SUMMER REPORT ON

OBJECTIVE OF THE STUDY

The principle objectives are as follows: To understand the training and development activities of the company. To find out the impact on the performance of the individual after training. Report the feedback of the employees of the training activity carried on. To know the training methods used in the organization. To know the reasons for employees training and development.

RESEARCH METHODOLOGY To conduct any research a scientific method must be followed. The universe of study is very large in which it is difficult to correct information from all the employees. So, the sampling method has been followed for the study. The analysis is based on primary as well as secondary data. Research Area Sample size Data collection Primary data : The data was collected using an appropriate questionnaire and observing employees at Mother Dairy. Secondary data : Internet, books Method of analysis : Pie chart : Mother Dairy, New Delhi : 50

SCOPE OF STUDY The strength of any organization is its people. If people are attended to properly by recognizing their talents, developing their capabilities and utilizing them appropriately, organizations are likely to be dynamic and grow fast. Ultimately the variety of task in any organization has to be accomplished by the people. Some of them have capabilities to do certain tasks better than other tasks, and some of them may not have capabilities to do the task assigned to them. In any case one of the important process goals of any dynamic organization is to assure that its people are capable of doing the variety of tasks associated their role/position. Development of their capabilities keeps them psychologically vital. This development needs to be monitored in terms of matching it with the organizational requirements. Therefore, any organization; interested in developing the capabilities its employee should understand the nature of capabilities required to perform different functions as well as dynamics underlying the development of these capabilities in an and organizational context. Thus proper and timely training programs should be conducted in an organization. In this report I have presented by study on T&D at Gopal Dairy. The study limit to understanding the existing system and through a survey of employees to know their feedback of the T&D system & procedure. The study for time and other resources is limited in its scope but is a sound preliminary work for a researcher in this field.

LIMITATION OF THE STUDY Besides the success of my research work, there are certain limitations which I faced during of my work. These are: The employees were not interested in filling questionnaire because of their busy schedule. Moreover the whole procedure of data collection was too much time consuming as direct and accurate information was nowhere found in totality. Further it required a detailed consultation of various books, websites that really needed a lot of time. Data collected during a research, can become outdated fairly quickly.

PARTICULAR
GENERAL INFORMATION PLANT(PRODUCTION) DEPARTMENT MARKETING DEPARTMENT FINANCE DEPARTMENT PERSONNEL DEPARTMENT FUTURE PLAN CONCLUTION SUGGESION ACHIVEMENT SWOT ANALYSIS BIBLIOGRAPHY

PAGE NO.
6-16 17-28 29-37 38-45 46-56 57-58 59-60 61-62 63-64 65-66 67-68

Index

Sr. No.
1 2 3 4 5 6 7 8

Particular
GENERAL INFORMATION INTRODUCTION Location ADDRESS HISTORY AND DEVELOPMENT SIZE OF UNIT

ORGANISATION CHART
MANAGING GROUP

Page No 8 10 11 12 13 14 15 16

Chapter 2: industry profile

INDUSTRY PROFILE FMCG is an acronym for , which refer to things that we buy from local

Fast Moving Consumer Goods

supermarkets on daily basis, the things that have high turnover and are relatively cheaper. STATUS OF FMCG SECTOR The Indian FMCG sector is an important contributor to the country's GDP. The FMCG sector is the fourth largest sector of Indian economy. The FMCG market is estimated to treble from its current figure in the coming decade. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential. With growing Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products. The Indian rural market with its vast size and demand base offers a huge opportunity for investment. Rural India has a large consuming class with 41 per cent of India's middle-class and 58 per cent of the total disposable income. This report on the Indian FMCG sectors covers all the important aspects of the Indian FMCG sector with valuable information and data to help the busy managers and investors to arrive at an informed decision.

The Indian FMCG sector is the fourth largest sector in the economy with a total market size in excess of US$ 13.1 billion. It has a strong MNC presence and is characterized by a well established distribution network, intense competition between the organized and unorganized segments and low operational cost. Availability of key raw materials, cheaper labour costs and presence across the entire value chain gives India a competitive advantage. The FMCG market is set to treble from US$ 11.6 billion in 2003 to US$ 33.4 billion in 2015. Penetration level as well as per capita consumption in most product categories like jams, toothpaste, skin care, hair wash etc in India is low indicating the untapped market potential. Burgeoning Indian population, particularly the middle class and the rural segments, presents an opportunity to makers of branded products to convert consumers to branded products. Growth is also likely to come from consumer 'upgrading' in the matured product categories. With 200 million people expected to shift to processed and packaged food by 2010, India needs around US$ 28 billion of investment in the food-processing industry.

INDIA A LARGE DOMESTIC MARKET India is one of the largest emerging markets, with a population of over one billion. India is one of the largest economies in the world in terms of purchasing power and has a strong middle class base of 300 million.

RURAL AND URBAN POTENTIAL Urban Population 2001-02 (mn household) Population 2009-10 (mn household) % Distribution (2001-02) Market (Towns/Villages) 53 69 28 3,768 Rural 135 153 72 627,000

Universe of Outlets (mn)

3.3

Around 70 per cent of the total households in India (188 million) reside in the rural areas. The total number of rural households is expected to rise from 135 million in 2001-02 to 153 million in 2009-10. This presents the largest potential market in the world. The annual size of the rural FMCG market was estimated at around US$ 10.5 billion in 2001-02. With growing incomes at both the rural and the urban level, the market potential is expected to expand further.

