O

o '
O - p B B F A C E. :-
Practical training is a step to bridge up
gap
o
/ ' between the theoretical studies of
management
- - & its practical management application under
i
this practical training. fe have to visit
the
i .-
0 industry work here! collect the relevant
information " prepare a report of visit'#
$t gives me is great pleasure to prepare the
report of %&& P'()P*+, *-.. which is the out
. .. '
-
come of converted information which I have
.1 ,
/oinfed doing this academic session of 0ur
training programme in .-.123.3.(.
-he syllabus -.1#+#+#(. included one industry
variou fie!d
of mana"ement
uch a #uman
$eource
%ana"ement
JL.
o
n
$ am gi
ad
to present my report of this visit
to my knowledge
all

the

facts

"
presented are
collect " up
t0

date
.
4
-5 $ 6 . 7 8 s-

4
5r.9eu Particulars Page
&b
' 4
: ; <eneral
=! >uman >es our ce &anagement
3# 'inding " 5uggestions
?# %onclusion.
.:
-@ $ 6
5rA2fo# Particulars Page $fo.

:B ! <eneral afoiination
. V - . ; . . . .
x
" . ... . . , . : . : ; , ; ...,,
:

;

i o ^
2i- >istory " +evelopment 4
: . (
I
:
3# Cb/ectives
k-. Bision
% &ua!it' Certificate
(
6. %ana"ement )tructure *
+i ,roduction ,!annin"- i-
.- %anufacturin" ,rofe
/
o-
9. Delfare (ctivities!
10. fiise Eeeping 5ystem#
11* %ontribution of the unit#
jf
/
< 7 6 7 7 ( * $ 6 ' C , & ( * :00 6

4
6ame Fof the %ompany @ 'faiidler *td#
i 5iGe of the
)nit @-

*arge 5cale )nit
'orm of Crganisation t -'
F@- .$talic laimited
7stablishment #-
$fovember :H# :IJ=.
+oard of .irectors 9-K
: # PA Erislinamurthy - %hairman.
=. (shok 2. Patep. - &anaging .irector
3v Peter %# Dallace L .ireMtor
h. Ea-in 2. +rowa -; .irector#
?A .r. 5. 5hiaram .irector
,
..-. J# .enies <# 5hroff - .irector
1+ larak (# Patel -' 7Necutive .irector
!! O# <hrispother & # >iN - (lternate to Eevin 2.
' +rown#
' ' v
N
''- %hief Cperating Cfficer @A
]
:
( . . ' -
@
. - . F
(shpk <# 'ilial
'inancial %ontroller @-
* Ww*iflif!wai-W*l-iWf<
0 Amarnath %ohant'
Compan' )ecretar' -
%. %itha! %ehta
)tatutor' Auditor 12
Ealyaniwalla &istry
<barted ,ecountant
5olicitors @-
Bi/ay 2ustice!
+ackers @-
5tate +ank of $ndia# /
,egistered Cffice @- 4
' $ '
v
#K
------------------ ' v.
Bithal )dyognagar 4
(nand ogitra +oad! .
Earaiasad - 3OO 3=?
Ph @ 0=JI= =30?:J! =30&J! =3J?J=
P
$e"itered And 3ranfer A"ent :0
$ntime 5pectram ,egistry G-13
r
:

