhjelm, S. (2001). HR: Human Resource Planning, Vol. 24 No. 2, pp. 10-25. Despite this articles focus on the US workplace, there are some lessons that can be translated to the Australian workplace. Namely, organisations can benefit from offering diversity training to employees. That is, training employees to respect others and not to act in a discriminatory manner towards fellow employees.

Is Diversity Divisive' A Positive Training Approach.

Bagshaw, M. (2004). Industrial and Commercial Training, Vol. 36 No. 4, pp. 153-157. A case study of the London Fire Brigade is outlined demonstrating the benefits of learning how to manage diversity in the workplace effectively. A brief outline of the diversity training program is presented. The main focus of the program was to development communication skills.

Mentoring MentoringAn Australian Experience.

McGregor, L. (2000). Career Development International. Vol. 5 No. 4/5, pp. 244-249. This article presents two models of mentoring. The traditional view of mentoring is facilitated mentoring where the more experienced person (mentor) acts as a role model for the less
23

experienced person (mentee). A case study from the Department of Justice is used to highlight this facilitated mentoring approach. Another approach is also offered guided learning. A more experienced co-worker uses guided learning to teach a less experienced worker new skills. A further case study is presented to demonstrate the use of guided learning. A Mentoring Hand Taylor, W. (2005). The Age, My Career Section, p. 11, 26/11/2005. This paper outlines the experiences of two executive women in developing an internal mentoring program. The experiences demonstrate that the mentoring relationship not only benefits the mentees but also the mentor.

Most Mentoring Programs Stink: But Yours Doesnt Have To.

Boyle, M. (2005). Training Vol. 42 No. 8, pp. 8-15. Outlines Ernst & Youngs mentoring program that has enhanced the organisations creditability in light of recent accounting scandals.

Strategies For Developing Women Managers: How Well Do The Fulfills Their Objectives'
Lewis, A. &Fagenson, E. (1995). Journal of Management Development.Vol 14 No. 2, pp. 39-53. This article highlights the advantages and disadvantages a number of training programs types. 1. 2. 3. Women only training programs Management training for men and women Mentoring Programs

The researchers conclude that women should not be segregated from men when attending

24

training programs.

Mentoring: A Personal Reflection.

Long, S. (2002). New Library World. Vol. 103 No. 1174, pp. 94-97. This paper investigates mentoring from the perspective of the mentee. The author offers some handy tips: 1. 2. 3. 4. 5. 6. 7. 8. Be open to your mentor, Follow up with your mentor, Outline the boundaries of the relationship, Create and agenda for each meeting, Listen and ask questions, Plan to the next meeting, Change the process, and Respect the relationship.

25

PART-2 INTRODUCTION OF THE TOPIC

26

1.1 OBJECTIVES OF THE PROJECT To study the system of training and development adopted by pricol. To measure the level of satisfaction among the worker regarding training and development. To know about industrial environment. To see the difference between theoretical knowledge & practical knowledge

To gather information on training needs and identification. To identify how training assist the employees to acquire knowledge, skills and attitude and also enhance the same . To study whether training helps to motivate employee and helps in avoiding mistakes.

27

1.2. RESEARCH METHODOLOGY

Research is the process of defining and re- defining problems formulating the different hypothesis with suggested solutions by collecting, summarizing, organizing and evaluating different datas by thus reaching on solutions with careful testing. Research is common means which refers to search for knowledge. A Careful investigation or inquiry especially through search for new facts in any branch of knowledge.

28

OBJECTIVES OF RESEARCH
The main aim of research is to find out the truth which is hidden and which has not been discovered as yet in PRICOL Ltd. The purpose of this research study are To gain familiarity with a phenomenon or to achieve new insights in

Pricol Ltd (exploratory or formative research studies). To portray accurately the characteristics of a particular individual, situation or a group (descriptive research) in Pricol Ltd. To determine the frequency with which something occurs in Pricol Ltd (diagnostic research).

29

SOURCES OF DATA COLLECTION

Data can be classified under the two main categories, depending upon the sources used for the collection purposes, i.e., Primary data and Secondary data. The validity and accuracy of final judgment is most crucial and depends heavily upon how well the data is gathered in the first place. The methodology adopted for data gathering also affects the conclusions drawn there from.

SOURCES OF DATA COLLECTION

PRIMARY SOURCES

SECONDARY SOURCES

QUESTIONNAIRE SURVEYS DISCUSSIONS

INTERNET www.pricol.com www.pricoltechnologies.com

I had gone through both types of data for completion of this project report.
30

RESEARCH DESIGN INTRODUCTION

A Research Design is the framework or plan for a study which is used as a guide in collecting and analyzing the data collected. It is the blue print that is followed in completing the study. The basic objective of research cannot be attained without a proper research design. It specifies the methods and procedures for acquiring the information needed to conduct the research effectively. It is the overall operational pattern of the project that stipulates what information needs to be collected, from which sources and by what methods.