PRESENCE ACROSS VALUE CHAIN Indian firms also have a presence across the entire value chain of the FMCG industry from supply of raw material to final processed and packaged goods, both in the personal -care

10

products and in the food processing sector. For instance, Indian firm Amul's product portfolio includes supply of milk as well as the supply of processed dairy products like cheese and butter. This makes the firms located in India more cost competitive.

INCOME DISTRIBUTION Most Indian FMCG companies focus on urban markets for value and rural markets for volumes. The total market has expanded from US$ 17.6 billion in 1992-93 to US$ 22 billion in 1998-99 at current prices. Rural demand constituted around 52.5 per cent of the total demand in 1998-99. Hence, rural marketing has become a critical factor in boosting bottom lines. As a result, most companies' have offered low price products in convenient packaging. These contribute the majority of the sales volume. In comparison, the urban elite consume a proportionately higher value of FMCGs, but not volume. Demand for FMCG products is set to boom by almost 60 per cent by 2007 and more than 100 per cent by 2015. This will be driven by the rise in share of middle class (defined as the climbers and consuming class) from 67 per cent in 2003 to 88 per cent in 2015. The boom in various consumer categories, further, indicates a latent demand for various product segments. For example, the upper end of very rich and a part of the consuming class indicate a small but rapidly growing segment for branded products. The middle segment, on the other hand, indicates a large market for the mass end products. The BRICs report indicates that India's per capita disposable income, currently at US$ 556 per annum, will raise to US$ 1150 by 2015 - another FMCG demand driver. Spurt in the industrial and services sector growth is also likely to boost the urban consumption demand.

11

EXPORTS India is one of the world's largest producers for a number of FMCG products but its exports are a very small proportion of the overall production. A total export of food processing industry was US$ 2.9 billion in 2001-02 and marine products accounted for 40 per cent of the total exports. Though the Indian companies are going global, they are focusing more on the overseas markets like Bangladesh, Pakistan, Nepal, Middle East and the CIS countries because of the similar lifestyle and consumption habits between these countries and India. HLL, Godrej Consumer, Marico, Dabur and Vicco laboratories are amongst the top exporting companies. SECTORIAL OPPORTUNITIES According to the Ministry of Food Processing, with 200 million people expected to shift to processed and packaged food by 2010, India needs around US$ 28 billion of investment to raise food processing levels by 8-10 per cent. In the personal care segment, the lower penetration rate also presents an untapped potential. Key sectoral opportunities are mentioned below:

12

 Staple: branded and unbranded: While the expenditure on mass-based, high volume, low margin basic foods such as wheat, wheat flour and homogenized milk is expected to increase substantially with the rise in population, there is also a market for branded staples is also expected to emerge. Investment in branded staples is likely to rise with the popularity of branded rice and flour among urban population. Dairy based products: India is the largest milk producer in the world, yet only 15 per cent of the milk is processed. The US$ 2.4 billion organized dairy industry requires huge investment for conversion and growth. Investment opportunities exist in value-added products like desserts, puddings etc. The organized liquid milk business is in its infancy and also has large long-term growth potential. Packaged food: Only about 8-10 per cent of output is processed and consumed in packaged form, thus highlighting the huge potential for expansion of this industry. Currently, the semi processed and ready to eat packaged food segment has a size of over US$ 70 billion and is growing at 15 per cent per annum. Growth of dual income households, where both spouses are earning, has given rise to demand for instant foods, especially in urban areas. Increased health consciousness and abundant production of quality Soya bean also indicates a growing demand for soya food segment. Personal care and hygiene: The oral care industry, especially toothpastes, remains under penetrated in India with penetration rates below 45 per cent. With rise in per capita incomes and awareness of oral hygiene, the growth potential is huge. Lower price and smaller packs are also likely to drive potential up trading. In the personal care segment, according to forecasts made by the Centre for Industrial and Economic Research (CIER), detergent demand is likely to rise to 4,180, 000 metric tonnes by 2011-12 with an annual growth rate of 7 per cent between 2006 and 2012. The demand for toilet soap is expected to grow at an annual rate of 4 per cent between 2006-12 to 870,000 metric tonnes by

13

2011-12. Rapid urbanization is expected to propel the demand for cosmetics to 100,000 metric tonnes by 2011-12, with an annual growth rate of 10 per cent. Beverages: The US$ 2 billion Indian tea market has been growing at 1.5 to 2 per cent annually and is likely to see a further rise as Indian consumers convert from loose tea to branded tea products. In the aerated drinks segment, the per capita consumption of soft drinks in India is 6 bottles compared to Pakistan's 17 bottles, Sri Lanka's 21, Thailand's 73, the Philippines 173 and Mexico's 605. The demand for soft drink in India is expected to grow at an annual rate of 10 per cent per annum between 2006-12 with demand at 805 million cases by 2011-12. Per capita coffee consumption in India is being promoted by the coffee chains and by the emergence of instant cold coffee. According to CIER, demand for coffee is expected to rise to 535,000 metric tonnes by 2012, with an annual growth rate of 5 per cent between 2006-12. Edible oil: The demand for edible oil in India, according to CIER, is expected to rise to 21 million tonnes by 2011-12 with an annual growth rate of 7 per cent per annum. Confectionary: The explosion of the young age population in India will trigger a spurt in confectionary products. In the long run the industry is slated to grow at 8 to 10 per cent annually to 870,000 metric tonnes by 2011-12.

