Management project

TOPIC: TO STUDY THE VARIOUS MANAGEMENT

PRACTICES AND THEORIES WITH RESPECT TO A
COMPANY

Submitted by:​ Mr. Praveen Kumar

Submitted to:​ Jasmine Kaur

 ACKNOWLEDGEMENT
“Acknowledgement and recognition from authoritative quarters are
important to every artiste”

The success and final outcome of this assignment required guidance and assistance from
many people and I extremely fortunate to have got this all along the completion of our
assignment work. I express my gratitude to my subject teacher Mr. PRAVEEN KUMAR for
giving me this opportunity to do work on this topic and learn so much along the way. Ever
encouraging seniors helped me at every step of the research . furthermore ,I would like to
acknowledge staff of the Himachal pradesh national law university , who gave me the
permission to access to all the required equipment in completing this project. This assignment
could not have been completed without each other’s help.

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 TABLE OF CONTENTS

BRIEF INTRODUCTION TO THE COMPANY 4

CHAPTER 1:SWOT ANALYSIS AND ITS APPLICATION ON THE 6

COMPANY

CHAPTER 2: BCG MATRIX OF AMUL 9

CHAPTER 3: STUDYING AMUL’S COMPETITION WITH THE HELP 11

OF 5 FORCES MODEL

CHAPTER 4: TYPE OF MARKET IN WHICH AMUL FUNCTIONS 14

CHAPTER 5: MCKINSEY’S 7 S FRAMEWORK 16

CHAPTER 6: CSR INITIATIVES OF AMUL 20

CHAPTER 7: HUMAN RESOURCE PLANNING WITH RESPECT OF 24

AMUL

BIBLIOGRABHY 28

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 BRIEF INTRODUCTION TO THE COMPANY
Amul is an Indian Dairy Cooperative company situated in Anand, Gujarat. Founded in in
1946 it is a Cooperative brand managed by a Cooperative body Gujarat cooperative milk
management Federation Ltd. (GCMMF). Gcmmf is the India’s largest Food product
marketing organisation with an annual turnover of 4.8 billion dollars in 2018 to 2019. The
organisation has won various awards ranging from the quality of the product as well as
goodwill.

VISION

Amul’s vision is to liberate its farmers from economic opression and lead them to prosperity.

MISSION 2020

Dairy cooperatives of Gujarat turnover of $27000 crore by the year 2020.

Logo of the company Amul

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 AMUL

FOUNDER

TRIBHUVANDAS PATEL

MANAGING DIRECTOR

MR. R. S. SODHI

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CHAPTER 1: SWOT ANALYSIS AND ITS
APPLICATION ON THE COMPANY
Introduction to the concept of swot analysis:-

A SWOT evaluation is a noticeably simple, yet powerful device to help you improve your
business strategy, whether or not you’re constructing a startup or guiding an existing
company.

SWOT stands for strengths, weaknesses, opportunities and threats.

Two of the factors are internal and the other two are external.

Strengths and weaknesses come under the category of ​internal​ factors. These factors are
those factors that can be controlled by the organisation itself. For example, whom to choose
in your team, your location, your strategy, etc.

● Strengths​: It can be called a set of circumstances that increase the opportunities.

​

These are the internal positive qualities of your company. For example, location,
strong motivation among the employees.
● ​Weaknesses​: Weaknesses are negative factors that take away from your strengths.

These are things that you might need to improve on to be competitive. For example,
poor management

Opportunities and threats are the external or the macro factors that cannot be controlled or
checked upon by the organisation.

● Opportunities​: these are a set of factors that a company cannot control. The factors
​

are likely to contribute to the success of the organisation. For example, area growth
● ​Threats:​ these are the factors that can cause loss or damage to your organisation.

For example, competitors.

SWOT ANALYSIS ON AMUL:-

1.1. ​STRENGTHS OF AMUL​:

1.1.1.​ ​High market share in ice cream: ​top market share of the company gives it a huge
advantage and helps it further to push its other products into the market.

1.1.2.​ ​Eminent brand equity:​ amul is a beloved brand and is trusted by almost everybody
over years. The contribution of the ​amul girl​ and her outdoor ads in this is also worth
mentioning. The genius amul ​ BABY CAMPAIGN, ​that evokes the beauty and

6
 emotion on every occasion,​ ​has also played a major role in increasing the company’s
liking among the customers. There are very few milk- based brands that have the
same public image ike amul has in india.