Pannalal 5ilk &ills tfcd &ill
*+5 &arg! +handup
QDest.R 0HO
=. > $ 5 - C , 1 "' . 7 B * 0 P &7 6 - @-
PP()+*$> *li $f $+ fonaally <u/arat
. .! . '- ''.' '.. .' -.
&achinery &anufaftuures
v
lmited was incor-
' '
porated in $ndia by $iate 5hri 2ethabhai Ptel
. . ' . . : / . ' ' !...... ( "
on lovrtoer :Hi :IJ= $he cpmpany#s manufa-
cutred $nlt is located at Earamsad because *ate
5hri 2ethabhai was interested in social
4* '
" economical development of the people of >ative
Place! Earams ad#
-he company #s Principal activity the
manufacturing of corrosion resistant glass lined
eMuipment used primarily in %hemical!
Pharmaceutical " allied industries
$n the begining year :IJ= only fabrication
work was started but in the year :IJO
they started manufacturing of glass lined
\ .'.. " - ' '''' '
eMuipmenil. (t the primary stage it was private
firm later on it turned into public company#
<&& P':).*7+- *-.. is the leading supplies of
highly engineered! application critical eMuipment
" system for th %hemical Procedure industry.
". " '' -
The success for the company is based on class "
F' ' .F ' 4 F
S
continuous interaction with
its customers!
'; ' , ( '.' / ' - . .
innovationgrodncts application engineering!
customer support" a competitive manufacturing
cost structure#
-he $ndian Pharmaceutical & 'ine %hemical
5egment has been witnessing a strong growth for
for the years past few years# 3The steady stream
of drugs that are getting off patent protection
will provided $ndian generic manufacture for
several years to coiae capital eNpenditure in this
: ' ' ' ' " * '
segment will continue in the medium to long term
.-..' ? '
with newer capacitie 4ein" added 4' eta4!ihed
companie 5 new -companie- 4ein" formed to manu-
facture "eneric active pharmaceutica! in"rierient 5
to offer contract manufacturin" for 4oth dometic 5
overea6companie0.
<&&-P'(:3E.7+ *-.. is an $5C-I00: t =000
company! -he company us acerediated by (5&5 or
t he manufact uri ng of F)F shaped vessel s.
' ' / '
4 '
$ecent!' 7%%- ,,A(E8E# 839. ha 4een approved
i . . ' .
by 5U*( for tiie supply of pressure vessels to the
people ,epublic ofwana.
.. # .
$n 2anuary =00O <&& FPfaudler *imited acMuired
&arg (% of wisarland from scheme (< EarV! located in
&archi which! is about so ?0 kms from Guries
specialises in drying fittrtion miking " fiNKm entation
technologies# -he company is recognised
throughout for 7urope (sia supplier of high Muality
strele eMuipmentforthe Pharmaceutical " biotechnology
industries. &arg5s customer include 7urope
' ' * ;
leading Pharmacuetical companies such as *onGa +oche!
>avatries +ay " others#
.3. C+ 2 7 % - $ B 7 5 @L
Q&& -P'()7*7> *$+# believes in themselves "
thus has set a few ob/ectives for them which 4
' they tto5rlve on@ 'F@F
@
---F--S-W-...--- -
:# -o delight out customers by supplying the
reMuired product intime#
=# -o attempt contlnus -approvement inefficient "
environment p0ote9tion#
3A -o constantly carry out improvements in our
product process " metliodv
h. To bu>t relationship with sub-contractor business
associates#
$f. B $ 5 $ C 6 @-
'or the last k6 years <&& Pfaudler *td.
' ' ! '
has contributed national buildiriVt activity
\
through industrial development " bulk material
handling solution there by positively
i"iporting the live hood of million " promises
to do so in future keeping the interest of our
customers fore Naost in ours mind & deeds.
%ourageously the company shall continue to
improve " adopt to changes " be a market leader
by always remaining! a 5tep. (head in
-echnology & Muality strive to wide our horiGan
of through globaliGation#
-hey shall meet# the aspiration of our share
holders '" enhance their wealth#
f
hey shall create a /oyful ". a happy U&&
Pfaudler *td# family of smiling faces
4through-love &honestly
'B -
. F 4 ' '
-hus shall always remain conseious of our
social obligation " adopt environment friendly
practices# v
X u # :::: o 7 + r i;YiYcYv -Y# YA-
A
#E ( 5 B ta*, I)O -:;;1 , <;;; A9
%ar=4!atter' #BO accrediation & procedure
e>uipment 9irective :+?/@?FC.
%ollection " <l
$n ':IJ3! <&& entered into coloobration with
.i>dngaratton company namely &/s. .7P(7-E76- +)$*
$>.)5-+$ DC+E5 &. started making glass lined
%hemicals vessels with the help of latest "
advanced technology. -nis colloboration warup
#o $%&'-
$n :IOO! <&& has eollobration with Pfaudler
Znc. a )5( %ompany. P'lu.*7+ $6% is the
S
world level company in a glass lined 'eMuip-
ments. <&& becames company of P'().*7, $6% as
it owned ?: % of# the total issued share capital
of <&& in
H# P5 0 .)a % - $ C 6 P * (
B
6 6! $ 6 < s-
Production Planning is a pre- determined course
of action# $t is a important for each " ePery
-department. -herefore this necessary to plan
in advance the units of products to produce# 5o
planning as under is done by the company
$nMuiry from customer
' -' - .- * -
$

.- !.- /-.. .' ' -S SS . '/ 'Cffer ' F .S S . . - . . --S / -

. . . . . .$ . .
- . " ; - :
;

:
. .- . " ;' - f ' . ,... ' .; " '
:
". .. .- ' - . ' ..; ' -
Crder
' . " ' : . ' .$ . ' .
.. . . '; . : : '
. i .; . '. ';. .. '
.
Crder (cceptance
%ustomers branch sales planning Muality
control. >aw-materials %lassification @-
Eaw mat'eria! :- * Indi"enou :-
%) ,!ater ))
,!ate A BA$)
,ipe %ateria!-
55 Pipe material
7orgings
&chanical seal
-' -^