14

Chapter 3 : Company Profile

Introduction
The Gopal Dairy is a blessing to Rajkot as well as to farmers & villagers. People are benefited due to Gopal Dairy because maximum amount is given t them. This dairy was established in 1961. Govt. constructed the milk conversation plant at Rajkot, with the help of UNICEF. That time it was a member of UNICEF. After that time till 1971 72, Govt. & co-operative society jointly hold it and then after 1972 it was in the hands of co-operative society. Its mgt. is handled by Board of Directors. It is a unit who makes no profit or no loss. The milk is sold to private traders. The milk is such a commodity which is used in daily food.

15

General information
Name of unit Year of establishment Registered office Dairy, Gopal Dairy 1961 Gopal Dudh sagar marg, RAJKOT 360003. Phone No. 2703473 Form of organization operative Society, Designed By Brand Gopal Major market (0281)

CoUnicef Amul & RAJKOT.

Size of unit Logo

Large scale unit

Accounting year Main Product

April to march Milk

By Product Total workers

Ghee, Buttermilk, Panda. permanents 275 Contract 300

16

Total investment Auditors E-mail Fax

More than 5,crore P.H.Chotalia

(Milk Audit office)

Rajkotdairy@satyam.net.in (0281) 2703651

Bankers
1. S.B.I 2. S.B.S 3. B.O.B 4. I.C.I.C.I BANK

17

LOCATION
The choice of location is one of the most important features of org. The Gopal Dairy plant is situated at Dudh sagar Marg, Rajkot-360003. Because, it is an industrial zone and so, it gets wide place for establish a dairy and it also can get raw material, labour supply, transportation and power supply easily at that place. Power supply available in this dairy by G.E.B.

18

ADDERESS

Plant Address

: Rajkot Dairy, Dudh Sagar Marg, Bhavnagar Road, Rajkot 360003

Registered Office

: Rajkot Dairy, Dudh Sagar Marg, Bhavnagar Road, Rajkot 360003

19

History & Development

The Gopal Dairy is a blessing to the Rajkot District as well as to farmers and villagers. People are benefited due to Gopal Dairy because maximum amount is given to them. 1956: In this year, Govt. constructed the milk conservation plant at Rajkot with the help of UNICEF (United Nations, Internationals Children Energy Fund ) initial investment of this unit was Rs. 1 core inclusive of cost of land, plant, building and other ancillaries. The plant was managed by the Govt. at that time. 1961: In this year, Rajkot District Gopal co-operative milk producers union Ltd. was registered under co-operative societies act. The plant was managed by co-operative societies and overseeing by Govt. 1972: After 1972 it was holded in the hands of co-operative society. Its mgt. is handled by board of directors. 1983: In 1983, GDDC started the mgt, of the dairy plant under joint mgt. committee concept for 5 years on leave and license agreement basis which expired on 1 st November, 1988. 1988: GDDC handed over the mgt. to Rajkot District co-operative Milk producers Union Ltd. 1999: It started packing of Amul Milk. When GDDC handed over the mgt. of plant, union started to handle the mgt. In the beginning of Dairy, its procurement was 18000 Ltr/day. At that time (beginning of the Dairy) only a few people managed and looked after the dairy. After some year, Rajkot Dairy becomes the member of Gujarat co-operative Milk Marketing Federation.

20

Size of the Unit

The GOPAL DAIRY is a large-scale industry. Today dairy has latest & modern technology and good trained workers. Now GOPAL DAIRY is collaboration with Amul dairy which is popular all over the world & first at international level. In India it is one of the best dairy.

Gopal Dairy
G A R D E N Main Gate

Aagi dam

G
T E

Personnel Department A (Finance, cash etc..) OFFICE

Dudh sagar marg

Plant department Marketing Department Panda Department

Parking & Canting

21

Form of organization Managing Director Board of Director Chairman

Production Personnel Finance Department Department Department Production Personnel Marketing Department

Marketing

Finance

Officer Workers

officer workers

officer workers

officer workers

Managing group

22

Rajkot Dairy (Gopal Dairy) has achieved a great position in saurashtra. This dairy has a successful. The dairy has achieved success because its good managing group. Managing group is as under.

Chairman

: Shri Govindbhai S. Ranparia

BOARD OF DIRECTOR :: Shri Devendrakumar R. Desai : Shri Bhikhabhai B. Bambhaniya : Shri Laljibhai P. Vekaria : Shri Kurjibhai L. Kathiria : Shri Premjibhai N. Vaghesia : Shri Dhirajbhai K. Bhuva : Shri Ranchhodbhai A. Bhimani : Shri Nathabhai H. Sakhia : Shri Abdulrahim A. Baadi : Shri Saaji M. Kadivar

: Shri Raghuvirbhai R. Patodi

Member of RDC Bank: Shri Ravjibhai P. Bhesaniya Member of GCMMF Jilla Registrar Member of NDDB Managing Director : Shri J.M. Soni : Shri J.M. Kataria : Shri (Dr.) H.A. Nadiyadvala : A.C. Sinha

23

ORGANISATION STRUCTURE
Plant Manager Deputy Manager Assistant Manager Shift Manager Technical Officer Supervisor Plant Operator Dairy Accountant

24

RAW MATERIAL
In production dept., they (Workers & Machineries) process on milk. They also use milk polythene, pins with these raw materials. For making Penda, they use milk, sugar, elaichi, choco-powder, kesar and pista. For making sterilized flavoured milk, they use milk, sugar, coliur and essence of pista, kesar, rose and elarichi. Generally, milk is used in every item of Gopal Dairy. So, we can say that, milk is the main raw material of Gopal Dairys items.