1.1.3.​ ​Excellent quality management:​ in spite of the wide and large distribution pattern of
amul, hardly any complaints come for its products.

1.1.4.​ ​Strong distribution network:​ This is a firm that is powerful in both metropolitan
and rural allocation. Even in tiny towns and villages, you will discover amul current.

1.1.5.​ ​Huge customer base : ​Amul has the incredible value to transcend metropolitan
demographics and reach rural regions. As it extends its consumer base and retains an
existence in every part of the nation, this enables it to have unique leverage over its
rivalry.

1.2.​WEKANESSES OF AMUL:

1.2.1.​ ​Chocolates​: Amul's chocolate development has declined and there is hardly any
Amul dessert item on the ground. Amul requires additional products to expand its
brand range and boost the bottom row. It was introduced in india in 1973.

1.2.2.​ ​Operating Cost​: Amul's operating price is huge due to its huge framework. This
becomes the company's responsibility as Amul is experiencing numerous adjustments
in prices and is based on its farming associations and society whose demands are
increasing daily. Amul does not have an efficient system in position to deal with these
risks due to the unpredictability of production.

1.2.3.​ ​Operating Cost​: Amul's operating price is huge due to its huge framework. This
becomes the company's responsibility as Amul is experiencing numerous adjustments
in prices and is based on its farming associations and society whose demands are
increasing daily. Amul does not have an efficient system in position to deal with these
risks due to the unpredictability of production.

1.3.​OPPORTUNITIES FOR AMUL:

1.3.1.​ ​International market​: amul has the capacity to explore the international markets and
expand its business. It can easily make hold in the Asian countries. It can reach and

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 function appropriately, more Asian markets from nearby nations to other areas. Its
global imports will quickly boost its profits and turnover

1.3.2.​ ​Chocolate Production​: Amul can generously spend in the manufacturing of

chocolate and flourish in the chocolate sales company. It can become its biggest with
appropriate advertising.

1.4.​THREATS TO AMUL:

1.4.1.​ ​Increasing competition: ​Major threat of competition is being faced by the icecream
line of Amul.​ ​Many local and international companies are entering the market and are
giving tough competition to the company. The large availability of variety of
companies in the market is diverting the customers from Amul. Due to this, a major
share of wallet of amul is taken away by them. Kwality walls, baskin robbins, mother
dairy are a few competitors of Amul, out of all.

The SWOT analysis makes it clear that THE Amul company is doing well in almost all
fronts, thus emerging as a winner. However, it will have to work on its chocolate lin, but it
not that big a threat. If done proper efforts in advertising, it can also become one of its strong
side. The company has the capability to expand its business globally. But it will have to work
harder in the ice cream sector in order to be on the top.

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CHAPTER 2: BCG MATRIX OF AMUL:
2.1.WHAT IS BCG MATRIX:
The BCG growth-share matrix is founded on the fact that the product divisions of the
company can be categorized into four classifications (Dogs, Stars, Cash Cows and Question
Mark) depending on a combination of development speed and market share compared to the
biggest rival, hence the title went into the matrix of growth-share.

The BCG matrix

Let's discuss the 4 elements of BCG matrix in brief:

2.1.1. ​ DOGS
These are the products with low growth and low market share.
These products have a very limited chance of becoming a profitable business in
future. So, the management has to take the investment decisions in these products
very cautiously, because it may happen that the product does not yield any profit to
the company.
These types of products are generally seen as cash traps and it seems not very useful
sources of profit.
2.1.2. CASH COWS
The products whose market share is very high and are not expected to see any
significant hike in the future, then those products can be kept in the category of cash
cows.
Business devices or products from Cash Cow are the organization's finest income
generators and involve very small expenditure to maintain their profitability.

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 Since it is not anticipated that the market share of these company divisions or
products will achieve huge profits, their present market situation allows them a
generator of elevated income.
2.1.3. STARS
These are the products with high market share as well as high growth markets.
Some products have a high market share and the potential to grow more in the future.
The dynamics of the sector also support growth as the sector is also in the
development stage. Because of development opportunities, these products have the
ability to be placed as cash cows.

2.1.4. QUESTION MARKS

These products have high growth market but a low market share.
These products are the problem child for any organisation because of the uncertainty
they have with them. They can go either way, either become a star by generating
substantial amount of revenue, or by becoming a source of loss in the company.
They have a high potential to grow, if the sensitive and pertinent issues are handled
effectively by the management.
Now as we have discussed the BCg matrix properly, we can relate to the company.