4 . .. &otors
'.F .'. . F'
v
'F.' ''-'' .-. 4!
S
- 5tructural 5teel
/foported %-
&5 Plates
-antalum
&erterila 5$. tic
+2tttf S- firit
%hemicals
s
tores " 5pares SA.
.-''-7lectrical &aintenance
wT
elding 7lectrodes#
Pose fools &echanical
&aintenance
&echanical 5pares +earing
W .'. Delding consumables #
O# [ & (' > ) ' ( % - ) 7- : 6 < P > 0 % + 5 5 / -
(ccopding to the need .of the customer / they are
' ' - . ' . ' '( - . .
r
.. .
manufacturing- the eMuipment# -heir main raw
material is %arpn .-steel stainless steel! alloy
" - " ' -. .L ;' '.
steel! toaster alloy# -hey are buying raw
material from 5($* that it steel authority of
$ndia *td. " from the local market.
5teel plate is the basic raw material. -he
thickness of the plate will depend on the
capacity of the eMuipment. Dhen <&& gets the
order they first make design of the eMuupment!
so according to that design they use raw
material so waste will be limited#
.
w
*
*.
-hey out the plate by working the place
accordingly they cut the plate with the help of
the %6%6 machine .
Z7hen they bend the plate with the help of
routing bending
4 -hey make welding on the two ends " mate the
.
!
top " lower dish so it converter the ends # 4
'. ''
: ':.
:
, ^ . ' "
3o ma=e ho!e to ee! what i happenin" inide,
the' mar= there 4' heatin" it '& ro!e i inerted
, - ,
; :
'
. . -f ' ' -
inside with the help of a was ing machine#
(fter wards coat in applied eoll for the -easel
will last for longer period " metal is not able to
lickv Points chemicals " Physical Properties
glass lined vessels is called cormosivev
l
Z
hen after remaining nuts " bolts are fitted#
-o make surfstie uniform they use some material! in
other words points is applied on it#
>ow
f
'glass lined eMuipment gate ready.
I. D 7 * ' ( . , 7 ( % - $ B : - $ $5. S-
:# *oan facility s;
-he oo mp any provides loan facility to the
for satisfying the purpose of
bmild\ng
f
vehicle mrriage emergency
etc# eompmny has a fu> r2ht to check
whether the money given is properly
utilised or not.
=v %anteen 'acility i-
company provided lunch " break fast to
the workers#
%redit <
a
rd 'acility.@-'
%redit card facility is provided by the
cUispany to managing director " also the
all other managerial personnel# %redit
card facility is provided when4any person
\ ' ' ' of
the coifrrpany goes for business tour
outside the stte in any a grade like
.elhi
3
+omb ay / +angalore / etc# %ompany
also gives the luggage facility to thorn#
4 ' '
y . - ' !
$f! )niform &' 5hoes @-#
r
F- '
$he company provides two pairs of
i/ pair of safety hsoes " other
' - . '
Z
'
-
necessary safety eMuipments to its
employees #
!
?- -ravelling 7/cpansea S-
-he company gives the travel eNpenses to
&anager & staff whom they are going to
any business tour#
J# 7ducation fees @-
-he Fcompany gives education fees to the
employees for &s children company give
i . F
\ ' .
: employees children education fees upto
?0 is paid by the company " $t also
provide-uniform books etc# to them-
7* $etirement 4enefit :2
It comprie of pa'ment !i=e "ratuit' 5
provident fund under thei cheme of ?
:0. - $ & 7 E 7 7 P $ 6 < 5 1 5 T 7 & @-
9 - - . - ' ' ' > '
In (Mi there is a seperate officer who is
handling tine keeping system is fimali
Dhen company recruit new employment employee
in the company on the very first day of the \
employee the company issue the identify card
after filling form by the employee identify "
containe the details are as @-L lame of the
employee#
.epartment in which he /she is workings
- .ate of birth#
(ge
]ignature
L lame-of the authorised persons

'&
.esignation
7mployee nuinberv
$n the company there is a punch card system
when employee enter \n the dompany on the
gate office their is c.mutpterised system at
.
@
' ! $'
their employee has to punch the card la the
computer system! 3That time will be
$ . Y ' . ' ' - ! .'
noted on the employee us & employee has
follow some procedure of the leading the
company#
(ccording to the present working days! the
employee salary of. the employee will he
countedF in <&& the employee gets the following
leaves!
%aiual *eave - H days
5ick *eave - H days
Privilege *eave - 30 days
(ccording to the factory act the employee
i s l i abl e t o act one pri vi l ege l eave aft er \ -
v
'" -F '
@
F F ' -' '
@
' ' \
continuous twenty working days#
Dorking 5hifts s-
\
5hift -ifceF P +eeess
:! dO#UC am to 0#30 P :=.00 pm to :3.30
=# 0#30 am to 0:.30 pm O-00 pia to O-30ipni
3. 0:.30 am to 0O.00 am .00 am to ?--30 am
' "' .
'or (dministrative Cfficer /-
'<eneral 0O.30 am to 0?-00 pro *unch
time @ :=.30 pro to 0:.00 praA
' % . U 6 - + $ + ) - :0 $ C' - > 7
$n tile ega of the growth & development of the
Pharmaceutical! " oiled industry it 2ia -occupied
! , '
B important position in the $ndia economy#
'' ' , ':' *
:
"
:

' .-
-here are few industries which are competent but
aong the-'<&& P'().*5> *-.. is playing a' leading
role $n the reacter system & in 'manufacturing of
glass lined eMuipment in $ndia# The production &
sales turrover of the company is ire\y .Fimproysiye '
& it kas a good market.
-he industry .$nitially' in $ndia was very much
depended on other C.untries. -he basic need for
glass lined vessels -was'met-through imports only!
5o &r. 2B Pat el had profound the idea of
setting up such unit vessel in home country 5C<
was established#
company .'has contributed in not only
reducing the imports but! $t.has also helped in
-v espar/aing eNports * -he <&& P'(..*7+ *-.. has
playing a Fvery important role in the 'develop-
:
- - '-' ' ' B ' -
:
'. ' ' - - ' .
ment of "!a !ined e>uipment manufacturin" in
t *
:
* 6 , '6.-
India-
*ooking# all the angles " aspects of the coiripany
we can a! that it lias better factors -in the
net coming years#
>)&(6 ! >75C)+%+ &(6(<7&76- s-
-s $ > + $ 8 sL
5r#6b. Particulars! Page ->o.
:. $nt roduct i on
=# >uian >esourcas .epartment 5tructure!
3# >u"an +sources Policy.
&-. >uman ,esources Cb/ectives. 3(.
?A L^L?Trg#" .evelopment. -I W ][
Q QaR 7titreduction of -raining! 5 - &e
11. Cb/ectives of
-
raining# S &l - )3
12. $mportance of -rainiiig#
13. &eeds of -
ra
ining!
14. (reas of
:
raining
15. Principles of -
ra
i
n
ir3gB
' Q gR Process of -raining.
QhR -raining Policy
QiR -raining &ethod
' ' ' - F ! S ' .. \
Q/R 7Necutive evelopteent.
Particulars
S
Page/fo#
>eeds of Pecutire
.e-elopment Cb/ectives of
development #
J# ,esearch &ethod.logyl
O *
:. $ $ - : 0 . ) < - $ 0 6
fies0urcA? &anagement is cocered for
4 the purpose of development " bringing up
the hidden talent in the employee# $t also
concerned
Q
with training " development!
recruitment " selection! transfer! promotion
etc# .
organisations suces depends on its
resources department# (n atmosphere in
which full scope is given for the develop
ment of capacity of each employee.
(ll over human resources department consist
of maintaining their relat/*on in the company
_ ' *"
#f . -&
give effective result of uheir work#
o
i R
"
i ( ' ' " . , ' ' . ' ' <
+uraan resource management is! a process
U conamsting of four functions acMuisition
4
@
development! -motivation " maintenance of
' . #
. . i $'
-rasou-rcos in less academic terms .
F
4 'F
i De might deserve these four functions as
getting people! preparing them! activating
' .
;
- ' '
:
-- -..'-
;

:
-. ."
& keeping them#
3; > ) & > $ + 7 5 < ) + < 5 P C * $ % 1
@-
To perfoitn th9ir functions & responsibilities S
$;+# Policies must be prepared
by all >, eNecutives before hand! viell consi-
% - - .
@
dered a balanced 7> Pol ici es are the base of
sound manpower management. -hey bring unifor-
mity in >7 decisions
T
proper control " &'"
ordination aisong v/orkers# -hese are essential
for perface running of the organisation. -he
ob/ective " positive >+ &anagement is poss22.le
only when management prepares >$i policies.
>7 Policy is a man-made rule or pre- determined
flours a of act ion that is established to guide
the performance of work towards the organisa-
tional ob/ectives . >7 Policies are the
i t at i ent s of organi sat i on overal l >7 mat t ers
commencing from their scientific selection
to their all charge from work #
- ' ' \ ' ' ' '
F . \ '
2hay help the management in dealing .with
the i-&an# of organisation. -hey are the
best guide to management! as to what kind
- '-.'.'
f -work is to be done! b!y vftiom " how
:
they all to deal 4ith their fellow workers
@
Q & how good
industrial relations can be
maintained within the organisations#
K. > ) & ( 6 > : 5 U ) a % 7 O
C + 2 7 % - $ B 7 5 `-
The human resources ob/ectives hasfrwo
- ' - '
N
F- '! :# Primary 6(:) actives "
=. 5econdary ob/ectives.
-he ob/ectives of education " training programmes
are as under S-
16. <reater organisational efficitiveness
results from the development of certain
organisationals attribtutes that can be
$mproved#
17. 7ffective eNecutive leadership#
18. ( complaint of people who'are -competent
. 4
to perform their assigned tasks economically
& effectively#
-he organisational attributes of stability!
fleNibility " capacity for growth.
Q?R <ood organisational morale#
QJR <reater Crganisational effectiveness
QHR (cMomplishment of the employees personal
CD -3BA-I#- I-E7 5 9 B F E 8 ; , % 1 ( f G-
HaI
3rainin" i "enera!!' !in=ed with the opera-
' ' 6 B - ' -, * , B
tiona! ta= & "oa! of the Or"aniation. J*
'''-6. A . .
3rainin" pro"ramme are confirm to import
Ko4 re!ated =i!!-, o a to ena4!e emp!o'ee to
perform .their preent Ko4 in a 4"tte* wa'.
3hee pro"ramme he!p in preparin" them for a
particu!ar 'Ko4-' 3heir need for trainin"
' : - ' - ' ' '
is limited to knowledge! skills " technology !
needed for the present /obsi
-raining is a shoi-t term process utilising a
systematic " organised procedure by which hon-
manag-esrial personnel! acMuire
:
technical
knowledge 'skills! for a definite purpose# # $t
refers to instructions in technical &
mechanical operations like operation of some
machine# $t is designed primarily for norw
' "\ '
- " -\
mana"er, it i for a hort di!ation 5 i
for a pecific Ko4 re!ated purpoe.
( formal definaticra of training &
development
:
-"-
is it an attempt'to improfe# 'uture
eraployae
perfoi-mance by increasing an e;2ployee's
F ' F4 F -'-
:
ability to4erform through learning!#
)sually
} - . < . . . '
by changing the employee's .attitude or
increasing MM or her skills " knowledge#
:
(ccording to .ales +ead @ -raining is
the organised procedure by which
people learn k lowledg & skill for a
definite'purpose*''.
(ccording to 7dwin +!. 'lipper -raining
is the act of increasing the the
knowledge " skill that are usually
necessary to perform a specific /obs
Q+R -Cb/ective of -raining2-
H
prog
ra;e [K[
teatatos