25

MACHINERIES
Dairys 80 % work is done on automatic machinery. The dairy uses various machineries. After 15 or 20 years they change the machineries. They are as under. Chiller Pasteurizer Homogenizer Pouch filler Butter churn Ghee Ketlle (For making ghee) Auto clave (For sterilizing milk bottle) Can Washer Crate Washer Separator

26

27

PRODUCTS OF GOPAL DAIRY

Gopal Dairys main product is milk but using milk, dairy makes many items. They are as under. Tonned Milk Standard Milk Full Cream Milk Butter Ghee Butter Milk Panda Flavoured Milk (With different flavours) Gopal Dairy also makes and sales products of Amul Dairy. They are as under. Amul Shakti Milk Amul Taza Milk Amul Gold Milk Ghee Flavoured Milk

28

FLOW CHART OF MANUFACTURING PROCES

Raw milk receiving on the Dock (RMRD)

Judging of Milk

Weighting

Chiller

Storage tank

Processing

Packing and storage in cold room

29

MANUFACTURING PROCESS

This is the most important task of the unit. Dairy has set up its various plants. Its most of the work is done by machineries. The manufacturing process of Gopal Dairy is nothing but converting of raw milk into pasteurized milk and then packing it into different types of bags. The manufacturing process is as under.

Raw Milk Receiving :

In this dairy, milk is procured from the various societies, established in neared village of Rajkot district. Raw milk is brought by truck. The cans of milk are emptied in the milk tank. After, dumping milk in milk tank is graded and weighted. The samples from cans are sent to the laboratory.

Laboratory Testing :
The samples of milk, which is taken from each can, are tested for checking the quantity of fat, SNF and Water. The samples are passed through milk tester machine. The minimum fat should be 5 to 6 % in cows milk and 6.1 % in buffalows milk.

Milk :
After finishing above process milk is sent t chiller. This chiller makes cold milk then it is collected into storage tank. Then it is filtered and filtered milk is sent to pasteurize. In pasteurizer, milk is hold slowly upto high temperature for destroying bacteria and it is cooled at 4 c on this machine pasteurized milk is

30

packed in the polythene pouch as per the necessity. About 500 ml of milk is packed per pouch.

Butter :
In this plant, fat cream is extracted from the milk and stored in the cream separator. This cream is brought to the rolling machine, where it is churned properly. This cream extracted and thus collected butter.

Ghee :
In this plant, butter is heated at 110 c. so that, butter transferred into ghee. After making ghee, it is packed in polythene pouch. About 500 ml. ghee is packed per pouch.

Sterilized Flavoured Milk :

The demand of sterilized flavoured milk is increased day by day. Flavoured milk contains no fat and only SNF. It is prepared by using sugar, milk and essence. In this plant, milk is heated at 120 c for 20 minutes and cooled at 8 c to 10 c with the use of cream. They also pack w0rld famous brand milk Amul in this unit. The same procedure is done in this dept for Amul milk. They are selling Amul milk of three types. They are as under. Amul Taza Amul Shakti Amul Gold

31

 Pouch Packing :
In this plant, pouch packing is done very quickly. There are tour machines to pack milk pouch. These machines are automatically operated. There are 5000 pouches packed in an hour.

Plant Layout
Plant layout is the over all arrangements of production process. A good layout is one which allows materials rapidly and directly for processing this reduces transport handing clear cut and other costs down per unit. Space, requirements are minimized and reduces idle machine and idle man time.

Lay out

OFFICE

GHEE DEPARTMENT

STORAGE DEPARTMENT

RESEARCH DEPARTMENT

BUTTER MILK
WORMED UP TO 69.2*

PA C K I N G

QUALITY

CONTROL
DEPARTMENT

STORAGE OF MILK

FORZEN UP TO 4*

Supply

MILK RECEIVED FROM VILLAGE

32

ORGANISATION STRUCTURE
Marketing Manager

Deputy Manager

Asst. Manager

Marketing Officer

Marketing Organiser

Marketing Asst.

Junior Sales Asst.

Clerk.

33

PRICING POLICY
Price is an exchange value of product. Price of any item is largly depended on companys expenditure.

The prices of various products are as under. No. 1 2 3 4 5 6 7 8 Name of product Amul Tazza Amul Shakti Amul Gold Butter Milk (Gopal) Flavour Milk Ghee (Gopal) Ghee Tin Panda Quality 500 ML 500 ML 500 ML 500 ML 200 ML 500 ML 15 KG. 1 KG. Price (RS.) 8.50 9.50 10.50 4.50 10.00 80.00 2400 120

34

DISTRIBUTION CHANNEL
The distribution channel plays an important role to distribute goods. Once a product is ready for the sales, next procedure is of putting the product in the market through different distribution channel. So that, product can be easily available to the people at their doorstep. Distribution channel is as under. Dairy

Agent

Distributor

Customer

35

ADVERTISEMENT
Advertisement is a way of communication between the buyer and seller. Being a co-operative firm, its main aim is social service. So, Rajkot dairy doesnt believe in advertisement expense. Even if, to inform the public about products, they (marketing staff) use the following method of publicity. Through wall painting Advertising in newspaper Pamphlets. Hording Boards

36

SALES PROMOTION
The sales promotion is the most important matter which is the most with business activity. Marketing promotion communicate marketing in formation to consumer and resellers. For the sales promotion dairy has some main aspects such as: Quality Orientation Consumers visit to a plan Visitors opinion Todays age is the age of competition. Competition is seen in each and every field. But Rajkot dairy doesnt need sales promotion because whatever sale is there, it is enough for the dairy.