2.2. APPLICATION OF BCG MATRIX ON AMUL:

2.2.1. DOGS IN AMUL
Amul Chocolates, Amul Cookies, and Amul Pizza ​can be considered in this
category.
Because of the tough competition and limited innovation, these products have a very
limited chance of growth in their respective fields.
2.2.2 CASH COWS IN AMUL
Three products have the potential to be counted under this category. Those are ​Amul
cheese, Amul milk ​and ​ Amul butter.
These products have a huge market share in their respective fields but are not so fast
growing.
2.2.3.​ ​STARS IN THE COMPANY
Amul ice cream ​and ​Amul ghee​ are the stars of Amul company.
The market share as well as a growth market, are expanding at a very rapid rate, of
both these products. They are the major revenue generators of the company.
2.2.4. QUESTION MARKS OF AMUL
Amul lassi ​can be placed under this category as it not showing both the signs of star
as well as dog, changing from time to time. however , it is expected by the product to
expand its market share if proper marketing is done.

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CHAPTER3: STUDYING AMUL'S COMPETITION WITH
THE HELP OF 5 FROCES MODEL
3.1. INTRODUCTION TO PORTER'S 5 FORCES MODEL
Porter acknowledged that organisations are inclined to observe their rivals closely, but he
urged them to think beyond their competitors ' behavior and examine what other variables
might affect the company atmosphere. He has recognized five factors that create up the social

atmosphere that can erode your profitability.

These are:
3.1.1. Competitive Rivalry:
This looks at the number and strength of your competitors. How many rivals do you
have? Who are they, and how does the quality of their products and services compare
with yours?
Where competition is strong, with aggressive cost reductions and high-impact
marketing activities, businesses can draw clients. Also, your suppliers and buyers can
go elsewhere in markets with lots of rivals if they feel they don't get a good deal from
you.
On the other side, where there is minimal commercial competition and no one else is
doing what you are doing, then you will probably have tremendous power and good
revenues.
3.1.2. SUPPLIER POWER
This is determined by how simple it is to raise their rates for your providers. How
many prospective vendors are there for you? How distinctive is their item or service,
and how costly would it be to change from one provider to another?
The easier it is to move to a better option, the more you have to choose from. But the
fewer vendors there are, the greater their location and their capacity to pay you more,
the more you need their assistance. This can have an effect on your profits.
3.1.3. THREAT OF NEW ENTRANTS
This power determines how simple it is to join a given sector (or not). If a sector is
lucrative and there are few obstacles to join, competition will quickly intensify.
Profits begin to collapse when more organisations contend for the same market share.

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 In order to prevent fresh entrants it is vital for current organisations to generate strong
obstacles.
3.1.4. BUYER POWER
When their bargaining power is powerful, buyers have the strength to request reduced
cost or greater product quality from industrial manufacturers. Lower prices mean
reduced producers' incomes, while greater performance products generally increase
manufacturing expenses. Both situations lead to reduced manufacturers earnings.
3.1.5. THREAT OF SUBSTITUTES
This power is particularly dangerous when customers can readily discover
replacement products with appealing rates or superior performance and when
customers can move with little price from one item or utility to another. For instance,
changing from coffee to tea, unlike changing from vehicle to bicycle, does not pay
anything.
As we have discussed the 5 forces that exist in the industry itself and are used to determine
the intensity of competition, we can now apply these forces to check that in how competitive
industry is amul working.
3.2. APPLICATION OF THE 5 FORCES MODEL ON AMUL
3.2.1. COMPETITIVE RIVALRY(high)
There is very tough competition in the food and beverage industry Amul is on the top
among its competitors and faces very strong competition. Some of the river forms
Unilever, Mother Dairy, Kraft foods and so on. Rivalry exists not only in the field of
prices but also quality, variations and goodwill, to name a few. Almost all the
companies have some share in the market and the competition is growing hard day by
day.
3.2.2. SUPPLIER POWER(low)
Amul Dairy has the largest market share in the food and beverage business needing
greater supply chains. In response, Amul Dairy was also worried about its providers
because it believes in long-term relationships.
3.2.3. THREAT OF NEW ENTRANTS(low)
The number of entry barriers in the consumer food market is very large, only a few
new entrants are able to to make space in this market the reason behind this is that in
order to get success in this business the company has to understand the consumer
needs first and this process takes time that the new firms do not have also the existing
companies which are in the market from a longer time have understood this need and
are performing efficiently moreover the trust is also very important in this industry
and the firms that are working from so long have become very trustworthy to its
customers that they are rather rigid to leave their product Amul company is working
very successfully from last 150 years and it has set up its goodwill that this aspect is
not much effective on its growth.
3.2.4. BUYER POWER(high