becoffles

essentol
(:
x(
#A a par t i es or s ani n a out A-
totr0d
uc)on o! ne! les o! Puen! #A-.
[ @ ' @
to
design! the demands of petition and
economy! .A- A-A# ^
f
W
rial5

Prc%e55ed
'
^ Nndivl indivi8 advent! P-otn of

care
e
r
de!eent. C.)ective8y t
h
ese pose
o r s a n t - i . # # W
t o
L
ofany
d '..-l# A-A#F##F #F;
topro
ent o! viour so A.. A- PFa;#
B
for

htaself
# AA the o
rO
anion ft! w.:# #e -
)
' a partH
.
' .
3he o4Kective of trainin" are 12
. . . . . ..
-o import new entrant the basic knowledge "
skill they need for an intelligent
performance of denifiite tasks A
4
QcR $taportanbe of training /-
S
-raining is the corner stone of sound
managenient! for it malles employee more effective
] ' . ' . , . , . . , . , , . . : . . , , - . . . . . . . . . . . . .-
" productive# $t is actively " inmediaely
' t
connected with all the personnel or managerial
activities. $t is an integral part of the whole
management programme! with all its many activi-
ties functionally inter relay# -here is an ever
present need for training men so that new "
changed techniMues may be taken advantage of
toproveinents affected in the old methods! which
are oarefully inefficient#
-raining enables employee to develop " rise
within the organisation " increase their market
value! earning power " /ob security it enables
management to resolve sources of function
arising from parochialism to bring home to the
\ . . ' [
employees the fact that the management is not
divisible! it moulds the employees
:
attitude "
helps them to achieve a better co-operation with
company " a greater loyalty for training !
heightened the morale !of the
employees! it helps in reducing dissatisfaction!
complaints! grievances " absenteeis! reduced
the rate of turnover# rained employees
makes a better " economical use of material
" eMuipment therefore wastage " spoilage is
lessened " the need for constant supervision
is reduced#
$mportance of human resource management to a
large eNtenfis depends on human resource
development# -raining is the most important
techniMues of human resource developsent# $s
stated earlier! -non organisation can get *
a'.candidate who eNactly matches with /ob " the
organisational reMuirement# >ence training is
important to develop the employee " make him
suitable to the /ob#
To assist employees to function more
4
.effectively in their prompt position
by eNpiring than to the 8atest concepts!
information " techniMues " developing
'. ' .
the skills they will need in their
-o build up a second line of completed
officers " prepare there to occupy more
responsible positions#
-o impart the customers education for.
the
purpose of meeting the training needs
of
corporation which deal mainly with the
public#
-o prepare the employee both new old
to / meet the present as well as the
changing
reMuirements of the 2ob " the
organisation#
4 ' ..
i particular fieldS
-o develop the potentialities of people
of the meet level /ob#
To promote individual " collective moral a
sense of responsibility! co-operative
attitude good relationship#
" " . . ' . !
3he main o4Kective of 7%% ,faud!er 8td-
i to reach the defined "oa! of the compan'-
Lo4 5 re>uirement are not tatic , the' are
chan"ed from time to time in view of
techno!o"'ca! advancement 5 chan"e in the
?
awareness of the total Muality & produ-
ctivity management. -rained employee would
be a valuable assist to an organisation#
Crganisational efficiency! productivity!
progress " development to a greater eNtent
depend on training #
QdR 6eed for -raining S-
..A ;[
7very organisation big or safflll! productive
or non-productive! economic or social! oldF or newly
* ' . #'
established should provide training to all employees
.' ' '
]
irrepective of their >ua!ification, =i!!,
t - . ' '
uita4i!!it' for the Ko4 etc- 3he trainin" for
the trainin" of emp!o'ee wou!d 4e c!ear from
the o4ervation made 4' the different authrotie-
1J 3o Increae ,roductivit' t-
$nstruction can help employees increase their
level present assignment! increased human
performance often directly leads to operational
productivity *: increased economy
profit.
K#. ' ' . ' ''
# F
@
' .. .' '
=# -o improve Uuality /L *
Better informed wor=er are !e !i=e!' to
b . ' . -
. ' . S . - . . \
make operational control mistakes. Uuality 4
increased may be in relationship to a company
product or ervice or in reference to the
intan"i4!e or"aniationa!' emp!o'ment
atmophere -