SAMPLE SIZE
It refers to the procedure of selection of sample and defining the variable in the study it include the determination of size of the samples and selection of the sample. Since the study consist of identification of training needs for the employees of the organization Sample was collected from the employees of PRICOL LTD. RUDRAPUR. The sample size for the survey conducted was 40 employees.

31

SAMPLING TECHNIQUE Random sampling technique was used in the survey conducted.

AREA
PRICOL LTD. Pantnagar( SIDCUL )

Tools used
Pie- chart

Graph DURATION OF STUDY

Following are the achievement done during the summer internship from June25th 2011 to July 30th 2011.

32

CHAPTER-2 THEORETICAL BACKGROUND

33

MEANING & DEFINITION OF TRAINING

Training is the important subsystem of human resource development. Training is a short term process utilizing a systematic & organized procedure by which non-managerial personnel acquire technical knowledge & skills for a definite purpose. At, present training of workers is necessary because many jobs have assumed a higher technological character & under automation, we require highly skilled operatives. Training is the process of increasing the knowledge & skills for doing a particular job. Training is any process by which the skills & abilities of employees to perform specific jobs are increased. In other words, Training improves changes, moulds the employees knowledge, skills, behavior, towards the requirements of the job & organization. Training refers to the teaching & learning activities carried on for the primary purpose of helping members of an organization to acquire & apply the knowledge, skills, abilities, needed by a particular job & organization.

34

MEANING & DEFINITION OF DEVELOPMENT

Development is a long term educational process utilizing a systematic & organized procedure by which managerial personnel get conceptual & theoretical knowledge. In other words, it refers not to technical knowledge & skills in operation but to philosophical & theoretical educational concepts. According to Dales. Beach. Management development is a systematic process of training & growth by which individuals gain & apply knowledge, skills & attitudes to manage orientation effectively. In simple terms, training &Development refers to imparting specific skills, abilities, & knowledge to an employee. A formal definition of training & development is It is any attempt to improve current & future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills & knowledge. The need for training & development is determined by the employees performance deficiency, computed as follows:

Training & development need = Standard performance Actual performance.

35

INPUTS IN TRAINING AND DEVELOPMENT

Any training and development programme must contain inputs which enable the participants to gain skills, learn theoretical concepts and help acquire vision to look distant future. In addition to these, there is a need to impart ethical orientation, emphasize on attitudinal changes and stress upon decision making and problem solving abilities.

Skills: Training as was stated earlier, is imparting skills to employees. A worker needs
skills to operate machines, and use other equipments with least damage or scrap. This is a basic skill without which the operators will not be able to function.

Education: the purpose of education is to teach theoretical concepts and develop a

sense of reasoning and judgment. That any training and development programme must contain an element of education is well understood by HR specialists.

Development:Another component is development which is less skill oriented but

stressed on knowledge. Knowledge about business environment, management principles and techniques human relations, specific industry analysis and the like is useful for better management of the company.

Attitudinal changes:Attitudes represent feelings and beliefs of individual towards

others. Attitude affects motivation, satisfaction and job commitment negative attitude need to be converted into positive attitudes.

Decision making and problem solving skills:Decision making skills and

problem solving skills focus on method and techniques for learning related to decision making.

36

SCOPE OF TRAINING

As training enhances the competency of the workforce,it will result in increased morale. Training can facilitateemployees retention & faster customer service. If designed & delivered well it will facilitate achievement of organizational objectives.

Training of company workforce result in an increase of productivity & reduced wastage

It is a corporate prudence & cost effective practice to retrain worker for a new jobs than releasing them & hiring new one.

Training is used as a tool to deal with specific problem.

37

OBJECTIVES OF TRAINING
The principal objective of training and development division is to make sure the availability of a skilled and willing workforce to anorganization. In addition to that, there are four other objectives: Individual, Organizational, Functional, and Societal.

Individual Objectives Help employees in achieving their personal goals, which in turn,
enhances the individual contribution to an organization.

Organizational Objectives Assist the organization with its primary objective by bringing
individual effectiveness.

Functional Objectives Maintain the departments contribution at a level suitable to the

organizations needs.