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Amul Dairy therefore keeps its customers happy. This has resulted Amul Dairy to be
one of its customers' loyal business.
3.2.5. THREAT OF SUBSTITUTES (medium)
The threat of substitutes in this industry is mainly because of the quality measures, for
instance nestle has faced many product substitute because it was being said that some
of his products are not healthy and may cause serious problems to people. But, Amul
always has provided best quality of food and also proper sanitation in its factories
because of this it has a very less probability of losing its customers because of some
substitute.

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CHAPTER 4: TYPE OF MARKET IN WHICH AMUL
FUNCTIONS
4.1. DIFFERENT TYPES OF MARKETS IN AN INDUSTRY
4.1.1. Perfect rivalry:
There is a big amount of customers and vendors in an ideal competitive market
structure. All business vendors are in rivalry with each other tiny vendors. There is no
large vendor with any important business impact. So all the companies are price
takers in such a sector.
4.1.2. Monopoly Competition:
This is a more reasonable situation in the true globe. There is still a big amount of
customers as well as vendors in monopolistic competition. But not all of them are
selling homogeneous products. The products are comparable, but a mildly distinct
product is sold by all vendors. Consumers now prefer to choose one item over
another. The vendors can also pay a marginally greater cost because they may
appreciate some market power. Thus, the vendors become price-setters to some point.
For instance, the market for cereals is a monopoly contest. All products are
comparable but mildly distinguished in aspects of flavour and flavour. Another
instance is toothpaste.
4.1.3. Oligopoly:
Only a few companies are on the ground in an oligopoly. While the amount of
companies is not clear, the norm is regarded to be 3-5 dominant companies. The
consumers are thus far higher than the vendors in the event of an oligopoly. In this
situation, companies either contend with others to work together, use their business
impact to fix rates and in order to improve their professionalism.
4.1.4. Monopoly:
In this type of market structure there is only one seller and many consumers. So that
single firm aur company is the soul controller of the market of that area. It has the
power to set the prices of goods according to it it's on wishes because there is no other
seller and the consumers do not have any other alternative and so will have to
purchase the product of that firm only.
Monopolies are very undesirable because the consumer loses all the power and all the
forces of the market become ineffective.
However monopolies are very rare in reality.
4.2. ANALYSING THE MARKET TYPE OF AMUL
On analysing the dairy market, in which Amul is operating,it can be
observed that the type of market is "oligopolistic." Oligopolistic market is
the one where there are few bug sellers and large number of buyers. and
do a few sellers have a very tough competition amongst them amongst

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them or we can say that there is strong inter firm rivalry in that industry.
This statement was concluded on the basis of following facts:
1. There are only few sellers in the Indian dairy industry that are
working on a use extent and are having most of the market share
with them. Some of them are Amul, Mother Dairy, Danon to name
a few.
2. In spite of that, the industry is always having tough competition
and the companies are always trying to overlap each other.
3. No one company is the sole leader of the industry as all the
companies are working on their heels in order to make their place
in the top.

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CHAPTER 5: MCKINSEY'S 7 S FRAMEWORK

7s framework
5.1. INTRODUCTION TO THE 7 S FRAMEWORK
McKinsey 7s Model is an instrument that analyzes the organizational design of the
company by glancing at 7 main inner components: policy, composition, structures,
mutual principles, attitude, employees and abilities to define whether they are
connected efficiently and enable the organisation to attain its goals.
The model's objective was to demonstrate how 7 business components can be
connected together: structure, strategy, skills, staff, style, systems, and shared
principles to attain efficiency in a business.The model's main argument is that all
seven regions are interconnected and a shift in one region needs shift in the remainder
of a company to make it work efficiently.
The seven organizational regions are split into the' gentle' and' tough' fields in the
McKinsey model. Strategy, composition and structures are difficult components that
are much easier than smooth components to define and handle. On the other side,
although more difficult to handle, smooth regions are the organization's basis and are
more likely to generate the continuous competitive advantage.
Hard S Soft S
Strategy Style
Structure Staff
Systems Skills

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 Shared Value

HARD S
● Strategy:
Strategy is a plan created by a company to obtain continuous competitive advantage
and to operate on the industry effectively.
● Structure:
The structure is the company's organizational chart. It is also one of the frame
components that is most noticeable and simple to alter.
● Systems:
Systems are the company's processes and procedures that show the regular operations
of the business and how choices are taken.