@- 3o he!p accompan' fu!fi!BMi future
. . ' ' - ' I . . . '' . . . . . . . .. ' :..,!,.......---
personnel needs S-
Crganisation that has a good internal
education programme will have to make less drastic
manpower changes " ad/ustments in the event need
arise! organisations. Dhen the need
arise orfsninational vacancies can made more
4 ' .
easily be staffed from internal 5ource $f a
company initiates " maintain an adeMuate
instructional programme for both its nonL
# ' supervisory " managerial
employees.
I*-. To imporve health " safety ;-
Proper training can help prevent industrial
accident# ( safe work environment leads to more
stable mental attitudes on the part of employees
&anagerial mental state would also
improve if supervisors# ' *
++ Cbsolescence Prevention /L
.Mm**!*********** ,PW *******"
I ' '
. ' .' " ^ -
.; -raining " .evelopment programmes falters
' ' S ' . ' - ' F-' ' . . . .-' 4 '
S
the initiative " creativity of employees "
help to prevent manpov/er obsolescence! which
may be due to age! temperament motivation! a
the initial ly of a person to adopt hi m to
technological changes.
6. Personnel <rowth @#
7mployees on a personal basis gain
individually from their eNposure to educational
eNperiences. &anagement development programmes
seems to give participants a wider aiarness! an
enlarged skill ." make enhanced personal growth
possible#
H# -echnical (dvances @-
7very organisation in order to survice
" to be effective should adopt the latest
yv (doption of latest technology
" methods will not be complete until
they are manage by employees possessing
still to operative them# 5o! Crganisation
should train the employees to enrich them
in the
areas of changing technical " knowledge
from time to time#
O# %hangs i 2ob (ssignment @-
-raining is also necessary when the
eNisting employee is promoted to the higher
level in the organisation " when there is some
new /ob or occupation due to transfer.
-rainingS
is also necessary to eMuip the old employees
with
thea
dvan
ced
disci
pline
s!
tech
niMu
es or
^
techn
olog
y#
sc@
I# lo F&atch the 5nployee 5pecifications
with the 2ob ,eMuirements " Crganisa-
tional 6eeds S-
(n employee specifications may not
eNactly suit to the reMuirements of the /ob
& the organisation irrespective of &s-past'
eNperience! M alifications! skill knowledge
etc# thus every management finds deviations
between employee
f
s present specification "
/ob /ob reMuirements " organisations.Z needs!
-raining is needed to fill these gaps by
developing " molding the employee's skill!
knowledge! attitude! behaviour etf to the
tune the /ob reMuirements " organisational
needs #
S
' .. . . - ' ' ' .-.
:0# >uman ,elation @- 4
-rends in approach towards personnel manage-
ment has changed from the commodity appro a di#
5o todgry management of most of the organisations
ha to maintain human re!ation 4eide
maintainin" ound indutria! re!ation after
.. .- '. 1' . ' :-, '. 6 . ' en"h the
mana"er are not a cutomed-?to dea!
.1.. , '. -- 1 - I . -
r
- ' B*
with the wor=er accordin"!'.. )o trainin" in
human re!ation i necear' to dea! with
human pro4!em & to maintain human re!ation- .
*
O
. (reas of -raining s- !
"*+* + . . . '
Crganisation provides training to their
employee p.n the followiiareas @ -
. . ' "
;

" '
i. %ompany Policies " P
5
v -F . ' ' . ' . . . -. . . - ' ' . .
) Thi, area of training to be provided with
0
a
view to acMuainting the new employee with
F@' theooany rules! pracices! prodatoes!
@ tradition! management! organiGation structure!
0
'SS!'!S e
a
ttm-./i-&+?----'&*-
5o

the

new
employee An ad/ust htos elf with changing
U. situation information regarding company rules
\ " policies creates favourable attitude of
confidence in the minds of new employees
) about the company its service / products! as
^ well as it develops in him a sense of respect
* - " ' - . ' ' ' ' ' . ' - : ' - ' ' ' . . .
]'$ ' F for the eNisting eioployee of the company " the
C skills. -his enable the new employees to know
1 fehare4of contrtoution to the organic
@! Gatioms growth & development!
v
. }
=! -raining in 5pecific 5kills @-
-his area of training is to enable the
4 employee more- ef're'c.tie on the /ob. -he
trainer trains th employee regarding various
skills necessary to do the actual 2ob.
3# &anagerial &
5upervisory -raining 9A
7ven the non-managers
sometimes perform
managerial & supervisory
function like planning!
decision making!
organising! maintaining
?