Societal Objectives Ensure that an organization is ethically and socially responsible to the
needs and challenges of the society Besides these objectives, there are other objectives of training. These are follows; To impart to new entrants the basic knowledge & skills required for efficient performance of definite tasks. To ensure the smooth & efficient working of a department or the organization. To promote individual & collective morale, a sense of responsibility, co-operative attitude & good relationships. To ensure economic output of required quality. To assists employee to function or perform more effectively.

38

IMPORTANCE OF TRAINING Maximum utilization of materials &machines: Trained workers know the
method of doing their jobs in the required manner. They know - how to use the machines in the best possible manner. It reduces the possibility of accident to the minimum.

Stability in organization: Training brings stability in organization, because it

reduces the rate of absenteeism & labor turnover.

High morale: As the trained workers are capable of doing their jobs in most suitable
manner & can understood the procedures & method easily, it increases their morale.

Improvement in the quality & quantity of production: Training increases

the efficiency of employees which increases the quantity of production & improves quality.

Minimum need of supervision: A trained worker can do himself efficiently. Thus,

the training reduces the need of supervision to minimum.

Reduction in cost of production:Efficient workers do their works in the best

possible manner. They make the maximum utilization of machines & materials. Thus, the cost of production is reduced.

Increase in understanding: Trained workers can learn the methods & procedures
of production quickly. Training improves the power of understanding among them. They can follow the technical attitudes & changes themselves easily & quickly.

39

Benefits of training

Benefits to the organization

Benefits to the employees

Benefits to the organization

Improves profitability: It leads to improved profitability or more attitudes towards
profit orientation.

Improves knowledge & skills: It improves the job knowledge & skills at all levels
of the organization.

Improves morale: It improves the morale of the workforce. Build corporate image: It helps to create better corporate image.

Better utilization of machines & materials: Machines & materials are handled
economically resulting in the elimination of wastage. It leads to reduction in cost of production.

40

 Reduction in accidents: Since the workers are trained in handling machines & are
taught various safety measures, the rate of accidents falls considerably.

Better performance: A trained employee usually shows better productivity & higher
quality than an untrained employee. Training increases the skills of the employee in the performance of a particular job.

Benefits to the employees

Increased skills &knowledge: The employee acquires new skills & knowledge
which will help them to improve their performance & career.

High productivity:The productivity of the workers is increased as a result of training. Because of this, they earn higher wages & bonus.

High morale: Trained employees now their jobs fully & have greater job satisfaction Opportunity for promotion: The efficient workers can sharpen their skills during
training. This helps them to try for promotion to higher jobs.

Encouragement for self-development: Training helps in encouraging & achieving

self-development& self-confidence.

Helps in developing skills: Training helps in developing various skills like

communication skills, interactive skills etc.

Less accident: Trained workers are less prone to accidents as they know how to use
risky machines & materials.

41

Kinds of training

Induction training

Job training

Internship training

Re-training

Induction or orientation training:Induction is concerned with the problem of

orienting a new employee to the organization &its procedures, rules & regulation. It is better to give him a friendly welcome when he joins the organization, get him introduced to the organization & help him to get a general idea about the rules& regulation, working condition, etc. of the organization.

Job training:Job training is necessary for new employees to acquaint them with the
job they are expected to perform. Job training is given in different ways to make the worker proficient in handling machines, equipment so that operation are smooth& faultless & accidents are avoided. Various on the job training & off the job training techniques are adopted to educate the employees in handling the equipment & raw materials correctly & perform their job efficiently. Hence purpose of job training is to enable them to learn new techniques, skills & knowledge &also to create interest of the employees in their jobs.

42

Internship training:Internship training has become quite popular these days because
of cooperation between employers & professionals& vocational institutions. Under this method, the vocational or professional institute enters into arrangement with a big enterprise for providing practical knowledge to its students by gaining actual work experience. The period of such training varies from six months to two years.

Refreshers training or re-training: Refreshers training is meant for the old

employees of the enterprise. The basic purpose of this training is to acquaint the existing workforce with the latest methods of performing their jobs & improve their efficiency. Hence this, training is designed to avoid the personnel obsolescence.

43

Techniques/Methods of training

On- the job training

Off-the job training

Onthe job training: It includes various methods. These are as follows;

Coaching. Job rotation. Understudy. Multiple Management.

Off-the job training: It includes various methods. These are as follows:

Sensitivity training. Case study. Role playing. Lectures methods. Discussion approach.

44

Following methods used in pricol ltd.

.