SOFT S
● Style:
Style is the way top-level managers manage the company, how they interact, what
actions they take, and their symbolic value.
● Skills:
Skills are the abilities that firm’s employees perform very well. They also include
capabilities and competences.
● Staff:
Staff component is related with the sort and number of staff that an organisation will
need and how they will be hired, educated, driven and compensated.
● Shared Values:
The essence of the McKinsey 7s model is shared values. They are the norms and
standards that guide the behavior of employees and the actions of companies and are
therefore the foundation of each organization.
5.2. APPLICATION OF 7S CONCEPT WITH RESPECT TO AMUL
The hard S:
● Structure:
○ Amul follows a three tier cooperative structure. In which structure there is a
dairy cooperative society that is at the village level which is federated to the
milk Union at district level which is further affiliated to the milk Federation at
state level three tier structure was formed in order to delegate various
functions of the three levels clearly. Milk gathering takes place in the Village
Dairy Society, Milk Procurement & Processing in the Milk Union District and
Milk & Milk Products Marketing in the Milk Federation State.This helps not
only to eliminate internal competition, but also to ensure that economies of
scale are attained. It is regarded as the ' Amul Model ' or ' Anand Pattern ' of
Dairy Cooperatives, as the above framework first developed at Amul in
Gujarat and then replicated throughout the nation under the Operation Flood
Programme.

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 ● System:
❏ Opportunities for growth to grow management skills.
❏ True meritocracy and free choice of professional routes.
❏ Opportunities for developing and strengthening management and functional
skills.
❏ A business setting in which individuals can follow their aspirations.
❏ Competitive reward.

● Strategy:
The company uses various strategies to increase their market growth. Some of them
are:
1. Growth strategies:
GCMMF is drawing up a three-pronged growth strategy:
● Expansion in the production capacity by 25% to meet the growing
customer demands.
● Packaging is being revamped as consumers are now shifting to small
economy packs to cut costs.
2. Marketing strategies:
Amul's marketing strategy includes multiple elements of the business from
segmentation and positioning to the company's general task and vision and the
different parameters that the firm executes to become the leading brand in the
industry.
● Segmentation and targeting​:- The segmentation of Amul is the mass
population and in general, you will find people of all different age
groups and demographics enjoying Amul products. This is because
Amul is not only present in Ice cream, but also in Milk, Butter, Cheese
and other such products.
It does not distinguish in its clients, as it has a very profound brand
range, but utilizes a concept of mass marketing. And to present, for
Amul's marketing strategy, this concept has performed very well.
Similarly, frequent middle-class individuals are the target audience.

This is because, as an option in ice cream, greater end clients have a

number of elevated end products. But for others, products such as
butter and cheese are the destination for both high-end and low-end
clients.
● Positioning:- ​As far as placement is concerned, Amul has bottom line
positioning about ice cream, eggs, pastry, butter or any other
milk-based products.
SOFT S:
● Style:

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 The Leadership in the firm aims at:
- Building networks among the employees.
- Coordination for competitiveness.
- Technology for effectiveness.

● Staff:
The Amul corporation is very particular about the qualification of its employees. The
basic requirements in the staff that are expected are not qualification degrees but,:
- Computer literacy: With the changing technology, the company wants all its
employees to be computer literate so that they don't lag behind and are not
able to cope with the changing world.
- Dedication: the company wants its employees to be dedicated and work to
their fullest. For this, they have introduced various performance appraisal
programmes so as to keep its employees motivated.
Apart from this, Amul's Training and Development Program has been an enduring
program since its founding, as it thinks that the institution's growth resides in people's
growth – employees of producers. It covers multiple needs-based teaching programs,
some of which are as follows:
- VMS WORKSHOPS
- MANAGEMENT PROGRAMMES
- AWARENESS AND REFRESHERS TRAINING
- DAIRYMEN TRAINING
To name a few.

● Skills:
- Effective supply chain management: the foremost skill that is needed is this,
because the company is all about supplying only. If even one of the producers
lags this skill, then the whole of the chain may get affected.