inter personal relation
T

directing " controlling.
>ence management has to
train the employee in
managerial & supervisory
skill also!
if# (pprentice
-raining @-
-he apprentice
act :IJ: reMuired
industrial
specified $ndustry
to provide training
in basic skills
knowledge. $ns
specified
educate unLemployed
with a view to
their aaprloyment opportunities or to
unable them to start their own industry# Thi,
type of training generally ranges - Ketw`en : to
years. -his training is us ed tfor providing
technical knowledge in the ar9as like trades!!
crafts etc.
# ' ' '
?# >uman >alation -raining @A
>uman relation training assumes greater
significance F'in organisation off. employees' have
to maintain human relation not only with
'otherS employees are to be trained $n'L the areas
of self learning! mot-iBation! perception
leadership styles! disipllne procedure & the
like. Eiis trailing enables the employees for
* -
. ' / - ' ' ,
better team work which leads to improved
efficiency & productivity of the organisation.
'
t
QfR Principles of graining S-
5ince training is a continuances process "
not a one shot affair! "& since it iconsume " 8
' ' ' ' ' ' \
L- entails much eNpenditure
`
it-is necessary that
a training programGn or a pol ey should be
prepared with grate thought " care for its should
serve the establishment as well as the
need of employees. ( successful training
' .
prograram-presumes that sufficient care has to
be taken to discoues areas in which- it is needed
most " to create the necessary'environment for it
conduct#
( number of principles have been envolved
which can be foliov/ed as guidelines by the
/ trainees
$s the effectiveness of an employee depends
on how well he is motivated by th &anagement!
the effectiveness of learning also depends on
motilration/ $n other words! the trainee will
]tfiuire a new skill or knowledge throughly "
Muickly if he or slue is highly motivated#
$t has been found by various studies that there
is a relation between learning rapidly "
providing right information specifically! " as
such the trainer should not give eNcessive
information or information that can be mis-
interpreted# 5o tiie trainee has to provide .only
the reMuired amount the of progfessive
information " specifically to the trainee#
-he effectiveness of the trainee in leadership
learning new skills or acMuiring new knowledge
should be rainforced by means of rewards "
punishmemts . Pesitive rainforcement are
promotion! rise in pay! prise etc. Punishments
ale also called negative rainf or cements .
%ana"ement hou!d* ta=e carN to .award.the-
uccefu! trainee-
* ' ')4
O
1
'
:
Individua! trainin" i cot!' 5 "roup trainin"
. ' B ' '
i economica!!' via4!e
H
5 advanta"eou to .the
or"aniation, But individua! ver' in inte!!i"-
ence & aptitude to the individua! a4i!itie 5
3
aptitude. $n addition individual teaching
machines '& ad/ustments of differences should be
provided#
-raining that reMuest the trainee to makes
changes in his value! attitudes " social
beliefs usually achieves better results if
the trainee is'-encouraged to participate!
F #F;A
dis cus s " dis couer new des irafal e b eh a vior
norms#
-.-he development of new behaviour norms of
skills is facilitated through practice "
.-. repetition skills that are practiced often
^ , - . . ' - . . : . . ; : ' - ~ ' . ;
- are better learned " less easily furgotten#
.' F . ' ' 4 ' ' F '
/fgK Process of raining S-
$n general training process passes through
three phases# i

:
- .. '. .- ' -.
i
:# Pre-training
=# -raining#
3# Post- training#
1} Pre - training @ - ' .
-he organisation before starting a training
programme should have clear " precise
ob/ective of training " the organisation
eNpects to make use of the participants
after the .training programme'. $bis phase
straits 'with the identification of the
situation that calls for more effective
behaviour.
O i (
2} -raining @-
*earning is a compleN psychological
process! which takes place only when inipr-
! '' ' . ' - B-
' v- '
-.mat-ion is received! understood " infor-
mation is received! understood " inter-
naliGed or conscious effort has been made to
use the information# participant might
have been chosen! but the is no ' guarantee
that he will in fact learn what he has. chan
chosen for#
Post -training @-
(fter the completion of the training
programme the trainee retain back to his
actual work situation! he goes there with
the anticipation of putting his new learnt
ides " methods into work practice! the
organisation also has some eNpectation
of him. $f the work atmosphere is positive!
it may help the trainee to bring about aBew.
changes in 5he organZ 7at ion'.
$f not he wduld reverse
$t not he would -evers bak
Q
to the old
methods due to esctrgaie resistance to
change#
5teps in -raining Process /A
$dentification of training needs# -
5election process#
Preparation of the operation []@
knowledge.
Performance tryout.
FollOW Up* ^
.. . ' ! ' . ' ' *
$dentification of training nedds /-
$t is the starting point of training programmes.
identification of training needs can be
\ .- . '
@
' ' . . ' . -. . .
done through analysis of the entire .
organisation# -his should be clone to/ find
needed. -here are farious needs of an
*. n
-
-
individua! !i=e ocia! need "rowth need
P
re C9 "nit ion need, achievement need etc-
. -0- . - -
: 1-, '
''2-2-- -.-
5election Procesk 'S-
$n this step who should
be trained is decided
along with what should be
the course contentS who
should be the trainer is
also decided.F 5election
of the participants should
be such so as to satisfy
the organisations present
& future needs as ''well as
the .$ndividuals needs . $f
the actual need is not
identified " selection
procedure is. not properly
done! then it may be
affecting the whole training
B