Commission for Retailer

Product LTR. Milk 1 LTR. Ghee Butter milk (paunch) Flavour Milk (200 ML.) Commission (RS.) 0.35 Paisa 5 0.35 Paisa 1

37

COMPETITORS
Competitors are the main hindrance to rum any org. well. Todays age is the age of competition is seen in each and every field. Gopal dairys competitors are as under. Gayatri Gangotri

38

Finance planning
Financial planning is a first and most important function which is to be performed by finance manager. It includes not only procurement but also allocation of funds. There are mainly two types of planning. Short term planning Long term planning Short term planning: Short term financial planning means fulfillment of immediate requirements of finance. It includes payment of salary and wages to the employees. It also includes mgt. of current assets. Long term planning: Long term financial planning means an eagle eye of view on the problems and prospectus of the firm. As far as Rajkot dairy is concerned to keep approximately Rs. 4 to 5 lakh cash in hand.

39

WORKING CAPITAL
Sufficient working capital is the necessity to run the business smoothly. To maintain sufficient working capital, cash cycle must be well managed. Working capital is the life blood of any company. Rajkot dairy sells and collects 4 to 5 Lakhs as working capital. As per the co-operative act, each unit can keep minimum Rs. 2 Lakhs as working capital.

Last five year performance

Year 2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 Turn over (in ltr.) 50.62 core 67.81 core 66.57 core 87.18 core 105.08 core 131.74 core

40

Distribution of Profit
No. Particular Amount 11,14,517 1,11,451 15,15,270 3,43,365 10,98,771 1,37,346 41,203 68,673

1 2 3 4 5 6 7 8

Profit for distribution

Reserve fund (according to 25%) Education fund (according to 2.5%) Share dividend (according to 15%)

Dividend balance fund (according to 20%)

Share profit
Bonus fund (according to 80%) Charity fund (according to 10%) R & D fund (according to 3%) Sahakar prachar fund (according to 5%)

41

Future plans
As these should be done so that after achieving the planned goals the next goal should be kept ready so that without wasting the valuable time the worker would start to achieve the new goals. In any organization the future plans are most required. This firm has also kept some future plans for whole organization. Their future plan is that to sell butter in market in huge quantity which is done by them now a day. They are also planning that to sell an ice-cream in near future. As they are engaged in the milk product their future product will be also the milk only. They are also planning to keep the unit working for 24 hours. Dairy also like to provide better services, Better product, reasonable price and increasing no. of agents so the dairys product and services can reach at all the costumers.

42

TRAINING AND DEVELOPMENT

INTRODUCTION

If you don't know where you are going, any road will take you there.
- Lewis Carroll in Alice's Adventure in Wonderland (1865).

Give a man a fish, and you have given him meal. Teach man to catch fish, and
you have given him a livelihood. This ancient Chinese proverb seems to describe the underlying rationale of all training and development programme. No industrial organization can long ignore the training and development needs of its employees without seriously inhibiting its performance. Even the most careful selection does not eliminate the need for training, since people are not moulded to specifications and rarely meet the demands of their jobs adequately. Poverty stricken India spends $45 billion on training each year. Expenditures of such magnitudes call for a periodic sharp look. Training in particular needs such scrutiny.

43

TRAINING It refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. It forms the core of apprenticeships and provides the backbone of content at technical colleges and polytechnics. Today it is often referred to as professional development. Training is primarily concerned with preparing people for certain activities delineated by technology and by the organization and settings in which they work. Education helps students to choose their activities. Training helps participants to improve their performance. Education deals mostly knowledge and understanding. Training deals mostly with understanding, skill and action. Training embraces an understanding of the complex processes by which various factors that make up a situation interact. Training is the most important activity or plays an important role in the development of human resources. To put the right man at the right place with the trained personnel has now become essential in todays globalize market. No organization has a choice on whether or not to develop employees. Therefore training has nowadays become an important and required factor for maintaining and improving interpersonal and intergroup collaboration. Human resource is the life blood of any organization. Only through well-trained personnel, can an organization achieve its goals. Training is defined as learning that is provided in order to improve performance on the present job.

44

A person's performance is improved by showing her how to master a new or established technology. The technology may be a piece of heavy machinery, a computer, a procedure for creating a product, or a method of providing a service. Training is provided for the present job. This includes training new personnel to perform their job, introducing a new technology, or bringing an employee up to standards. Training is mainly concerned with the meeting of two of these inputs -- people and technology. That is, having people learn to master a given technology. DEVELOPMENT This term is often viewed as a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance. This development often includes a wide variety of methods, e.g., orienting about a role, training in a wide variety of areas, ongoing training on the job, coaching, mentoring and forms of self-development. Some view development as a life-long goal and experience. Training & Development is the field concerned with workplace learning to improve performance. Such training can be generally categorized as on-the-job or off-thejob. On-the-job describes training that is given in a normal working situation, using the actual tools, equipment, documents or materials that they will use when fully trained. On-the-job training is usually most effective for vocational work. Off-the-job training takes place away from normal work situation which means that the employee is not regarded as productive worker when training is taking place. An advantage of off-the-job training is that it allows people to get away from work and totally concentrate on the training being given. This type of training is most effective for training concepts and ideas.

45

At a glance, we find that training gives the following results:

1)

Growth, expansion and modernization cannot take place without trained manpower.

2)

It increases productivity and profitability, reduces cost and finally enhances skill and knowledge of the employee.