● Shared values:
Maintenance of the firm’s corporate culture

carry on the battle to ensure greater food security, prosperity, and peace to the world

co-operative culture, co-operative networking, market acumen and respect for both
producer and consumer

True development involves building the institutional capacity to respond to new and
diverse challenges; to adapt, to innovate and to create newer institutional forms

Best Practices (Knowledge Sharing): a skill well-developed.

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CHAPTER 6: CSR INITIATIVES OF AMUL
6.1. WHAT IS CSR?
CSR is the act of incorporating environmental and social concerns into a company’s business.
These programs center around the idea that businesses can make the world a better place. At
the very least, they are an attempt to reduce a company’s negative footprint on the world and
can come from company leaders who sincerely want to do the right thing.
There’s evidence that companies with robust CSR programs also benefit from better public
relations, happier customers and stakeholders, and improved financial performance.

6.2. CSR WITH RESPECT TO AMUL

There are various CSR initiatives taken by AMUL.
● Rural sanitation campaign
Amul Dairy has launched a novel scheme for total rural sanitation and set a target for
itself whereby not a single milk producer will attend to nature’s call in the open. The
Dairy with the support of District Rural Development Agency (DRDA) will provide
interest free loans to its milk producers in Anand and Kheda districts to set up ‘pucca’
toilet blocks, which will not only help women milk producers avoid embarrassment
but will also ensure hygiene.
‘In five years’ time, dairy wishes to achieve the target of providing 100 per cent toilet
facilities in all villages where Amul has a milk society.
The mission is not just about bringing a cultural change by imbibing good habits
among milk producers but also targeted towards encouraging hygienic practices in the
milk supply chain.
Amul has prepared a model low-cost toilet block that costs Rs.11,500 per unit. While
DRDA will support this initiative through subsidy ranging between Rs.4500 and
Rs.4600 for BPL/APL families, Amul will provide its members an interest free loan
worth Rs.4300 returnable in four years’ time. A member can pay up this loan by
getting Rs.100 per month deducted from his/her bill.
● Blood donation
Amul in association with the Indian Red Cross Society aim to inspire, encourage and
initiate humanitarian services to minimize, alleviate and prevent human suffering at
all times to contribute for “Humanity to Peace”. Towards this objective Amul initiated
blood donation campaign since 1987. Blood donation camps are organized regularly
in rural areas through Village Dairy Co-operative Societies. Similarly camps are
organized in Amul Dairy Campus wherein employees and their family members join

20
 in donating blood. In addition, Amul organizes donation of blood on emergency.
Amul has made a trend in donating blood to the society.

● Tree plantation
In 1946, the unfair trade practises of the middle men brought the farmers of Kaira to
unite and fight against this system which brought Amul into existence. Their
relentless effort in improving their socio-economic conditions ultimately brought their
working as a model for dairy development programme in our country – popularly
known as Anand Pattern. Replication of Anand Pattern through Operation Flood
programme helped India to achieve first position in production of milk in the world.

Alarmed by the climate change and global warming and their understanding of that
dairy farming like agriculture is dependent on nature, they took an oath on 15th
August, 2007, after the flag hoisting ceremony, to plant a sapling and ensure that it
grew into a tree. Then individually they planted sapling on their own at their
identified locations like their farm, near their home, on farm bunds, etc. This marked
the beginning of a silent new revolution to bring a green carpet on Gujarat and India.

In the year 2007, 21,000 saplings were planted by the farmers in Kaira of which
10,000 plants have survived. In the following year 2008, they planted more than
5,05,000 saplings of which 1,79,000 have survived. In 2009, third year of their
movement, more than 13,51,000 saplings have been planted.

Farmers have also created nurseries to produce saplings and almost 45 such nurseries
have been created as of date. For better coordination and sustainable success, Teams
have been formed at various levels.

Inspired by this movement, whole dairy cooperative farmers of Gujarat under Gujarat
Co-operative Milk Marketing Federation Limited (GCMMF) have so far planted 312
lakh saplings.

According to statistics of Forest Survey of India considering on an average 30-40 cm

diameter of these trees, 106 trees would provide one hectare of green tree cover.
Considering 47% survivability of planted trees (based on post plantation survey data,
around 148.12 lakhs out of 311.98 lakhs tree planted survived during the last five
years), when they fully grow up, would provide additional 1,39,735 ha. of green cover
which is additional 6.41% forest cover of Gujarat State of India.

In last five years, milk producers of GCMMF planted around 312 lakhs tree saplings.
By doing so, milk producers of Gujarat Dairy Cooperatives have shown their concern,
awareness and commitment for betterment of environment.