Multiple Management:Multiple management is also known as committee

management. Under this technique a committee consisting of some managers is formed & given an assignment to study the company problem & to make advice or give recommendations to the top management. Thesecommittees are usually formed with the junior executives. They study the problem & find out the alternate solutions, discuss them & arrive at a final decision. The appointment of managers to the committee facilitates their exposure to the organization& widens their outlook & provides them with an excellent opportunity to develop them by acquiring knowledge of different aspects relating to business & industry &to interact with the group.

Sensitivity training:this is the technique of bringing about a change in the

behavior of the executives through group processes. According to Edwin B. Flippo. The objective of this technique is the development of awareness of & sensitivity to behavioral patterns of oneself& others. This technique is also referred to as laboratory training. The trainee executives participate & influence each other through unstructured group interaction. The participants here are provided open environment where they discuss freely among themselves. The environment is created by a professional behavior list they openly express their ideas, concepts, attitudes & get opportunity to know about themselves & the impact of their behavior on their fellow participants. This technique helps in creating mutual trust & respect. It thus develops
45

managerial sensitivity. It develops team spirit. This technique is regularly used by some of the Indian companies.

Case study: under this technique the cases based on actual business situation are
prepared & given to the trainee managers for discussion & for arriving at a proper decision. Managers are given opportunity to find out the talent problems & suggest alternatives to tackle them. The selection of the best alternative solution trainees have to suggest. This technique helps in improving the decision making skills by making analytical judgment. Objective of the method: 1. In many cases, this method is used as an exercise in decision making & problem solving. 2. The case study method can help develop knowledge & skills of the participants that will help them to deal with various situations. 3. This method can be effective in enhancing the involvement of participants in the process of learning. Thus, a greater responsibility is devolved on them for their own learning. This can help in their overall motivation of the programme.

Lecture method:The lecture is a traditional and direct method of instruction. The

instructor organizes the material and gives it to a group of trainees in the form of a talk. To be effective, the lecture must motivate and create interest among the trainees. An advantage of lecture method is that it is direct and can be used for a large group of

46

trainees. Thus, costs and time involved are reduced. The major limitation of the lecture method is that it does not provide for transfer of training effectively.

Conference/discussion approach:In

this method, the trainer delivers a

lecture and involves the trainee in a discussion so that his doubts about the job get clarified. When big organizations use this method, the trainer uses audio-visual aids such as black boards, mockups and slides; in some cases the lectures are videotaped or audio taped. Even the trainee's presentation can be taped for self confrontation and selfassessment. The conference is, thus, a group-centered approach where there is a

clarification of ideas, communication of procedures and standards to the trainees. Those individuals who have a general educational background and whatever specific skills are required such as typing, shorthand, office equipment operation, filing, indexing, recording, etc. - may be provided with specific instructions to handle their respective jobs.

47

TRAINING PROCEDURE

Identifying training Needs

E Setting training objectives & policy

Evaluation criteria

Designing training programme

Feedback

Implementation of the training programme

Follow up & evaluation

48

IDENTIFYING TRAINING NEEDS

All training activities must be related to the specific needs of the organization & the individual employees. A training programme should be launched only after the training needs are assessed clearly & specifically. The effectiveness of a training programme can be judged only with the help of training needs identified in advance. Training can be identified through the following types of analysis:

Organizational analysis:it involves a study of the entire organization in terms of its

objectives, its resource, the utilization of these resources, in order to achieve stated objectives. The important elements that are closely examined in this connection are as: Analysis of objectives: this is a study of short-term & long-term objectives & the strategies followed at various levels to meet these objectives. Resource utilization analysis: the allocation of human & physical resources & their efficient utilization in meeting the operational targets are analyzed. Environmental scanning: here the economic, political, socio-cultural & technological environment of the organization is examined.

Task or role analysis: It is a systematic & detailed analysis of job to identify job contents,
the knowledge, skills & aptitude required & the work behavior. Questionnaire, interviews, records, reports & other methods can be used to collect information about jobs in the organization.
49

Manpower analysis: In this analysis, the persons to be trained & the changes required in the
knowledge, skills, & aptitudes of an employee are determined. There are various issues to be resolved through manpower analysis. It is necessary to decide whether performance of an individual is sub-standard & training is needed. It is determined whether the employees are being capable of being trained. The specific areas in which the individual requires training are determined. Whether training will improve the employees performance or not is determined.

SETTING TRAINING OBJECTIVES

Once the training needs are identified, the next step is to set training objectives in concrete terms & to decide the strategies to be adopted to achieve these objectives. Objective of training expresses the gap between the present & the desired performance levels. Definition of training objectives in both quantitative & qualitative terms will help to evaluate & monitor the effectiveness of training. To impart to new entrants the basic knowledge & skills required for efficient performance of definite tasks. To ensure the smooth & efficient working of a department or the organization. To promote individual & collective morale, a sense of responsibility, co-operative attitude & good relationships. To ensure economic output of required quality.