J
programme.
Presentation of Cperation &
Enowledge S-
>ie trainer should
clearly tell! ]how
T

illustrate " Muestion in
order to put over the
new
\ knowledge " operations.
$t should be given
\ ' . ' -
F @
@ -
c!ear!'oomp!ete!' 5
patient!' there hou!d 4e
einphas2-s on key points & one points should be
eNplained etc.
Performance $ryout @-
)nder this the trainee is askedto through the
/ob several times slowly! eNplaining him each
step# -hereafter the trainees are asked to do
fche /ob! gradually building up skills " speed.
L 'ollow up @-
-his steps involves testing of the effectiveness
of training effort! it consisting of two steps#
i) Putting a trainee on his own and checking
freMuently to ensure that he followed instru-
ctions#
#F# '
, . -.. '
=c -apering off eNtra supervision " close
follow-up until he is Mualified to work with
normal supervision
Process /5teps taken in <&& P'(..*7,
Performance (pprisal Q1earlyR '
-raining +udget -raining %alender
(ctual -raining or 7Necution#
\
7valuation of training#
,etraining Qif reMuiredR# >eeds
" (nalysis of training #-
-hey identify the needs of the works. (s
per the company give them .trainingv (fter
needs of workers! the analysis of training is
done of the work of workersv
Performance (ppraisal Q1earlyR @-
-hey measures the appraisal both performance
in accomplishing oals " plans & performance
as a manager! -hey evaluate of present "
future performance " capabilities#
-raining +udget @-
The! prepare- training budget# 1early budget
prepare by them# 'ar the training budget
yearly are = to 3 laks. (s per the budget
they give training to the workers. 5iey
Q
decided which type of training gitfen to the
workers #
-raining %aldeder @A
+iey also prepare calender of the training
r
on
which day they provide training to the worker#
Cn which day off the /ob training is provided "
on the /ob training is provided! $nternal "
7Nternal training is provided
(ctual -raining " 7Necution @-
(fter training calender had been prepared
training is provided to the employee "
employetr. $n this they first provide attendance
" training sheet to the employee "
employer# -hM training sheet to the employee
" employer# -he training is started only one
day one employee or employer hasgiven training.

/
i
/ S ' 7Neeutiohsof the work has been done#
- ,- . ' ' . - ' . ' ' -
.
B 7valuation of -raining " >etraining
Qif reMuiredR @-
7valuation of the training has been done by
them# Cn the basis of evaluation they get
the idea! that the workers has satisfy by the
training " the workers has satisfy by the '
training " the workers get proper training or
not! if the workers does not satisfy-by. the
trainingYihen training is done! if the
workers reMuired.
/
-hey provide training to employee
or employer : day only#
6
-r ai ni ng Pol i cy#-
&eani ng of -rai ni ng Pol i cy @ -
' ! -alent " .2enacitgS- Q
s
trong determinationR
7
v
- 5gtin2*or cement Q5omething positive to be
rai nforced i nt o memoery " syst em agai n
" rain again! unti l i t becomes a spon-
taneous affairR#
( - (warness Qwith which one can easily take
long strides of progressR#
$ L $des /how to do workR;
6 - +UveltiesYQ the new things! the lime of
which would sustain our interest & fill
our hearts with trrills & sensations R.
$ -S. $ntensity Qthe training instilled into
the trainee's mind must acMuire eNperience!
oriented intensity#
HiI 3rainin" %ethod :2
-here is one best techniMue of training that can
be used in e r y situation# &ore than
' '
. /
4one one techniMues may be applied in impar't-
F ' ' ' ' ' ' ' 4 '
S
ing instructions!
3echni>ue of trainin" that are "enera!!'
ued to import trainin" are cate"oried a
19. Cn the /ob training!
20. Cff the /ob training.
Q:R Cn the /ob training s -
6umerous training mettods can be used while the
man in engaged in the process of productive
work# Cn the /ob training methods are suitable
for all levels of personnel# Barious meti5.ds
of on the /ob training are as follows @-Q:R Cn
specific /ob#
7Nperience
%oaching
(ndertud'-