21
 It has been estimated that when one tree is cut, in monetary terms there is loss or Rs.
33 lakhs (Oxygen worth of Rs. 5.3 lakhs, Land Fertility of Rs. 6.4 lakhs, Rs. 10.5 lakh
for reduction of pollution of atmosphere and Rs. 5.3 lakh towards Flowers / Fruits and
habitation to birds - animals). But the benefits that accrue to mankind when a tree is
planted cannot be measured in money and is priceless.

When dairy farmers of Gujarat have planted more than 312 lakh trees in just five
years and are planning to plant more trees every year, they are doing an invaluable
service to the society as the brand “Amul” means price less… priceless service to
mankind.

In an era of global warming, Amul is contributing its share in making Gujarat lush
green. In this way, the milk producers of Gujarat are ushering in a silent revolution of
greening Gujarat.

A SAPLING, OFTEN, RESULTS IN A TREE. A CRORE SAPLINGS, HOWEVER,

RESULT IN GLOBAL RECOGNITION. "Amul Green" movement wins the
International Dairy Federation's award for the best environment initiative in the
"sustainability category" during the 4th Global Dairy Conference held at Salzburg
Congress Centre, Austria on 28th April, 2010.

● Amul scholar
Amul Scholarships: To encourage outstanding children of farmers in pursuing higher
studies Amul introduced scholarship schemes in 1992. The children are given
scholarships for pursing Diploma, Graduation, Post-Graduation and Doctorate. Every
year the outstanding children are identified from the villages and scholarships are
provided to fulfill their dream of achieving academic excellence. This effort has
motivated greatly children to excel in their studies and spread education in rural areas.

Amul Scholar Felicitation Programme: Annually Amul felicitate outstanding children

of employees who have secured highest marks in 10th, 12th standards and Gold
Medalist in graduation. Amul Scholars’ Felicitation Programme was initiated in 2004
and has facilitated many outstanding students of Amul family.

Amul Vidya Shree & Vidya Bhushan: Amul’s vision is to see an educated, talented
and strong youth in a developed India of the future and thereby contribute towards
nation building. We at Amul believe that the sound education of its youth is the
foundation of every state. Hence it is the most basic constituent for a developing
nation like ours. Towards this philosophy, Amul Vidyashree & Vidyabhushan Awards
have been instituted to recognize the brilliance of the students across India as well as

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 the quality of education & guidance imparted by the schools they study in. The
inception of these awards dates back to 2004-05.

The Awards recognize the academic brilliance of Class 10th and 12th top merit
rankers across India and the quality of education and guidance imparted by the
schools they study in and thereby encourage the spirit of enlightenment among
today’s youth. In the first year of the Award Foundation, Amul honored 500 students
in Gujarat and other parts of India. In the second year it acknowledged further 2267
students across schools in India. Moving ahead (2006-07) Amul instituted Amul
Vidya Bhushan” awards to recognize the toppers of Std 12th examination also. The
pan India details on these Awards are available in the following links.

It is India’s first of its kind award that recognizes and rewards brilliant minds of India.
By winning this award, not only the student gets recognized, but it also help the
schools to enhance their image as an academy that imparts quality education, worth
emulating by others.
● Dairy demonstration farm
As part of Amul’s continuous effort to improve the socio-economic conditions and
livelihood of dairy farmers, Amul has come out with various schemes to increase
cattle holding per farmer thereby their income.

A Dairy Demonstration Farm (DDF) has been set up at Mogar to demonstrate

scientific methods of dairy farming. The project envisages encouraging the farmers to
use high yielding animals and modern aids to increase milk production.

The Union provides technical support to milk producers on Scientific Animal

Husbandry practices and also facilitates loan disbursement from banks to the needy by
guaranteeing the loan repayment on behalf of farmers. The Dairy Demonstration Farm
is generating overwhelming interest in milk producer members because of its success
and viability.
So far, under various schemes, thousands of farmers are covered to increase the cattle
holding size from small to medium size.

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CHAPTER 7: HUMAN RESOURCE PLANNING
WITH RESPECT TO AMUL
7.1. MEANING AND OBJECTIVE
Human Resource Planning is a systematic process of forecasting both the prospective demand
for and supply of manpower, and employment of skills with the objectives of the
organization. It can also be termed as the method of reviewing the manpower necessities to
ensure that right kind of skills is made available to the organization.