50

To build up a second line of competent officers & prepare them to occupy more responsibilities.

To assists employee to function or perform more effectively

DESIGNING A TRAINING PROGRAMME:

In order to achieve the training objectives, an appropriate training policy is necessary. A training policy represents the commitment of top management to employee training. It consists to rules & procedures concerning training. A training policy or programme is required: a) Who participates in the programme? b) Who are the trainers? c) What methods & techniques are to be used for training? d) What should be the level of training? e) What learning principles are needed? f) Where is the programme conducted? To be effective, a training programme should be properly organized. But good organization alone is not adequate, proper planning & training is equally important. IMPLEMENTATION OF THE TRAINING PROGRAMME: Once the training programme has been designed, it needs to be implemented. Implementation is beset with the problems. I the first place, most managers are action-oriented & frequently say they are too busy to engage in training efforts. Secondly, availability of trainers in a problem.in addition to possessing communication skills, the trainers must know the companys philosophy,

51

its objectives, its formal& informal organization & the goals of the training programme. Training & development requires a higher degree of creativity than, perhaps any other personnel specialty. Programme implementation involves action on the following lines: a) Deciding the location & organizing training & other facilities. b) Scheduling the training programme. c) Type of training required. d) Conducting the programme. e) Monitoring the progress of trainees FOLLOW UP & EVALUATION: It is necessary to evaluate the extent to which training programmes have achieved the aims for which they were designed. Evaluation enables an organization to monitor the training programmes& also update or modify in future programmestraining& its integration with other functions of human resource management can be judged.

There are several obvious benefits for evaluating a training program. First, evaluations will provide feedback on the trainers performance, allowing them to improve themselves for future programs. Second, evaluations will indicate its cost-effectiveness. Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization.

The importance of the evaluation process after the training is critical. Without it, the trainer does not have a true indication of the effectiveness of the training

52

Meaning & Definition of Management / Executive Development

Management & executive development is a systematic process of learning & growth by which managerial personnel gain & apply knowledge, skills, and attitudes to manage work in their organization effectively & efficiently. Executive development consists of all the means by which executives learn to improve their behavior & performance. It is designed to improve the effectiveness of managers in their present jobs & to prepare them for higher jobs in future. According to FlippoManagement development includes the process by which managers & executives acquires not only skills & competency in their present jobs but also capabilities for future managerial tasks of increasing difficulty & scope. Thus, executive development is any planned efforts to improve current & future managerial performance. It is an attempt at improving an individuals managerial effectiveness through a planned & deliberate process of learning

53

Characteristics of management / executive development

Continuous process: Executive development is a continuous process. It continues throughout an executives entire professional career because there is no end to learning. Long term process: Executive development is a long term process as managerial skills cannot be developed overnight. Self-development process: Executive development facilitates self-development of managers, as they learn many things through action learning methods, sharing the experiences of each other, in a simulated classroom atmosphere. Planned process: Management development is a planned & organized process of learning rather than a trial or error approach. Better performance: Executive development aims at preparing managers for better performance and helping them to realize their full potential.

54

Objective of management development

The major objective of management development programmes are as under: To improve the performance of managers at all levels in their present jobs. To sustain better performance of managers throughout their career i.e. to prepare managers for higher jobs in future. To encourage & prepare managers to increase their capacity to assume & handle greater responsibility. To provide opportunity to executives to fulfill their career aspirations. To ensure that the managerial resources of the organization are utilized fully or optimally. To make available managers & executives with requisite knowledge & skills, to meet the present & anticipated future of the organization. To understand economic, technical and institutional forces in order to solve business problems. To stimulate creative thinking in order to improve methods &procedures

55

Methods and Technique of Development:

Different types of techniques are used to acquire and develop various types of managerial skills and knowledge. They are: 1) For decision-making skills: A) In-Basket exercise B) Business game C) Case study 2) Inter-personal skill: A) Role playing B) Sensitivity Training C) BehavioralModeling 3) Job Knowledge: A) Coaching B) Under study 4) Organizational knowledge: A) Job Rotation B) Multiple Management
56

5) General knowledge:
A) Special courses B) Special Meeting C) Special Reading

6) Special Individual needs:

A) Special projects B) Committee assignment.