3) 4) 5)

Prevents obsolescence. Helps in developing a problem solving attitude. Gives people awareness of rules and procedures.

6) Builds better communications skills. 7) Develops hidden talent. 8) Ensures consistent quality. 9) Provides greater focus. 10) Produces more effective/productive efforts. 11) Clarifies the concept of marketing as a business process. TYPICAL REASONS FOR EMPLOYEE TRAINING AND DEVELOPMENT Training and development can be initiated for a variety of reasons for an employee or group of employees, e.g.

When a performance appraisal indicates performance improvement is needed. To "benchmark" the status of improvement so far in a performance improvement effort.

As part of an overall professional development program. As part of succession planning to help an employee be eligible for a planned change in role in the organization.

To "pilot", or test, the operation of a new performance management system. To train about a specific topic.

46

GENERAL BENEFITS FROM EMPLOYEE TRAINING AND DEVELOPMENT There are numerous reasons for supervisors to conduct training among employees. These reasons include:

Increased job satisfaction and morale among employees Increased employee motivation Increased efficiencies in processes, resulting in financial gain Increased capacity to adopt new technologies and methods Increased innovation in strategies and products Reduced employee turnover Enhanced company image, e.g., conducting ethics training. Risk management, e.g., training about sexual harassment, diversity training DETERMINATION OF TRAINING NEEDS

In order to determine the training needs of an organization the HRD manager should seek information on the following points: a) Whether training is needed? b) Where training is needed? c) Which training is needed? Whether training is needed? Training result from problems such as: Standards of work performance not being met; Accidents;

47

Excessive scrap; High rate of transfer and turnover; Too many low ratings on employee evaluation reports; Many people using different methods to do the same job; Excessive fatigue, fumbling, struggling with the job; Bottlenecks and deadlines not being met;

In many organizations the determination of training needs is predominantly done through observations. One common method for recording observations is the checklist of training needs. It provides for indicating by a Yes or No check. Where training is needed? After determining the need for training the manager should determine where the organization training emphasis can and should be placed. This involves a detailed analysis of the following factors: i. ii. iii. iv. Structure of the organization, Objectives, Human resource and future plans, and Cultural milieu.

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Which training is needed? The last question to be answered by the personnel manager is about the type of training needed. This involves determining what knowledge, skills or attitudes each individual employee should develop to be able to perform his task in an effective way. The three major skills which the employees of any organization need to successfully discharge their duties are: the conceptual skill, the human relations skill and the technical skill. Conceptual skill deals with ideas, technical skill with things and human skill with people. WHAT IS GOOD TRAINING The three typical beneficiaries of a training programme are the managers and supervisors of trainees, trainees themselves and external customers. Each beneficiary has his own requirements and perception of what is good training. Thus, the senior managers and supervisors want training to be low in cost, to increase employees job performance, to improve their attitudes and morale and to be minimally disruptive to the work in terms of promotion or compensation. Trainees want the training to be of high quality which can be easily transferred to the job. They want the training venue to be more pleasant than the job venue and expect training work place to benefit them personally. Last, though not the least important are external beneficiaries who want the training to result into high quality products and services, but do not want training to interfere with the fulfillment of their needs for example, a bank customer wants high quality customer service from tellers but does not want a trainee teller to

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take a few moments longer than usual with a transaction. The HRD manager must address all the above needs of different beneficiaries throughout the training process. METHODS OF TRAINING No simple formula defines the form of training to be used for a given purpose. The skills needs of operatives, the size and traditions of the company, the abilities of trainers, the time and the money available for training and the experience of the company about the training activities that have been carried on in the past, will affect the type of training that will be most successful in a given situation. Nevertheless it will be helpful to indicate briefly the principal alternatives from which the manager may choose:1) On- the- job training The most important type of training is On- the job training. The experience of actually doing something makes a lasting impression and has a reality that other types of training cannot provide. The worker in this method learns to master the operations involved on the actual job situation under the supervision of his immediate boss. Some important advantages of this type of training are as follows :a) It can be learned in a relatively short period of time, say, a week or two. b) It is highly economical. c) It is not located in an artificial situation, either physically or psychologically and, therefore, eliminates the possible problem of transfer of learning.

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There are several types of training programmes which make use of on-the-job training concept. Some of them are described below: Job rotation Internship training Apprenticeship

2) Vestibule Training: - This method attempts to duplicate on the job situation in a company classroom training, which is often imparted with the help of equipment and machines, which are identical with those in use in the place of work. It is very efficient method of training semiskilled personnel, particularly when many employees have to be training for the same kind of work. 3) Learning by seeing or demonstration method : - In this method , the trainer describes and display something ,as when he teaches an employee how to do something by actually performing the activity himself and by going through step by step explanation of why and how he is doing . Demonstration are very effective in teaching because it is much easier to show a person how to do a job then ask him to gather instructions from the reading materials, discussion etc. 4) Simulation: - Simulation is a technique, which duplicates, as nearly as possible, the actual conditions encountered on the job. The training is essential in cases which actual on the job practice might result in a serious injury, a costly error, or the destruction of valuable materials or resources.