The main purpose of HRP is to set the goals and objectives of the company. In other words, it
is to have the precise number of employees, with their skills matching the requirements of the
organization, so that the organization can move towards its goals.

Chief objectives of Human Resource Planning are as follows:

Guarantee ample supply of resources, whenever there is a need for it.

1. Make sure that the current manpower in the company is being
used properly.
2. To foresee the potential requirements of manpower at various
skill levels.
3. Evaluate excess or scarcity of resources that are available at a
given point of time.
4. Predict the impact of technological changes on the resources as
well as on the kind of jobs they do.
5. Manage the resources that are already employed in the
organization.
6. Ensure that there is a lead time available to pick and train any
supplementary human resource.

7.2. HRP WITH RESPECT TO AMUL

These are the steps in HRP of AMUL:
● Recruitment and selection
There are two types of recruitment sources followed by AMUL.
1. External sources: these sources lie outside theorganization.
a. Campus interview
b. Application blank
c. Placement agencies
2. Internal sources: these include personnel already on playroll of the organization.
a. Present permanent employees

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 b. Employee referals
c. Former employee
RECRUITMENT POLICY OF AMUL:
Entry level qualification
Below officers cadres

1. S.S.C./ H.S.C. attendent operator- dairy (AOD) - G Gr Worker.

2. Professional qualification E/F grade worker (boiler attendant)
3. BA/ BCOM/ MCOM/ MA/ MSW/ MRM/ MRS ME Biz of Gujarat vidyapeeth andC
Grade Worker similar Non- UniversityInstitutions.
4. BSc/ MSc/ Diploma Engineers B Grade workers. Apprenticeship Lab assistant for 1
year 3 menths for BSc and MSc.
5. BBA Management Trainee for 1 year Jr. Assistant.
SELECTION:
Selection procedure is concerned with securing relevant information about the applicant. The
main objective of selection process is to determinate whether an applicant meets the
qualification for a specific job and coose the application that is the most likely to perfprm
well in the job.

THE SELECTION PROCESS OF AMUL IS AS UNDER

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❏ After selection< the employees generally have probation period. In Amul probation
period is different for different type of employees.
❏ Probation period for officers is 12 months, 6 months for clerical employees and 3
months for workers.

● Training and Development

This step ensures thatrandomness is reduced and lerning or behavioral change takes
place in structured format.
It is a process where the work related knowledge, skills andattitude are given to new
employees. By which they aware the policies rules and increase technical and manual
efficiency and create of responsibility.
AMUL HAS ACCEPTED THREE METHODS OF TRAINING:
1. On the job method.
2. Off the job method.
3. In house training.
4. Out house training.

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 TRAINING PROCEDURE FOLLOWED BY AMUL

3. . PERFORMSNCE APPRAISALS
It is the process of evaluation of performance and qualification of employees in terms of
therequirement of the jobs for which they are employeed. It ishighly iseful in making
decision regarding the the promotion, transfe, wage and salary admonistration etc.

AMUL adopts following appraisal systems final confirmation with the recommendation by
the divisional heads comes from the MD on annual basis. His work is evaluated by Check
List Method of Performance Appraisal. These are the various methods used to appraise the
performance of an employee.
a. Self appraisal:​ if individuals understand the objectives, they are expected to achieve
the standards by which they are to be evaluated they areto great extent in the best
position to appraise their own performance. In this method employee himself.
b. Manager appraisal: ​the general practice is superiors appraise the performance of their
subordinate. Other supervisors, who have close contact with employee’s work may
also appraise with the viewto provide additional information.
A higher level manager appraises the employees for their performance. In AMUL
various attributes consider for the appraisal of the employee.
● Job knowledge
● Work output
● Quality of work

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 ● Interest in work
● Initiatives
● Past records
● Seniority
This appraisal is aslso the rating scale.
The overall assessment is done through above rating and also the comment of
reviewing officer is included. Apart from thi the performance in liked allowance is
provided in relation with performance that is:
● 25%
● 50%
● 100%
This is provided by and under the knowledge of under Managing Director Generally
in AMUL on the basis of performance appraisal employee of managerial level gets
special allowance. While for workers they got promotions.

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BIBLIOGRAPHY
● https://www.mbaskool.com/business-concepts/human-resources-hr-terms/
3907-human-resource-planning-hrp.html
● http://www.amuldairy.com/index.php/component/content/category/13-csr
-initiatives
● Management theories and practices
By: P. Subba Rao
2nd edition
● Principles and practices of management
By: S. K. Kapur

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