57

FOLLOWING ARE THE METHODS USED IN PRICOL LTD. 1) For decision making skills:
a) Case Study:Case studies are most often used to simulate strategic decision-making situations, rather than the day-to-day decisions that occur in the in-basket. The trainee is first presented with a history of the situation in which a real or imaginary organization finds itself. The key elements and problems, as perceived by the organization's key decision makers, may also be provided. Case studies range from a few pages in length to more than a hundred. Trainees are asked to respond to a set of questions or objectives. Responses are typically, though not always, in written form. Longer cases require extensive analysis and assessment of the information for its relevance to the decisions being made. Some require the trainee to gather information beyond what was in the case. Once individuals have arrived at their solutions, they discuss the diagnoses and solutions that have been generated in small groups, large groups, or both. In large groups a trainer should facilitate and direct the discussion. The trainer must guide the trainees in examining the possible alternatives and consequences without actually stating what they are.

Written and oral responses to the case are evaluated by the trainer. The trainer should convey that there is no single right or wrong solution to the case, but many possible solutions depending on the assumptions and interpretations made by the trainees. The value of the case approach is the trainees' application of known concepts and principles and the discovery of new ones. The solutions are not as important as the appropriateness with which principles are applied and the logic with which solutions are developed.
58

2) Inter-Personal skills: a)Sensitivity Training: It is also known as T group training. This a group of 10 to 12
people a) unstructured group of people b) agenda free group c) Leader less group. It helps individual towards better relation with others and eliminating interpersonal friction. The aim to achieve behavior effectiveness in transaction with one environment, individual are allowed to focus on behavior rather than duties.

b)Behavioral Modeling: Behavior modeling is used primarily for skill building and almost
always in combination with some other technique. Interpersonal skills, sales techniques, interviewee and interviewer behavior, and safety procedures are among the many types of skills that have been successfully learned using this method. While live models can be used, it is more typical to video tape the desired behavior for use in training. The steps in behavior modeling can be summarized as follows:

1. Define the key skill deficiencies 2. Provide a brief overview of relevant theory 3. Specify key learning points and critical behaviors to watch for 4. Have an expert model the appropriate behaviors 5. Have trainees practice the appropriate behaviors in a structured role play 6. Have the trainer and other trainees provide reinforcement for appropriate imitation of the model's behavior

59

Behavior modeling differs from role plays and games by providing the trainee with an example of what the desired behavior looks like prior to attempting the behavior. While this method is primarily behavioral, steps 2 and 3 reflect the cognitively oriented learning features of the technique. Feedback to the trainee is especially powerful when video is used to record both the model's and the trainee's performance. Through split screen devices, the performance of the model and the trainee can be shown side by side. This allows the trainee to clearly see where improvements are needed.

Simulations are not good at developing declarative knowledge. Some initial level of declarative and procedural knowledge is necessary before a simulation can be used effectively. Although some knowledge development can occur in simulations, usually other methods are required for this type of learning. Simulations provide a context in which this knowledge is applied. Improving the trainees' ability to apply k strategies) is the focus of simulations. Simulations do a good job of developing skills because they:

Simulate the important conditions and situations that occur on the job.

allow the trainee to practice the skill provide feedback about the appropriateness of their actions

3. JOB KNOWLEDGE
a).Under study: In this the trainee is prepared to perform the work of his superiors. He is a trainee who at future time will assume the duties and responsibilities of the positions presently held by his superiors when he is separated from the job because of transfer,
60

promotion, retirement etc. The department manager can pick up one individual from his unit to become his understudy. He will guide him to learn his job, he also involve him in decision-making process.

b)Coaching: In this method superior guides and instruct the trainee as a coach. The coach or
counselor sets mutually agreed goals suggest how to achieve these goals periodically reviews trainee progress and suggest changes in required in behavior and performance.

In coaching, the supervisor explain things and answers questions, he throws light on why things are done the way they are, he offers a model for trainee to copy; conducts lot of decision making meetings with trainees; procedures are agreed upon and the trainee is given enough authority to make divisions and even commit mistakes.

4. Organizational Knowledge:
a)Job Rotation: It involve movement or transfer of an employee from job to job,
department to department at the same level. . It provides a great deal of job experience for those who are potential executives, this give them a broader outlook and the required diversified skills, which are very important at the upper level. It reduces boredom by providing variety of work. These types of the employees are very important for the organization because they have knowledge of various fields and management can use them in case of contingencies.

b)Multiple management: It is a technique where junior are assigned committee by the chief executives called junior board of executives .which discusses the actual problem and
61

different alternatives solution after which final decision are made. Future vacant positions in the board of director may be filled from junior executives board member who have gained sufficient exposure to problem and developed decision-making skills. This method help identify executives talent.