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5) Class-room or off-the-job training: - Off-the job training is not a part of everyday job activity. The actual location may be in the company classroom or in places which are owned by the company. These methods consists of : Lectures Conferences Group discussions Case studies Role-playing Programmed instructions Laboratory trainings

TRAINING PLAYS THE FOLLOWING ROLES IN AN ORGANIZATION 1) Increase in efficiency: Training plays active role in increasing efficiency of employees in an organization. Training increases skills for doing a job in better way. Though an employee can learn many things while he is put on a job, but he can do much better if he learns how to do the job. This becomes more important specially in the context of changing technology because the old method working may not be relevant. 2) Increase in morale of employees: - Morale is a mental condition of an individual or group, which determines the willingness to cooperate. High morale is evidenced by employee enthusiasm voluntary conformation with regulations and willingness to cooperate with others to achieve organizational objectives. Training increases employee morale by relating their skills with

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their job requirements. Trained employees can see job in more meaningful ways because they are able to relate their kills with job. 3) Reduced Supervision: Trained employees require less supervision. They require more autonomy and freedom. Such autonomy and freedom can be given if the employees are trained properly to handle their jobs without the help of supervision. 4) Increased organizational viability and flexibility: Trained people are necessary to maintain organizational viability and flexibility. Viability relates to survival of the organization during bad days, and flexibility relates to sustain its effectiveness despite the loss of its key personnel and making short-term adjustment with the existing personnel. Such adjustment is possible if the organization has trained people who can occupy the positions vacated by key personnel. BENEFITS OF TRAINING Training benefits the organization in manifold ways: 1. Benefits to organization: Leads to improved profitability and more positive attitudes toward profit orientation. Improves the job knowledge and skills at all levels of the organization. Improves the morale of the workforce. Helps people identify with organizational goals. Helps create a better corporate image. Fosters authenticity, openness, and trust.

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Aids in organizational development. Learns from the training. Helps keep costs down in many areas, example production, personnel, administration etc.

Develops a sense of responsibility to the organization for being competent and knowledgeable.

Improves labour management relations. Helps employee adjust to change. Aids in handling conflict, thereby helping to prevent stress and tension.

2. Benefits to the individual which in turn ultimately benefit the organization: Helps the individual in making better decisions an effective problem solving. Through T&D, motivational variables of recognition, achievement, growth, responsibility and advancement are internalized and operationalized. Aids in encouraging and achieving self development and self confidence. Helps a person handle stress, tension, frustration and conflict. Provides information for improving leadership knowledge,

communication skills and attitudes. Increase job satisfaction and recognition.

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Satisfy personal needs of the trainer. Helps eliminate fear in attempting new task.

3. Benefits in personnel and human resources: Improves communication between groups and individual. Aids in orientation for new employees and those taking new jobs through transfer and promotion. Provides information on equal opportunity and affirmative action. Improves inter personal skills. Improves morale. Builds cohesiveness in groups. Provides a good climate for learning, growth and co ordination. Makes organization policies, rules and regulations viable. Makes the organization a better place to work and live.

TRAINING PROCEDURE 1) Identify training needs: - These are certain steps that are performed for training the employees. The first step is to identify T&D needs. In this step we arrange and obtain support for the contribution of T&D to organizational strategy. Then we identify organizational T&D needs. Thereafter we agree priorities for developing the T&D function. These sub steps are followed by

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identifying the current competence of individuals of individuals and agreeing individuals and group priorities or learning. 2) Design T&D strategies and plans: - The second step is to design T&D strategies and plans. In this step first we identify resources required to implement a strategic plans and specify an operational plan that meets organizational requirements and further designing learning programs that meet learning needs and test, adapt and agree learning program designs. 3) Provide learning opportunities resources and support: - The third step is to provide learning opportunities resources and support. In this we obtain and allocate resources to meet the requirement of Training and development plans. Then prepare and present demonstrations and information to coordinate and assist the preparation and delivery of learning opportunities. 4) Evaluate effectiveness of T&D:-Fourth step in training is to evaluate the effectiveness of T&D, which involves plan setup, evaluate, and modify the learning plans. Then assess, co-ordinate, verify and identify previously acquired competence. 5) Support T&D advances and practice: - And last step is to support T&D advances and practice. This includes evaluating and disseminating advances in T&D. Then we administer training facilities and after that establish and maintain information system.

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BLOCK DIAGRAM OF TRAINING PROCEDURE Identify organizational requirements for T&D

Identify Training and Development Needs

Identify the learning needs of individuals and groups.

Design T& D strategies and plans.

Design organizational T&D strategies and plans

Design strategies to assist individuals and groups to achieve their objectives.

Provide learning opportunities, resources and support

Obtain and allocate resources to deliver T&D plans

Provide learning opportunities and support to enable individuals and groups to achieve their objectives

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Evaluate the effectiveness of T& D

Evaluate the effectiveness of T&D

Evaluate individual and group achievements against objectives.

Assess achievements for public certification

Support T &D advances and practice.

DATA ANALYSIS

Contribute to advances in T&D

Provide services to support T&D practice.

DATA ANALYSIS AND INTERPRETATION 1. Does Regular training sessions are arranged in your organization? (a)Yes (b) No

Yes No TABLE 1

100 0

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TRAINING SESSION
0%

Yes No

100%

FIGURE 1

INTERPRETATION: - According to all employees training sessions are arranged in their organization.

2. In your company which of the following training methods are preferred :(a) On the job (c) Any other (b) Off the job

On the job Off the job Any other TABLE 2

60 25 15

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TRAINING METHODS
15%

On the job Off the job 25% 60% Any other

FIGURE 2

INTERPRETATION: - 60% on the job training methods are used while 25% off the job methods and 15% other methods.

