A PROJECT REPORT ON MARKETING STRATAGY OF AIRTEL

SUBMITTED TO

SMU In Partial Fulfilment of the Requirements of M.B.A. Marketing

SUBMITTED BY Ritesh kumar Adhikari Roll No.- 511025645

SIKKIM MANIPAL UNIVERSITY Batch (2010-2012)

Bonafide Certificate:

BONAFIDE CERTIFICATE
Certified that this project report titled MARKETING STRATAGY OF AIRTEL is the bonafide work of RITESH KUMAR ADHIKARI who carried out the project work under my supervision.

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TITLE OF THE STUDY Training and development of employees in MECON LTD PROBLEM STATEMENT How do we measure the effectiveness of training and Development through system-level audit?

OBJECTIVES OF THE STUDY The core objectives of our research investigation are: 1. To conduct a systems level audit of the effectiveness of training And development programs. 2. To recommend appropriate measures to enhance the effectiveness of training and development.

LIMITATIONS OF THE STUDY Respondents may not have been open and honest in their response. Response investigation is restricted to select key personnel of the organization. Since the scope of research is restricted to one unit in one area, the problem of generalization is obvious.

TYPE OF RESEARCH

The research is qualitative in nature. The study is based on data collected through structured questionnaire from the respondents. The data has been collected by contacting employees through Internet, as well as through personal contact. The data so generated has been tabulated using tables, charts, Graph, and inferences have been drawn accordingly

RESEARCH METHOD The method adopted in this research is survey method. DATA GATHERING PROCEDURE Data for the study was obtained by giving questionnaire to employees. The research technique used is structured questionnaire which was distributed to Employees in the company and gathered the information.

SAMPLE SIZE 50 EMPLOYEES from the company were randomly selected for the present study. Respondents were requested individually to fill out the questionnaire.

INTRODUCTION

In simple terms, training and development refers to the imparting of specific skills, abilities and knowledge to an employee. A formal definition of training & development is it is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitude or increasing his or her skills and knowledge. The need for training & development is determined by the employees performance deficiency, computed as follows:

Training & Development need = Standard performance Actual performance.

We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was stated earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in classrooms.

Though training and education differ in nature and orientation, they are complementary. An employee, for example, who undergoes training is presumed to have had some formal education. Furthermore, no training programme is complete without an element of education. In fact, the distinction between training and education is getting increasingly blurred nowadays. As more and more employees are called upon to exercise judgments and to choose alternative solutions to the job problems, training programmes seek to broaden and develop the individual through education. For instance, employees in well-paid jobs and/or employees in the service industry may be required to make independent decision regarding there work and their relationship with clients. Hence, organization must consider elements of both education and training while planning there training programmes. Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management developmental programmes, are generally voluntary.

AIMS/OBJECTIVES OF TRAINING & DEVELOPMENT

The fundamental aim of training is to help the organization achieve its purpose by adding value to its key resource the people it employs. Training means investing in the people to enable them to perform better and to empower them to make the best use of their natural abilities. The particular objectives of training are to: Develop the competences of employees and improve their performance; Help people to grow within the organization in order that, as far as possible, its future needs for human resource can be met from within; Reduce the learning time for employees starting in new jobs on appointment, transfers or promotion, and ensure that they become fully competent as quickly and economically as possible.

Company Profile

MECON LIMITED is a public sector under taking under the Ministry of Steel, Government of India. MECON LIMITED established in 1959 under the aegis of Central Engineering & Design Bureau (CEDB), is Indias frontline engineering, consultancy and contracting organization, offering full range of services required for setting up of Project from concept to commissioning including turnkey execution. MECON is a multi- disciplinary firm with 1285 experienced & dedicated engineers, scientists and technologists, having a network of offices spread all over the country, experienced in handling consultancy assignments and EPC Projects. MECON has played a significant role in the development and expansion of Indian Industries. MECON is an ISO: 9001:2000 company and is registered with international financial institutions like WB, ADB, AFDB and has technological tie-ups with world leaders.