5)General Knowledge: a)Special courses: Like the workshops, executives development program (EDP) organized
by institutes, universities helps the trainee to acquire G.K.

b)Special Meeting: Special meeting organized in voluntary organization, consumers forum

help the trainee to develop their knowledge.

c)Special Reading: special article published in newspaper, journals, magazines are provided to the trainee to improve their G.K.

6) Special individual need: a) Special projects:In this a number of trainee executives are put together to work on a
project closely related to their functional area. This group is called project team to examine the problems and find solution.

b)Committee Assignment: To discuss the problem and to evaluate the problem and given
suggestion to the problem.

62

TRAININGAND DEVELOPMENT METHODOLOGY ADOPTED IN PRICOL LTD

TRAINING FOR OPERATORS MONTHLY OR QUARTERLY

CLASS ROOM TRAINING

ON THE JOB TRAINING

SKILLS UPGRADATION

63

TRAINING FOR OPERATORS OR

CHAPTER-3 DATA ANALYSIS AND FINDINGS

64

3.1. DATA ANALYSIS

Q.1.Training is helpful as well as necessary step in the organization.

OPTIONS

%AGE OF RESPONSES

Yes No

87% 13%

%age of responses
100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

87%

13%

yes

no

Analysis: From the above tableit is concluded that 87% of respondent says that
training is helpful as well as necessary step in the organization where as 13% of respondents says that training is not helpful as well as necessary step in the organization.
65

Q.2 Training helps in increasing the performance of employees.

OPTIONS

%AGE OF RESPONSES

Yes No

89% 11%

%age of responses
11%

yes no
89%

Analysis: From the above table it is analysed that 89% of respondents say that training helps in
increasing the performance of employees where as 11% of respondents says that it is not helpful in increasing the performance of employees. So it is concluded that training is beneficial for employees.

66

Q.3 Training increases the level of satisfaction among employees.

OPTIONS

%AGE OF RESPONSES

Yes No 16%

84%

%age of responses
16% yes 84% often

Analysis:Above mentioned pie chart states that training increases the level of satisfaction
among employees 84% said yes,16% said no . So it is concluded that training helps in increasing the satisfaction among employees.

67

Q.4 The employees are helped to acquire technical knowledge andskillthrough training?

Parameter

%AGE OF RESPONSES

Very Little Moderately A Lot

10% 15% 75%

%age of responses
10% 15% 75%

very little

moderately
a lot

Analysis :Above representation indicates the responses regarding training helps in acquiring
technical knowledge and skills of the employees10% said very little 15% said moderately and 75% said a lot so it is concluded that training helps in acquiring knowledge and skills of the employees.
68

Q.5 There is adequate emphasis on developing managerial capabilities of the managerial staff through training.
PARAMETERS %AGE OF RESPONSES

Very Little Moderately A Lot

15% 20% 65%

%age of responses
15% 20% 65%

very little

moderately
a lot

Analysis: From the above mentioned pie chart indicates that 15% of respondents says very
little that training helps in developing the managerial capabilities of the staff,20% says moderately and 65% says a lot. So this indicates that training helps in developing the managerial capabilities of the staff.
69

Q.6 Human relation competencies are adequately developed in your organization.

PARAMETER %AGE OF RESPONSES

Very Little Moderately A lot

15% 27% 58%

%age of responses
15%

very little
58% 27%

moderately a lot

Analysis: From the above table indicates the responses regarding the development of human
competencies in the origination 15% said very little,27% says moderately and 58% says a lot so this indicates the human competencies are developed in the organization.
70

Q.7 After getting training do you feel there is change in your working nature or not?

Parameter Yes No Often

Percentage 54% 18% 28%

%age of responses
60% 50% 40% 30% 20% 10% 0% yes no often

yes no often

Analysis:From the above graph indicates the responses regarding the changes in the working
nature18% said no ,28% said often and 54% said yes .so it is concluded that after getting training employees feel that there is change in the working nature.

71

Q.8 Training helps employees to achieve a greater appreciation of how to become better organized & carry out work more effectively.

Parameter Very Little Moderately A Lot

Percentage 13% 27% 60%

%age of responses
13% 60% 27% very little moderately a lot

Analysis:From the above mentioned data we can see the responses of thestaff members regarding the help gained by training programmes. 13%said verylittle, 27% said moderately and 60% said a lot, so this shows that most of thepersons are able to apply the results of training in better and organized way.

72

Q.9 Do you feel that training are provided to the employees was effective ?

OPTIONS YES

%AGE OF RESPONSES 75%

NO

25%

%age of responses
25% yes no 75%

Analysis: From the above mentioned data we can see the responses regarding the effectiveness of the training 75% said yes and 25% said no. so this shows that training was provided effectively.