3. After attending such programmes do you feel change in your :(a) Knowledge (c) Quality of work (b) Skill (d) All of the above

Knowledge Skill Quality of work All of the above TABLE 3

30 10 10 50

60

CHANGES FELT AFTER THE PROGRAMMES

30%

Knowledge Skill
50%

Quality of work All of the above

10% 10%

FIGURE 3

INTERPRETATION: - 30% of employees feel change in their knowledge, 10% in their skills, 10% in quality of work and 50% in all of the above.

4. How many training programmes you have attended within one year? (a) Less than 2 (c) Less than 10 (b) Less than 5

Less than 2 Less than 5 Less than 10 TABLE 4

30 30 40

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TRAINING PROGRAMMES ATTENDED IN A YEAR

30% 40%
Less than 2 Less than 5 Less than 10

30%

FIGURE 4

INTERPRETATION: - 30% of employees have attended less than 2 training programmes in a year, other 30% have attended less than 5 and 40% have attended less than 10 programmes.

5. What was the impact of training? (a) Increased morale (c) Both (b) Increased speed of work

Increased morale Increased speed of work Both TABLE 5

10 10 80

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INPACT OF TRAINING
10% 10% Increased morale Increased speed of work Both

80%

FIGURE 5

INTERPRETATION: - 10% of employees feel change in their morale, 10% feel change in their speed of work while 80% feel change both in their morale and speed of work.

6. How many promotion you have had after your training? (a) One (c) No promotion (b) More than one

One More than one No promotion TABLE 6

20 70 10

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PROMOTIONS AFTER TRAINING

10%

20%

One More than one No promotion

70%

FIGURE 6

INTERPRETATION: - 20% of employees have got only one promotion after attending training, 70% have got more than on promotion while 10% of employees have not been promoted.

7. Do you agree that the programme would have been more beneficial if some more background material would have been sent in advance? (a) Strongly agree (c) Difficult to say (b) Agree (d) Not at all

Strongly agree Agree Difficult to say Not at all TABLE 7

70 10 15 5

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BENEFIT OF BACKGROUND MATERIAL

5% 15%

Strongly agree Agree

10%

Difficult to say Not at all

70%

FIGURE 7

INTERPRETATION: - 70% of employees strongly agree, 10% of employees agree, 15% of employees feel that it is difficult to say, 5% feel no use of background material.

8. Do you feel training also contributes to personal growth of an employee? (a) Yes (b) No

Yes No TABLE 8

95 5

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CONTIBUTION TO PERSONAL GROWTH

5%

Yes No

95%

FIGURE 8

INTERPRETATION: - 95% of employees feel that training programmes contribute to their personal growth while 5% feel that it does not contribute to their personal growth.

9. Do you feel training programs helped the company to achieve its objectives? (a) Yes (b) No

Yes No

100 0

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TABLE 9

CONTRIBUTION TO ORGANIZATION'S OBJECTIVE

0%

Yes No

100%

FIGURE 9

INTERPRETATION: - 100% employees feel that training programs helped the company to achieve its objectives.

10. How well the programme was organized? (a) Very badly (c) Well (e) Exceptionally well (b) Badly (d) Very well

Very badly Badly Well Very well Exceptionally well

0 5 60 25 10

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TABLE 10

ORGANIZATION OF TRAINING PROGRAMMES

0% 10% 5%

Very badly
25%

Badly Well Very well

60%

Exceptionally well

FIGURE 10

INTERPRETATION: - 0% of employees feel that the training programme was very badly organized, 5% of employees feel that it was badly organized, 60% feel that it was well organized, 25% feel that it was very well organized while 10% feel that the training programme was exceptionally well organized. FINDINGS The data which we analyzed from the questionnaire of Mother Dairy has the following findings: 1) 50% of employees feel change in their knowledge; skills and quality of work collectively while 30% in their knowledge, 10% in their skills and 10% in their quality of work. 2) 80% of employees have increased their morale and speed of work, 10% of employees have only increased their morale while remaining 10% increased their speed of work after attending training programmes.

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3)

70% of employees have been promoted more than ones after attending training programmes.

4) 70% of employees strongly agree with the fact that training sessions would be more beneficial if, some background material is provided to them. 5) 95% of employees think that training contributes to their personal growth.

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Conclusion
Finally I have prepared a report on Rajkot dairy situated at Dudh sagar marg, near power house, Rajkot-360003 (Gujarat). Here I spent my ten days (Daily one hours) and had taken visit of whole unit. I can conclude that the unit has all four departments and the superior-subordinates relationship can be observed. In this organization the best thing coordination and co-operation among all departments which is very essential and makes the communication effective which I liked most I think only these two secrets for the success of this organization. And I am thinking that if these would remain as a same the day is not far away that this will become best dairy in Gujarat. I am very thankful to all officers, workers, and asst. manager who gave me the information by spending their valuable time.

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Suggestions
This organization is working in the very efficient manner than any other organizations. Still I would like to give some suggestions to them. During my observation, I think no matter is to suggest Gopal Dairy because its marketing mgt. & production mgt. are very effective & popular. But, one thing I like to suggest that Gopal Dairy should increase its products and production. If firm feel that the Suggestions are suitable then firm should be implemented as fast as possible.

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Bibliography
This dairys authority gives me suggestions and information about project.

No.

1 2 3 4 5

Department Name Plant Department Personnel Department Marketing Department Finance Department Administration Department

Authority Y. R. Rajpara S. G. Paramar M. C. kakkad J. P. shah L. G. Raval

In preparation of this report, I have used below books also.

Principles & Practice of Management Forms of business organization - prof.s.p.shah - Dr.Paresh shah - Prof. A.A.purohit L.M. Prasad

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