KEY AREAS OF ACTIVITIES : METALS Iron Making Steel Making Rolling Mills Non- Ferrous By- products & Chemicals Raw Materials & Mining Beach Sand Mining & Mineral Beneficiation Refractories Research & Development POWER
Power Plant- Thermal & Hydel

Transmission & Distribution

Non- conventional Energy sorces

Energy Management & Audit RLA & RMU Studies OIL & GAS Oil & Gas Pipelines Petrochemicals & Refineries

 CNG stations & City GAS Distribution POL Depots LPG bulk storage, handling, bottling & transportation Group Gathering station. Off-shore platforms & marine pipelines Retail Outlets INFRASTRUCTURE Civil & Structural Engineering Architecture & Town Planning Ports & Material Handling Roads, Bridges, Highways & Flyovers
Defence Sector

Environmental Engineering Hydro Engineering Information Technology Techno- Economics and Management Consultancy Services Healthcare Sector

MISSION

"Developing into an internationally recognized centre of excellence for providing quality services in technical consultancy, design & engineering , design & supply of plant, equipment & systems, Project implementation from concept to commissioning for industrial development and upgradation ventures, development of infrastructure and other service sectors."

BOARD OF DIRECTORS

Shri A.K. Ghosh Chairman cum Managing Director

+91-651-2481021/2482209

Shri K. K. Mehrotra Director (Engineering) +91-651-2480014

Shri J. Mathew Director

Shri M.N. Sharif Director (Technology)

(Projects) +91-651-2480316 +91-6512482711

Shri U.P. Singh, IAS Director - MECON & Joint Secretary, Govt. of India, Ministry of Steel

Shri S. Machendranathan, IAS Director - MECON & Addl. Secretary

+91-11-23063297

& Financial Adviser, Govt. of India, Ministry of Steel +91-11-23062630

Shri Ganatantra Ojha Director +91-0788-6560261

Shri

Shri B Ramesh

Mulkh Raj Kumar Pasrija Director +91-1125795286 Director +91-40-27502503

HUMAN RESOURCE DEVELOPMENT IN MECON

HRD Vision: To build an organization with a competent, stable, well-led human capital to have major competitive advantage. It aims to create, maintain and enhance the knowledge base of the organization to meet business challenges. HRD Objectives: HRD is committed to the value and necessity of employees training and development in maintaining a productive human resource. Imparting necessary training and thereby improving the technological knowledge with up-to-date information, technology import and technology synergy to meet the changing needs.
Apart from the skill and technology related trainings, providing

behavioural and managerial trainings for the development of individuals which is equally important for the organization to excel. Build and refine employee knowledge and skills for effective performance of duties and responsibilities.
Organisational development for creating ennobling environments for

enabling organizational performance to meet customers needs.

TRAINING & DEVELOPMENT AT MECON: Training & Development is the act of changing behaviour and attitude by imparting knowledge and skills. It is an essential part of the strategy of any

TITLE OF THE AUTHOR BOOK Personnel P.SUBBA RAO management& Human resource N.K.SAHINI& Personnel YOGESH management KUMAR 1st 1
st

NAME OF EDITION PUBLISHER Himalaya

YEAR of PUBLICATION

2005 publication

Kalyani publishing

2002

Tata MC Graw-hill Human resource ASHWATHAPPA management company ltd C.B. MEMORIA Personnel 3 management Himalaya 2002 publication house 2nd publishing 1999

rd

Websites:
1. www.google.com 2. www.citehr.com 3. http://www.meconlimited.co.in/default.html

APPENDIX QUESTIONNIARE 1) How many training programmes have you attended in last 5 years? 0-5 6-10

10-15 More than 15

2) The programme objectives were known to you before attending it. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

3) The training programme was relevant to your developmental needs. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

4) The period of training session was sufficient for the learning. Strongly agree Moderately agree Cant Say

 Moderately Disagree Strongly Disagree

5)

The training methods used during the training were effective for

understanding the subject. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

6) The training sessions were exciting and a good learning experience. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

7)

The training aids used were helpful in improving the overall effectiveness

of the programme. Strongly agree

 Moderately agree Cant Say Moderately Disagree Strongly Disagree

8) The training was effective in improving on- the- job efficiency. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

9) In your opinion, the numbers of training programmes organized during the year were sufficient for officers of MECON. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

10) How many training programmes have you attended during the last year? Upto 2 3-5 6-8 More than 8

11) The training given is useful to you. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

12) The time limit of the training programme was sufficient Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

13) The time limit of the training programme, if increased would make it more effective. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

14) The training was effective in improving your on-the-job efficiency. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

15)

The training aids used were effective in improving the overall effectiveness

of the programme. Strongly agree Moderately agree Cant Say

 Moderately Disagree Strongly Disagree

16) The number of training programmes organized for workers in a year are sufficient. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree

17)

The participation of workers in training programme would help increase its

effectiveness. Strongly agree Moderately agree Cant Say Moderately Disagree Strongly Disagree