73

Q.10.Do you feel that the training programme help you to understand the better work of the company? Options Yes Often Never %age of responses 67% 20% 13%

%age of responses
13%

yes
20% 67%

often never

Analysis:From the above representation indicates the responses regarding the training
programmes are helpful in understanding the work of the organization in better way. 13% said never, 20% said often and 67% said yes. So this shows that training helps in understanding the work in better and n organized way.

74

3.2FINDINGS

After analysis of the collected data following findings were observed. All employees are aware about the Training and development programme used in the organization. Majority of the employees who were interviewed said that existing Training and development programme is better or best. 70 to 80% of management staff, supervisors and workers feel that personal skills are taken in to consideration. I found that most of the employees were satisfied with the training programmes. Management and supervisors are comfortable while giving theirfeedback. Management staff,supervisors and employees is in favor of making a change in the existing Training and development programme.

Ialso found that most of the employees were in favor of on the job training.

75

CHAPTER-4 CONCLUSION AND SUGGESTIONS

76

4.1. CONCLUSION
Pricol Ltd has been a great source of learning of not only managerial but also humanitarian aspects which could be applied in various levels of management. The Management style in Pricol Ltd plays a dynamic role in achievements of its objectives, which enables it to reach higher goals. PricolLtd, has not only been working towards making a better Organization but to ensure excellence of both practice and product. And thus, help you to renovate your life Pricol Ltd has paid great attention to Education and providing different training schemes to its Employees and workmen both which help them to understand the optimum ways of working efficiently. This would have not been possible without the Efforts of Pricol Ltd.

So at the end of our project report we can say that the Training and development programme which Pricol Ltd implemented in their organization is implemented in a well-organized way and the employees who are working there are totally satisfied from their Training and development programme.

77

4.2. SUGGESTIONS AND RECOMMENDATIONS

MANPOWER IS THE ASSETS OF THE COMPANY, O GROW THOSE, MEANS TO GROW THE ORGANISATON

Feedback of the employees should be addressed properly. Duration of training programme should not be lengthy. Proper training should be given to freshers. While training programme refreshment should be provided to the trainees. Proper training should be given to weak performers. There should be high involvement of employees in all stages of Training and Development program. Organization should provide more information to the employees about the Training and Development so that the level of knowledge can increase about Training and Development.

78

4.3LIMITATIONS OF THE STUDY

The following difficulties were faced during the course of the research study.

1) The employees were flexible to express their views regarding the training and development system of their organization.

2) There was also shortage of time and other sources for the data collection.

3) Employees also showed lack of interest while filling the Questionnaire &answering to the questionnaire.

4) Employees were afraid at the time of filling questionnaire. \

5) The study would be limited to the employees of PRICOL LTD,

Pantnagar ( SIDCUL )

79

BIBLIOGRAPHY

BOOKS:1. Gupta, C.B., Human Resource Management, 2000, New Delhi, Sultan Chand & Sons. 2. Research Methodology Kothari C.R 1999 New Delhi, Wiley Eastern Limited

3. Aswathappa- human resource management. 4. Flippo& L.N. Prasad- Human Resource Management.

WEBSITES:

www.pricol,.com www.pricolproducts.com www.pricoltechnologies.com

80

ANNEXURE

I am PayalMiglani pursuing Masters of Business Administration from S.L.S.E.T. group of institution. Kichha .My Topic for summer training is Training and Development at Pricol Ltd. The information given by you is only for the purpose of research and further it will be used for awareness and training to you all.

Q.1. Training is helpful as well as necessary step in the organization? a) Yes b) No

Q.2. Training helps in increasing the performance of employees ? a) Yes b) No

81

Q.3. Training increases the level of satisfaction amongemployees? a) Yes b) No

Q.4.The employees are helped to acquire the technical knowledge and skills through training? a) Very little b) Moderately c) A lot

Q.5. There is adequate emphasis on developing managerial capabilities of managerial staff through training? a) Very little b) Moderately c) A lot

82

Q.6. Human relations competencies are adequately developed in your organization? a) Very little b) Moderately c) A lot

Q.7. Employees are sponsored for training programme on the basis of carefully identified developmental needs? a) Very little b) Moderately c) A lot

Q.8. Training helps to achieve greater appreciation of how to become better organized and carry out work more efficiently? a) Very little b) Moderately c) A lot

83

Q.9.Do you feel that training is provided to employee was effective?

1. Yes 2. No

Q.11 After getting training do you feel there is change in your working nature or not?

1.Yes 2.No 3.Often

84